Strategy and Leadership in Abu Dhabi's Tourism Sector Report

This report examines the leadership challenges and strategic recommendations for the Department of Tourism and Culture (DTC) in Abu Dhabi, focusing on the decrease in tourism and the appointment of a new director. It analyzes leadership styles, advocating for democratic leadership to leverage employee potential and address challenges. The report includes stakeholder analysis, emphasizing the importance of tourists and private/public tourism companies. It addresses recruitment and training, suggesting fixed policies and on-the-job training. Furthermore, it explores staff motivation through monetary and non-monetary factors. The conclusion highlights the need for an effective leadership framework and employee satisfaction to overcome current challenges in the tourism and hospitality sector. This report is contributed by a student and is available on Desklib.

Strategy and Leadership in Tourism and Hospitality
Strategy and Leadership in Tourism and Hospitality
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Strategy and Leadership in Tourism and Hospitality
Executive summary
The main focus of the report is on making changes in the structure of the organization in
order to cope up with the challenges that are currently being faced by the department of
tourism and Hospitality in Abu Dhabi. It is suggested in the provided report that democratic
leadership should be used to incorporate the changes that are being made currently in the
leadership structure of the company. It is also suggested that both monetary and non-
monetary factors should be focused on developing a motivational strategy for the employees.
Alternatives for the implementation of training programs are also provided in this report.
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Strategy and Leadership in Tourism and Hospitality
Contents
Introduction................................................................................................................................4
Leadership style.........................................................................................................................5
Stakeholder analysis...................................................................................................................5
Recruitment and training of staff...............................................................................................6
Motivational and engagement of staff........................................................................................6
Training of staff..........................................................................................................................6
Conclusion..................................................................................................................................8
References..................................................................................................................................9
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Strategy and Leadership in Tourism and Hospitality
Introduction
This report is concerned with the requirement of changing the leadership position in a
business organization in order to improve the financial position as well as dealing with
challenges faced by a particular organization. This report will be focused on the Department
of tourism and culture (DTC) in Abu Dhabi. Recently General Manager of TCA has been
appointed and promoted as executive director of tourism. There are various challenges that
are being faced by tourism in Abu Dhabi such as the overall number of visitors has decreased
by 50%. It is expected that the change in leadership challenges faced by the organization will
also reduce.
Leadership style
One of the most important aspects that are required to be considered during the planning
stage of leadership is to ensure that effective and efficient leadership styles adopted in the
organization. In the given scenario Al Dhaheri has been appointed as director of tourism
recently and this is the stage in which the director is required to analyse the business situation
and implement a new leadership model in the company (Bush, Belland Middlewood, 2019).
If I was appointed as director of tourism in TCA then I would have analysed the overall
structure of the company before initiating any kind of planning process (Thorpe, 2016). The
type of internal analysis will definitely help in identifying the deficiency is due to which
overall tourism is decreasing.
It can be said that area that requires improvement in case of DCT is adopting a fixed
framework of leadership as without leadership framework it would be very difficult for
directing the efforts of employees. It is recommended that management should be using a
democratic leadership style for effective and efficient results. Implementing this framework
can be justified on the basis of this characteristics as this leadership style business
organizations will be able to get the maximum potential of all the human resources operating
in the company (Moutinho and Vargas-Sanchez, 2018). This is due to the fact that feedback
and suggestions will be taken from each and every employee in order to overcome the current
challenges faced by the tourism sector in Abu Dhabi.
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Strategy and Leadership in Tourism and Hospitality
Stakeholder analysis
Stakeholder analysis is a process undertaken in order to identify the needs and requirements
of important stakeholders and developing Strategies for their satisfaction (Medlik, 2016). The
following are the two most important stakeholder analyses from the perspective of the
tourism and hospitality industry (Caputo, Evangelista and Russo, 2016).
Tourists- Tourists that can be potential visitors in Abu Dhabi will be considered as the most
important stakeholder in the given scenario as they will be the critical source of revenue for
the department of tourism and Hospitality as well as the government of Abu Dhabi. For the
purpose of satisfying the needs and requirements of tourists, it is important to ensure that
infrastructural development is at its peak as it is one of the primary reasons that visitors are
visiting Abu Dhabi.
Private and public tourism companies-As it is already provided in the given scenario that
operates along with private and public sector tourism companies in Abu Dhabi and can also
be considered as critical stakeholders. This is due to the fact that these stakeholders will be
responsible for making packages advertisements say which will help in attracting the tourist
(Rajablu, Marthandan and Yusoff, 2015). It is important that the department of tourism is
working efficiently with this sector to promote tourism.
Recruitment and training of staff
After analysing the working of the human resource department in the organization it can be
said that there are no fixed policies and procedures that are being followed by the
organization in order to recruit in new talent in the company. The decrease in the tourism
sector clearly indicates that there are some deficiencies in the working of TCA and the
significant contribution of this deficiency goes to the efficiency of human resources that are
being employed in the company. It is very important for the director of DCA to ensure that
only efficient human resources are working in the company.
It is suggested that the management of the organization is required to develop fixed policies
and procedures for the purpose of recruiting each and every similar position in the company.
For example, if the operational staff is higher than a specific set of policies will be developed
only for the hiring of operational staff. Similarly, different policies will be developed for
hiring executive members. It can be said that recruitment and selection policies will be
different for a different set of job positions (Alghazo and Al-Anazi, 2016).
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Strategy and Leadership in Tourism and Hospitality
Motivational and engagement of staff
One of the most important factors that contribute to increasing the efficiency of operations is
the increased efficiency of human resources. The most effective tool that can be used for
increasing the efficiency of human resources is the motivation of employees. For the purpose
of motivation to the type of factors should be considered i.e. monetary factors and non-
monetary factors (Kaur, 2015).
The focus of the reward strategy should be on both of these factors rather than involving only
monetary factors for improving motivation level. For example, management of the
organization should recognize employees with exceptional performance in front of the peers
which will help in the motivation of employees as well as creating healthy competition in the
company.
Training of staff
On the job training will be the most appropriate alternative that can be used for the training of
staff members in the company. All the new employees in the company will be appointed
under experience employee which will guide them to ensure that they are able to understand
the working in the company. This type of model will help in reducing the cost of operation as
well as providing training without hampering the day-to-day operations of the company
(Devi, 2015).
Conclusion
On an overall evaluation of the provided case study can be said that there are some challenges
that are currently faced by the tourism and hospitality sector of Abu Dhabi but they can be
managed effectively with the help of developing an effective and efficient leadership
framework in the company. In addition to that, it is also important to ensure that all the
human resources are satisfied with their job positions as well as operating at their full
potential to ensure that management is able to cope up with the challenges.
References
Bush, T., Bell, L. and Middlewood, D. eds., 2019. Principles of Educational Leadership &
Management: London. SAGE Publications Limited. Available at:
https://books.google.co.in/books?
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Strategy and Leadership in Tourism and Hospitality
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Devi, Sri. (2016). Employee Training. Available at:
https://www.researchgate.net/publication/308916611_Employee_Training
Alghazo, A.M. and Al-Anazi, M., 2016. The Impact of Leadership Style on Employee’s
Motivation. International Journal of Economics and Business Administration, 2(5),
pp.37-44. Available at:
https://www.researchgate.net/publication/310585872_The_Impact_of_Leadership_Styl
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Kaur, P., 2015. E-recruitment: A conceptual study. International Journal of Applied
Research, 1(8), pp.78-82.Avaliable at:
http://www.allresearchjournal.com/archives/2015/vol1issue8/PartB/1-8-44.pdf
Medlik, S. ed., 2016. Managing tourism: London. Elsevier. Available at:
https://books.google.co.in/books?
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+London.+Elsevier.+Medlik&ots=oo8fUO_lS6&sig=fRqvpYGMr3Qs1UQCnPZ-
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Moutinho, L. and Vargas-Sanchez, A. eds., 2018. Strategic Management in Tourism, CABI
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Strategy and Leadership in Tourism and Hospitality
Rajablu, M., Marthandan, G. and Yusoff, W.F.W., 2015. Managing for stakeholders: The role
of stakeholder-based management in project success. Asian Social Science, 11(3),
p.111. Available at:
https://www.researchgate.net/publication/271138669_Managing_for_Stakeholders_The
_Role_of_Stakeholder-Based_Management_in_Project_Success
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page&q=Gower%20handbook%20of%20leadership%20and%20management
%20development%3A%20New%20York.%20CRC%20Press.&f=false
Caputo, F., Evangelista, F. and Russo, G., 2016, September. Information sharing and
communication strategies: a stakeholder engagement view. In 9th Annual Conference of
the EuroMed Academy of Business. Available at:
https://iris.unito.it/bitstream/2318/1607583/2/EUROMED2016.pdf#page=426
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