Group Seminar Presentation: Travelodge and the Hospitality Industry

Desklib provides past papers and solved assignments for students. This is a case study of Travelodge.

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GROUP SEMINAR PRESENTATION
Module: Emerging Trends in the Hospitality
Industry
Topic: Travelodge hotel groups
ID NUMBER: NAME:
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TABLE OF CONTENTS
1. Introduction
2. Question 1
3. Question 2
4. Question 3
5. Question 4
6. Conclusion
7. References

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INTRODUCTION
• INTRODUCTION ABOUT THE
CHOSEN ORGANISATION.
• Travelodge Hotels limited is a private hotels and
hospitality company, operating throughout UK and
Ireland.
• It is the second largest in the budget sector of UK
hotels, providing both bedrooms and hotels in large
number.
• The company consolidates its position by embracing
advanced technologies that are must in 21st century.
• The organisation has gain heights in very short span
of time. The first lodge was operated in 1985 and now
it constitutes of more than 200 properties in UK and
Ireland (Travelodge, 2019).

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Leadership Styles
1. Critically analyse and apply an
appropriate leadership style for your
chosen hospitality organization with
justification of the choice of selection.
- Definition of Leadership
• Leadership is the capacity to assess as well as forecast a long-
haul plan or policy and motivate the followers to achieve the
desired strategy.
• A true leader creates a secure framework to encourage others
and tap them into their own skills and ideas while contributing
towards the project.
• Leadership is the ability to have a vision, share that vision and
inspire other followers to support your vision.
• Leaders need to exhibit honesty, trustworthiness, integrity and
ethics to be a part of effective leadership (Wang et al. 2014).

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Leadership Styles
1. Critically analyse and apply an appropriate
leadership style for your chosen hospitality
organization with justification of the choice of
selection.
- Different Types of Leadership
• The four types of leadership are autocratic, bureaucratic, Laissez-Faire and
Democratic (Slack et al. 2015).
• Autocratic leadership grants all the decision-making powers to the leaders and they
are shown as dictators.
• Bureaucratic leadership type emphasizes on the procedures and on the other hand,
Laissez-Faire leadership provides no direction or help to the employees (Rothfelder et
al. 2012).
• In democratic leadership, the final decision is made by leader and the choice is of the
leader to involve team members in decision-making process.

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Leadership Styles
1. Critically analyse and apply an appropriate
leadership style for your chosen hospitality
organization with justification of the choice of
selection.
- Current Practices of Leadership in your chosen
organisation.
• Travelodge has travelled far since 1985 to strengthen its hotel brand across UK,
Ireland and Spain (Mason and Simmons, 2014).
• The current practice of leadership chosen in Travelodge is bureaucratic as leader
emphasizes on procedures rather than granting power.
• The new team members recruited in the company need to undergo an induction
programme, which makes clear them their roles and provides them training.
• The diverse workforce of the company helps it to successfully implement such
leadership style.

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Leadership Styles
1. Critically analyse and apply an appropriate
leadership style for your chosen hospitality
organization with justification of the choice of
selection.
- Critically analyse about leadership styles with other
organisations in the field of Hospitality.
• Each organisation consists of three main elements to achieve the aim of the company.
These are task, management and time.
• In the field of hospitality, it is more important to serve the customers well rather than
showing them our leadership style.
• Leadership styles grant various powers to the leader and effective use of this power
enhances the culture.
• Many other organisations in this field support autocratic leadership as they have very
little faith in their subordinates (Arif Kamisan and King, 2013).

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ORGANISATIONAL RESPONSIBILITY AND
RESPONSIBLE LEADERSHIP
2. Critically assess, how organisational responsibility
and responsible leadership leads to corporate
leadership systems to facilitate the competitive
advantage.
- Definition of Organisational Responsibility.
• Organisational responsibility is the ethical behaviour of an
organisation to ensure the practices followed in it runs
effectively (Kim and Brymer, 2011).
• An organisation cannot run its processes and deliver the
services, without implementing organisational
responsibilities.
• The protocol for organisational responsibility differs within
each organisation but it follows a uniform guideline.
• Organisational responsibility is based on the structure of
an organisation and the manner in which it operates
(Czech and Forward, 2013).

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ORGANISATIONAL RESPONSIBILITY AND
RESPONSIBLE LEADERSHIP
2. Critically assess, how organisational responsibility
and responsible leadership leads to corporate
leadership systems to facilitate the competitive
advantage.
- Elements of Organisational Responsibilities.
• First element of organisational responsibility is applied on all organisations regardless of
their structure (Scott, 2016).
• Second element goes beyond the value of position and emphasises on doing right
thing.
• Third element consists of ethics as voluntary actions have the potential to harm the
welfare of others.
• Fourth element is related to the stakeholders, is a necessary component what
subsumes expectations of stakeholders must be taken into account (Vilela et al. 2014).

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ORGANISATIONAL RESPONSIBILITY AND
RESPONSIBLE LEADERSHIP
2. Critically assess, how organisational responsibility
and responsible leadership leads to corporate
leadership systems to facilitate the competitive
advantage.
- Definition of Responsible Leadership
• Responsible leadership is associated with the making of sustainable business
decisions, which accounts for the interest of stakeholders and the future generations
(Martínez et al. 2013).
• Travelodge is a great example of responsible leadership, as the company emerged
quickly as a leading hospitality company.
• The decisions made by responsible leaders are very close to the desires of
stakeholders.
• Responsible leadership is the management of interaction of a company with the society
and their aim is to address the various concerns of stakeholders (Park and E. Levy,
2014).

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ORGANISATIONAL RESPONSIBILITY AND
RESPONSIBLE LEADERSHIP
2. Critically assess, how organisational
responsibility and responsible leadership leads
to corporate leadership systems to facilitate the
competitive advantage.
- Framework of Responsible Leadership.
• As illustrated in the figure, there are three main
units in Responsible Leadership framework.
• The first unit consists of input and describes
necessity of consistency in leadership.
• The second unit, known as process provides
framework for the responsibilities. A leader must
have endurance along with responsibilities to
ensure sustainability (Arif Kamisan and King,
2013).
• The third unit consists of outputs, which is the
domain of performances, as this is the key factor
of leadership.

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ORGANISATIONAL RESPONSIBILITY AND
RESPONSIBLE LEADERSHIP
2. Critically assess, how organisational responsibility
and responsible leadership leads to corporate
leadership systems to facilitate the competitive
advantage.
- Critically assess organisational Responsibility and
Responsible Leadership.
• Responsible leaders require responsible organisational responsibilities and systems to
improve the profit-making strategy of a company.
• Understanding the style of leadership makes the corporations more responsible and
improves their work-culture (Benavides-Velasco et al. 2014).
• The companies that assign the responsibility of an organisation to a responsible leader,
achieves huge market value and respect.
• The changing demand of world also demands new leadership style that is committed
towards the work and emphasizes on societal impact.