CHAPTER 1

The Tourism
and
Hospitality
Overview
BSHM 1- 3
GROUP 1
Chapter Objectives
1.Covers the workings, operations, and the
integrative activities of major stakeholders
in the THI
2.To gain knowledge on managing and
marketing a service- oriented business
organization
3. In-depth study of the nature and
distinctive characteristics of the entire
tourism industry
4.Analysis of the possible impacts of external
factors and trends 5. Look into client
profiling such as travel motivations and
Organizational
Environment
• An organizational environment is composed
of forces or institutions surrounding an
organization that affect performance,
operations, and resources.
• e.g. Government regulatory agencies,
competitors, customers, suppliers and
pressure from the public
• “All of those factors that affect the operation
of the organization (Gatewood, 1995).”
• “A manager's environment is made up of
constantly changing factors — both external
and internal — that affect the operation of
the organization.
Organizational
Environment
• If a new competitor appears in the
marketplace, the managerial
environment is affected.
• If key clients take their business
elsewhere, managers feel the impact.
• And if technological advances date an
organization's current methods of doing
business, once again, the managerial
nvironment has to adapt.” –
(Introduction to Managerial
Environments)
External
Organizational
Environment
• Includes all elements existing outside
the boundary of the organization that
have the potential to affect the
organization.
• Set of forces and conditions outside the
organization’s boundaries that have the
potential to affect the way the
organization operates. These forces
change over time and thus present
managers with opportunities and
threats.
Internal Environment
• “The environment that includes the elements within
the organization’s boundaries (Daft, 2005).”
• “All factors that make up the organization, such as
owners, management, employees, and board of
directors (Gatewood, 1995).”
• “The conditions, entities, events, and factors within
an organization that influence its activities and
choices, particularly the behavior of the employees.
Factors that are frequently considered part of the
internal environment include the organization's
mission statement, leadership styles, and its
organizational culture (The Business Dictionary).”
Internal Environment
• “An organization's internal
environment is composed of the
elements within the
organization, including current
employees, management, and
especially corporate culture,
which defines employee
behavior.(Principles of
Management. Cliffnotes.com).”
INTERNAL ENVIRONMENT MODELS
INTERNAL ENVIRONMENT MODELS
INTERNAL ENVIRONMENT MODELS
 Organizational

The Vision The Mission

more broad and future more focused – how
oriented – the goal on the you will get to the
horizon a possible and horizon more
desirable future state of associated with
an organization behavior and the
present
 Mission

“WHAT DO WE WANT TO BECOME?” • Describes what

the organization would like to become “WHAT IS OUR
BUSINESS?”
● Purpose or reason of existence
● Shared expectations
● Communicates public image
● Creed statement
 SHANGRI-LA

The Vision The Mission

To be the first choice for To delight our guests
guests, colleagues, every time by creating
shareholders and engaging experiences
business partners. straight from our
heart.
 Southwest Airlines
The Vision
To become the world’s most loved, most
flown, and most profitable airline.

The Mission
The mission of Southwest Airlines is
dedication to the highest quality of Customer
Service delivered with a sense of warmth,
friendliness, individual pride, and Company
Spirit.
 Department of Tourism
The Vision
Position the Philippines as a premier tourist
destination in Asia.

The Mission
Formulate tourism plans and programs to promote, develop
and regulate the country’s tourism industry as a major socio-
economic activity that generates foreign currency and local
employment, and to spread the benefits of tourism to a wider
segment of the population with the support, assistance, and
cooperation of both the private and public sectors.
Trends
Impacting
the Tourism
and
Hospitality
Industry
 Trends Impacting the Tourism
and Hospitality Industry
• The field of tourism and hospitality is a fast changing
one. Because tourism is not a single discipline but is
connected to many aspects of life, it is constantly
changing.
• These fast moving changes require that tourist
companies must be constantly on the alert to detect
changes, trends and issues early so that they can
make the necessary adjustments (Bauer, 2016).
1. Catering to
Millennials Companies need to
define their strategies
based on this Performance

demographic group’s
Expectations Of
Employees & Superiors

personality traits and

habits—they travel a lot;
are early adopters of
technology; like
Setting
Performance
Standards
personalized interactions
and are spontaneous.
2. Tech Explosion
The majority of guests today are
self-sufficient, tech-savvy travelers
who are comfortable using apps or
mobile websites. Hotels need to
Performance
Expectations Of
Employees & Superiors

make sure their offerings are up-

to-date and user-friendly. At
business meetings and
conferences, travelers expect
Setting
hotels and conference centers to
Performance
Standards

have high quality tech equipment

and a knowledgeable support staff.
3. Influx of International Visitors
International leisure travel
is on the rise. Hotels must
be able to provide services
Performance
Expectations Of
Employees & Superiors

in a multitude of
languages, and tailored
experiences properly suited
to the culture and unique
Setting

needs of their international

Performance
Standards

visitors.
4. Increased Emphasis On Health
and Well-being
Guests today are taking charge of
their health; hotels are responding
with well-equipped fitness centres,
Performance
Expectations Of
Employees & Superiors

pools and spas. Increasingly,

travelers are expecting innovative
wellness options. In addition to
healthy food options, growing trends
include lighting that energizes,
Setting
Performance
air
purification, yoga spaces, in-room
Standards

exercise equipment and even

vitamin-infused shower water.
5. Need for seamless technology
Seamless connectivity across
platforms and devices is growing
more important. Many hotel
Performance
Expectations Of
Employees & Superiors

groups are offering mobile check-

in and digital concierge services.
At Aria Resort and Casino in Las
Vegas, guests are issued high-
Setting

tech cards that detect their

Performance
Standards

presence and unlock the door

before they even reach it.
6. Sustainability rules
Eco-friendly practices are
becoming the norm, as properties
focus on renewable energy
Performance
Expectations Of
Employees & Superiors

resources and water scarcity.

Many hotels are installing solar
panels and updating systems so
that air conditioners and lights
Setting

automatically switch off when

Performance
Standards

guests leave their rooms.

7. New roles for staff
Many travelers seem to
prefer technology to human
beings —they want to check-
Performance
Expectations Of
Employees & Superiors

in digitally and don’t mind if a

robot delivers room service.
This will give staff the
opportunity to focus on more
Setting
Performance

personalized service, as
Standards

opposed to rote tasks.

8. Destination promotion
The explosion of social media
is causing hotels to become
more involved in destination
Performance
Expectations Of
Employees & Superiors

and self-promotion. Many are

featuring guests’ images and
tweets on their websites;
some are even using the
Setting
Performance

material in their advertising

Standards

campaigns.
9. Real-time damage control
If a hotel guest is dissatisfied, he
or she can easily complain on
Facebook, Twitter, Yelp or
Performance
Expectations Of
Employees & Superiors

TripAdvisior. Hoteliers must be

able to quickly respond.
Engaging with customers and
responding to their needs
Setting

through these public forums help

Performance
Standards

maintain positive guest relations

and drive future bookings.
10. Unique perks
With so many brands to choose
from, properties need to find a
way to stand out. Some are
Performance
Expectations Of
Employees & Superiors

offering free daily wine tastings

in their lobbies or bars; some are
incorporating sophisticated
informational screens in
bathroom mirrors; and others are
Setting
Performance
Standards

giving away curated set lists of

downloadable music.
Trends in Tourism and
Hospitality
 Self-Assessment
1. Composed of forces or institutions surrounding an
organization that affect performance, operations, and
resources.
2. Environment that includes the elements within the
organization’s boundaries. ​
3. Possible and desirable future state of an organization.
​
4. Describes what the organization would like to
become.
5. Includes all elements existing outside the boundary of
 Answers

1.Organizational Environment
2.Internal Organizational Environment
3.Vision
4.Mission
5.External Organizational Environment