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The huge factors of Team Work in Hospitality

Teamwork is a huge factor in hospitality industries around the world. Most hospitality companies including tourism and hospitality industry survive off of teamwork. Teamwork in the tourism industry has great importance for several reason. Teamwork brings a feeling of security, trust, and commitment to employees as well as the employers. Without teamwork, morale can be reduced. If morale is reduced, then production could be decreased as well. Hospitality industries are aware of this reality, so they use programs and activities to keep morale and production at its highest accessible level. Teamwork in the company has great importance for more than one reason. Hospitality industries, who have embraced the idea, have reported increased performance in work production, problem resolving and has activated new growth. This group project approach has improved employee morale and increased insight when managed appropriately. The benefits associated with teamwork can make a positive effect in the company that incorporates this kind of teamwork procedure. Resources must be available within the company or outsourced by businesses that will come in and teach company employees to help make the most effective work. A high performance workplace targets increasing people's impact on the business as well as the impact of processes, methods, the physical environment, and the technology and tools that enhance their work (Burton et al, 2005).

Andrew Carnegie defined teamwork as 'Teamwork is the capability to work together toward a common vision. The ability to direct individual accomplishments toward organizational goals. It is the fuel which allows common people to attain unusual results. ' Another description of team relating to Katzenbah and Smith (1991) is "a team is a tiny number of individuals associated in a few joint action, with a strong, deep seated, good sense of purpose" (Garner C. L. , 1998). Associates are mutually committed, mutually supportive, and collectively responsible for the achievements of team goals and targets. Real clubs create synergy; they perform at levels above that of teams. Associates work closely and readily with one another to attain their common performance goals. Real groups perform jobs that can't be attained by individuals alone (Garner C. L. , 1998).

Teamwork is often a crucial part of the business, as it is necessary for co-workers to work well together, trying their best in any circumstance. Teamwork means that individuals will try to cooperate, utilizing their individual skills and providing constructive responses, despite any personal turmoil between individuals. The purpose of this report is to discuss the framework and purposes of team work in tourism and hospitality industry, also to factor which influence the potency of team in the travel and leisure and hospitality industry.

Section 2: STRUCTURE OF TEAM IN Travel and leisure INDUSTRY

Tourism Industry and hospitality industry will be the two sides of a same coin. None of them can be found without one. This inter-relationship helps the whole tourism industry to build up. These two industry collaborate collectively to work in a effective way as a team. There are various teams working under these interrelated market sectors. Representatives of traveler carriers, hotel providers, licensed travel companies, tour operators, vendors and restaurant providers interact as a team to develop the tourism and hospitality industry. These exact things are referred to below in a diagrammatical form:

Fig 1. 1

Fig:1. 2

The above diagram 1. 2 details the relationship between the various areas in travel and leisure and hospitality industry and the funnel diagram 1. 1 shows the contribution to the both tourism and hospitality industry.

All these sectors in diagram 1. 2, behaves as an individual in the complete industry. This individual sector works together as a team profit providing numbers of employment opportunities and facilities to the guests.

Furthermore this individual sector comprises of its own team inside. Why don't we have a hotel sector for example. The diagram below shows the team's hierarchy of in the hotel sector.

The various areas and sub industries inside a hotel industry are also interrelated and they're committed on the vision of the company.

Section 3: REASON FOR TEAMS IN Travel and leisure AND HOSPOTALITY

The creation of groups has turned into a key strategy in Travel and leisure and hospitality Industry. Team development can be an essential element in helping and improving the effectiveness of small categories and task causes and must be considered a key part of a complete program of organizational change.

Hellriegel, Slocum, & Woodman (1986) declare that team building can be used to increase the efficiency of work groupings by focusing on the pursuing four purposes: arranging goals and priorities, deciding on means an methods, evaluating the way in which the group works, and checking out the quality of working connections. A pattern then develops; it starts with the recognition or perception of your problem and is also implemented sequentially by data collection, data posting examination, action planning, action execution, and behavioural evaluation. This style is repeated as new problems are diagnosed.

Not all work groupings are teams. Reilly and Jones (1974) list four essential components of teams: goals, interdependence, determination, and accountability. The associates must have common goals or grounds to work together; there has to be an interdependent working relationship; individuals must be committed to the group work; and the group must be responsible to an increased level within the business. Margerison & McCann (1990) distinguished four key activities in any successful team, which should be studied on by one or more users: Advising, innovating, Resolving Issues and Circulation of Workload.

3. 1 Advising

The team comprises different members who are pro in doing their respective jobs. A proper trained member from a team can certainly help his colleague to resolve the problem in case of need. Sharing the different ideas, simple actions, techniques and strategies makes the team faster and escalates the productivity in the industry. When associates work together as a team, they can learn the abilities and functions of one another and advance their knowledge. This certainly can be beneficial in your professional as well as personal life.

3. 2 Innovating

Team Innovation can foster a safe and wide open team environment. It also sparks creative solutions to pressing business problems. Enhancing feedback, communication and assembly skills and sharpening team problem resolving skills leads to increase synergy, trust, and commitment to the other member in the team and the organization. Development in a team helps to clarify agreements, expectations, and then steps which finally provide the positive momentum your team needs to succeed.

3. 3 Resolving Conflicts

There are many types of conflicts which could arise in the business, which may in turn have an adverse effect on the collective result. To be able to resolve business conflicts; the data, understanding and knowledge can be utilized efficiently within a team for determining solutions to the problems. This significantly helps the business to increase.

3. 4 Circulation of workload:

The continuous management and allocation of resources among specific members is exclusive to the team situation and, relating to Salas, Dickinson, Converse, and Tannenbaum (1992), is one of the criteria define a team. Obviously, the term resources refers to generic materials, a lot more specific nature which depends on the duty the team is executing. The term learning resource allocation, therefore, identifies the process where a team screens the source of information needs of each team member to be able to attain an optimal syndication among individual users that allows the team to maximize its collective performance. Because resource allocation can be an integral component of effective team performance in virtually any operational environment, research is needed that provides understanding into source allocation, specially the degree to which it is inspired by factors common to intricate settings.

Section 4: THE FACTORS THAT Affect THE EFFECTIVENESS OF TEAMS

A team should be defined as an active device. Corresponding to Buchlozs, Roth and Hess (Garner C. L. 1998) "wearing the same t-shirt will not make a team". Morgan Glickman, Woodard and Salas explain a team as "distinguishable group of several those who interact interdependently and adaptively to achieve specified, shared and value objectives". Sandstorm and Affiliates (1999) declare that effectiveness of groups start with getting together with the performance anticipations, of these who acquire, use, or review the team's end result. Performance prospects usually stem from managers, internal and exterior customers, and more. Performance expectations differ depending on categories receiving services. For instance, a person usually needs quality, timeliness, low priced, and responsiveness of service. Director expects that a team will meet customer's anticipations and they will be profitable (Angelique A. , 2001). Other targets which influence team's efficiency are related to employee behaviour and quality of work life. On the other hand, task variety, activity identity, task significance, process autonomy, and task feedback can contribute team performance. Team composition like as heterogeneity, team stability and team size is also contributing factors to team's efficiency. Heterogeneity has a positive impact on team effectiveness, particularly when a task allocated to a team is diverse (Diskul P. , 2001). Team stability will involve the continuity of account. According to your lecture class, the effectiveness of team would depend of pursuing factors:

4. 1 Team composition

A team is an organization of people consisting of people who each add their individual knowledge and skills. Synergy, where the collective full is greater than the total of the average person parts, often occurs where teamwork is working well. Groups profit because individuals often don't have all the knowledge and skills necessary. Working together is essential. Harmony and a good attitude are critical. In the event the team is no longer working together, then your expected gains will not materialise. An understanding of the normal goal/process is also critical. People have to be clear as to the reasons the team exists and what the purpose is, Catherine A Tomczyk (2005).

If you have right team structure and methodology, team synergy may take over. Nonetheless it has to be set up accurately. The associates have to be willing and prepared to participate. Inside the absence of the above features teams will fail.

4. 2 Control:

According to Adam R. Evans and William M. Lindsay (2008), a group needs to create procedures that may be use to guide or regulate its activities. For instance, a meeting agenda serves to guide group activities throughout a conference. Schedules or when specific activities will be taken also regulate team activities. Team development and team-member determination is facilitated through maximum involvement in the establishment of agendas, schedules and other steps. Of course, the team should determine how it wishes to maintain control. In reaching situations, control frequently is achieved through the session of any chairperson whose responsibility is to facilitate the procedure established by the team. Some teams find that they do not desire a formal innovator; each member regulates his or her own efforts and behaviour as well as those of others.

4. 3 Cooperation:

Collaboration entails finding the right group of men and women (skills, personalities, knowledge, work-styles, and chemistry), ensuring they share dedication to the cooperation task at hand, and providing them with an environment, tools, knowledge, training, process and facilitation to ensure they work together effectively. By Jean Binder (2007), collaboration, when done well, isn't a competitive exercise. With encouragement from the first choice or manager, associates will feel safe offering ideas that might sound like ineffective but might ignite a brainstorm.

Collaboration at work evolves rapport with team members, builds a highly effective team which is mutually good for the company and staff, and overall development of tourism and hospitality sector.

Communication.

Effective communication skills empower an individual to inspire and impact others in order to reach the required outcome, no matter how difficult the situation can happen to be. An individual with effective communication skills not only has an advantage over his/her fellow fellow workers/friends/acquaintances etc. but also carries out his/her job with a great deal of confidence, easiness and efficiency. Communication makes the bridge between your team members and creates synergy within the team. Through marketing communications; team members achieve organizational goals in more efficient manner. From the idea of view of Judith Davis Hoover, (2002), communication isn't only something of academic attention. It targets businesses that feature teamwork as an essential component of these managerial viewpoint.

Part 2

Section 1: Assignments AND RESPONSIBILITIES

Dr Meredith Belbin (2010) identified a team role as "a propensity to behave, contribute and interrelate with others in a specific way" and called nine such team tasks that he argued underlie team success. Designating specific jobs and responsibilities among members of an team helps promote cohesion within the team.

Designating specific assignments and tasks in a team stimulates effectiveness. This can be done by valuing the strengths of each team member to promote unity. Corresponding to D. Johnson and F. Johnson (1997) there are five keys to a successful team: positive independence, specific accountability, primitive (face-to-face) connection, appropriate use of communal skills, and group handling.

Dr Meredith Belbin (2010) determined nine team tasks and he categorized those jobs into three groupings: Action Oriented, People Focused, and Thought Oriented. Each team role is associated with typical behavioural and social talents. The nine jobs are:

Shaper (SH)

Implementer (IMP)

Completer-Finisher (CF)

Completer-Finisher (CF)

Team Employee (TW)

Resource Investigator (RI)

Plant (PL)

Monitor-Evaluator (ME)

Specialist (SP)

Action Oriented Roles

Shaper

Challenges the team to improve.

Implementer

Puts ideas into action.

Completer Finisher

Ensures thorough, timely completion.

People Oriented Roles

Coordinator

Acts as a chairperson.

Team Worker

Encourages assistance.

Resource Investigator

Explores outdoors opportunities.

Thought Oriented Roles

Plant

Presents new ideas and approaches.

Monitor-Evaluator

Analyzes the options.

Specialist

Provides particular skills.

Section 2: LINE OF Power AND THEIR PURPOSES

Line specialist is displayed by the string of command; a person located above another in the hierarchy gets the to make decisions, issue directives, and expect conformity from lower-level employees. Staff authority is advisory authority; it takes the proper execution of counsel, advice, and advice. People with personnel power derive their vitality from other expert knowledge and the legitimacy founded in their relationships with line managers. Functional authority allows managers to direct specific processes, methods, or policies impacting on people in other departments; useful authority cuts over the hierarchical structure. For instance, the recruiting division may create policies and procedures related to promoting and selecting employees throughout the complete organization.

Chester Irving Barnard (1938) identifies authority as the character of communication where an order is accepted by an individual as governing the actions that each takes within the machine.

The most important authority in a organization shows existing superior-subordinate interactions. It consists of the right to make decisions also to give order concerning the production, sales or fund related behaviour of subordinates.

In general, brand authority concerns matters directly affecting management system production, sales, money etc. , and as a result with the attainment of goals.

People directly responsible for these areas within the organization are delegated range authority to assist them in accomplishing their obligatory activities.

Section 3: CONCLUSION

As from the discourse above, we can conclude teamwork as you of the most crucial factor in developing the hospitality and tourism sector. different ideas of different individuals, working together is only easy and simple & most secure way to achieve the target for the industry. Furthermore, the co-operation of the cheapest and the best position in the hierarchical system of travel and leisure and hospitality industry; the leadership of the best person and the devotion of the staffs makes the successful and professional team. Plus the professional team may easily carryout all the duty within an group. The main goal for all your business including hospitality industry is profit through customer and personnel satisfaction. And most of the team are successful to do this target. Individual effort to complete a task and achieve the success is almost zero but many specific efforts can concern any types of obstacles to attain the mission.

Section 4: BIBLIOGRAPHY

Binder J C (2007), Global task management: communication, cooperation and management, Gower Posting Limited

Daft R L(2008), Corporation Theory and Design, Cengage learning

Fatout M (1992), Models for change in interpersonal group work, Walter de Gruyter

Evans J R and Lindsay W M (2008), Management & Control of Quality, Thomson South western

Heinemann G D and Zeiss A M (2002), Team performance in health care: assessment and development, Kluwer Academics / Plenum Publishers

Hoover, J D(2002), Effective small group and team communication, Harcourt College Publishers

Journal article by Julie M. Urban, Jeanne L. Weaver, Clint A. Bowers, Lori Rhodenizer; Human being Factors, Vol. 38, 1996

Katzenbach J R, Smith D K (1993), The wisdom of clubs: creating the high-performance organization, Harvard Business Press

Robbins SP, Organizational patterns: Global and Southern African Perspectives, Pearson Education South Africa (pvt) Ltd.

Tomczyk A C (2008), Task Manager's Limelight on Planning, SYBEX Inc.

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