This document provides an overview of tourism management. It discusses key concepts such as the definition of management, the management process, functions of management including planning, organizing, staffing, leading, and controlling. It also covers levels of management from top-level to middle-level to first-level managers. Additionally, it outlines management skills, roles, and the internal and external environment of an organization. Planning is a critical management function and the importance of planning as well as management by objectives is emphasized.

1. Tourism
Management

2. Introduction
 Management
 in all business and organizational activities is
 the act of getting people together to accomplish
desired goals and objectives using available resources
efficiently and effectively.

3. Introduction
 Management
comprises planning, organizing, staffing, leading or
directing, and controlling organization (a group of one
or more people or entities) or effort for the purpose of
accomplishing a goal.

4. Introduction
 Resourcing encompasses
 the deployment and manipulation of human
resources, financial resources, technological resourc
es and natural resources.

5. Introduction
 Since organizations can be viewed as systems,
management can also be defined as human action,
including design, to facilitate the production of useful
outcomes from a system.

6. Nature of Management
 It is a dynamic process
 It has multi disciplinary approach
 It is a science
 It is an art

7. MANAGEMENT PROCESS-
 The management process includes planning,
organizing, staffing, directing and controlling
functions.

8. Management as a process has
the following implications
 MANAGEMENT AS SOCIAL PROCESS-
Management process involves interaction among people.
Goals can be achieved only when relations between people
are productive.

9. Management as a process has
the following implications
 MANAGEMENT AS INTEGRATED PROCESS-
• Management process brings together human, Physical and
financial resources.
• Management process also integrates human efforts so as to
maintain harmony among them.

10. Management as a process has
the following implications
 MANAGEMENT AS ITERATIVE PROCESS-
• All managerial functions are contained within each other.
• For example, when a manager prepares plans, he is also
laying down standards for control

11. Management as a process has
the following implications
 MANAGEMENT AS CONTINUOUS PROCESS-
• Management involves continuous identifying and solving
problems.
• it is repeated again and again.

12. Cont’d…..

13. Functions of Management
 Management operates through various functions, often
classified as planning, organizing, staffing,
leading/directing, controlling/monitoring and
motivation.

14. Functions of Management
 Planning: Deciding what needs to happen in the future
(today, next week, next month, next year, over the next
five years, etc.) and generating plans for action.
 Organizing: (Implementation)pattern of relationships
among workers, making optimum use of the resources
required to enable the successful carrying out of plans.

15. Functions of Management
 Staffing: Job analysis, recruitment and hiring for
appropriate jobs.
 Leading/directing: Determining what needs to be done in
a situation and getting people to do it.
 Controlling/monitoring: Checking progress against plans.

16. Functions of Management
 Motivation: Motivation is also a kind of basic function of
management, because without motivation, employees cannot
work effectively.
 If motivation does not take place in an organization, then
employees may not contribute to the other functions (which
are usually set by top-level management).

17. Levels of management
Top-level managers
 Consists of board of directors, president, vice-
president, CEOs, etc.
 They are responsible for controlling and overseeing the
entire organization.

18. Cont’d…
 They develop goals, strategic plans, company policies,
and make decisions on the direction of the business.
 In addition, top-level managers play a significant role
in the mobilization of outside resources and are
accountable to the shareholders and general public.

19. Cont’d…
 According to Lawrence S. Kleiman, the following skills are
needed at the top managerial level.
Broadened understanding of how ,competition, world
economies, politics, and social trends effect
organizational effectiveness .

20. Levels of management
Middle-level managers
 Consist of general managers, branch managers and
department managers.
 They are accountable to the top management for their
department's function.
 They devote more time to organizational and
directional functions.

21. Cont’d…
 Their roles can be emphasized as
 executing organizational plans in conformance with the
company's policies and the objectives of the top
management
 they define and discuss information and policies from
top management to lower management
 and most importantly they inspire and provide guidance
to lower level managers towards better performance.

22. Some of their functions are
as follows:
 Designing and implementing effective group and
intergroup work and information systems.
 Defining and monitoring group-level performance
indicators.
 Diagnosing and resolving problems within and among work
groups.
 Designing and implementing reward systems supporting
cooperative behavior.

23. Levels of management
First-level managers
 Consist of supervisors, section leads, foremen, etc.
 They focus on controlling and directing.
 They assigning employees tasks, guide and supervise
employees on day-to-day activities, ensure quality and
quantity production, make recommendations,
suggestions, and up channel employee problems, etc.

24. First-level managers are role
models for employees that
provide:
 Basic supervision.
 Motivation.
 Career planning
 Performance feedback.

25. Management skills
 Political: used to build a power base and establish
connections.
 Conceptual: used to analyze complex situations.
 Interpersonal: used to communicate, motivate, mentor
and delegate.
 Diagnostic: the ability to visualize most appropriate
response to a situation

26. OR
 Technical
 Decision making
 Leadership
 Adaptive
 Managing
 Social

27. Management roles
 Interpersonal: roles that involve coordination and
interaction with employees.
 Informational: roles that involve handling, sharing, and
analyzing information.
 Decisional: roles that require decision-making.

28. OR
 Top management roles
 Middle management roles
 Supervisory management roles

29. External Environment of an
Organization
Directly interactive forces
 Directly interactive forces include owners, customers,
suppliers, competitors, employees, and employee
unions.
 Management has a responsibility to each of these
groups.

30. Cont’d…..
 Owners expect managers to watch over their interests and
provide a return on investments.
 Customers demand satisfaction with the products and
services they purchase and use.
 Suppliers require attentive communication, payment, and
a strong working relationship to provide needed resources.

31. Cont’d….
 Competitors present challenges as they vie for customers
in a marketplace with similar products or services.
 Employees and employee unions provide both the people
to do the jobs and the representation of work force
concerns to management.

32. External Environment of an
Organization
 Indirectly interactive forces
 Socio cultural dimension is especially important because
it determines the goods, services, and standards that
society values.
The socio cultural force includes the demographics and
values

33. Cont’d…
 Political and legal dimensions of the external
environment include regulatory parameters within which
an organization must operate.
Political parties create or influence laws, and business
owners must abide by these laws.
Tax policies, trade regulations, and minimum wage
legislation

34. Cont’d….
• Technological dimension of the external environment impacts
the scientific processes used in changing inputs (resources,
labor, money) to outputs (goods and services)

35. Cont’d……
• Economic dimension reflects worldwide financial conditions.
• Certain economic conditions of special concern to
organizations include interest rates, inflation, unemployment
rates, gross national product, and the value of the U.S. dollar
against other currencies

36. Cont’d…..
Global dimension of the environment refers to factors in
other countries.
Although the basic management functions of planning,
organizing, staffing, leading, and controlling are the same
whether a company operates domestically or
internationally, managers encounter difficulties and risks
on an international scale.

37. Cont’d….

38. Planning
 A plan should be a realistic view of the expectations.
 Depending upon the activities, a plan can be long range,
intermediate range or short range. It is the framework
within which it must operate.

39. Planning
 For management seeking external support, the plan is
the most important document and key to growth.
 Preparation of a comprehensive plan will not guarantee
success, but lack of a sound plan will almost certainly
ensure failure.

40. Planning
Purpose of a plan
 A plan is an important aspect of business. It serves the
following three critical functions:
 Helps management to clarify, focus, and research their
business's or project's development and prospects.
 Provides a considered and logical framework within
which a business can develop and pursue business
strategies over the next three to five years.
 Offers a benchmark against which actual performance
can be measured and reviewed.

41. Importance of the planning
process
 A plan can play a vital role in helping to avoid mistakes
or recognize hidden opportunities.
 The planning know the business and that they have
thought through its development in terms of products,
management, finances, and most importantly, markets
and competition.

42. Cont’d…..
 Planning helps in forecasting the future, makes the
future visible to some extent.
 It bridges between where we are and where we want to
go. Planning is looking ahead.

43. Management by objectives
 According to Koontz & O’Donnel, MBO is a
comprehensive managerial system that integrates many
key managerial activities in a systematic manner
consciously directed towards the effective and efficient
achievement of organizational objectives

44. Management by objectives
 Management by Objectives; a system that seeks to
align employees' goals with the goals of the
organization.
 This ensures that everyone is clear about what they
should be doing, and how that is beneficial to the whole
organization

45. Management by objectives
 Peter Drucker outlined the five-step process.
 Each stage has particular challenges that need to be
addressed for the whole system to work effectively

46. Management by objectives

47. Decision making
 Decision making can be regarded as the mental
processes (cognitive process) resulting in the selection
of a course of action among several alternative
scenarios.
 Every decision making process produces a final choice.
 The output can be an action or an opinion of choice.

48. Decision making process

49. Decision-Making Stages
 Developed by B. Aubrey Fisher, there are four stages
that should be involved in all group decision making.
 Orientation stage- This phase is where members meet for
the first time and start to get to know each other.

50. Cont’d…..
• Conflict stage- Once group members become familiar with
each other, disputes, little fights and arguments occur.
• Group members eventually work it out.

51. Cont’d…….
 Emergence stage- The group begins to clear up vague
opinions by talking about them.
 Reinforcement stage- Members finally make a decision,
while justifying themselves that it was the right decision

52. Organizing
 Organizing is the function of management which follows
planning.
 It is a function in which the synchronization and
combination of human, physical and financial resources
takes place.

53. Organizing
 According to Chester Barnard, “Organizing is a function
by which the concern is able to define the role
positions, the jobs related and the co- ordination
between authority and responsibility.
 Hence, a manager always has to organize in order to get
results.

54. Organizing
A manager performs organizing function with the help of
following steps:-
 Identification of activities - All the activities which
have to be performed in a concern have to be identified
first.
 For example, preparation of accounts, making sales,
record keeping, quality control, inventory control, etc.

55. Cont’d….
 Departmentally organizing the activities - In this step,
the manager tries to combine and group similar and
related activities into units or departments.
 This organization of dividing the whole concern into
independent units and departments is called
departmentation.

56. Cont’d….
 Classifying the authority - Once the departments are
made, the manager likes to classify the powers and its
extent to the managers.
 This activity of giving a rank in order to the managerial
positions is called hierarchy.

57. Classifying the
authority(cont’d)
 The top management is into formulation of policies,
the middle level management into departmental
supervision and lower level management into
supervision of foremen.

58. Staffing
 Nature of Staffing Function
 Staffing is an important managerial function- Staffing
function is the most important managerial act along with
planning, organizing, directing and controlling.
 The operations of these four functions depend upon the
manpower which is available through staffing function.

59. Cont’d…..
 Staffing is a pervasive activity- As staffing function is
carried out by all mangers and in all types of concerns
where business activities are carried out.
 Staffing is a continuous activity- This is because staffing
function continues throughout the life of an organization
due to the transfers and promotions that take place

60. Cont’d….
 The basis of staffing function is efficient management of
personnel's- Human resources can be efficiently managed
by a system or proper procedure, that is, recruitment,
selection, placement, training and development, providing
remuneration, etc.

61. Cont’d….
• Staffing helps in placing right men at the right job. It can be
done effectively through proper recruitment procedures and
then finally selecting the most suitable candidate as per the
job requirements.

62. Cont’d…..
• Staffing is performed by all managers depending upon the
nature of business, size of the company, qualifications and
skills of managers ,etc.
• In small companies, the top management generally performs
this function.
• In medium and small scale enterprise, it is performed
especially by the personnel department of that concern.

63. Steps involved in Staffing
 Manpower requirements- The very first step in staffing
is to plan the manpower inventory required by a
concern in order to match them with the job
requirements and demands.
 Therefore, it involves forecasting and determining the
future manpower needs of the concern.

64. Cont’d…..
 Recruitment- Once the requirements are notified, the
concern invites and solicits applications according to
the invitations made to the desirable candidates.
 Selection- This is the screening step of staffing in which
the solicited applications are screened out and suitable
candidates are appointed as per the requirements.

65. Cont’d….
 Orientation and Placement- Once screening takes
place, the appointed candidates are made familiar to
the work units and work environment through the
orientation programmes.
 Placement takes place by putting right man on the right
job.

66. Cont’d….
 Training and Development- Training is a part of
incentives given to the workers in order to develop and
grow them within the concern.
 Training is generally given according to the nature of
activities and scope of expansion in it.
 Along with it, the workers are developed by providing
them extra benefits of in depth knowledge of their
functional areas.

67. Cont’d…..
 Remuneration- It is a kind of compensation provided
monetarily to the employees for their work
performances.
 This is given according to the nature of job- skilled or
unskilled, physical or mental, etc.
 Remuneration forms an important monetary incentive
for the employees

68. Cont’d….
 Performance Evaluation- In order to keep a track or
record of the behavior, attitudes as well as opinions of
the workers towards their jobs.
 For this regular assessment is done to evaluate and
supervise different work units in a concern.
 It is basically concerning to know the development cycle
and growth patterns of the employees in a concern

69. Cont’d….
 Promotion and transfer- Promotion is said to be a non-
monetary incentive in which the worker is shifted from
a higher job demanding bigger responsibilities as well as
shifting the workers and transferring them to different
work units and branches of the same organization.

70. Directing
 Is said to be a process in which the managers instruct,
guide and oversee the performance of the workers to
achieve predetermined goals.
 Directing is said to be the heart of management process.
 Planning, organizing, staffing have got no importance if
direction function does not take place.

71. Directing
 In field of management, direction is said to be all those
activities which are designed to encourage the
subordinates to work effectively and efficiently.
 “Directing consists of process or technique by which
instruction can be issued and operations can be carried
out as originally planned”

72. Direction has got following
characteristics
 Pervasive Function - Directing is required at all levels of
organization. Every manager provides guidance and
inspiration to his subordinates.
 Continuous Activity - Direction is a continuous activity as
it continuous throughout the life of organization.

73. Cont’d…..
• Human Factor - Directing function is related to subordinates
and therefore it is related to human factor.
• Since human factor is complex and behaviour is unpredictable,
direction function becomes important.

74. Cont’d…..
 Creative Activity - Direction function helps in
converting plans into performance.
 Without this function, people become inactive and
physical resources are meaningless

75. Cont’d….
• Executive Function - Direction function is carried out by all
managers and executives at all levels throughout the working
of an enterprise, a subordinate receives instructions from his
superior only.

76. Cont’d….
• Delegate Function - Direction is supposed to be a function
dealing with human beings.
• Human behavior is unpredictable by nature and conditioning
the people’s behavior towards the goals of the enterprise is
what the executive does in this function.