1.

1 Critically analyse the management structure of a tourism or hospitality organisation using models
of organisational behavior.

Relevance of Organisational Structure in Hospitality Industry

- Hotel chains constitutes a major part of the hospitality sector. The hotel chains will run under
different patterns and service types. A hotel chain's organizational framework generally describes
the way the company will work.
- The corporate structure is often split into divisions, structures or chains of management with Line
and Staff employees.
- An organizational framework assists companies in handling the different complexities of business
activities. Business owners, executives or administrators barely have the time to analyze any
aspect of their business. Establishing a management structure allows staff to make decisions
about their organization with some flexibility.

Management Structure of Hilton Worldwide

- Hilton's corporate framework is centralized owing to the vast size of the company containing 18
sub brands attracting 140 million + clients globally. Therefore, Hilton's corporate framework also
be defined as divisional and the company is split into the following categories:
a) Ownership divisions consists 146 hotel chains, of which Hilton Global owns or rents 59,463
rooms.
b) Division of management and franchise consists of 4,419 hotels, with 691,887 rooms.
c) The division of timeshare consists of 45 properties and 7,152 units.
- CEO of Hilton Hotel follows the model of democratic leadership. This implies that the manager
considers single or multiple staff in the production process of the performance. The manager holds
the ultimate decision-making power. By having effective guidance on key issues, a company may
attempt to limit the number of wrong decisions taken. The CEO and managers can control the
company's culture.
Christopher J. Nassetta Hilton Worldwide CEO has initiated the following transformation and other
policies:
- Increased interaction and coordination with individual business units and the Hilton Worldwide
headquarters partly through the improvement of corporate culture.
- Enhance the environment of company to foster the spirit of cooperation and improve decision-
making at all levels.
- boosting the rate of convergence of the timeshare Unit with Hilton Worldwide, leading  44 per
cent rise in timeshare earnings over the next six years.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 1

- Hilton Worldwide also offers professional training, growth programs, workplace grants, travel
vouchers, health insurance plans. They even offer a variety of various reward incentives including
weekly bonus to employees, gift cards and free meals for the best staff.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 2

1.2 Critically evaluate the objectives of a tourism or hospitality organisation.

Objectives of Hilton Worldwide

The objectives can be summed up with the help of below mentioned acronym.

HILTON
H- Hospitality
I- Integrity
l- Leadership
T- Teamwork
O- Ownership
N- Now

- The Hilton Hotel primary goal is to generate profit through the selling of various products, such
as accommodation, food, or even corporate development, in order to increase revenue and
guests. They also intend to increase market share and achieve success.
- The Hotel Hilton is accountable to the stakeholders, its shareholders and their staffs
Stakeholders are supposed to expand in the business generate profits and be successful. It is
essential that staff should be compensated with a well-secured job and work in a better working
atmosphere, however. As the organization needs to offer an excellent service to its clients so they
visit hotel again. They should also demand decent product quality to meet their needs. Hilton Hotel
is positioned progressively as it manages other hotels on the distribution chain at the same point
as it.
- The Hilton Hotel adapts to the laws of the HASWA, which stands for (Health and Safety at Work
Act) and which are applicable to all to guarantee the safety of all. The Discrimination Disability Act
is yet another act that is adhered to by Hilton Hotel by having separate rooms, elevators and
toilets for the elderly. Many rooms at the Hilton Hotel are dedicated in providing direct accessibility
for disabled persons.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 3

1.3 Critically evaluate how well the structure of an organisation helps it to achieve its objectives.

Foundation Base
Organisational framework is the backbone of an organisation. Organisations are alive and
breathing so they need something to form them and sustain their roles in life. Organisational
frameworks help to define and recognize the function and role of everyone else working in a
company. These tend to encourage labor groups, productivity and help avoid clashes and
misunderstanding. In turn, companies get more performed with fewer problems and less stress.

Organisation And Management Structure Of Hilton Hotels Worldwide

Hilton Worldwide is a luxury hotel chain owned by private international equity company
Blackstone Group. Across 91 countries worldwide, the brands of Hilton include three, 897 hotels
with 642,000 beds. Many brands, including hotels and resorts in Waldorf Astoria, Conrad hotels,
ambassador suites etc, are also owned by this group. Hilton hotels are owned operated or
licensed by Hilton Worldwide to autonomous providers. The company gives priority to the
marketing of business and luxury travel with sites in major urban centers, near airports,
conference centers and a variety of holiday resorts and hotels in famous holiday destinations all
over the world.

Type And Size Of Organisation

- Hilton is very concentrated on the nature of the inner organization, as the first choice for travelers
from throughout the world. As a brand, Hilton certainly focuses on its consumer services and
customer satisfaction is very important to its business.
- Hilton Group has been a major leader in the hotel community since its establishment in 1919.
Hilton Worldwide retains a vision for growth, excellence and achievement. Hilton Group is a
worldwide hospitality and entertainment business with the main brands of Hilton and Ladbrokes.
The Group aims to improve shareholder value by leveraging its prominent location in these global
markets, both likely to witness substantial long-term growth.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 4

 PREMIUM SUITES AND SERVICES OFFERED BY HILTON HOTEL

PREMIUM
Conrad Hotel and
Resorts
Waldroff Astoria
Hotels

FULL SERVICE LONG STAYS

SEGMENTS
Hilton Hotel and
Resort
STRUCTURE Homewood Suites
Hilton Grand
Embassy Suites Vacations

SERVICES
Hilton Grand Inn
Hampton Inns
and Suites

Ownership

- It was established in 1969 in Cisco, Texas, by Conrad Hilton with its headquarters in Beverly
Hills, CA. In August 2009, the company moved to Tyson Nook, Virginia's incorporated Fairfax
County, near McLean.
- Hilton has presence in nearly 540 destinations in 78 countries. The rooms of the guests are
cleverly designed and have attentive facilities.

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2.1 Critically evaluate the performance of an international tourism or hospitality organisation using
company and market data.
The conclusive annual analysis is on the basis of the financial parameters gleaned from factors as
- REVPAR
- EPS
- EBITDA
- NET INCOME
- PROMOTION MIX

FINANCIAL PERFORMANCE OF HILTON WORLDWIDE

FULL YEAR 2019

- System-wide RevPAR (Revenue per Available Room) is projected to grow on a comparative

and currency-neutral level between 1.0 % and 3.0 %.
- The diluted EPS (Earning Per Share) is estimated to range between $3.00 and $3.12 before
specific items.
- Balanced for additional items, the diluted EPS is expected to fall between $3.66 and $3.78.
- Net revenue is expected to range between $895 million and $931 million.
- The expected adjusted EBITDA (Earnings before Interest, Tax, Depreciation and
Amortization) is between $2.240 million and $2.290 million.
- The revenue from management and franchise fees is expected to rise from 7 to 9% relative to
2018.
- Contract procurement expenses and operating expenses are projected to range between $175
million and $200 million, excluding amounts implicitly reimbursed by hotel owners.
- The return on investments is expected to range between $1.3 billion and $1.8 billion.
- It is estimated that the general and managerial expenses range from $430 million to $450 million.
- Net growth of the business is projected to be around 6.5 %.

DEVELOPMENT (ONGOING AND UPCOMING)

- Hilton opened 142 new hotels with a total of 2,500 accommodations in the fourth quarter of 2018
and posted net growth in the unit of nearly 19,000 rooms. Over 450 new hotels with a total of plus
than 66,000 rooms have been opened and the unit growth of Hilton has been nearly 57,000 and is
10 % higher than in 2017. Nearly 25 % of the new apartments open throughout the year reflect
integrations from non-Hilton brands. In 2018 and finished the year with more than 900,000 rooms
leased and renovated, Hilton grew into eight new countries and regions.

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- Hilton's development pipeline as of 31 December 2018 consisted of more than 2.400 hotels
containing more than 364,000 hotel rooms in 103 counties or regions of which 35 are officially not
available hotel countries and regions. Therefore, the pipeline was developed with 195.000 rooms
outside the U.S. and 184.000 rooms were under renovation, or more than half.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 7

2.2 Recommend ways for an international tourism or hospitality organisation to modify its structure
or objectives to increase its profitability.

Demand Boosting Tactics

- The key of Hilton's development plan was its transition from a monopolistic business of lodging
and commercial real estate to accommodation based. Hilton set up its Hilton Grand Vacations
business in 2017, and a large part of its hotel assets visited Park Hotels & Resorts. Today, it
derives most of its revenues from attractive franchise fees and accommodation services contracts
which provide them part of its monthly revenues from franchised and controlled hotels.
- Hilton is accountable for generating positive publicity and marketing as the international
franchisor of its products. With its "Expect More, Expect Hilton" advertisement showcasing the
actress Anna Kendrick, the business has hit conventional and online advertising platforms hard.
Instead of alternative accommodation options like Airbnb, the goal was to convince younger
people to stay in a conventional hotel and to continue to exclusively book online travel web-sites
like Expedia with Hilton.
-  Hilton saw the loyalty plan rise to 94 million from 36 million subscribers in 2012. When members
of the reward plan accounted for over 60% of the overall hotel vacancy for the second quarter
2019, the rise in this initiative is extremely positive.
A wide pipeline for latest hotels
- Hilton has created significant consumer demand with a lightning marketing and loyalty program
which consistently holds occupancy levels higher than 75%–higher than the overall hotel industry.
- This Hilton has a backlog of nearly 2000 hotel developments expected to bring up 379,000
rooms in the upcoming years. this can actualize by adopting franchisee model as franchisee firms
are seeking strong, recognized and guided support prompting Hilton to develop and authorize third
party franchisee much to enticement of real estate companies. This pipeline is expected to
increase Hilton's market share to above its existing 5% of global room supply, because the chain
covers nearly 18% of its overall building space.
- Hilton has a considerably larger share of this growth than its main partners, including Marriott
and IHG. Those signs show customers that Hilton will continue to expect strong growth as its
footprint and loyalty program grows. It only has to keep focusing on developing the reputation and
drawing tourists.
A strong framework for financing
- Hilton does not need to invest in the growth of new property due to its franchise-based company.
Developers cover the initial costs and when hotels are completed, Hilton will continue to receive
franchise and administrative fees.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 8

- Hilton has a healthy surplus of operating profit, which has increased since its restructuring. And
since Hilton does not experience a significant increase in internet prices for new hotels but directly
benefited from the franchise sales, Hilton's competitiveness will indeed improve as the business
grows.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 9

3.1 Critically review theories of cross-cultural management.

Cross-cultural management is the presence of two or more cultures which include individuals and
things of various nationalities and cultures and a cross-management of these cultural things. The
aim of cross-cultural management is to understand how businesses are not affected by the
management of societies in different cultural circumstances. (Lu & Zhu.)

THEORIES OF CROSS-CULTURAL MANAGEMENT

HOFSTEDE THEORY
Geert Hofstede discusses the nature of the behavioral differences that may lead to conflicts. They
must understand the reality that people from various nations act differently when they grow up in a
global community. In business, this issue is very relevant when an organization from a particular
country has to negotiate with an organization from another country, or even within an organization
that is comprised of staff from various nations, they have to know how to behave and interact.
To understand and address the issues caused by people of various cultures who live or work
together, he addressed five factors: individualism / collectivism, masculine / feminism, avoidance
of confusion, power distance and long term / short-term orientation. The 5 principles clarify,
according to Hofstede, the differences between cultures and communities.

TROMPENAARS THEORY
He distinguishes culture as "the way a group of people solves their problems" He came together
with Charles Hampden-Turner to develop the 7 dimensions of culture distinction, taking the
example of Geert Hofstede and modifying his theories: universalism / particularism,
individualism / communitarianism, affect / neutrality, specific / diffuse achievement / ascription,
sequential/ synchronic, intern / outer regulation. These are the 7 cultural classification parameters
that influence management behaviors. This illustrates how to handle uncertainty in a diverse
environment, an important task for today's multinational executives and business leaders. He
describes how cultural differences can be reconciled, which results in competitive advantages.

HALL THEORY

 Context
- Edward t. Hall distinguishes the communication between cultures with a small range of
contexts and cultures with a wide range of contexts according to communication methods.
People communicate themselves clearly and say what they think in societies with a low
range of contexts. All data must be presented clearly. People who are implicitly expressing
themselves appear suspicious in this style of communication nonverbal communication is

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 10

 very frequently used, so that the second part of communication gives little space for its own
understanding of information.
 Relation to time
Edward T. Hall divided communities into monochrome and polychrome ones in the moment
of time being viewed in different cultures. Time is a fixed dimension in monochrome
societies, where meetings are put which will gradually be conducted in the same order. This
advice places great demands not only on individuals ' capacities to prepare and on the
stability of social systems. Time / term conflict and disruption of meetings in monochrome
society are not very accommodating. In polychrome cultures individuals like to do more at
once and multiple meetings will simultaneously be scheduled. Time collisions are expected
and embraced, and the response to modifications and mistakes that can contribute to these
periods is also very versatile.
 Dealing with space
Edward T. Hall identified four areas as per the space that is held in contact with others. The
relevant information he gives is orientation, as the area may rely on other variables, such as
age, social status etc. The intimate region is 45 cm away, where people can enter very
closely. The Friend (staff) area is held from 46 to 120 cm, for example in meetings with
colleagues, corporate events, etc. When meeting people during meetings or shopping, a
social zone of 120 cm to 3.5 m is established.

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3.2 Review the emergence of the cultural diversity concept and its implications for the tourism and
hospitality workforce.

CULTURAL DIVERSITY OF HILTON WORLDWIDE

The vision, mission, and values in Hilton are focused on diversity. They are dedicated to a
multicultural community reflecting multiple cultures perspectives and viewpoints. To support its
competitive performance it is necessary to understand the different opinions of their staff members
along with its clients, owners, vendors and associates. The organization also aims to represent the
global cultures in which they work and function. The corporate objective is to encourage and
facilitate diversity and integration through initiatives and projects in the fields of finance and
marketing to enable creativity and to create a global effective enterprise. They are proud of its long
tradition and its extensive work to serve all societies and to maintain that everyone is looked after,
appreciated and respected.

CULTURAL DIVERSITY AND INCLUSION JOURNEY OF HILTON WORLDWIDE

YEARS CULTURAL DIVERSITY INCLUSION

2010 & 2011 - Created a comprehensive structure for the Community, Talent and
market campaigns for diversity and inclusion.
- Established a Corporate Inclusion Committee at Hilton.
2012 - Introduced first team member resource groups (TMRGs).
- Formed partnerships with various major nonprofit organizations.

2013 - Established Advisory Board on Multicultural Marketing.

- The first two women were elected to the Board of Directors.

2014 - Engaging women through the ideals of women's empowerment.

- Darden Women's Empowerment initiative was introduced.

2015 - Upgraded global recruitment policies to demonstrate good diversity &

inclusion practices.
- The first annual Global Team Member Appraisal Week has been
introduced.
2016 - Introduced best maternity leave initiatives and parenting assistance.
- Created Global Youth Apprentice Network.

2017 - Establishment of Regional Inclusion Councils.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 12

 - Recognized as Top 50 Diversity Firms # 30 & Six Lists of Specialties.

2018 & 2019 - Known as the # 2 Best Multinational Work environment in the Globe, and
a leader in 14 countries and 3 regions.
- Business Alliances:
• United Nations LGBT International business social standards.
• HRC Industry Alliance to Promote Transgender Equality.

IMPLICATION OF CULTURAL DIVERSITY IN HILTON HOTELS

Considering the international complexity of the hospitality industry, companies that are unable to
adequately implement cultural diversity will be left behind. Hospitality organizations need to
consider the dynamic nature of their global workforce as a foundation of success in business.
Employees should therefore be considered mainly as the asset that provides value to service
companies[ Casado 2001, p. 28]; they should be regarded as human beings with their own
thoughts, ambitions, career goals, and life preferences, etc.[ Gursoy et al. 2008, p. 449]. Major
hospitality companies realize that staff resources differ greatly from other organizational
resources. Most of them seem to be fully aware of their workforce's cultural diversity that they
foster and support.
For example:
- The Hilton Worldwide states that: "Their goal is to recognize and accept diverse global cultures to
assure that team members are regarded, understood, valued and recognized".
The organization should convey its awareness of diversity and its importance, implementing the
strategic targets and corporate values of the company. It should also be supported in all fields and
on all levels of the hospitality industry.

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3.3 Critically evaluate how tourism and hospitality organisations can implement models of cross-
cultural human resource management.

Cross-cultural human resource management refers to the effective use or non-use of cultural
integration by the leadership or administration of international institutions and company to enhance
the efficiency and outcomes of an institution or company. (Angel Umubyeyi Ruzagiriza)

- Recruitment
Access to developed regional hiring centers that offer integrated hotel talent management
recruitment expertise and services.
- Engagement
An environment that attracts, sustains and maintains the industry's best talents; an 80 %
dedication to workers that results in increased productiveness, lower production costs and
satisfied repeat clients.
- Resources
Connectivity to networks like TMX – Hilton's cloud hosting-based HR and payroll mobile app for
improving access, processing capacity and monitoring capabilities for the core functions of HR,
payroll, rewards and Resource Management.
- Recognition
Comprehensive event like Staff member gratitude and appreciation Week and Catch Me at My
Best inspire staff members to keep growing with Hilton to satisfy the guests.
- Training and leadership development
Leadership in business training and development initiatives that save $2,000 per Team Member
for owners through innovative solutions, such as interactive instructor-led workshops, while
reducing the training time in place by 25 percent.
- Bonuses and rewards
Link to Go Hilton, a travel team member that provides owners with dynamic price models that
allow RevPAR to minimize room vacancies; Go Hilton has reached a total income of $450M.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 14

4.1 Critically review the emergence of the international human resources function in tourism and
hospitality organisations.

Introduction
Human resource management is the mechanism by which a company can improve its human
capital. In the other hand, other important and key tasks in the managing of human capital may be
achieved through the production of human resources. Such activities are like recruiting, training,
and empowering, creating, and sustaining human capital. (Academia.edu)
Human Resource Function of Hilton Worldwide
Staffing:
Hilton Hotels is one of the renowned hotel groups globally. It is very crucial that the management
of the Hilton hotel ensure that the Hilton recruitment team's hiring practices, hire the potential
candidates, appoint them and place them in a suitable role based on their expertise and
performance (Freeman, 2001).

Training and development:

Training tends to be a significant part of the whole workforce growth phase, but training for staff
members in all companies is really essential. Hilton offers daily training to its staff to ensure their
expertise and efficiency are improved. The staff will also increase productivity. On the other hand,
development and training are the key component of human resources management function which
contributes to human resources management in several ways. Training and implementation of the
appropriate ways to improve the expertise and skills of individuals those are currently engaged in
Hilton's training and learning programs (Eccles, 1991).

Motivation:
Motivation is the process that motivates the staff and encourages the staff to be motivated
according to the expectations of the company management and to accomplish the objective of the
company. Hilton's management claims that motivation is the psychological mechanism that
generates internal feeling within the organization's staff to maximize revenue, minimize staff
absenteeism and improve employee engagement in the workplace (Eccles, 1991).

Maintenance:
The retention of the staff at Hilton is another essential aspect of human resources management as
it is providing the staff of the company with a framework that is best suited to the management of
the organization's operation. The Hilton management claims that, if the company and its staff
maintain good relations and interaction, it would definitely grow and the performance of the
company will be incredibly high (Hodgetts and Luthans, 2000).

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 15

4.2 Critically evaluate the importance of leadership and management skills in the international
tourism and hospitality industry.

Leadership at Hilton Worldwide

The Executive Committee of Hilton Worldwide has 13 members and the Board of Directors is
comprised of eight members. Personal freedom is an important aspect of Hilton management
practices in decision-making. Executives at all levels seek to meet consumer demands, and very
often ask their supervisors for approval to respond to consumer inquiries, even though such
queries which are uncommon. In addition to taking better steps, Hilton team members are driven
to make the difference to give others a valuable incentive to appeal them when a need arises.
Hilton Worldwide leadership is assessed to sustain its strategic advantage in the sense of rising
prices, in combination with intensified demand, and raising instability in the global market.

Leadership and management development initiatives by Hilton Worldwide

Hilton Worldwide business leadership believes it is important that its executives and team
members have the requisite expertise and experience to conduct their work efficiently, and the
potential to develop professionally and personally. To meet both goals, Hilton Worldwide provides
a wide variety of learning experiences, from on - the-job preparation to organisational leadership
services and career workshops. Senior executives invest in management and leadership growth
activities and interactions at the Leadership College to help Hilton Worldwide create a stable, best-
in-class pipeline of leading businesses. Executive coaching is also accessible to senior Hilton
Worldwide executives who want an ability to check strategies and at the same time getting a
deeper perspective into them. Coaching provides on-site information and assistance to help
representatives leverage their talents and improve their skills and abilities. Partnerships with
institutions, including Harvard and Cornell, are a core aspect of Hilton Worldwide leadership
growth programme.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 16

4.3 Critically analyse models of motivation and teamwork that are important to the tourism and
hospitality industry.
Motivation is the process by which Hilton hotel employee action is affected by fulfilling their desires
and expectations.

The models used for analysis of motivation factor in Hilton Hotels are the Motivational Theory of
Herzberg and the Motivational Theory of Maslow. These theories indicate that only fulfilling their
desires and reaching the degree of work fulfillment will encourage staff. The rewards scheme can
only satisfy these expectations and fulfillment (Herzberg.et.al, 2011). The theory of motivation and
reward are interrelated and interdependent. The incentive cannot be used as a tool for motivation
because, otherwise, the company would experience an unavoidable burden (Huston 2013).
Without compensation, these motivational theories are not used in workplaces and without
motivational theories. Providing staff incentives makes them more efficient and therefore improves
efficiency.
Maslow Theory of Motivation

Self- actualisation

Esteem

Love/Belomging

Safety

Physiological

Physiological needs
Hilton offers a decent wage and offer daily breaks, easy to use bathrooms, and on-shift meals.

Safety needs
Hilton invests for the team in insurance cover. Providing continuous support and appreciation to
staff often provides them with their ideal job satisfaction.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 17

Love and Belonging needs
Hilton subsidized bar crawls, pizza parties, gymnastics and whatever else needed by staff. This
increases team collaboration.

Esteem needs
Hilton promotes appreciation and respect by giving appreciating feedback and hanging up plaques
titled "Employee of the Month," which would improve morality, develop loyalty and promote
excellence.

Self-Actualization needs
Hilton provide the chance to top performers to direct others in the form of mentorship roles.

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 18

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1.1

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1.2

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1.3

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2.1
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2.2

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3.3

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4.1

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Cole, K. (2018). Leadership and management: Theory and practice. Cengage AU.

Latham, G. P. (2007). Work motivation: History, theory, research, and practice. SAGE.

Thomas, D. C., & Peterson, M. F. (2016). Cross-cultural management: Essential concepts. SAGE

Publications.

Submitted by--MRIGANGA BARMAN

OTHM Reg no-
Qualification title-OTHM Level-7Diploma in Tourism and Hospitality Management
Place of Study-Blue Whale Academy

ORGANISATIONAL BEHAVIOUR IN INTERNATIONAL CONTEXTS Mriganga Barman Page 22