Management in Tourism Senrig Solved ASSIGNMENT 2022-23

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TS 03
MANAGEMENT IN TOURISM
SENRIG SOLVED
ASSIGNMENT 2022-23
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1. What do you understand by Managerial roles, Tasks &

responsibilities?
In an organization, a managerial role involves responsibility and supervision. They
contribute to their companies in many ways that hinge upon their job titles and the
organization’s needs. Managers, from department managers to project managers,
play different roles in the scope of their work. All of these roles serve to advance
organizational objectives.
5 Common Managerial Responsibilities
When you accept a managerial role, your duties may include:
1. Communication: Managers play interpersonal roles in an organization, which
hinge on effective communication. Managers transmit messages up and down the
chain of command, offering worker insight to those at higher levels and corporate
guidance to those at lower levels. They might also communicate external
information from customers and vendors.
2. Leadership: The role of a manager starts with leadership. Managers oversee a
set of team members and guide them in their duties. The best managers even serve
as role models to their direct charges.
3. Decision-making: Managers play decisional roles in an organization. Top
managers steer the entire organization, while departmental managers focus
primarily on their department and immediate colleagues. Project managers focus
on one single objective at a time.
4. Mentoring and advocacy: Effective managers do not merely oversee other
employees. They treat them as true team members, advocating for them with
upper management and offering advice and mentorship as appropriate.
5. Problem-solving: Problem-solving is intrinsic to the nature of managerial work. A
manager’s job may not involve setting policies, but they will take corrective action
when plans go awry. A manager may also play a negotiator role, like a de facto
human resources officer, if problems arise between team members. Learn more
about problem-solving.
Types of Managerial Roles

Henry Mintzberg, a Canadian academic and business writer, categorizes
management roles into ten main types. Mintzberg’s management roles are:
1. Leader: The first of Mintzberg’s managerial roles is that of a leader. Leaders call
upon their management skills to oversee their staff, keep projects on pace, and
provide feedback. At times, a leader may find themselves motivating staff to see a
project through to its finish.
2. Disseminator: The disseminator plays an informational role within an
organization. They communicate company initiatives, long-term goals, and
expectations from top management.
3. Disturbance handler: Disturbance handlers stand out for their problem-solving
and conflict-resolution skills. When plans go awry, managers spring into action to
find workarounds. Managers may work with human resources officers to address
underlying issues when employees show dissatisfaction. When external clients
complain, disturbance handlers assuage their anger and find solutions.
4. Entrepreneur: Entrepreneurs managers build from the ground up. They
specialize in personal drive and problem-solving. When problems arise, or sales
wane, the entrepreneur devises new ideas to keep the company on track. They also
build collaborative workplaces that utilize the talents of each employee.
5. Figurehead: The figurehead role is a symbolic one. When managers meet
prospective clients or attend conferences, they act as the face of the company,
promoting its brand and ethos.
6. Liaison: Managers can act as a go-between who bridges the gap between the C-
suite and associate-level employees at lower levels. A strong liaison promotes
healthy organizational structures by hearing and sharing what each end of the
company needs from the other.
7. Monitor: The role of monitoring requires both internal and external focus.
Internally, good managers track team progress and align stakeholders toward
common goals. Externally, these leaders monitor new trends and changing
technologies, thinking proactively about potential new products and new
marketing initiatives.
8. Negotiator: For some managers, every day brings some form of negotiation,
which may mean negotiating with an employee about their salary. It may mean
trading figures with an outside vendor or client regarding a contract or negotiating
among vested company stakeholders who want their ideas heard. In all cases, the
manager must remain firm and fair, looking out for the company’s interests.
9. Resource allocator: Managers frequently distribute resources such as money,
equipment, and human resources. Top executives often give managers a budget
and resources with which to work. The manager must then decide how to allocate
these resources as they seek a strong return on investment and an empowered,
satisfied workforce.
10. Spokesperson: Managers can be the face of a company, presenting sales or
statistics at shareholder meetings or speaking on behalf of the brand at a workshop
or conference. In their spokesperson role, a successful manager favorably
represents the company to new clients and the general public.
2. What are the different dimensions of organisational culture?

Discuss the components of Organisational Structure.
1. Dominant Culture and Subcultures:
A dominant culture is a set of core values shared by a majority of the organization’s

members. When we talk about organisational culture, we generally, mean
dominant culture only. The dominant culture is a macro view, that helps guide the
day to day, behaviour of employees.
A sub-culture is a set of values shared by a small minority of organization’s
members. Sub-cultures arise as a result of problems or experiences that are shared
by members of a department or unit of the organisation. In the subculture, the core
values of the dominant culture are retained but modified to reflect the individuals
unit’s distinct situation. For example, the marketing department may have its own
sub-culture; the purchase department may have its own sub-culture depending
upon the additional values which are unique to these departments only.
It is necessary for every organisation to have a dominant culture because if there
are only numerous sub-cultures, the value of organisational culture as an
independent variable will lessen and the concept of Shared Behaviour will no longer
be effective. Moreover, if sub-cultures come into conflict with the dominant

culture, these will weaken and undermine the organisation. But, many successful
firms have found that most sub-cultures help the members of a particular group
deal with the specific day to day problems with which they are confronted. These
members may also support many, if not all, of the core values of the dominant
culture.
2. Strong Culture and Weak Culture:
Organisational culture can be strong or weak.
A strong culture will have the following features:
(i) Strong values and strong leadership.
(ii) A strong culture is always widely shared. Sharedness refers to the degree to
which the organisational members have the same core values.
(iii) A strong culture is intensely held. Intensity refers to the degree of commitment
of the organisation’s members to the core values.
A strong culture will have a great influence on the behaviour of its members
because high degree of sharedness and intensity create an internal climate of high
behavioural control. A weak culture is just the reverse of strong culture in every
aspect.
The benefits of strong culture are reduced turnover and positive employee
attitude. A strong culture demonstrates high agreement among members about
what the organisation stands for. Such unanimity of purpose builds cohesiveness,
loyalty and organisational commitment. As a result turnover is low and employees
have a positive attitude towards the organisation the opposite will happen if the
culture is weak. The limitations of strong culture are that it will lead to “group
think”, collective blind spots and resistance to change and innovation.
3. Mechanistic and Organic Cultures:
In the mechanistic type of culture, the values of bureaucracy and feudalism are
exhibited. People restrict their careers to their own specializations only and
organisational work is concerned as a system of narrow specialism. It comprises of
a traditional form of organisation where the authority flows from the top level of
the organisation to the lower levels. Communication channels are also well defined
and prescribed.
The main limitation of this method is that though the people are loyal to their
departments but interdepartmental rivalry and animosity is always there. This sort
of culture resists any type of change as well as innovations.
Organic culture is just the contrast of mechanistic culture. There are no prescribed
communication channels, departmental boundaries, hierarchies of authority or
formal rules and regulations. In this form of culture more stress is on flexibility,
consultation, change and innovation.
There is free flow of communication-both formal and informal. Much emphasis is
laid on team work and task accomplishment. There are no rigid departmental
boundaries and the whole staff understands the problems, threats and
opportunities faced by the organisation. The whole staff as a team is willing and
prepared to take appropriate roles to solve the problems.
4. Authoritarian and Participative Cultures:
In authoritarian culture, power is centralized in the leader and all the subordinates
are expected to obey the orders strictly. Discipline is stressed and any disobedience
of orders is severely punished to set an example for the others. This culture is based
on the basic assumption that the leader knows what is good for the organisation
and he or she always acts in the organisational interests. This type of culture
discourages professionalization because professionals consider themselves as
equals.
The participative culture is based on the assumption that when all the people
working in the organisation participate in the decision making, they are likely to be
more committed to the decisions rather than to those decisions which are imposed
on them by one authoritarian leader. Group problem solving always leads to better
decisions because several minds working together are considered better than one
mind working alone. If we discuss something new, points and information emerge,
which help in the decision making.
5. National Culture vs. Organisational Culture:

Organisational culture is always influenced by the culture of the land, irrespective
of the origin of the company. Or in other words, if there is a clash between the
organisational culture and the national culture, the organisational culture generally
prevails. For example, any company operating in India, whether Indian or foreign,
observes the local culture.
They declare the same holidays, celebrate the same festivals and organize the same
functions and cultural activities as reflected by the Indian ethos. But research also
indicates that though organisational culture is important in understanding the
behaviour of people at work, national culture is even more so.
3. How would you define Planning? What are the various steps
involved in formulating a plan? Explain with an example.
Planning is ascertaining prior to what to do and how to do. It is one of the primary
managerial duties. Before doing something, the manager must form an opinion on
how to work on a specific job. Hence, planning is firmly correlated with discovery
and creativity. But the manager would first have to set goals. Planning is an
essential step what managers at all levels take. It requires making decisions since it
includes selecting a choice from alternative ways of performance.
Planning Process
As planning is an activity, there are certain reasonable measures for every
manager to follow:
(1) Setting Objectives
This is the primary step in the process of planning which specifies the objective of
an organisation, i.e. what an organisation wants to achieve.
The planning process begins with the setting of objectives.
 Objectives are end results which the management wants to achieve by its
operations.
 Objectives are specific and are measurable in terms of units.
 Objectives are set for the organisation as a whole for all departments, and
then departments set their own objectives within the framework of
organisational objectives.
Example:
A mobile phone company sets the objective to sell 2,00,000 units next year, which
is double the current sales.
(2) Developing Planning Premises
Planning is essentially focused on the future, and there are certain events which
are expected to affect the policy formation.
Such events are external in nature and affect the planning adversely if ignored.
Their understanding and fair assessment are necessary for effective planning.
Such events are the assumptions on the basis of which plans are drawn and are
known as planning premises.
Example:
The mobile phone company has set the objective of 2,00,000 units sale on the basis
of forecast done on the premises of favourable Government policies towards
digitisation of transactions.
(3) Identifying Alternative Courses of Action
 Once objectives are set, assumptions are made.
 Then the next step is to act upon them.
 There may be many ways to act and achieve objectives.
 All the alternative courses of action should be identified.
Example:
The mobile company has many alternatives like reducing price, increasing
advertising and promotion, after sale service etc.
(4) Evaluating Alternative Course of Action
In this step, the positive and negative aspects of each alternative need to be
evaluated in the light of objectives to be achieved.
Every alternative is evaluated in terms of lower cost, lower risks, and higher returns,
within the planning premises and within the availability of capital.
Example:
The mobile phone company will evaluate all the alternatives and check its pros and
cons.
(5) Selecting One Best Alternative
The best plan, which is the most profitable plan and with minimum negative effects,
is adopted and implemented.
In such cases, the manager’s experience and judgement play an important role in
selecting the best alternative.
Example:
Mobile phone company selects more T.V advertisements and online marketing
with great after sales service.
(6) Implementing the Plan
This is the step where other managerial functions come into the picture.
This step is concerned with “DOING WHAT IS REQUIRED”.
In this step, managers communicate the plan to the employees clearly to help
convert the plans into action.
This step involves allocating the resources, organising for labour and purchase of
machinery.
Example:
Mobile phone company hires salesmen on a large scale, creates T.V advertisement,
starts online marketing activities and sets up service workshops.
(7) Follow Up Action
Monitoring the plan constantly and taking feedback at regular intervals is called
follow-up.
Monitoring of plans is very important to ensure that the plans are being
implemented according to the schedule.
Regular checks and comparisons of the results with set standards are done to
ensure that objectives are achieved.
4. Define the following:-

(a) Feedback Control
Feedback Control
The purpose of feedback control is to keep the controlled variable close to its set
point. This is achieved by using the difference between the set point and the
controlled variable to determine the value of the input to the feedback controller.
The feedback controller by its design takes corrective action to reduce the
deviation. This action is called negative feedback, because the manipulated
variable typically moves in a direction opposite in sign to the error. For example, if
you were controlling the temperature in a shower with the cold water flow, an
increase in temperature above the set point gives a negative error between set
point and controlled variable; hence the manipulated variable should move in the
opposite (positive) direction to compensate for the error, which in this case is an
increase in cold water flow. Feedback controllers have user-specified parameters
that can be adjusted to achieve desirable dynamic performance.
(b) Importance of Effective Communication

Communication goes beyond the messages we send – it also includes how we
receive messages. If we simply “hear” what individuals tell us, then we miss out on
a vast array of messages directed at us. Listening is an active process that involves
analysis and processing.
There are key verbal elements that can alert us to an individual’s feelings, such as
the cadence of their voice, the specific words that they use, and the tonal quality
of their voice. In addition to these verbal indicators, there are also a number of
nonverbal indicators, such as the body language previously discussed. When
listening, it is important to consider both these nonverbal and verbal cues as they
lead to a true understanding of the message that is being delivered. According to
a Forbes article by Dianne Schilling, there are 10 steps to effective listening,
number five is, “Don’t interrupt and don’t impose your ‘solutions.’” This is
especially important in maintaining effective communication skills because it
places emphasis on the speaker and becomes the listener’s responsibility to
establish and maintain an understanding of the delivered message. This, in turn,
opens up more communication channels for messages to appropriately be
communicated through.
Benefits of Effective Communication
When communication is effective, it leaves all parties involved satisfied and feeling
accomplished. By delivering messages clearly, there is no room for
misunderstanding or alteration of messages, which decreases the potential for
conflict. In situations where conflict does arise, effective communication is a key
factor to ensure that the situation is resolved in a respectful manner. How one
communicates can be a make or break factor in securing a job, maintaining a
healthy relationship, and healthy self expression.
(c) MOT
The MOT test (or simply MOT) is an annual test of vehicle safety, roadworthiness
aspects and exhaust emissions required in the United Kingdom for most vehicles
over three years old. In Northern Ireland the equivalent requirement applies after
four years.
The requirement does not apply to vehicles used only on various small islands with
no convenient connection "to a road in any part of Great Britain"; no similar
exemption is listed at the beginning of 2014 for Northern Ireland, which has a single
inhabited island, Rathlin.
The MOT test was first introduced in 1960 as a few basic tests of a vehicle and now
covers twenty different parts or systems on or in the car.
The name derives from the Ministry of Transport, a defunct government
department, which was one of several ancestors of the current Department for
Transport, but is still officially used. The MOT test certificates are currently issued
in Great Britain under the auspices of the Driver and Vehicle Standards Agency
(DVSA) (formed as a result of the merger between the Driving Standards Agency
(DSA) and the Vehicle and Operator Services Agency (VOSA)), an executive agency
of the Department for Transport, and before 1 April 2014 by VOSA. Certificates in
Northern Ireland are issued by the Driver and Vehicle Agency (DVA). The test and
the pass certificate are often referred to simply as the "MOT". More than 23,500
local car repair garages throughout England, Scotland and Wales, employing more
than 65,800 testers, are authorised to perform testing and issue certificates.
In principle, any individual in Great Britain can apply to run a MOT station, although
in order to gain an authorisation from DVSA, both the individual wanting to run the
station, as well as the premises, need to meet minimal criteria set out on the
government's website, within the so-called VT01 form.
(d) Budgetary Control

Budgetary control is a system of controlling cost which includes preparation of
Budgets coordinating the departments and establishing responsibilities comparing
performance with budgeted and acting upon results to achieve the maximum
profitable.
The process of budgetary control includes:
Budgetary control is a system of controlling cost which includes preparation of
Budgets coordinating the departments and establishing responsibilities comparing
performance with budgeted and acting upon results to achieve the maximum
profitable.
A system of budgetary control should not become rigid.
There should be enough scope of flexible individual initiative and drive. Budgetary
control is an important device for making the organization an important tool for
controlling costs and achieving the overall objectives.
Budgetary control serves 4 control purposes:
 They help the manager’s co-ordinate resources;
 They help define the standards needed in all control systems;
 They provide clear and unambiguous guidelines about the organization’s
resources and expectations, and
 They facilitate performance evaluations of managers and units.
Objectives of Budgetary Control

An effective budgeting system plays a crucial role in the success of a business
organization.
The budgeting system has the following objectives, which are of paramount
importance in overall the efficiency and effectiveness of the business organization.
These objectives are discussed below.
Planning
Planning is necessary for regularly doing any work. A well- prepared plan helps the
organization to use the scarce resources efficiently and thus achieving the
predetermined targets becomes easy.
A budget is always prepared for the future period and it lays down targets regarding
various aspects like purchase, production, sales, manpower planning, etc. This
automatically facilitates planning.
Coordination
For achieving the predetermined objectives, apart from planning, coordinated
efforts are required. Budgeting facilitates coordination in the sense that budgets
cannot be developed in isolation.
5. What are group Norms and Values? How can a small group
influence the behaviour of its members?
FUNCTIONS OF GROUP NORMS
Most all groups have norms, although some may be more extensive than others.
To see this, examine the norms that exist in the various groups to which you belong.
Which groups have more fully developed norms? Why? What functions do these
norms serve? Several efforts have been made to answer this question. In general,
workgroup norms serve four functions in organizational settings (Feldman, 1984):
Norms facilitate group survival. When a group is under threat, norms provide a
basis for ensuring goal-directed behavior and rejecting deviant behavior that is not
purposeful to the group. This is essentially a “circle the wagons” phenomenon.
Norms simplify expected behaviors. Norms tell group members what is expected
of them—what is acceptable and unacceptable—and allow members to anticipate
the behaviors of their fellow group members and to anticipate the positive or
negative consequences of their own behavior.
Norms help avoid embarrassing situations. By identifying acceptable and
unacceptable behaviors, norms tell group members when a behavior or topic is
damaging to another member. For example, a norm against swearing signals group
members that such action would be hurtful to someone in the group and should be
avoided.
Norms help identify the group and express its central values to others. Norms
concerning clothes, language, mannerisms, and so forth help tell others who
belongs to the group and, in some cases, what the group stands for. Norms often
serve as rallying points for group members.
SOCIALIZING GROUP MEMBERS
Group socialization refers to the process of teaching and learning the norms, rules,
and expectations associated with group interaction and group member behaviors.
Group norms and rules can only be created and maintained through socialization
(Ahuja & Galvin, 2003). The need for socialization also changes throughout a
group’s life span. If membership in a group is stable, long-term members should
not need much socialization. However, when new members join a group, existing
members must take time to engage in socialization. When a totally new group is
formed, socialization will be an ongoing process as group members negotiate rules
and procedures, develop norms, and create a shared history over time.
The information exchanged during socialization can be broken down into two
general categories: technical and social knowledge (Ahuja & Galvin,
2003). Technical knowledge focuses on skills and information needed to complete
a task, and social knowledge focuses on behavioral norms that guide interaction.
Each type of information is usually conveyed through a combination of formal and
informal means. Technical knowledge can be fairly easily passed along through
orientations, trainings, manuals, and documents because this content is often fairly
straightforward. Social knowledge is more ambiguous and is usually conveyed
through informal means or passively learned by new members through
observation. Technical knowledge relates more to group rules and social

knowledge relates more to group norms.
Organizations and groups socialize new members in different ways. A new training
cohort at an established company may be given technical rule-based information
in the form of a manual and history of the organization and an overview of the
organizational culture to help convey social knowledge about group norms.
Members of some small groups like fraternities or professional organizations have
to take pledges or oaths that may convey a mixture of technical and social
knowledge. Social knowledge may be conveyed in interactions that are separate
from official group time. For example, literally socializing as a group is a good way
to socialize group members. Many large and successful businesses encourage small
groups within the company to socialize outside of work time to build cohesion and
group solidarity.
6.Discuss the importance of Human Resource Management &

Human Resource Planning in Tourism?
Tourism is the temporary, short-term movement of people to destination outside
the places where they normally live and work and perform their activities during
the stay at each destination. It includes movements for all purposes. Domestic
tourism, which involves residents of the given country traveling only within this
country, inbound tourism, involving non-residents traveling in the given country,
and outbound tourism, involving residents traveling in another country. The
earning from tourism has made it one of the world’s largest industries. It is the
fastest growing sector of global trade.
Hence the great importance of tourism planning and Human Resource
Development. Human resource planning involves all persons working in tourism,
regardless of whether their income comes directly from serving a tourist or a non-
tourist. It is thus the process of identifying the gap between current and future
business situation. As a result of the increasing competition, tourism destinations
and companies have more and more need of a strong policy based on:
Adequate knowledge of developments and trends in the field of tourism, in the
market and within target groups.
Well stipulated strategic guidelines for the future.
Effective Actions: The need for manpower planning arises to

 Quantify job for producing product/ service.
 Quantify people and positions required.
 Determine future staff-mix.
 Assess staffing levels to avoid unnecessary costs.
 Reduce delays in procuring staff.
 Prevent shortage/ excess of staff.
 Comply with legal requirements
Human Resources Management (HRM) is concerned with the ‘people’ dimension
in management. It involves all the matters in an organisation regarding decision
about people.
Frequently, the terms like HRM, Personnel Management, Personnel
Administration, Labour Management and Manpower Management are used
interchangeably. All these terms refer to the class of activities devoted to
identifying the organisation’s need for people, attracting them, designing their
work, training them, motivating them, evaluating their performance, administering
their reward and maintaining cordial labour- management relations.
These functions exist in every organisation irrespective of the size and type of the
organisation and tourism organisations are no exception. Management of human
resources is the essence of being a manager who has to get the work done through
others as the responsibility of managing the human resources lies with every
manager. According to Edwin B. Flippo, “The personnel function is concerned with
the procurement, development, compensation, integration, and maintenance of
the personnel of an organisation for the purpose of contributing towards the
accomplishment of that organisation’s major goals or objectives”. Therefore, the
basic elements in HRM are human resource planning, recruitment and selection,
training and development and compensation administration. These components of
HRM are discussed in this lesson in detail.
Objectives of HRM
HRM in an organisation aims at:
 Obtaining and utilising human resources effectively for the accomplishment

of organisational goals.
 Establishing and maintaining an effective organisational structure, a
cooperative climate and a healthy working relationship among the members
of an organisation.
 Securing the integration of individual and group goals with those of an
organisation.
 Developing the human resources as individuals and groups within an
organisation by providing training and retraining facilities, education and
career development advancement opportunities.
 Recognising and rewarding individual needs by offering adequate
remuneration, social security and welfare facilities.
 Maintaining high morale and better human relations for retaining the talent
in an organisation.
 Meeting the social and legal responsibilities of the organisation towards its
employees.
7. What are the different types of Budget? What is the

importance of Budgeting in the tourism Industry?
It can be said that a budget is an instrument used by management for controlling
and directing activities especially purchasing activities. Creativity, "touches" and
continuous innovation can all cost money. The budget acts as a guide as to which
things need repair or replacement. It also help to determine what valuable pieces
of equipment may be purchased and to pinpoint the areas which needs to be
emphasized for the coming year. However, expenses have to be spent within a
planned approach and in relation to sales.
Effective cost management has major implications on departmental income. Hand
in hand with maximizing revenues, it will lead to maximum profit. The budgets
provides the manager with the standards, by which they can measure the success
of operation. A budget provides a financial framework within which all the
department operates.
Every Head of Department must be a cost-conscious operator. Worldwide inflation,
increasing labor costs and escalating expenses force management to control
expenses daily so as to keep ahead in an ever-growing competitive market. The

most successful Managers are also successful Financial Administrators. The
Managers must control expenses on a daily basis, know what their expenses are
and know how to manage them. The successful Manager has effective systems set
up to control and monitor his costs. The department head has to be actively
involved in the planning process that leads to formulation of the budget and has to
ensure that the department’s actual expenses are in line with budgeted cost.
The benefits of budgeting are that they provide an opportunity for taking a critical
look on the cost incurred by the department, reviewing past planning and then
taking appropriate steps to accomplish better outcomes in the next financial year.
It forces management to examine alternatives prior to a course of action, and view
the facts relative to the financial health of the organization. Budgets provide a
standard for comparison, allow management to prepare for the future, measure
progress and assist in self-evaluation, and clearly state the objectives of the
organization.
Reasons not to budget are the time and cost of the process, the fact that there are
many unknown factors, the possibility of a breach in the confidentiality of financial
information, and the promotion of excessive spending merely because the budget
dollars are available.
Types of Budgets:
Budget may be of different kinds, based on type of expenses involved, the
departments, and the flexibility of expenses.
Categorization by Type of Expenditure: Based on the type of expense and assets
involved, budget may be categorized into:
Pre- Opening Budget: These budgets allocate resource for opening parties,
advertising, generating of initial goodwill. Pre opening budget also include the
initial cost of employee salaries, crockery, cutlery and other item.
Capital Budget: Capital budgets refer to the acquisition of fixed assets and the
management of debt and equity. These allocate the use of capital assets that life
span considerably in excess of one year; these are assets that are not normally used
up in day to day operation. Example: furniture and fixture. Capital expenditure may
include vacuum cleaners, machines. The hotel building itself also comes under
capital assets. The hospitality industry is fixed asset intensive as compared to

manufacturing businesses. Therefore, capital budgeting is an important major
concern. Management must decide which capital projects to fund under a capital
rationing system, which chooses the most appropriate projects to undertake.
Operating Budget: Operating expenditures are those costs that are incurred in
order to generate revenue in normal course of doing business. Operating budgets
best serve management when they are prepared in accordance with the uniform
system of accounting for Lodging Properties. The cost of all non recycled inventory
items, such as cleaning and guest supply is also operation cost.
Cash budgets: Cash budgets are summaries of the cash expected to be received and
disbursed over a finite period of time. Cash budgets must be prepared to alert
managers of projected shortages and excesses of cash. By knowing in advance
when shortages are expected, managers can make arrangements to cover these
deficits in the most cost-effective manner. When management is alerted to
projected cash excesses, these funds can be invested.
2. Categorization by Department Involved: Based on departmental involved,
budget may be categorized into:
Master Budget: These represent the forecasted targets set for the whole
organization and incorporate all income and expenditure estimated for the
organization. It’s a summary of all departmental budgets.
Departmental Budget: Each department of the hotel forwards a budget for its
estimated expenses and revenue to the financial controller. For instance there
would be housekeeping budget etc.
3. Categorization by Flexibility of Expenditure: Budget may be classified on the
basis of Flexibility of expenditure:
Fixed Budget: These budgets remain unchanged over a period of times and are not
related to the level of revenues. Such budgets include resource allocation for
advertising and administration.
Flexible Budget: Often, management requests budgets prepared at different levels
of activity, such as hotel room occupancy percentage. These types of budgets are
called flexible budgets. These budgets are predetermined expenditure based on

the expected revenue and differ with different volumes of sale.
The hospitality industry’s traditional method of budgeting revenues and expenses
has been the same for decades. Up to now, the most commonly used methods have
been Incremental Budgeting and Fixed or Flexible Budgeting.
Incremental Budgeting: this method is widely used in the hospitality industry and
generally entails budgeting revenues and expenses based on the prior period
adjusting for inflation by a percentage.
Fixed and Flexible Budgeting is usually for one specific expense item that is referred
to as ‘fixed’. A budget adjusted for a change in the level of activity is called a ‘flexed’
or ‘flexible’ budget, which means that when the level of activity changes, it is
expected that the total of all costs will change.
Information about how each type of cost behaves is related to how income enables
budgets to be adjusted for different levels of activity. If actual results are to be
compared with budgets for the purposes of performance measurement - for
example, cost per occupied room, percentage of expenses, etc. - such adjustments
would be necessary to ensure the comparison is reasonable.
8. How do you perceive the role of technology in future tourism

operations? What is the role of Artificial Intelligence in Tourism
industry?
Purpose
The purpose of the present article is to highlight the role of Artificial Intelligence
(AI) and Robotics in the tourism industry. The various technologies being integrated
to improve the service and customer experience in tourism.
Design/methodology/approach
A systematic study on the emerging technologies of AI and Robotics applied in the
tourism sector is presented in the form of a viewpoint.
Findings
AI certainly enhances tourism experiential services however cannot surpass the

human touch which is an essential determinant of experiential tourism. AI acts as
an effective complementary dimension to the future of tourism. With the
emergence of artificial travel intelligence, it is simpler to make travel arrangements.
AI offers travel services that are automated, customized and insightful. AI allows
travelers to learn about their behaviors, interests to inclinations and provide a
personalized experience. Gone are the days to consult a travel agent, meet him
physically and indulge in an endless chain of troubling phone calls to inquire about
travel arrangements.
Practical implications
Tourism marketing to see a positive and improved change that will enhance the
tourists’ overall experience due to the application of AI and Robotics. New
emerging technologies like chatbots, virtual reality, language translators, etc. can
be effectively applied in Travel, Tourism & Hospitality industry.
Originality/value
The present viewpoint discusses the application and role of AI and Robotics with
the help of relevant industry examples and theory. The present paper highlights
the different technologies being used and will be used in the future.
The concept of artificial intelligence, or AI, is often discussed, but can be slightly
more difficult to define. Essentially, it refers to computers or machines performing
tasks that would normally require human intelligence to carry out. This could, for
example, be learning lessons, making decisions, or recognising and interpreting
speech.
Artificial intelligence has existed for decades, but it is only relatively recently that
computers and other machines have become advanced and reliable enough to
carry out complex tasks without assistance. The concept is strongly linked to ideas
of automation, where processes are carried out with little or no human
intervention.
In the modern age, it is an accepted fact that businesses will collect and store vast
quantities of data. This can help to enable AI, with machines using the data to
perform tasks ranging from data analysis and problem-solving, through to speech
translation, direct messaging and improving personalisation during the customer

journey.
3. Data Processing and Data Analysis
Finally, it is important to understand that the applications of AI within the travel
and tourism industry are not limited to customer service alone. In actual fact, one
of its most popular and effective uses is for gathering and interpreting data in order
to draw conclusions about customers, business practices and pricing strategies.
The key advantage of artificial intelligence in this particular field is its ability to sort
through huge amounts of data quickly and accurately, where the equivalent for
humans would take significantly more time and potentially contain more errors.
The Dorchester Collection hotel, for instance, has used AI to sort through customer
feedback from surveys, reviews and online polls, in order to build a clearer picture
of current opinion, in real-time.
Face-to-Face Customer Service
While the use of artificial intelligence for powering online customer service is now
relatively commonplace, one of the emerging trends is for the technology to be
used for face-to-face customer service interactions too. Crucially, this has the
ability to cut queues at information or reception desks, and improve overall
efficiency.
One example of this technology in action is the AI robot ‘Connie’, which has been
deployed by Hilton. This robot uses artificial intelligence and speech recognition to
provide tourist information to customers who speak to it. Each human interaction
also helps to teach the robot, improving the quality of all future communications.
9. Formulation of a Project generally culminates in the

preparation of a Project Report. Elaborate.
Formulation of a Project Report:
A general set of information given in any project report is listed by Vinod Gupta in
his study on “Formulation of a Project Report”. It is reproduced here.
Project formulation divides the process of project development into eight distinct
& sequential stages. These stages are;
General Information-
The information of general nature given in the project report include the following;
 Bio-data of Promoter,
 Industry Profile,
 Constitution & Organization,
 Product Details.
 Project Description-
A brief description of the project covering the following aspects is given in the
project report.
Site – Location of enterprise; owned or leasehold land; industrial area; No
Objection Certificate from the Municipal Authorities if the enterprise location falls
in the residential area.
Physical Infrastructure – Availability of the following items in infrastructure should
be mentioned in the project.Raw Material, Skilled Labour, Power, Fuel, Water
 Pollution Control
 Communication System
Transport Facilities
Other Common Facilities – Availability of common facilities like machine shops,
welding shops & electrical repair shops etc. should be stated in the report.
 Production Process.
 Machinery & Equipment.
 Capacity of the Plant
 Technology Selected
 Research & Development
3. Market Potential :
While preparing a project report, the following aspects relating to market potential
of the product should be stated in the report.
Demand & Supply Position – State the total expected demand for the product &
present supply position. It should also be mentioned how much of the gap will be
filled up by the proposed unit.
 Expected Price.
 Marketing Strategy.
 After-Sales Service
 Transportation
 Capital Costs & Sources of Finance:
An estimate of the various components of capital items like land & buildings,
plant & machinery, installation costs, preliminary expensis, margin for working
capital should be given in the project report.
Assessment of Working Capital Requirements:
The requirement for working capital & its sources of supply should be carefully &
clearly mentioned in the project report. It is always better to prepare working
capital requirements in the prescribed formats designed by limits of requirement.
It will minimize objections from the bankers side.
Other Financial Aspects :
In order to adjudge the profitability of the project to be set up, a projected Profit
& Loss Account indicating likely sales revenue, cost of production allied cost & profit
should be prepared. A projected Balance Sheet & Cash Flow Statement should be
prepared to indicate the financial position & requirements at various stages of the
project.
Economic & Social Variables:
In view of the social responsibility of business, the abatement costs, ie, the costs
for controlling the environmental damage should be stated in the project.
Arrangement made for treating the effluents & emissions should also be
mentioned in the report.
Following are the examples of social-economic benefits.
 Employment Generation.
 Import Substitution.
 Local Resource Utilization.
 Development of the Area.
10. What is the role of PR services in marketing a tourism

product/destination? Discuss the Challenges for PR in Indian
Tourism.
The tourism industry relies heavily on public relations to communicate with the
public, gain promotion, and attract visitors. Tourism is a form of business, and like
any business it needs to reach out to its audience. Public relations helps
tourism businesses attract visitors by developing positive relationships with the
local community and the media.
Public relations is crucial to the success of a tourism business because it creates
awareness of a specific destination, attraction, or event. This form of
communication allows the tourism industry to raise its profile within the local
community and target market areas.
The main purpose of public relations is to build positive relationships that will
generate interest in tourism related businesses. Many tourist attractions rely
heavily on word-of-mouth advertising, which is created through effective public
relations campaigns and marketing strategies.
A large part of public relations for the tourism industry is promoting an attraction
or destination’s image to potential tourists. Public relations for tourism can be used
for marketing, advertising, promotions and sales. It can also be used as a tool for
crisis management when something goes wrong or there are negative events that
affect travel plans.
 Here’s how PR can help:
 It helps boost awareness of a destination’s unique qualities
 It also helps visitors learn about an area’s offerings before they arrive
 It helps manage expectations so that there are fewer frustrating surprises
 It helps destinations provide consistent messaging across multiple platforms
Public relations also allows brands to create a relationship with customers. This is
important because it makes the development of both long-term and short-term
marketing strategies possible. This usually has the effect of making a destination
appear more attractive.
PR is all about perception, and the perception of a destination by a potential visitor

is absolutely crucial to tourism. If a destination has a bad reputation, people will
stay away; It’s that simple. PR is important for every community that wants to
increase its tourism and hospitality business.
A community that has endured a recent crisis such as a hurricane, a flood, an
economic collapse, or a negative news story about crime will likely see tourism
revenue dry up for months if something’s not done about it. Below are some ways
public relations can help:
 Let people know the situation is under control
 Let the world know how the community is recovering
Showcase how the destination has become even better than before
In this age, PR has become crucial to a tourism board’s success, and it can help large
areas like a city or state bring in more visitors. PR helps to establish a positive image
for a location while promoting activities, attractions, restaurants and events, which
will naturally lead to an increase in visitors. Tourism PR should focus on the
following:
 Promoting what the destination has to offer
 Advising travel media about the destination
 Booking travel media visits
 Developing relationships with travel media
 Convincing travelers that the destination is a must-go location

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1. What do you understand by Managerial roles, Tasks &

Types of Managerial Roles

2. What are the different dimensions of organisational culture?

A dominant culture is a set of core values shared by a majority of the organization’s

be effective. Moreover, if sub-cultures come into conflict with the dominant

5. National Culture vs. Organisational Culture:

4. Define the following:-

(b) Importance of Effective Communication

(d) Budgetary Control

Objectives of Budgetary Control

observation. Technical knowledge relates more to group rules and social

6.Discuss the importance of Human Resource Management &

Effective Actions: The need for manpower planning arises to

 Obtaining and utilising human resources effectively for the accomplishment

7. What are the different types of Budget? What is the

expenses daily so as to keep ahead in an ever-growing competitive market. The

capital assets. The hospitality industry is fixed asset intensive as compared to

called flexible budgets. These budgets are predetermined expenditure based on

8. How do you perceive the role of technology in future tourism

AI certainly enhances tourism experiential services however cannot surpass the

translation, direct messaging and improving personalisation during the customer

9. Formulation of a Project generally culminates in the

10. What is the role of PR services in marketing a tourism

PR is all about perception, and the perception of a destination by a potential visitor

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