Hospitality industry is based on unique services and products provided for different customer groups around the world. The hospitality industry is based on service quality and customer satisfaction as these processes direct the strategic approaches and trends in the hospitality industry. Service can be seen as the main factor of the hospitality industry based on the unique environment and settings proposed to customers guests.
Building an organization is not only particularly active in executing the strategy formulated and articulated; it could provide the energy for future strategy and policies. This is possible not only in the sense of providing a distinctive competence for the firm in the value proportions in which it excels, but also in terms of creating an employee base that is more receptive to new ideas, to value shifts matching customer preference changes, and to value sharing between divisions of the same firm. To develop an effective leader, it is important to take into account the nature and industry requirements, and a customer-centered approach followed by many hotel chains.
Today, a leader in the hospitality industry is influenced by different economic and social factors of the community. The inconsistent relation between emotional stress and decisions to seek hospitality could reflect two sets of factors: an inadequate conceptual analysis of the stress-decision process and methodological deficits contingent upon them. The two factors selected for comparison are stress and work.
Stress has a great impact on hospitality service and leadership as it ruins nervous cells and adds emotional tension (Barker 2001). All psychological principles operate to reinforce and strengthen self-administration by binding together a wide range of stimuli and consequences of tobacco use with biological actions.
In the case of self-administration, environmental, psychological (e.g., stress, anxiety, dysphoria), situational (e.g., on a break, when resting, when partying), and social (e.g., with friends) variables and stimuli can become conditioned stimuli that come to elicit the same biologically based responses as does stress itself. “In emergencies, our hormones and nervous system prepare us to deal with an immediate physical threat by triggering the fight or flight response: raising the heart rate, mobilizing stored energy, diverting blood to muscles and increasing alertness” (Wilkinson and Marmot 2003).
Emotional processes, in the form of rules (e.g., the stress-illness rule and the upset-serious rule) alter the meaning or representation of somatic events and the procedures generated by them. During the first stage of development, it is important to level stress and help managers and leaders cope with stressful situations (Bass, 2000).
At the beginning of the 21st century, leadership has a great impact on organizational performance and effective strategic solutions applied to everyday situations. The task of effective leaders and managers is to follow objectives held by the top management. Thus, the main focus of leadership is on human communication. Effective leaders have the talent for inspiring and motivating employees; they have strategic aims and lift the spirit of employees to accomplish great ends. The release of employees’ possibilities is a crucial leadership goal. Thus, leadership must make certain that there is a goal (Mullins, 2007). The second task is to ensure that the strategic policies are clear.
At the beginning of the 21stc century, leadership has to confirm that the employees understand the goal. Different theories of leadership propose different interpretations of leadership styles and leaders’ relations with subordinates. But, the task of leadership is not one of motivating people, for they are already motivated. The new millennium requires innovative and creative approaches to leadership and management demanded by the new social and political landscape (Zaccaro and Klimoski 2001).
Within the hospitality industry, robust quality helps minimize the quality loss (that is, the cost of subsequently rectifying the product to suit customers’ needs and other stakeholders’ requirements). While the important transition from quality-as-designed to quality-as-delivered is beyond dispute, we are not so sure we support the implied conclusions that
- if the quality is to be improved, it is best to focus on the product’s design and, as a corollary,
- any enhancement achieved in quality during the operations phase is marginal and not deserving of all the attention showered on it by writers and managers alike.
In the hospitality industry, management and leadership are two crucial parts of modern companies (Mullins, 2007). The modern economy depends upon and is influenced by effective management solutions and leadership strategies. Management and leadership are concerned with setting goals, establishing policies and programs, and implementing business action for the entire firm. Its major tasks are to translate consumer wants and needs, actual and potential, into profitable products and services that the company is capable of producing; to cultivate markets to support these products; and to program the distribution activities necessary to reach the markets (Stutts 2001).
In the hospitality industry, an effective leader is a person able to develop clear objectives and strategic goals. Management is not simply a limited specialized activity of the commerce, but rather a perspective for the entire management team. It does not function as a separate entity in the industry, nor is it more important than any other primary activity, such as manufacturing or economics, yet through actual and potential sales it does set up constraints within which the other activities must be performed.
It reflects an integrated and coordinated method to the management of the managerial activity and the development of total systems of business achievement that recognize the marketplace as the focal point of business (Hartman et al 32). Successful leaders have the gift of inspiring and motivating employees; they have a vision and lift the spirit of employees to accomplish great ends. The release of human possibilities is an essential leadership goal. Still, It is significant to differentiate moral and just leadership from the character of despots who, by definition, are effective leaders if they accomplish their goals through persuasion (Wofford and Whittington 2001).
Management, similar to leadership, is ethical. A hospitality environment should teach a leader to mobilize and assign resources; they guarantee the continuing vitality of the staff; they generate and maintain appropriate procedures. They also manage, delegate, and coordinate resources, and they provide a system of incentives to encourage and support productive behavior. Managers and leaders establish reporting systems, perform evaluations, and allocate accountability.
Common to both managers and leaders is the focus on the outcomes they produce, which are based on the goals they pursue. Managers and leaders call for the kind of attempt, restraint, drive, and discipline that result in effective performance. The traditional definitions of management and leadership have concentrated on and described the management process (Mullins, 2007). What a manager or leader does is vital, but descriptions do not address the function or purpose of management.
The principle of management is to produce positive outcomes. Leadership is more than leading employees. Indeed, it has many more components. Leadership is also routine administration, supervision, and knowledge of procedures, rules, and set of laws; for example, it requires cooperation techniques, cost control, and legal responsibilities (Sevier, 2006).
Based on this results-oriented philosophy of management, the leader should focus on the outcome. For leadership, setting goals sets up the pathway to positive results. Deciding what it is that you want to do is the goal-setting stage, doing it in the process, and accomplishing goals is the outcome or result. The manager’s responsibility is to produce positive results. Setting clear, challenging goals and then doing what is necessary to accomplish them is the daily process.
Success will be measured by the degree to which a goal is accomplished, but alas, life is not this simple. Remember that managerial performance is not judged entirely in terms of success or failure. Rather, performance is measured in terms of progress in relation to the goal. The focus is on lessons learned, and learning is a core value. In this sense, success becomes a journey, rather than a destination (Robbins and Judge 2009).
In the hospitality industry, the leadership qualities of a person are based on managerial principles and goals but it involves the personality and charisma of a person. Leaders can work toward positive results. In this case, the role and responsibility of these managers are to develop moral and ethical; principles for the organization, while the task of managers is to introduce these principles into practice and control their fulfillment.
Results are not the only thing, and the ends do- not justify all means. There are ethical limits. Criteria beyond effectiveness are needed (Mullins, 2007). The strategic aims must be just, and there must be a moral responsibility to do what is right. Moral and ethical behavior patterns are a key element of positive results and success. Truthfulness suffers when managers and leaders demand or expect from their employees an exaggerated personal loyalty to the mission (Robbins and Judge 2009).
Combining personal strengths means influencing rather than directing. Employees Influencing requires a different ability than managing in a hierarchical structure, where the direction is more regular. One of the most potent methods in which the leader can exercise influence is by example. Although staff attach importance to what leaders say, they are more impressed by what they do. One of the best examples a leader can set is that of being a good staff member. Inspiring by example means being involved in doing “real work” instead of delegating (Powers and Barrows 2002).
In spite of great changes in organizational behavior and structure, such notions as developing, encouraging, facilitating, integrating, stimulating, resolving, listening, coaching, sensing, monitoring, meshing, guiding, refereeing, and deciding are still important.
At last, the staff must decide, the employees must be in control, and the staff must be the hero and get the credit (Mullins, 2007). Clearly, the leading aim is multidimensional, requiring extraordinarily diverse personal skills. Leaders come in many forms, with many styles and diverse traits, and with each developing the right personal direction. Their sole common attribute is their knowledge and professional skills to make sure the goal is clearly defined and high-performance expectations are set. How aims and expectations are established is a matter of style, but setting them is a matter of performance and positive results (Hoyle and Wilmore 2002).
Good leadership requires the acceptance of risk, the adjustment to new situations, and the recognition of opportunity. In the 21st century, leadership is concerned with the grit of basic and fundamental company values and is reflected in the kinds of marketing strategies chosen and decisions made. Top managers can only be effective through other people, for decisions are valueless until someone does something about them.
Through good leadership, the organization should help human corporate resources reach high levels of accomplishment. Baruch (1998) and Boyce and Herd (2003) underline that the leader’s task is to ensure that the team sets and maintains explicit high-performance expectations. With high-performance standards, the team is committed to achieving challenging goals. Clear goals and high-performance expectations are at the heart of the leader’s task–independent of his or her style. Gender stereotypes influence the perception of leaders and their impact on other people. If the leader sets high-performance standards, chances are that the goal will be reached.
This phenomenon is known as a “self-fulfilling prophecy.” Teams that constantly expect more of themselves perform at higher levels. Baruch (1998) states that while actions such as refereeing, resolving, and even monitoring the team are within bounds, a leadership task that the team leader must not perform is to evaluate ideas. The leader can help resolve conflicts, but evaluating–including rejecting or promoting ideas–is out of bounds. When evaluation becomes necessary, the entire team should participate. The team possesses more information than any one individual so the whole team is in a better position to evaluate ideas than is the leader (Mullins, 2007).
The leader of the hospitality industry should be flexible and creative to meet new social and organizational challenges. The leadership task is different than the leadership task. The leadership task concerns influencing and the leadership function, team process. The leadership function has more to do with who is in charge of leading the team at a particular point and time. Objectivity is also important. The thoughts and feelings of others cannot be accurately predicted–even in closely mixed groups.
In other words, we are not good at judging what other people think of us. Rather than worrying, team members are more productive if they concentrate objectively on the issues at hand. Objectivity is another of the ground rules for team members and is a topic in which team members should be schooled. People can be taught to act more objectively and to sort out personality issues from substantive issues. Teams that can objectively concentrate on issues are more effective (Harvey, 2001).
The tasks to this line of thinking must be obvious. Value delivered lies not only in what is done at each stage but equally in how the stages are connected to each other. Certainly, the early stages of the hospitality chain limit the potential of later stages. A poorly designed product severely constrains how much value can be built into it, just as there is only so much marketing one can do with a poorly-made product. However, a well-designed product does not necessarily result in a well-manufactured and made one. Even if ninety percent of a product’s or service’s quality sprang from its concept and design, the other ten percent could mean the difference between the top-notch and second-rate final quality.
For the hospitality industry, granted, quality, as designed, is an important determinant of final quality and it could be crucial to newly-introduced products since unexpected defects and malfunctions may have to be designed out. As services mature, competitors come out with copycat offerings, and in general, design know-how gets diffused across the industry, value construction tends to emerge as the determinant both of quality delivered to customers and of quality differences among competitors.
A poorly designed service will almost certainly be deficient in quality. A well-designed service, on the other hand, is no guarantee of superior quality. Having stated our stand on the strategic importance of quality constructed into the product, we return to our assertion that the nexus of setup, processing, or scheduling times can have a strong impact on quality (Fulton, and Maddock 1998).
For the hospitality industry, both output and process quality measures are essential to establishing a culture of service and to focusing attention on value as a basic organizational Value. The purpose underlying all service assurance efforts, as is true in a broader sense, of value enhancement efforts in general, is, at one level, to establish both methods and philosophies of working which lead to improved outputs as well as techniques for keeping track of progress toward these output goals.
At another, more important and more permanent level, quality assurance must become internalized and not continue as an externally introduced remedy for a recurring illness (Mullins, 2007). Employee responsibility for service and the realization that lapses in quality, in effect, snap the ties that bind one activity to the other, are the ultimate objectives of a successful quality program. As the time-linkage becomes stronger (through a reduction in response time, setup times, time-to-market) concerns over fulfilling customers’ needs become internalized.
Features of the product, particularly aspects of quality, almost immediately, tend to show the beneficial effects, of this time compression. Getting a general sense of the effectiveness of the coordination among activities as well as of the level of commitment, belonging, and initiative demonstrated by the workforce may seem a bit like reading tea leaves to tell the future (Powers and Barrows 2002).
Service determines the long-term success of the hospitality industry as it influences the brand image of a hotel chain or recreation. In this case, the knowledge transfer is not of job content alone, but job management as well–how it relates to other tasks, the costs that go with various options, whom to consult, and how to respond under different situations. An entire-scale arises when one goes from job performance to job responsibility, and training to deal with and anticipate them is a necessary part of the ability to make decisions.
In a sports setting, a quarterback who is told that, from now on, he will be calling his own plays is likely to feel lost, even if he has many years of experience leading the team (Powers and Barrows 65). The traditional view has been that marketing management fulfills the greater part of its responsibility by providing products and services to satisfy consumer needs profitably and efficiently (Harvey, 2001). Selfishness and self-interest are the keys; they foster efficiency, the firm prospers, customers are satisfied, and the well-being of society follows automatically.
Many who adopt this posture fear that the acceptance of any other additional responsibilities by marketing managers tends to threaten the very foundation of our economic system, which in this context is based largely on incentive rewards, particularly profits. In achieving its sense of broad community interest and participation, marketing performs its social role in two ways. Excellent service faces social challenges in the same sense as the government and other institutions (Powers and Barrows 2002).
In sum, the hospitality leader can be developed through a complex structure and analysis of the needs and demands of customers and the nature of the industry in general. In this business, service is a core of all activities based on customer loyalty and satisfaction. Many hospitality agencies ate seeking realistic answers for marketing questions, including the kinds and nature of marketing goals, the realization of marketing goals under conditions of risk, the nature of the marketing decision-making process and environment, and the social and private obligations of marketing executives.
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