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Strategy implementation in tourism and hospitality businesses - Coggle…
Strategy implementation in tourism and hospitality businesses
Aspects
Resources
physical resources – land, buildings, plant, equipment, etc.;
financial resources – share and loan capital required for development and expansion;
human resources – obtaining the requisite number of appropriately skilled employees;
intellectual or ‘intangible’ resources – non-physical inputs that may be necessary in some industries such as
databases, legal permissions, brand or design registration, contacts, etc
Developing and controlling
Financial planning
Human resource planning
Physical resource planning
Intellectual resource planning
Configuration
culture
Defender cultures
Prospector cultures
Analyser cultures
Reactor cultures
structure
Organizational structure refers to the ‘shape’ of the organization.
main issues
Division of labour
Source of authority
Relationships
described
● height
● width
● complexity
Change
The need for change
Inertia – identifying barriers to change
Lack understanding of the details –
Lack trust
Have a fear –
Have uncertainty about the future
Understanding change – Kurt Lewin’s three-step model
Unfreezing (mobilization for change)
Moving (movement to a new level)
Refreezing (sustaining change)
Understanding the context of change
Understanding change – the urgency and nature of change
four categories of change
● Adaptation – is aimed at realigning rather than transforming the organization and is implemented slowly through staged initiatives.
● Reconstruction – is also aimed at realigning rather than transforming the organization but occurs in a more dramatic and fast manner.
● Evolution – is a transformational change implemented gradually through different stages and interrelated initiatives.
● Revolution – is fundamental transformational change occurring by simultaneous initiatives on many fronts, and often in a relatively short space of time.
Role
● mobilize commitment to change through joint diagnosis and team efforts;
● develop a shared vision for change emanating from the task teams;
● foster consensus for the new vision by giving support and encouragement;
● replace managers who cannot work under the new system;
● spread revitalization to all departments without pushing from the top;
● institutionalize change through systems and procedures; and
● monitor and adjust strategies in response to problems.
Service product – characteristics
Intangibility
Inseparability
Perishability
Heterogeneity
Ownership
THE – characteristics
High cost
product
Seasonality
Ease of entry/exit
Interdependence
Impact on society
methodology
Balanced Scorecard
Balanced Scorecard
A strategy gap
