with the performance of the business. The main role of senior management personnel is to make strategic decisions, organize the implementation of strategies, maintain and develop the organization. The main titles of senior management personnel in a tourism business unit are: chairman of the board of directors, vice chairman of the board of directors, members of the board of directors, general directors, deputy general directors, directors, deputy directors, etc.
- Middle managers: are managers who operate below senior managers but above junior managers. Middle managers are responsible for implementing the goals set by senior managers. They do so by setting goals for their departments and other business units. Middle managers can motivate and support senior managers to achieve business goals. Middle managers are more involved in the day-to-day operations of a business, they can provide valuable information to senior managers to help improve the organization's profitability. In a tourism service business, the tasks of middle managers are to make tactical decisions, implement the plans and policies of the tourism business unit, coordinate activities and tasks to complete common goals. Middle management personnel in tourism business units are usually department heads, deputy department heads, and section heads.
- Basic management staff: are the managers at the last level in the hierarchy of managers in the same organization. Basic management staff are responsible for managing the daily work of employees. Although basic management staff often do not set goals for the organization, they have a very strong influence on the business. This is the management team that most employees interact with every day and if the manager performs poorly, the employees may also perform poorly, may lack motivation or may leave the company. The main task of basic management staff is to make operational decisions to urge, guide and control employees in specific daily production and business tasks, in order to achieve common goals. Basic management staff in tourism businesses can be: team leaders, group leaders, ...
Maybe you are interested!
-
Characteristics of Business Activities and Business Management Organization at Small and Medium Enterprises in Vietnam -
High-Quality Female Human Resources Participating in Leadership and Management in the Political System Are Still Low and Unstable -
Research on the Current Characteristics of Forest Resources and Factors Affecting Forest Resources Management in the National Park Area -
Some Solutions to Improve the Efficiency of Integrating Human Resources Activities with the Business Strategy of Waterway Construction Joint Stock Company -
Factors Affecting State Management of Health Human Resources
1.2.2.2. Concept and characteristics of tourism businesses
a. Concept of tourism business
Tourism businesses are businesses that operate tourism-related businesses that are permitted in the Constitution of countries. Like businesses operating in other fields, tourism businesses are also business projects with preparatory principles, but operate on a larger scale.
Sinclair and Stabler (1997) defined tourism businesses as a combination of products related to transportation, accommodation, food and beverage, natural resources, entertainment and other services (such as shops and banks) and tour operators. In the same vein, Kuşluvan (2003) stated that tourism businesses are companies, organizations and establishments that provide services to meet the specific needs of customers (tourists - people who are away from their home and their usual working environment). Businesses typically include tour operators, travel agencies, transportation companies, food and beverage companies, souvenir shops, attractions and other retailers that cater to tourists rather than locals or non-tourists.
Businesses considered within the scope of the tourism industry “are those that provide products and services to tourists rather than to locals or non-tourists” (Medlik, 1993).
Accordingly, tourism entrepreneurship can be defined as the professional application of knowledge, skills and abilities to monetize a tourism-related business idea, by an individual or a group of people by establishing a new business or developing an existing business to create wealth, employment and social benefits.
In simple terms, tourism business includes all types of tourism related activities that are legally generated by a business. A legitimate tourism business must exclude all forms of tourism and activities that are contrary to the generally accepted laws of that country. For example, in India, wildlife hunting, prostitution, drug trafficking, etc. are considered illegal and therefore
that is not within the scope of tourism businesses. Meanwhile, in the Netherlands, prostitution is legal.
In Vietnam, tourism businesses are businesses that conduct tourism-related activities as regulated by the 2017 amended and supplemented Law on Tourism. Tourism businesses include the following industries:
- Travel business: Travel service business includes domestic travel business and international travel business. In which, domestic travel business serves domestic tourists and international travel service business serves international tourists coming to Vietnam and tourists going abroad.
- Tourist transport: Tourist transport business is the provision of air, sea, inland waterway, rail and road transport services specifically serving tourists according to tour programs, at tourist areas and tourist attractions. Tourist transport vehicles with signs are allowed to transport passengers under contract and are given priority in arranging anchorage, stopping and parking to pick up and drop off tourists at airports, ports, train stations, bus stations, in tourist areas, near tourist attractions, tourist accommodation establishments and are allowed to operate without time restrictions on traffic routes leading to tourist attractions, tourist accommodation establishments, and tourist service supply points according to regulations of local authorities.
- Tourist accommodation: Includes types of tourist accommodation establishments: Hotels, tourist villas, tourist apartments, tourist accommodation ships, tourist motels, houses with rooms for tourists to rent, tourist campsites, and other tourist accommodation establishments.
- Other tourism services: Including food and beverage services, shopping services, sports services, entertainment services, health care services, other related services serving tourists. With the characteristics of the tourism industry in Quang Binh Province, businesses operating other activities serving tourists have not yet developed, so the research topic only focuses on studying businesses operating food and beverage services, specifically here, restaurants that meet the standards for serving tourists.
Within the scope of this thesis, tourism enterprises are approached from the perspective of tourism enterprises as stipulated in the Law on Tourism (2017). Accordingly, tourism enterprises are enterprises that provide the above types of tourism services.
b. Characteristics of tourism businesses
According to the above definition, tourism businesses are businesses that operate related to tourism, therefore, the characteristics of tourism businesses that represent the specificities of tourism products/services are summarized in the study of Mok et al. (2013).
- The tourism industry is an immaterial production industry, satisfying the needs of customers, specifically tourists, is not done by material products but is done through the provision of services to satisfy these needs. Therefore, the proportion of services in the total tourism product often accounts for 80% to 90% in value, while products are goods that account for a relatively small proportion. Therefore, the success of tourism businesses is often influenced by the quality and quantity of tourism staff, who are directly involved in the business process.
- Regarding production and consumption, tourism production is synchronous, that is, the time between production and consumption of tourism services coincides. Tourism products are basically created thanks to tourism resource factors, so tourism products cannot be moved. Unlike normal consumer goods that can rely on the distribution system to reach consumers, tourism products can mostly only stay in place. Tourists have to travel by themselves to the place providing the tourism services they need to use or experience. Because of this characteristic, tourism businesses have more difficulty in consuming products, therefore, tourism businesses often invest heavily in promoting and advertising their products and services to attract the attention of tourists.
- Tourism businesses are greatly affected by seasonality in tourism. Seasonality affects tourism businesses both in terms of operations and in terms of the business's labor structure. The impact of seasonality on business operations is reflected in the fact that tourism product consumption is often irregular, but often concentrated at a certain time such as weekends (for weekend tourism activities), during the day (for food service activities in restaurants), during the season (for tourism products in localities with tourist seasons).
calendar),… Therefore, tourism activities are often quite seasonal and this is also one of the major difficulties for organizing business activities of tourism enterprises. To limit seasonality in tourism, tourism enterprises often have to launch promotional programs during the low tourist season. For tourism human resources, the impact of seasonality makes employees' attachment to their work low, leading to difficulties for managers in the process of using human resources.
- The target customers of tourism services are very diverse in terms of age, profession, culture, religion... therefore, tourism businesses need to have a deep and broad understanding of the customs and characteristics of tourists and must have a high adaptability. The labor intensity at tourism businesses is usually not too high but they have to endure a complex psychology and working environment.
- Tourism businesses often have difficulty recruiting staff due to the increasing level of specialization of tourism workers. Different positions require different skills and knowledge, and jobs in the tourism industry are relatively independent.
- The dynamic time of tourism businesses depends mainly on the characteristics of consumption. Some fields such as hotels operate continuously 24/24 hours, while in other fields, working hours are interrupted, often concentrating many customers at a certain time, such as in the food and beverage sector, and most services depend on the arrival and departure times of tourists.
- Tourism businesses are often closely connected to each other. The process of tourists using tourism services often has to satisfy the typical needs of tourists such as sightseeing, learning, entertainment, accommodation and eating... The desire to satisfy these needs is also the reason and purpose of tourists when participating in tourism activities. Therefore, tourism businesses often link together to be able to satisfy the maximum package needs of customers.
1.2.2.3. Characteristics of human resources management in tourism businesses
Human resources for tourism business management are a part of business managers, therefore, tourism business managers also have all the characteristics and qualities of business managers in general.
The term management comes from the verb to manage (the etymology of the word lies in the Latin root of manu agere, or to direct someone by one's hand) which means: to direct, to administer, to supervise for success, to make decisions that meet needs (Petkovski, 2012).
A manager is a person who achieves results through the work of others. A manager is a person who organizes and carries out business administration activities through planning, organizing, leading and controlling human, financial, material and information resources so that the business can achieve its goals. Accordingly, the management team is divided into three levels: senior managers (leaders), middle managers and grassroots managers.
Managers have the following characteristics: Managers must complete assigned tasks with the least amount of resources and Managers will work with their subordinates and work with them to carry out the tasks of the business. Managers need to have certain competencies (knowledge and skills). Human resources to manage tourism businesses need to have the following characteristics:
- Professional capacity: Human resources managing tourism businesses need to have understanding, thinking ability, awareness of information and data related to the industry in which they work, specifically the tourism industry in general and the industry in which the business operates in particular. In addition, it is the ability to synthesize and analyze this information in order to make strategic decisions that affect the operations of their business. In addition, to perform well the management work at tourism business units, this group of human resources must have knowledge and understanding of the tourism business sector; grasp the regulations and policies of the State and localities on tourism; understand the culture, customs, tourist attractions; have comprehensive skills related to all tourism operations, ... In addition, human resources managing at business units
Tourism requires sensitivity, decisiveness, and the ability to withstand work pressure in today's competitive environment.
- Human relations capacity: This capacity is extremely important for managers of tourism businesses. This capacity does not stop at the ability to work together, but it is also the capacity that helps managers to encourage employees in the process of business operations and production of the enterprise. In order to encourage employees to work and improve productivity, managers must understand their employees, build good relationships between managers and employees, and between employees in the process of performing work. In addition to other factors, human relations capacity plays an important role in the performance of the enterprise. In terms of characteristics, this capacity contains innate factors, belongs to the personality of the manager and is greatly influenced by their communication and behavioral skills. For example, the skills of praising, criticizing... towards subordinates.
- Strategic awareness capacity: This is a very important capacity for tourism business managers, this is the capacity that helps managers develop the business thanks to the skills of analysis, forecasting and strategic planning. This capacity requires managers to have the ability to cover the business as a whole. This capacity is developed thanks to the knowledge base, the courage of the manager and the experience in the process of performing their tasks. For example, the skill of analyzing the connection between issues logically...
Management in tourism enterprises is a team of intellectual workers, holding an important position in the enterprise, having the ability to synthesize, operate well and have many different relationships. The leader in the enterprise has an important role in business and is the one who harmonizes relationships, is an example for everyone in many aspects. As a professional, the leader is the one who searches for talent, uses good people, organizes and operates work smoothly to achieve business efficiency. As a social activist, the leader also participates in other economic and social activities in the unit and according to the requirements of the locality.
local, sectoral and national organizations (mass organizations, economic, scientific, business, political, cultural, sports associations...).
To achieve the overall goals of the business, managers in the tourism industry need to be excellent at decision making and problem solving, and be able to motivate their employees and communicate well. Next, tourism managers need to have well-developed emotional intelligence to help them deal with unforeseen situations and problems, recognize and control the emotions of employees and customers, recognize other people's emotions and adjust their behavior according to certain emotions in a given situation.
1.2.3. Criteria for evaluating management human resources at tourism businesses
1.2.3.1. Criteria reflecting the scale and structure of management personnel
+ Scale
Quantity reflects the scale of tourism human resources in a province, city or tourist region and is often considered closely related to the structure of tourism human resources. Quantity also shows the growth rate of tourism human resources over the years and through stages to meet the demand for qualified human resources to ensure the development of the tourism industry. Increase in quantity and scale is assessed by the increase or decrease in the absolute number of tourism human resources each year or stage.
The number of tourism human resources must be ensured to be sufficient, suitable to the actual needs and tourism development orientation of that province or tourist region. Ensuring sufficient quantity depends on human resource policy planning, and other policies on recruitment, attraction and training of human resources.
According to Nguyen Manh Hung (2019), one of the bases for growth in the quantity of tourism human resources is: master plan for socio-economic development; master plan for tourism development; scale, density, human resource development policies of localities, regions, and countries: including assessment of the current status of human resource quality; Orientation for development of tourism space, tourism products, tourism human resources; Scale of tourism space; scale, quality, diversity of tourism products determine the number of workers.