NIOS Class 12 Tourism Chapter 15 Tourism Management Solutions to each chapter is provided in the list so that you can easily browse throughout different chapters NIOS Class 12 Tourism Chapter 15 Tourism Management Notes and select need one. NIOS Class 12 Tourism Chapter 15 Tourism Management Question Answers Download PDF. NIOS Study Material of Class 12 Tourism Paper Code 337.
NIOS Class 12 Tourism Chapter 15 Tourism Management
Also, you can read the NIOS book online in these sections Solutions by Expert Teachers as per National Institute of Open Schooling (NIOS) Book guidelines. These solutions are part of NIOS All Subject Solutions. Here we have given NIOS Class 12 Tourism Chapter 15 Tourism Management Solutions, NIOS Senior Secondary Course Tourism Solutions for All Chapter, You can practice these here.
Tourism Management
Chapter: 15
| TEXTUAL QUESTION ANSWER |
INTEXT QUESTIONS 15.1
1. What do you understand by Management?
Ans: Management is the process of getting things done through others to achieve organizational goals effectively and efficiently. It involves planning, organizing, commanding (leading), coordinating, and controlling resources such as people, money, and materials. According to Henri Fayol, “To manage is to forecast and plan, to organize, to command, to coordinate, and to control.”
2. Enlist the core management functions performed by a tourism manager.
Ans: Core management functions performed by a tourism manager consisting of planning, organising, directing, staffing, coordinating, motivating and controlling human and physical resources.
3. What are the steps involved in the planning process?
Ans: The planning function involves the process of defining goals, establishing strategy for achieving those goals and integrating and coordinating activities.
4. What does control process mean?
Ans: Controlling is a process of examining and evaluating the work of subordinates and ensuring that all the activities of an organisation are being carried out as originally planned. It involves correcting activities of subordinates to ensure that events conform to plans. It measures performance against goals and plans, identifies whether deviations exit and by putting in motion actions to correct deviation helps ensure accomplishment of plans.
INTEX QUESTIONS 15.2
1. Enlist various managerial roles.
Ans: Roles a typical manager performs are grouped into : Interpersonal Roles (figure head role ,personnel leader Role , liaison role); Informational Roles(monitor, disseminator, spokesman); Decisional Roles(entrepreneur, disturbance handler, resources allocator, negotiator).
2. Name the three types of managerial skills.
Ans: Skills required by managers to perform their duties are grouped as technical skills, human relations skills and conceptual skills. These types of skills are inter-related and their relative importance varies with the level of managerial responsibility.
3. Which tasks are mainly performed by a professional Manager?
Ans: Main tasks performed by a professional manager include providing purposeful direction to the organisation , maintaining firm’s efficiency for profit generation , meeting the challenges of increasing competition, creating a team spirit and teamwork, managing for innovation ,protecting the interests and welfare of employees ,retaining talent, upgrading skills, keeping oneself informed and maintaining cordial relations with various segments of society.
INTEX QUESTIONS 15.3
1. What motivates a worker to work?
Ans: Employees are motivated to work by various monetary and non-monetary incentives. Monetary incentive include wage or salary, bonus, overtime, monetary rewards etc have a direct bearing on the employees as these help them to satisfy their basic needs. Non-monetary incentives include an urge for respect, ego, gratification, promotion, rewards, honour, leave, delegation of authority, etc. work equally well for boosting their morale towards their work.
2. List the main theories of Motivation.
Ans: Main theories of motivation include Maslow’s Hierarchy of Needs, Herzberg Two-Factor Theory, McGregor’s Theory X and Theory Y, Alderfer’s ERG Theory, McClelland’s Theory, Equity Theory, Vroom’s Expectancy Theory and Porter and Lawler Model.
3. Outline the major assumptions of Theory Y?
Ans: Theory Y is based on the assumption that the expenditure of physical and mental effort is natural, people exercise self-direction and self-control, commitment to objectives is a function of rewards associated with their achievement, average human beings learn, under proper condition, capacity to exercise imagination, ingenuity, and creativity is widely distributed in the population and the intellectual potentialities of the average human being are only partially utilized.
4. How does McClelland classify needs?
Ans: McClelland’s Theory of motivation proposed three types of needs common in work life: Need for Achievement, Need for Power and Need for Affiliation. Udai Pareek added the need for extension to the list.
5. What is the modification proposed by Clayton Alderfer to Maslow’s needs hierarchy.
Ans: Clayton Alderfer proposed a modified version of Maslow’s need hierarchy and re-classified human needs into existence or survival needs, relatedness or social needs, and personal growth needs.
INTEX QUESTIONS 15.4
1. What are the common characteristics of leadership?
Ans: Leadership is a process; involves influence; occurs in a group context; involves goal attainment; is different from management.
2. Enlist the main qualities of a successful leader in an organization.
Ans: Qualities such as integrity, honesty, humility, courage, commitment, sincerity, passion, confidence, positivity, wisdom, determination and compassion make a leader successful in an organisation.
3. Name main leadership theories.
Ans: Various theories of leadership such as Trait theory, Group and Exchange theory, Social Learning theory, Managerial Grid theory, Contingency Theory and Path-Goal Theory, Human Relations Approach, Theory X and Y, Scientific Management Theory etc provide for various leadership styles and approaches.
4. Why should a tourism professional study leadership styles?
Ans: Whatever be your professional level, in tourism services you have to provide leadership. As such you must be aware of various leadership styles so as to use them as per the situational requirements.
INTEX QUESTIONS 15.5
1. John is a senior manager in his company. He has been approached by his company to resolve a conflict situation among two line managers. What form of John’s behaviour is more likely to resolve the conflict?
A. Assertive.
B. Aggressive.
C. Passive.
Ans: A – Assertive behaviour is more likely to resolve a conflict situation than aggressive or passive
2. What are different types of groups?
Ans: Groups are either formal or informal. Groups are sub-classified as command, task, interest, or friendship groups.
3. Which factors affect the Individual Behaviour?
Ans: Main factors influencing individual behavior include abilities, gender, race, perception, stereo-typing, selective perception, attribution, attitude and personality.
4. List main reasons for joining groups.
Ans: The main reasons for joining a group are related to individuals needs for security, identity, affiliation, power and engaging in common tasks.
5. Name five stages of group development.
Ans: Five stages of group development as per Product Life Cycle Model are forming, storming, norming, performing and adjourning.
| Terminal Exercise |
1. Describe major managerial functions with suitable examples.
Ans: Management is generally treated as a process and the process refers to various functions which are performed in a sequence by a manager.
It is a process of exercising authority and undertaking responsibility in planning, directing, controlling and executing the business operations and realising the results there of.
Core management functions performed by a manager are:
(i) Planning.
(ii) Organizing.
(iii) Directing.
(iv) Staffing.
(v) Coordinating.
(vi) Motivating.
(vii) controlling.
Planning is termed as the nucleus of Management and all other functions of management revolve around planning.
The planning function involves the following:
(i) Defining goals.
(ii) Establishing strategy for achieving those goals.
(iii) Developing plans to integrate and coordinate activities.
Planning leads to ensuring proper utilization of human and material resources to earn profits.
2. Explain various managerial roles and their relevance in tourism organisations.
Ans: All managers have authority over their subordinates, act as decision makers and are involved in interpersonal relationships with subordinates, peers and superiors. A manager is the role model for all the employees of the organization. His role has to be effective and constructive in re-shaping the entire structure of an organisation. Roles a typical manager performs are grouped into : Interpersonal Roles(figure head role, personnel leader Role, liaison role); Informational Roles(monitor, disseminator, spokesman); Decisional Roles(entrepreneur, disturbance handler, resources allocator, negotiator).
3. Discuss the types of managerial skills and their importance for enhancing individual and organizational effectiveness.
Ans: Skills required by managers to perform their duties are grouped as technical skills, human relations skills and conceptual skills. These types of skills are inter-related and their relative importance varies with the level of managerial responsibility.
Managers need certain skills in order to perform the duties and activities associated with various functions. These skills are generally grouped as technical skills, human relations skills and conceptual skílls. The relative importance of these three skills varies with the level of managerial responsibility. As managers progress from lower level to senior level, they are expected to acquire more of human relations and conceptual skills.
4. Compare and contrast Maslow’s Need Hierarchy with Herzberg’s two factor theory of motivation.
Ans: Maslow classified all human needs into five categories and arranged them in a hierarchy:
(i) Basic or physiological needs.
(ii) Safety and security needs.
(iii) Love or belongingness needs.
(iv) Esteem needs.
(v) Self- actualization needs.
Maslow classified these five needs into two broad categories as higher order needs and lower order needs. The basic needs such as physiological needs, safety needs and love and belonging needs were classified as lower order needs, whereas self-esteem, self-actualization needs were described as higher order needs. Herzberg’s two-factor theory of motivation suggests that there are two sets of factors which either lead to job satisfaction or dissatisfaction. They are motivating factors and hygiene factors. The presence of motivating factors always ensures job satisfaction and happiness among the employees which can result in good job performance. These motivating factors include achievement, recognition, responsibility, advancement, personal growth and development and the work itself. These are related to the content of the job and are called satisfiers. The other set, which leads to dissatisfaction, is the hygiene factors such as salary, job security, company policy, supervision, status, security, interpersonal supervision, fringe benefits and working conditions. These factors are related to the context of the job and are called dis satisfiers. An improvement in the hygiene factors would only minimize dissatisfaction but not increase satisfaction and motivation.
5. Explain the major contributions of McGregor in motivating employees? Outline the major assumptions of Theory Y and its implications for managers.
Ans: (i) McGregor proposed two sets of theories as Theory X (negative assumptions) and Theory Y (positive assumptions).
(ii) Theory X usually operates in traditional and highly centralized organizations.
(iii) Theory Y is a people oriented theory.
(iv) It is based on the following assumptions:
(v) The expenditure of physical and mental effort is as natural as play or rest.
(vi) People exercise self-direction and self-control in the services of objectives to which they are committed.
(vii) Commitment to objectives is a function of rewards associated with their achievement.
(viii) The average human beings learn, under proper condition, not only to accept but to seek responsibility.
(ix) The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organízational problems is widely distributed in the population.
(x) Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
6. To what extent are various theories of leadership likely to influence your leadership styles?
Ans: The leadership theories reflect the different styles of functioning of a leader and also highlight how the leader handles needs and expectations of the group and its individual members. The word style is the typical way in which the leader influences followers. Successful leaders are distinguished from unsuccessful leaders by their particular style of leadership. Leadership style is too complex to be viewed as unidimensional. Further, a universally accepted best style was inappropriate to the complexities of modern organizations. Managers often use more than one style depending on the issues involved and the circumstances surrounding it. Various studies reflecting different styles of functioning of a leader highlight how the leader simultaneously pays attention to the task to be accomplished by the group and needs and expectations of the group and its individual members. Exactly how the leader goes about attending to these two functions is a matter of his leadership style. Many theories have been suggested by the researchers regarding which leadership style is most effective.
7. Explain five stage life cycle model and its implication in developing groups.
Ans: Five stages of group development as per Product Life Cycle Model are:
(i) Forming: Characterized by a great deal of uncertainty about the group’s purpose, structure, and leadership members are trying to determine what types of behavior are acceptable. Stage is complete when members have begun to think of themselves as part of a group.
(ii) Storming: Here members accept the existence of the group, but there is resistance to constraints on individuality. There is conflict over who will control the group. When the storming is complete, there will be a relatively clear hierarchy of leadership within the group.
(iii) Norming: At this stage close relationships develop and the group demonstrates cohesiveness. There is a strong sense of group identity. This stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behaviour.
(iv) Performing: The group at this point is fully functional and accepted. Group energy moves from getting to know to performing. For permanent work groups, performing is the last stage in their development.
(v) Adjourning: For temporary committees, teams, task forces, and similar groups that have limited task to perform, there is an adjourning stage. At this stage, the group prepares for its adjournment. Attention is directed toward wrapping up activities.
8. Describe the trait theories and behavioural theories of leadership with suitable examples from tourism operations.
Ans: The trait theories rely on the emergence of individuals as leaders whereas the behavioral theories focus on the effectiveness of the existing leaders.
There are three categories of leadership theories which highlight the key determinants of leadership effectiveness: Trait Theories, Behavioral Theories and Situational Theories. Trait theories highlight that there exists a finite set of individual traits or characteristics that distinguish successful from unsuccessful leaders. One of the main Trait Theories developed by Kelly (i974) relies on the research that relates to various traits that lead to the success of a leader. Some of the significant
Characteristics of leaders are categorized as follows:
(i) Physical characteristics.
(ii) Background characteristics.
(iii) Intelligence.
(iv) Personality.
(v) Task-related characteristics .
(vi) Social characteristics.
On the other hand, the behavioral theories identified behaviors that differentiated effective leaders’ from ineffective leaders. Based on these people could be trained to be leaders. Behavioral theories highlight that the most important aspect of leadership is not the traits of the leader, but what the leader does in various situations. Unlike trait theories, the behavioral approach focused on leader effectiveness, not the emergence of an individual as a leader.
9. Outline Fiedler’s contingency model of leadership and its relevance in today business environment.
Ans: Fiedler took into view three ways viz. Good leader-member relations, task spelled out to the leader’s position and the powers attributed to the leader which favor the effectiveness of a leader.
Fledler developed a model to predict group work effectiveness by taking into consideration the best fit between the leadership style and the degree of favorableness of the situation. He states that a leader may become effective if the situation is favorable in three ways: good leader-member relations showing acceptance of the leader by the group; details of the task spelled out to the leader’s position; and a great deal of authority and power is formally attributed to the leader’s position. With these three favorable situations and his style of functioning, a leader will be effective. The major findings of Fielder are that the task-oriented leaders perform better than relationship oriented leaders in both extreme situations that are very favorable and those that are unfavorable. Relationship oriented leaders tend to perform better than task oriented leaders in situations that are intermediate in favorableness. These findings suggest that each of the leadership styles can be effective in certain situations and that the organization can change the effectiveness of the group’s performance by changing the favorableness of the situations or by changing the leader’s preferred style through education and training.
10. Trace the different types of leadership styles and their significance to tourism operations.
Ans: The different leadership styles are Auteneratie style, democratie style, Laissez-faire style, Exploitative Authoritative style, Benevolent authoritative style, consultative style, participative style, job-centered leadership style and the employee- centered style.
(i) The word style is the typical way in which the leader influences followers.
(ii) Successful leaders are distinguished from unsuccessful leaders by their particular style of leadership.
(iii) Leadership style is too complex to be viewed as unidimensional.
(iv) Further, a universally accepted best style was inappropriate to the complexities of modern organizations.
(v) Managers often use more than one style depending on the issues involved and the circumstances surrounding it.
(vi) Various studies reflecting different styles of functioning of a leader highlight how the leader simultaneously pays attention to the task to be accomplished by the group and needs and expectations of the group and its individual members.
(vii) Exactly how the leader goes about attending to these two functions is a matter of his leadership style.
(viii) Many theories have been suggested by the researchers regarding which leadership style is most effective.
(ix) The Hawthorne studies gave a leadership style which emphasized on the fact that low light, shorter and fewer rest periods and shorter lunch breaks resulted in increased productivity.
(x) The autocratic style, democratic style and Laissez-faire style were the styles identified by Iowa studies.
(xi) Exploitative Authoritative, Benevolent authoritative, consultative, participative styles were given by the Michigan studies.
(xii) The job-centered leadership style and the employee-centered style were also derived by the Michigan studies.
(xiii) The Ohio state theory presented the initiating structure and consideration as two dimensions of independent leadership.
11. Critically review the types of groups and their application in organization.
Ans: Groups can be either formal or informal. Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. Their primary purpose is facilitating, through member interactions, the attainment of the goals of the organization. An airline flight crew is an example of a formal group. Informal groups are alliances that are neither formally structured nor organizationally determined. These groups emerge or randomly get formed due to the formal group members’ interaction with each other. Three employees from different departments who regularly eat lunch together is an informal group. Informal groups satisfy their members’ social needs. The types of interactions among individuals, even though informal, deeply affect their behavior and performance. It is also possible to sub-classify groups as command, task, interest, or friendship groups. Command groups are dictated by the formal organization. When a number of employees are formally brought together for the purpose of accomplishing a specific task – for a short-term or long term period – such a collection of individuals is called a task or project group. These activities create a situation that encourages the members of the task force to communicate, interact and to coordinate activities, if the purpose of the group is to be accomplished. In an interest group people affiliate to attain a specific objective with which each is concerned. Friendship groups often develop because the individual members have one or more common characteristics such as age, political belief, or interests.
12. What are reasons for joining groups?
Ans: The most popular reasons for joining a group are related to our needs for:
(i) Security.
(ii) Identity.
(iii) Affiliation.
(iv) Power.
(v) Engaging in common tasks.
Inclusion in a group that is viewed as important by others provides recognition and status to its members.
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