Micro Perspective of

Tourism and Hospitality

This Learning Module is compiled, owned and released by
the Cordillera Career Development College,
Buyagan, Poblacion, La Trinidad, Benguet, Philippines.
This is for the exclusive use of its enrolled students for
classroom/remote teaching and learning purposes only.
Any unauthorized use shall be subject to copyright infringement.
July 2020
 CORDILLERA CAREER DEVELOPMENT COLLEGE
COLLEGE OF BUSINESS EDUCATION AND ADMINISTRATION
Buyagan, Poblacion, La Trinidad, Benguet

LEARNING MODULE
IN [MICRO PERSPECTIVE IN TOURISM AND
HOSPITALITY]
for remote teaching and learning use only

COMPILED BY: AYSON D. DEPAYSO

JANUARY 2021
 INTRODUCTION

The contents of this module is intended as an introduction to

the field of operations management. The topics covered include
both strategic issues and practical applications of the concepts of
forecasting, product and service design, capacity planning,
management of quality and quality control, inventory
management, and supply chain management.

This module was designed with simplified text, figures and

tables to allow readers quick and substantial understanding of this
subject. Activities and exercises are also included to guide students
in their self-assessment and to measure their level of understanding
of the concepts presented in each chapter.

Operations management is continually evolving and the

application of its principles are universal in as much as they are
diverse. This module provides a comprehensive and flexible guide to
the application of operations management concepts to any field of
specialization.
 ACKNOWLEDGEMENTS

I would like to acknowledge the support of my family, friends

and colleagues who have provided me with much appreciated
encouragement to accomplish this endeavor. All comments and
suggestions given for the betterment of this module are well
appreciated.
 CONTENTS

TITLE PAGE
CHAPTER 1…………………………………………..... 7
CHAPTER 2…………………………………………….. 18
CHAPTER 3…………………………………………….. 25
CHAPTER 4…………………………………………….. 32
CHAPTER 5…………………………………………….. 44

APPENDICES…………………………………………..
REFERENCES…………………………………………..
 CHAPTER 1: The Tourism and Hospitality overview

Chapter Objectives:

1. Covers the workings, operations, and the integrative activities

of major stakeholders in the THI

2. To gain knowledge on managing and marketing a service-

oriented business organization
3. In-depth study of the nature and distinctive characteristics of
the entire tourism industry
4. Analysis of the possible impacts of external factors and trends
5. Look into client profiling such as travel motivations and
influences

Organizational Environment

• An organizational environment is composed of forces or

institutions surrounding an organization that affect
performance, operations, and resources.

e.g. government regulatory agencies, competitors, customers,

suppliers and pressure from the public

• “All of those factors that affect the operation of the

organization (Gatewood, 1995).”

• “A manager's environment is made up of constantly changing

factors — both external and internal — that affect the
operation of the organization.

• If a new competitor appears in the marketplace, the

managerial environment is affected.

• If key clients take their business elsewhere, managers feel the

impact.

• And if technological advances date an organization's current

methods of doing business, once again, the managerial

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 environment has to adapt.” – (Introduction to Managerial
Environments)

External Organizational Environment

• Includes all elements existing outside the boundary of the

organization that have the potential to affect the organization.

• Set of forces and conditions outside the organization’s

boundaries that have the potential to affect the way the
organization operates. These forces change over time and
thus present managers with opportunities and threats.

Internal Environment

• “The environment that includes the elements within the

organization’s boundaries (Daft, 2005).”

• “All factors that make up the organization, such as owners,

management, employees, and board of directors (Gatewood,
1995).”

• “The conditions, entities, events, and factors within an

organization that influence its activities and choices,
particularly the behavior of the employees. Factors that are
frequently considered part of the internal environment include
the organization's mission statement, leadership styles, and
its organizational culture (The Business Dictionary).”

• “An organization's internal environment is composed of the

elements within the organization, including current
employees, management, and especially corporate culture,
which defines employee behavior. (Principles of Management.
Cliffnotes.com).”

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Page 9 of 51
Organizational

 The vision
 more broad and future oriented – the goal on the
horizon
 a possible and desirable future state of an
organization
 The mission
 more focused – how you will get to the horizon
more associated with behavior and the present

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Mission

“WHAT DO WE WANT TO BECOME?”

• Describes what the organization would like to become
“WHAT IS OUR BUSINESS?”
 Purpose or reason of existence
 Shared expectations
 Communicates public image
 Creed statement

SHANGRI-LA

Our Vision
To be the first choice for guests, colleagues, shareholders and
business partners.

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Our Mission
To delight our guests every time by creating engaging experiences
straight from our heart.

Southwest Airlines

Vision
To become the world’s most loved, most flown, and most profitable
airline.

Mission
The mission of Southwest Airlines is dedication to the highest
quality of Customer Service delivered with a sense of warmth,
friendliness, individual pride, and Company Spirit.

Department of Tourism

• VISION
Position the Philippines as a premier tourist destination in Asia.
• MISSION
Formulate tourism plans and programs to promote, develop and
regulate the country’s tourism industry as a major socio-economic
activity that generates foreign currency and local employment, and
to spread the benefits of tourism to a wider segment of the
population with the support, assistance, and cooperation of both the
private and public sectors.

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Trends Impacting the Tourism
and Hospitality Industry

• The field of tourism and hospitality is a fast changing one.

Because tourism is not a single discipline but is connected to
many aspects of life, it is constantly changing.
• These fast moving changes require that tourist companies
must be constantly on the alert to detect changes, trends
and issues early so that they can make the necessary
adjustments (Bauer, 2016).

1. Catering to Millennials

Millennials (those ages 18-34)

Companies need to define their strategies based on this
demographic group’s personality traits and habits—they travel a
lot; are early adopters of technology; like personalized
interactions and are spontaneous.

2018 Update
Smart Meetings’ personal research found that travelers of all ages seem to enjoy easy check-in and
gourmet dining at reasonable prices. Who knew? But more to the point, a 2018 Future of U.S. Millennial
Travel report based on a Resonance Consultancy survey of U.S. 20 to 36-year-olds found that 85 percent
put a priority on venturing out of their comfort zones and learning new things. That ranked right behind
dining (91 percent) and fun attractions (90 percent).

2. Tech Explosion

• The majority of guests today are self-sufficient, tech-savvy

travelers who are comfortable using apps or mobile websites.
Hotels need to make sure their offerings are up-to-date and

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 user-friendly. At business meetings and conferences, travelers
expect hotels and conference centers to have high quality
tech equipment and a knowledgeable support staff.

2018 Update
In the meeting room, planners are leveraging cloud-based digital registration and event app tools to
deliver greener, more personalized experiences. From chat to VR and AR, tech has gone from gee-whiz to
must-have as a tool to understand attendee preferences.

3. Influx of International Visitors

• International leisure travel is on the rise. Hotels must be

able to provide services in a multitude of languages, and
tailored experiences properly suited to the culture and
unique needs of their international visitors.

2018 Update
U.S. Travel Association has warned that the U.S. is not keeping pace with global long-haul travel
expansion. In the United States, international inbound travel is expected to continue to grow at a rate of
2.2 percent while the same traffic worldwide is estimated at 6 percent.
4. Increased Emphasis On Health and Well-being

• Guests today are taking charge of their health; hotels are

responding with well-equipped fitness centres, pools and
spas. Increasingly, travelers are expecting innovative
wellness options. In addition to healthy food options,
growing trends include lighting that energizes, air
purification, yoga spaces, in-room exercise equipment and
even vitamin-infused shower water.

2018 Update
Wellness tourism is estimated as a $563 billion industry. From MGM Resorts and Wyndham Hotels and
Resorts’ Stay Well rooms to Pullman’s focus on sleep, food, sport and spa, and Hilton’s Five Fee to Fitness
program that puts the capability of a gym in the guest room, the hospitality industry has made it easier to
stay healthy on the road.
5. Need for seamless technology

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• Seamless connectivity across platforms and devices is growing
more important. Many hotel groups are offering mobile check-
in and digital concierge services. At Aria Resort and Casino in
Las Vegas, guests are issued high-tech cards that detect their
presence and unlock the door before they even reach it.

2018 Update
Everything is smart these days. Smart rooms, smart badges and smart phones are all connected to share
information and make getting what you want when you want it easier than ever. Look for facial
recognition to unlock clickless access to just about everything.

6. Sustainability rules

• Eco-friendly practices are becoming the norm, as properties

focus on renewable energy resources and water scarcity.
Many hotels are installing solar panels and updating systems
so that air conditioners and lights automatically switch off
when guests leave their rooms.

2018 Update
Considering the environmental impact of everything from plastic straws to leftovers has become an
essential part of an event professional’s job. Venues are making it easier than ever to track food chains,
reduce waste and minimize greenhouse gas footprints.

7. New roles for staff

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 • Many travelers seem to prefer technology to human beings
—they want to check-in digitally and don’t mind if a robot
delivers room service. This will give staff the opportunity to
focus on more personalized service, as opposed to rote
tasks.

2018 Update
A quick search for hospitality jobs includes the titles such as social media coordinator, creative lead,
events and experiences, audio-visual technician and yoga instructor. To qualify for these more specific
roles, many are opting to pursue industry certification.
8. Destination promotion

• The explosion of social media is causing hotels to become

more involved in destination and self-promotion. Many are
featuring guests’ images and tweets on their websites;
some are even using the material in their advertising
campaigns.

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 2018 Update
The #Hotelfie, augmented reality ads and room service virtual reality goggles are now “things.” Planners
can visualize spaces in multiple destinations without leaving their computer.

9. Real-time damage control

• If a hotel guest is dissatisfied, he or she can easily
complain on Facebook, Twitter, Yelp or TripAdvisior.
Hoteliers must be able to quickly respond. Engaging with
customers and responding to their needs through these
public forums help maintain positive guest relations and
drive future bookings.

2018 Update
The world witnessed TanaCon in real time when 20,000 people showed up for a YouTuber’s event at a
venue that holds 5,000, leaving thousands sweltering in the Southern California sun.

10. Unique perks

• With so many brands to choose from, properties need to
find a way to stand out. Some are offering free daily wine
tastings in their lobbies or bars; some are
incorporating sophisticated informational screens in
bathroom mirrors; and others are giving away curated set
lists of downloadable music.

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 2018 Update
This is the year of the public living room as hospitality properties scramble to create comfortable spaces
for informal gatherings in lobbies, restaurants and entries.
Trends in Tourism and Hospitality

Environmental Technological
Aspect Aspect

Social-Cultural
Aspect

Economical
Aspect

Self-Assessment
1. Composed of forces or institutions surrounding an
organization that affect performance, operations, and
resources. ______
2. Environment that includes the elements within the
organization’s boundaries. _______
3. Possible and desirable future state of an organization. ______
4. Describes what the organization would like to become.
________
5. Includes all elements existing outside the boundary of the
organization. __________

References:
• https://www.smartmeetings.com/news/trends/74256/top-10-
trends-impacting-hospitality-industry
• Bauer (2016). Trends and issues in the tourism and
hospitality industry.

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 CHAPTER 2: Hotel Management and Operation

Hospitality Sector

• Organization - The Food and Beverage Division

• Organizational Design - The Food and Beverage Section
• Static Principles of Organizational Design
• Hotel Functional Organizational Design – Administrative
Division

- Human Resource

• The Rooms Division - Sales and Marketing

• Sales and Reservations - Accounting
• Front Office - Safety and Security
• Housekeeping - Engineering and Maintenance

The Classic Organization:

European Hotel Organization Model

Chef
• chief or king of the kitchen
• recognized the importance of the role that food and its
preparation played in the hotels of the time

Maître d’hôtel

• the master of all service in the hotel

• his responsibility to manage the interaction of the hotel’s staff

and guests such that guests were always served promptly,
properly, and in line with the hotel’s policy

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Organizing Process

• Organizing details all of the work that must be done to attain

the organization’s goals.
• Organizing divides, the total work to be performed into groups
of activities that can be performed by one person or one
group of people.
• Organizing combines, the work of an organization’s members
in some logical and efficient manner.
• Organizing sets up a mechanism to coordinate the work of the
organization members such that it forms a unified,
harmonious whole.
• Organizing sets up a mechanism to monitor the effectiveness
of the organization’s efforts to achieve its goals.

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Page 21 of 51
Page 22 of 51
Organizational Design

Work
Specialization

Methods of
Departmentalization
Coordination Org
Structure
Elements

Patterns of
Spans of Control
Authority
Organizational Design

Task
Similarity
Training &
Professionalism

Task Certainty
Span of Frequency of
Control Interaction

Task Integration
Physical
Dispersion
Static Principles of
Organizational Design
Chain of Command
• This principle holds that everyone in an organization should
have a superior to whom he or she is responsible.
• The typical pyramid shape of an organization chart is a
consequence of the chain of command and the span of control
concept

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 Unity of Command
• This principle states that each employee is responsible to one
and only one superior—that is, each person has only one boss

Static Principles of Organizational Design

Delegation
• Delegation can range from assigning a minor task to a
subordinate to granting complete responsibility for a major
undertaking.
• It’s important for both superior and subordinate to understand
and agree on the level of responsibility, the freedom of action,
and the amount of authority that accompanies a delegated
task

The Hotel Functional Organizational Design

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Page 25 of 51
Page 26 of 51
The Hotel Functional Organizational Design

G Guests
M

Management Associates

Management
Employees

G
M
Guests

“To the guest, the manager

is largely represented by the front office, and the unseen
head will be judged favourably or otherwise by the guest
treatment there.”
H. E. Heldenbrand
Fill-in the blanks

1 5.
.
2. 6.
3 7.
8
4. .

Page 27 of 51
 Chapter 3: Rooms Division

After Reading and Studying This Chapter, You Should Be

Able to:
• Outline the duties and responsibilities of key executives and
department heads
• Draw an organizational chart of the rooms division of a hotel
and identify the executive committee members
• Describe the main functions of the rooms division department
• Outline the importance of the reservations and guest services
functions
• List the complexities and challenges of the concierge,
housekeeping and security/loss prevention departments

Functions of a Hotel
• Lodging accommodations
• Revenue centers
• Cost centers
• Serve and enrich society
• Profit for the owners

Role of a General Manager

• Chief Operating Officer (COO)
• Ensuring highest level of associate and guest service
• Overseeing and coordinating operations
• Increasing profitability

Qualities of Successful Hospitality Leaders

• Leadership
• Attention to detail
• Follow-through
• People skills
• Patience
• Ability to delegate effectively

Executive Committee
• General Manager
• Director of Human Resources
• Director of Food and Beverage
• Director of Rooms Division

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 • Director of Marketing and Sales
• Director of Engineering
• Director of Accounting

Figure 5-1
Executive Committee Chart

Rooms Division
• Front office
• Reservations
• Guest services
• Housekeeping
• Concierge
• Security
• Communications

Room Division Organizational Chart

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The front office
• The first and last impressions.
• Be personable, confident, and patient.
GUEST
• Friendly, calm, and positive attitude.

DIFFICULT SITUATIONS
• Multitasking, communication, typing, and computer
skills.

Front Office Manager

(FOM)
• Enhance guest services
• Ensure the desired percentage of each market segment
is achieved
• Make and exceed budget forecasts

Basic Functions of the Front Office

• Review previous night’s occupancy/ADR
• Review arrivals/departures/VIP rooms
• Staffing adjustments/scheduling
• Look over Market Mix
• Meet with lead GSA’s
• Sell rooms
• Maintain balanced guest accounts
• Offer services such as faxes, mail, messages, etc.

Basic Functions of the Front Office

• Review previous night’s occupancy/ADR
• Review arrivals/departures/VIP rooms
• Staffing adjustments/scheduling
• Look over Market Mix
• Meet with lead GSA’s
• Sell rooms
• Maintain balanced guest accounts
• Offer services such as faxes, mail, messages, etc.

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THE GUEST CYCLE

PRE-ARRIVAL

DEPARTURE ARRIVAL

OCCUPANCY

Duties of a Guest Service Agent (Receptionists/fda)

• Guest Service Agent
• 7:00 am - 3:00 pm shift

Check-outs
Guest inquiries
Room changess
Work with housekeeping
• 3:00 pm - 11:00 pm shift

Check-ins
Reservations

Night Auditor
• Posts charges
• Closes the books daily
• Balances guest accounts
• Completes daily report

Reservations
• Internet
• First area of guest contact
• A sales position
• Telephone skills

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 • ABILITY TO SMILE OVER THE PHONE
• Central Reservations System (CRS)

Communications or PBX
• Public Branch Exchange
• Profit center
• Includes many types of communication

Faxes
Messages
Pagers and radios
Emergency center

Guest Services Uniformed Service

• Uniformed Service
• Bell Captain or Guest Services Manager

Door attendants
Hotel’s unofficial greeters
Bell persons
Escort guests to their rooms
Transport luggage
Concierge
• Part of guest/uniformed services
• Elevate properties marketable value
• Typically, in a luxury hotel
• Unique requests
• Knowledge of city
• Several languages preferred
• A job that calls for diplomacy, ability to wheel-n-deal,
and just a touch of magic.
• accommodate the guest needs during their stay. It calls
for an encyclopedic memory of restaurants, theater
offerings, key points of interest, and current city events.
• The ability to develop a vast network of connections
• Serve THE guests and see to their every wish.

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 • Your reward as a successful concierge is that no two
days are ever the same and there are always new and
different challenges, opportunities, and rewards.

Housekeeping
• Largest department in terms of people
• Executive Housekeeper
• Cleanliness is the key to success
• Perception is reality and cleanliness is always at the top
of a guest’s expectations.
• attention to details.
• PHYSICALLY DEMANDING AND LABOR INTENSIVE
• BACK OF THE HOUSE
• FRONT OF THE HOUSE

Duties of the Executive Housekeeper

• Leadership of people, equipment and supplies
• Cleanliness and servicing the guest rooms and public
areas
• Operating the department according to financial
• guidelines
• Keeping records

Housekeeping Personnel

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Other Duties of Housekeeping
• Turndown service
• Hotel laundry
• Laundry and dry cleaning for guests
• General hotel cleaning
• Linen room

In-House Laundry
• Advantages
• 24 hours anytime laundry service for guests
• Full control over quality of laundered linen

Contract Laundry Service

• No maintenance costs for equipment
• No labor costs for training/staffing
• Lower overhead costs of energy/water
• Fixed projected expense

Security and Loss Prevention

• Providing guest safety and loss prevention

Security officers
Equipment
Keys
Safety procedures
Identification procedures
Trends
• Diversity of workforce
• Increase in use of technology
• Continued quest for increases in productivity
• Increasing use of yield management to increase profit
by effective pricing of room inventory
• Greening of hotels and guest rooms
• Security
• Diversity of the guest
• Compliance of the ADA

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 • Hotel companies are trying to persuade guests to book
rooms via the company website instead of an internet
broker

CHAPTER 4: INTRODUCTION TO FOOD& BEVERAGE

MANAGEMENT AND OPERATIONS
Sectors of the Food Service Industry
The Food Service Industry
• The international food service industry provides millions
of meals a day in a wide variety of types of food service
operations
• There are different industrial sectors within the
foodservice industry, categorized according to the type
of customer demand being met.

• This categorization identifies the nature of demand being met

within each sector; and the major purpose of the foodservice
operations within them
• The identification also provides a framework for studying the
food and beverage service industry
• Industry sectors are many, including:

 Hotels, Independent and Chain Restaurants;

 Popular catering, Pubs and Wine bars;
 Fast food, Leisure attractions and Banqueting

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 • Other industry sectors are those where food and beverages
are provided as part of another business. This includes:

 Transport catering;
 Welfare, Clubs, Education;
 Industrial feeding and Armed forces
• Some sectors provide food and beverages for profit, whereas
others work within the limitations of a given budget (cost
provision)
• Additionally, some sectors provide services to the general
public while others provide to restricted groups of people.

Variables in Foodservice Sectors

 Historical background
 Reasons for customer demand
 Size of sector:
 in terms of outlets
 in terms of turnover
 Policies
 financial
 marketing
 catering
 Interpretation of demand/ catering concept
 Technological development
 Influences
 State of sector development
 Primary/secondary activity
 Types of outlets
 Profit orientation/ cost provision
 Public/ private ownership
The different types of markets are defined as:
 General Market

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  Non-captive – customers have a full choice
 Restricted Market
 Captive – customers have no choice, e.g. Clubs
 Semi-captive – customers have a choice before
entering, e.g. marine, airline, trains, some hotels and
some leisure activities. Once in, customers have little
choice of food and drink, except what is offered
 Based on the above definitions, sectors of the
foodservice industry can be summarised as below:
Summary of Sectors in the Foodservice Industry:

Profit-Oriented (Public Cost Provision

or Private Ownership)
(Foodservice as main
or secondary activity)

Restricted Market General Market Restricted Market

 Transport  Hotels/restaur  Institutional
Catering ants catering
 Clubs  Popular  Schools
 Industrial Catering  Universities &
(Contract)  Fast-food/take colleges
away  Hospitals
 Retail stores  Armed forces
 Events/Confer  Prisons
ences  Industrial (in-
 Exhibitions house)
 Leisure
attractions
 Motorway
stations
 Pubs and Wine
bars
 Off-premises
catering

The Food Service Cycle

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  Food and beverage (foodservice) operations in the
hospitality industry are concerned with provision
of food and drink ready for immediate
consumption. Operations are concerned with:
b) The consumer needs and market potential in
various sectors of the foodservice industry
c) The formulation of policy and business objectives
that will guide the choice of operational methods to be
used
d) The interpretation of demand in order to decide on
the range and type of food and beverages to be
provided; service levels and prices to be charged
e) The planning and design of facilities required for
food and beverage operations and the plant and
equipment required
f) The organization of provisioning for food and
beverages and other purchasing requirements to meet
needs of food production, beverage provision and
service methods in use
g) Knowledge of operational requirements for food
production, beverage provision and service
processes and methods
h) Control of costs (materials, other costs) associated
with food production, beverage provision and other
services; and control of revenue
i) The monitoring of customer satisfaction to
continually review the extent to which the operation is

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 meeting customer needs and achieving customer
satisfaction
The elements in the above sequence form what is can be referred to
as the Foodservice Cycle
Importance of the Foodservice Cycle
• The Foodservice Cycle summarises what
food and beverage operations are concerned
with
• It can be used as a basis for analysing and
comparing how different foodservice
operations work
• It provides a standard template or checklist
for collecting and organizing information
about a specific operation in a specific way
• It is a dynamic model in the sense that
difficulties in one element of the cycle will
cause difficulties in the elements of the
cycle that follow or precede
• For example, problems in purchasing will
negatively affect food production and
service, and control
• Similarly, difficulties experienced in food and
beverage service are often the result of poor
purchasing, inadequate stock control,
equipment shortages, poor room layouts or
staffing problems

Types of Foodservice Operations

• Food and beverage (foodservice) operations
include:
• Various types of restaurants (bistros,
brasseries, coffee-shops, first class/fine
dining, ethnic, themed);
• Cafes, cafeterias, takeaways, canteens,
function rooms, tray service and lounge
service operations, home delivery
operations and room service operations for
hotel guests.

These are summarized in the table that follows:

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Type of Operation Description

Bistro A small establishment, with traditional tables and chairs

Cluttered décor and friendly informal staff
Tends to offer honest, basic and robust cooking

Brasserie Generally a fairly large, styled room with a long bar, normally serving one-p
items rather than normal meals (though some offer both)
(Brewery)
Often it is possible just to have a drink, coffee or snack
Service provided by servers, often in traditional style of long aprons and bla
waistcoats

New Wave  Sleek modern interior design, coupled with similar approaches to
contemporary cuisine and service
Brasserie
 Busy and bustling and often large and multi-levelled
(Gastrodome)

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 Brasserie Lipp, Paris Rue Le Bec, Lyons

Type of Operation Description

Coffee Shop Similar to brasserie style operations, often themed

May be open all day and serve all meal types from breakfast through to supper

First Class Usually formal fine dining restaurants with classical preparation and presentation o
Restaurant and offers a high level of table (silver, gueridon and/or plated) service

Often associated with classic/haute cuisine

Restaurant Term used to cover a wide variety of operations

Price, level and type of service, décor, styles, cuisines and degree of choice varies
enormously across the range of types of operation

Service ranges from full table service to assisted service such as carvery-style oper

Type Description
of
Oper
ation

Inter Indian, Oriental, Asian, Spanish, Greek, Italian, Creole, and Cajun are s
natio cuisine available with establishments tending to reflect specific ethnic o
nal
Many of the standard dishes are now appearing within a range of other

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 Resta
urant

Them Often international in orientation, for example, Icelandic Hot Rock, or “B

ed where food is prepared and cooked at the table
Resta Also includes themes such as jungle, rainforest, or music/opera where w
urant serve

Type of Operation Description

International  Often Michellin-starred fine dining restaurants, offering a distinctive

Destination personality, cuisine, ambience, beverages and service
Restaurant
 Usually table service at various levels, but mostly personal and highly
attentive
 Generally considered as the home of gastronomy; expensive but also f
value

Health Food &  Increasing specialization of operations into vegetarianism and /or healt
Vegetarian (though vegetarian food is not necessarily healthy), to meet lifestyle n
Restaurant well as dietary requirements

Type of Description
Operatio
n

Pubs and Licensed environment primarily for drinking alcoholic beverages

Bars
May be simply a serving bar with standing room for customers or may have plusher
surroundings incorporating the offer of a variety of foods
These can range from simple plated dishes to the establishment offering full restaura
service (sometimes called Gastro pubs)

Wine Often a mixture of bar and brasserie-style operation;

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Bars
Commonly wine-themed, serving a variety of foods

Chapter 5: The Psychology of Travel

MOTIVATION FOR TRAVEL
- several studies of tourist motivations have listed various
reasons why people travel. Some of these are:

1. Escape
2. Relaxation
3. Relief of tension
4. Sunlust
5. Physical
6. Health
7. Family togetherness
8. Interpersonal relations
9. Roots or ethnic
10. Maintain social contacts
11. Convince oneself of one’s achievements
12. Show one’s importance to others
13. Status and prestige
14. Self-discovery
15. Cultural
16. Education
17. Professional / business
18. Wanderlust
19. Interest in foreign areas
20. Scenery

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Basic travel motivators can be divided into four classes:
1. Physical Motivators
- include those related to physical rest, sports participation,
beach recreation, relaxing entertainment and other motivations
directly connected with health.
2. Cultural Motivators
- include the desire to know about other countries, their
music, art, folklore, dances, paintings and religion.
3. Interpersonal Motivators
- pertain to the desire to meet other people, visit friends or
relatives, escape from routine, from family and neighbors.
4. Status and Prestige Motivators
- Concern ego needs and, personal development. Included in
this group are trips related to business, conventions, study and
pursuit of hobbies and education. Travel that would enhance one’s
recognition and good reputation.
ABRAHAM MASLOW
- famous psychologists who proposed the following hierarchy
of needs as determinants of behavior:
1. Physiological Needs – hunger, thirst, rest, activity
2. Safety Needs – safety and security, freedom from fear
and anxiety
3. Belonging and Love Needs – affection, giving and
receiving love

4. Esteem Needs – self-esteem, self-respect, and esteem

from others
5. Cognitive Needs – to know, to understand and to explore
and tackle the unknown
6. Aesthetic Needs – to find symmetry, order, beauty, and
structure in the world.
7. Self – Actualization Needs – personal self – fulfillment

Maslow’s Needs and Motivations Listed in Travel Literature

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 NEED MOTIVE TOURISM
LITERATURE
REFERENCES
Physiological Relaxation Escape
Relaxation
Relief of tension
Sunlust
Physical
Mental relaxation of
tension

Safety Security Health

Recreation
Keep oneself active
& healthy for the
future

Belonging Love Family togetherness

Enhancement of
kinship relationships
Maintenance of
personalities
Interpersonal
relations
Roots

Need Motive Ethnic

Show one’s affection
for family members
Maintain social
contacts

Esteem Achievement Convince oneself of

one’s achievement
Status Show one’s
importance to others
Prestige
Social recognition
Ego enhancement
Professional/
business

THE SOCIOLOGY OF TOURISM

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 • Man’s desire to travel is due to his social nature. He
feels more comfortable in group tour. It enables him to
develop friendship that often last for years. Travel
increase his sociability and makes him more interesting
to himself and to others.

THE SOCIAL EFFECT OF TOURISM

• Tourism is concerned with the movement of and contact
between people in different geographical locations. In
sociological terms this involves:

1. Social relations between people who would not normally meet.

2. The confrontation of different cultures, ethnic groups, life style,
languages, levels of prosperity, etc.
3. The behavior of people released from many of the social and
economic constraints of everyday.
4. The behavior of the host population which has to reconcile
economic gain and benefits with the costs living with strangers.

THE SOCIOECONOMIC VARIABLES AND THEIR EFFECT ON

TRAVEL
A. AGE- There are several differences between patterns of travel
based on age.
B. INCOME AND SOCIAL – Both have a great influence on
travel.
C. EDUCATION - There is a stronger correlation between
education and travel.
D. LIFE STAGES OF THE FAMILY- The presence of children in
the family limits travel.

THE RISE OF THE NEW TRAVEL PATTERNS

1.TRAVEL CLUB
In this group travel plan, the club member enjoys travel
opportunities and vacation destination facilities at a much cheaper
price than that paid by a non-member. The accommodations offered
by the club range from deluxe to very modest, there is also a wide
choice of locations, climate and other vacation features.

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2.AIRLINE GROUP AND ARRANGEMENT
Another development in group travel is the introduction of different
types of tour fares promoted by airlines. These are the following:
A. Group of 15 or more are given reduces fares
B. Charter services is given by some airlines to affinity group yours
which are intended for those affiliated to legitimate group for a
period of six months.
C. Public charter in which an entire airplane is made available to a
group of persons who travel to the same destination.
D. Incentive tours which are given by firms to employees as a
renew for a special achievement or as a motivation for
achievement.
3. SPECIAL INTEREST TOURS
These are arranged for those who are interested in a particular
activity such as bird watching, golf, fishing, hunting, scuba diving,
photography, flower arrangement, festivals, skiing, mountain
climbing etc.

PREFERRENCES OF INTERNATIONAL TOURIST

FOUR CATEGORIES:
1. Complete relaxation to constant activity.
2. Travelling near one’s home environment to a totally strange
environment.
3. Complete dependence on group travel to travelling alone.
4. Order to disorder.

TYPES OF TOURIST
1.The Original Mass Tourist
-Is the least adventure.
-Buys a package itinerary of his trip is fixed in advance and his
stops are well prepared and guided.
-He seldom makes decisions for himself.
-He prefers a familiar environment rather than a new environment.

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2. The Individual Mass Tourist
- Is similar the organized mass tourist except that individual
mass tourist has a certain degree of control over his time and
itinerary and is not bound to a group.
- -Major arrangements of tour is through a travel agency.
- -The desire for novelty is greater for the individual mass
tourists.
3.The Explorer
-Arranges his trip by himself and look for comfortable
accommodation and reliable means of transportation.
-Tries to associate with the people he visits and to speak their
languages
-Dares to leave his country much more than the previous two but
goes back to it when the experience becomes too rough.
4. The Drifter
away from Goes to farthest the accustomed ways of life of his own
country.
-He is almost totally immersed in his host culture, tries to live the
way the people he visits, live and to share their shelter, food and
habits.

APPENDICES

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REFERENCES

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 Walker, John R. Introducing hospitality. Sixth edition.
Singapore: Pearson Education South Asia Pte Ltd, c2014.
 Osman, Jheni. The world's great wonders: how they were
made & why they are amazing. Japan: Lonely Planet, 2014
 2013 Cooper, Chris. Contemporary tourism: an international
approach. Second edition. Oxford: Goodfellow, c2013.
 Cruz, Zenaida L. Principles of tourism. Manila: Rex Book
Store, c2013.
 https://www.smartmeetings.com/news/trends/74256/top-10-
trends-impacting-hospitality-industry
 Bauer (2016). Trends and issues in the tourism and hospitality
industry.

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