What is tourism management. Theoretical foundations of management in the tourism industry. Tourism as an object of management

It is known that in the process of interaction with nature, in the production of material goods, in the course of the reproduction of life itself and in solving many other problems, society must be organized in a certain way.

In this context, the methodological approach of O. Bogdanov (1873-1928), the founder of textology (the science of the general laws of organization), is of great importance. Based on the facts of practical and scientific experience, he put forward the concept of a holistic, monistic understanding of the universe. He viewed the universe as an infinitely unfolded fabric of forms. different types and degrees of organization, determining that all these forms in their mutual interweaving and struggle form the world organizational process. Further development this concept has received in cybernetic science and in the creation of various organizational and managerial models.

Indeed, the whole process of man's connection with nature, the subjugation and exploitation of its elemental forces can be regarded as a process of organizing the world for man in the interests of both life and development. There are many interpretations of the concept of "management" (from English management - management), since its meaning depends on the scope of the organization and the stage of its development. Among them there are universal definitions that characterize any any management system and situation:

• - management is the art of management;
• -management- this is the process of ordering the elements of the system;
• - management- this is the activity of managing the material, technical, human, information and other resources of the organization to achieve the goals of its functioning.

In a broad sense, management is the science and art of winning, achieving goals using labor, behavioral motives and the intellect of people. Therefore, it is about targeted impact on people with the aim of transforming unorganized elements into an effective and productive force. Management can also be defined as a type of activity for managing the organizational process and as managing people in a variety of other organizations.

If we turn to the formula of the organizational process of O. Bogdanov, who considers management as a set of organization of external forces of nature, human forces, experience, then tourism management should be understood as managing the interaction of parts of the organizational process - the wealth of nature, labor, experience, intelligence, motives for people's behavior - in tourism as a sphere of human activity.

The essence of tourism management is due to the features of this area, which distinguish it from others. At first glance, everyone understands the concept of "tourism", however, for scientific purposes, equal criteria for separating this type of human activity from others, namely themselves:

• 1. Change of location. Actually a tourist trip is a trip to a place that is outside the permanent environment of human life and activity. Of course, in this case, daily trips from home to the place of work or study and back are not taken into account.
• 2. Stay elsewhere. The main condition is that the place of tourist stay should not be a place of permanent or long-term residence (according to international rules- 12 months or more).
• 3. Source of payment for services, life, labor. Any person who travels for work that is paid from location sources is a migrant, not a tourist.

Such basic criteria make it possible to define tourism as a set of relationships, connections and phenomena that accompany the trip and stay of people in places that are not places of their permanent or long-term residence and are not related to their work activity. However, there are special categories of travelers for whom the application of the main criteria is insufficient - refugees, nomads, prisoners, transit passengers.

In the most generalized form, tourism is defined as a set of phenomena and relations that arise in the process of using free time for the recreational (health, educational, sports, cultural and entertainment, etc.) activities of people who are outside the place associated with obtaining material rewards. permanent residence in specialized areas longer than 24 hours.

The length of the journey (stay) is an important statistic. According to international rules, maximum term, after which the visit is not considered tourist, - 1 year, according to Ukrainian legislation - 6 months. The minimum duration of stay or trip (24 hours) is used to distinguish between the concepts of a tourist and a sightseer - a one-day (one who does not spend the night) visitor. The duration of an individual (stay or travel) can be used to indirectly estimate tourism spending, especially if the average duration is based on group increases.

The economic aspect of tourism involves considering it as an industry. In the modern development of the world economy, an important place is occupied by tourism activities, the process of its implementation, specific relationships in the "man - nature" system, which are formed within the functioning of tourism systems of various taxonomic equal levels.

Tourism activity is a part of recreational activity, implemented outside the permanent place of residence by free choice in order to restore the physical and spiritual state, develop and enrich the individual abilities of a person. public importance tourism activity lies in the direct medical-biological, socio-cultural and educational impact on a person. Moreover, the trend of increasing the importance of tourism is determined by the general trend of increasing the free time of a person who, in modern conditions reflects the process of formation of living standards and is a measure of social well-being and development.

Implementation of functional economic activity in tourism it is based on specialized enterprises, the functioning of which is determined by the interaction of various sectoral complexes of the country's economy. The specificity and complexity of such interaction are due to the complex nature of tourism services and, consequently, the tourism product. At the present stage of the functioning of the tourism industry, the need to optimize the process of using resources is becoming more acute.

It should be borne in mind that the tourism industry belongs to the branches of the non-productive sphere and its functioning is characterized by a high level of public demands The CA defines:

• - the need for significant and long-term investments;
• - high labor intensity of the industry and special requirements for the professional training of employees (not only the level of specialized qualifications, but also knowledge of foreign languages, general cultural and intellectual potential, knowledge of the lifestyle of customers, etc.)
• - significant problems associated with the fact that the tourism industry, as an implementer of a relatively high class of services, is vulnerable to manifestations of political, economic instability and various natural changes. That is why recently fewer and fewer experts are inclined to consider the income item "tourism type" as the result of a quick and cheap exploitation of resources.

tourism industry is an intersectoral socio-economic complex with a complex structure and many components that include manufacturing, transport, service enterprises and organizations. All elements of the tourism industry are interconnected and interdependent.

The complex structure, multidimensional connections, the specifics of tourist services require a balanced attitude to planning, organization, motivation, control of the functioning of the tourism industry, its components, including enterprises. This is what forms the basis of the institutional and organizational subsystem of the tourism industry, which takes responsibility for management, management and is based on appropriate legal, financial, scientific support.

In this case, tourism management is defined as the management of socio-economic phenomena and processes that take place in the tourism industry.

At the same time, the qualitative and content diversity of the components of the organizational process and a wide range of objective relations and connections between them should be taken into account. This predetermines various aspects of the study of the managerial organizational process in the tourism sector:

• - logical scheme of functional purpose (provision and consumption of tourist services) - technological;
• - the presence of constituent components and elements as market agents - economic;
• - organization, taking into account ownership by right of ownership, hierarchical subordination - administrative and managerial

In modern conditions of social development and the requirements of sustainable (sustainable) development, the definition of patterns is becoming important. territorial organization tourism activities.

And management categories of tourism

The need to introduce this section into the textbook is dictated by the need to develop common language both for statistics and for the development of conceptual approaches to communication between managers and specialists of the tourism industry at various levels of management. It should be borne in mind that with regard to the conceptual apparatus proposed in this tutorial, a broad international consensus has already been formed, which is especially important for its use in management practice in the CIS countries. The conceptual apparatus is based on the concepts and categories from the concept of definitions for tourism statistics recommended by the World Tourism Organization.

"Management" (manage) - a word of English origin and means "manage". There are many interpretations of the term "management". And this is natural, since at different stages of the development of an organization we are dealing with management of various types (technological, financial, corporate, functional, etc.).

In general terms, management should be presented as the science and art of winning, the ability to achieve goals using labor, behavioral motives and the intellect of people. We are talking about a targeted impact on people in order to turn unorganized elements into an effective and productive force. In other words, management is all human capabilities that leaders use to achieve the strategic and tactical goals of the organization.

In this tutorial, the terms "governance" and "management" are used interchangeably. In the classical view, the category “management” is wider than the category “management”, since it applies to various types of human activity, for example, driving a car and other, more complex, technical systems. The term "management" means the management of socio-economic processes at the level of the organization - the management of economic activities and personnel.

Since recently the concept of "management" in various publications is interpreted differently, in this textbook it should be understood as the management of socio-economic phenomena and processes occurring in the tourism industry.

1.1.1. Definition of tourism

Is it possible to unequivocally answer the question, what does such a thing as "tourism" include? For some, tourism is associated with kilometers traveled by untrodden paths, with a tent, with songs by the fire, for others it is trips to historical places, for others - travel to foreign countries. And they are all right, because tourism is extremely diverse.

Today we perceive tourism as the most massive phenomenon of the 20th century, as one of the most striking phenomena of our time, which really penetrates into all spheres of our life and changes the world and landscape. Tourism has become one of the most important factors in the economy, so we see it not just as a trip or vacation. This concept is much broader and represents a set of relationships and the unity of connections and phenomena that accompany a person on travel.

Tourism is a type of travel and includes persons traveling and staying in places outside their usual environment for leisure, business or other purposes. At first glance, the concept of "tourism" is accessible to each of us, since we all made trips somewhere, read articles about tourism in newspapers, watched TV shows about travel, and,

Peculiarities of tourism as an object of management when planning your vacation, used the advice and services of travel agencies. However, for scientific and educational purposes, it is very important to determine the relationship between the constituent elements of tourism as an industry. National economy. Although various interpretations of this concept have appeared in the process of tourism development, the following criteria are of particular importance in determining this phenomenon:

1. Change of location. In this case, we are talking about a trip that is carried out to a place that is outside the usual environment. However, people who make daily trips between home and place of work or study cannot be considered tourists, as these trips do not go beyond their usual environment.

2. Stay elsewhere. The main condition here is that the place of stay should not be a place of permanent or long-term residence. In addition, it should not be related to labor activity (wage). This nuance should be taken into account, because the behavior of a person engaged in labor activity differs from the behavior of a tourist and cannot be classified as tourism. Another condition is that travelers must not stay in the place they visit for 12 consecutive months or more. A person who stays or plans to stay for one year or more in a certain place is considered a permanent resident from the point of view of tourism and therefore cannot be called a tourist.

3. Payment for labor from a source in the place visited. The essence of this criterion is that the main purpose of the trip should not be the implementation of activities paid from a source in the place visited. Any person entering a country for work paid from a source in that country is considered a migrant and not a tourist to that country. This applies not only to international tourism, but also to tourism within one country. Every person traveling to another location within the same country (or to another country) to carry out activities paid from a source in that place (or country) is not considered a tourist of that place.

These three criteria, underlying the definition of tourism, are basic. At the same time, there are special categories of tourists for whom these criteria are still insufficient - these are refugees, nomads, prisoners, transit passengers who do not formally enter the country, and persons accompanying or escorting these groups.

Analysis of the above features, characteristics and criteria allows us to identify the following features of tourism:

О business trips, as well as travel for the purpose of spending free time - this is a movement outside the usual place of residence and work. If a resident of the city moves around it in order to make purchases, then he is not a tourist, since he does not leave his functional place;

Tourism is not only an important branch of the economy, but also an important part of people's lives. It covers the relationship of a person with his external environment. Consequently, tourism is a set of relationships, connections and phenomena that accompany the trip and stay of people in places that are not places of their permanent or long-term residence and are not related to their work activity.

This generalized definition can be supplemented and specified in some cases. You need to pay attention to the terminology. Many languages ​​have long used the word "tourism" (tourism, tourisme, turismo), which comes from the expression "grand tour" (Grand Tour). "Great Tour" originally meant a study tour. It was performed in the 17th - 18th centuries. young representatives of the nobility, and in the XIX century. such trips have become popular among other segments of the population. The purpose of travel was to get to know foreign cultures. As in past centuries - during the times of "great tours", today the main purpose of tourism is acquaintance with other countries, peoples, a means of establishing contacts and mutual understanding between them.

The definition of "tourism" covers not only factors such as travel and recreation, but also the name of one of the branches of the economy. Tourism is also tourism enterprises, primarily the activities of tourism organizers and intermediaries. Not all authors take into account this limitation. In addition to travel organizers and intermediaries to tourism activities can be attributed to other types of enterprises and organizations. It can be various associations, as well as transport companies: railway and aviation.

Thus, tourism is a branch of the economy that includes the activities of tourist organizers and intermediaries that need to be managed.

1.1.2. Types of tourists

When studying management in tourism, it is very important to correctly answer the following question: who and how tourism services enjoys? At the same time, one should think about whether the families of Mr. Ivanov and Mr. Sidorov will have the same vacation and whether their needs for tourism product. The answer is unequivocal - no. In this regard, all tourists can be classified according to the following criteria:

Depending on their activity;

Depending on the lifestyle.

Traditionally among tourists on their vacation activities there are six groups:

Relaxation lovers. Its representatives go on vacation in order to get rid of everyday stress and relax in a calm and pleasant environment. They are afraid of strangers and large crowds of people. Calmly resting vacationers are attracted by the sun, sand, and sea.

Pleasure lovers. This is a type of very adventurous tourists who, during their holidays, are busy looking for a variety of pleasures and prefer a secular atmosphere. In relation to them, words such as flirting, long distances are most often used.

Outdoor enthusiasts. These tourists love nature and create an active load on their bodies. They prefer measured movement and stay in the open air. Their vacation can be combined with treatment.

Sports enthusiasts. Unlike active tourists, sportsmen have all their attention focused on competitions. Sports are very important for them - their hobby. They are not afraid of physical activity.

Vacationers for the purpose of knowledge, study. This type of tourists is interested in raising their educational level, learning new things. In this type, three subgroups are distinguished: P1, P2 and P3. Type P1 tourists visit places described in guidebooks. Type P2 focuses not so much on recognized landmarks as on finding places where he can feel their atmosphere. For him, feelings and moods come to the fore. Tourists of type P3 have pronounced cultural and socio-scientific interests, they are very attracted to nature.

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Management functions in tourism

1. Introduction 3

2. Management functions in tourism 3

2.1. Planning function 4

2.2. Organization function 6

2.3. Motivation function 8

2.4. Control function 10

3. Conclusion 12

4. References 13

Introduction

Tourism, as we imagine it today, is a relatively young phenomenon, which, however, has roots that go back to ancient times. If we turn to history, we should start with the first "forced" journey, when God expelled Adam and Eve from paradise. In accordance with the accepted definition of tourism, some of its features are already present here: change of place of residence; being in another region; temporality. Such a historical interpretation of tourism could be extended to the ancient wanderings of peoples, pilgrimages, round-the-world expeditions, and various hiking trips.

However, the modern doctrine of tourism does not recognize the first travelers as tourists, since they lacked a "real" motivation: the journey was not a pleasure, it was not made of one's own free will and was not an end in itself.

On the contrary, the journey was most often difficult (in the physical and moral sense of the word), very complex in the technological aspect, and, finally, was just a means to an end. The main motives were trade and commerce, the discovery of new lands, conquest, religious thoughts, etc.

Thus, today it is unlikely that anyone will say when and how the art and science of management originated. Management in one form or another existed where people worked in groups, and, as a rule, in three spheres of human society: political, when there was a need to establish and maintain order in society; economic - in the process of foraging, production and distribution of resources; defensive - when protecting from enemies and wild animals.

Even in ancient societies, individuals were required to coordinate and direct the activities of individual groups. Life itself forced primitive peoples to be excellent trackers, travelers, obliging them to occupy the geography of inhabited lands and sensitively listen to the inexorable laws of harsh nature. As a result of this, various teachings and skills were laid down and developed, the improvement of which led to the need to make long hikes and travels, discovering unknown lands.

In the classical management of tourism, four periods of its development are distinguished: the preliminary phase - the 19th century; initial phase - 1800 - 1917

G.; phase developed and rise - 1917 - 1990 G.; phase of disintegration of centralized organizational structures tourism and the creation of tourist enterprises of various forms of ownership - 1990 and up to the present.

These periods differ in the choice Vehicle- on foot - on horseback - by locomotive (by rail) - by car - by plane; travel motivation - from a journey caused by necessity to a journey of an end in itself (knowledge of the world, treatment, rest, recreation, etc.).

P.); the number of participants and their belonging to social strata - from the elite - to the middle class - to the wealthy classes and to the massive coverage of people by tourism (that is, all strata of society).

Functions of management in tourism When we say that some enterprise is functioning, we mean that people in this enterprise perform certain actions. Most people plan their activities for the day (month, year, etc.).

), then organize the resources needed to carry out that plan. As we move forward, we compare what we have done with the goals and objectives that we set for ourselves earlier. This day-to-day work involves a range of managerial functions, i.e. management must be considered as a cyclic process, consisting of specific types of management work, called management functions.

The control functions are specific view management activities which is carried out by special techniques and methods, as well as the appropriate organization of work.

Thus, one of the main components that make up the content of management are functions. Consequently, in order to perform this or that relatively simple work, it is necessary to determine in advance what needs to be obtained as a result, how to organize the business, motivate and control its implementation. And this is the management function. Although management techniques have improved over time, the fundamental management functions have remained relatively unchanged.

Management functions have a specific nature, special content and can be carried out independently. They may or may not be inextricably linked. Most of the time, they overlap with each other. For example, the information collected through the execution of the control function "tells" managers how their plans are being carried out (the planning function). At the same time, control must be properly motivated and organized (the function of motivation and organization).

In other words, in the management system, all management functions are combined into a single holistic process.

If a manager wants to ensure a "cloudless" future for his enterprise (organization), he must constantly perform all managerial functions. And you need to start with planning. If the work is planned, then it must be organized. The quality of work largely depends on the incentives offered by the manager.

Finally, in order to determine the accuracy of the implementation of plans, it is necessary to control the labor process. As you can see, all four functions are connected and interdependent: you cannot throw out a single link from this chain.

Thus, management functions can be represented as types of managerial work associated with the impact on the managed object. There are several approaches to the classification of management functions. For the tourism industry, the most important things to consider are planning, organization, motivation, and control.

Each of these management functions is vital to the organization. At the same time, planning as a management function provides the basis for other functions and is considered the most important of them, and the functions of organization, motivation and control are focused on the implementation of tactical and strategic plans of the organization.

The planning function Essentially, the planning process decides what the organization's goals should be and what its members should do to achieve those goals. It is preparing today for tomorrow, determining what is required and how to achieve it.

The plan is a complex socio-economic model of the future state of the organization. The stages of the planning process are basically universal.

As for specific methods and strategies, they differ significantly. Typically, an organization forms a single plan to manage its common activities, but within its framework, individual managers use various methods to achieve specific goals and objectives of the organization. Thus, a map of the path along which the organization must go for a specific period of time is drawn up.

There is no single planning method that fits every situation. The type of planning and the emphasis that the manager makes in the planning process depends on his position in the organizational hierarchy of the firm, i.e. the planning process is carried out according to the levels of the organization.

So, strategic planning (the highest level) is an attempt to look in the long term at the fundamental components of the organization; evaluate what trends are observed in its environment; determine how competitors are likely to behave. The main task of planning at this level is to determine how the organization will behave in its market niche.

At the middle level of management, they are engaged in tactical planning, i.e. intermediate goals on the way to achieving strategic goals and objectives are determined. Tactical planning is essentially similar to strategic planning.

The only difference is that if an organization, for example, has three heads of different departments, then each of them must coordinate or integrate their activities with others. And this should be reflected in the plan. Therefore, their responsibility in terms of tactical planning is to base the planning on the ideas that were born in strategic planning.

Planning is carried out at the lower level of the organization. It's called operational planning. It's the foundation of planning.

In operational plans, performance standards, job descriptions and fit into a system in which everyone directs their efforts to achieve the overall and main goals of the organization.

However, no one alone sets their own goals, does not choose their own ways to achieve them. Each manager, based on the operational plan, develops daily short-term tactics in order to ensure the correctness of all actions, to identify strengths and weak sides functioning of the organization. This approach creates favorable conditions for continuous self-improvement of the individual.

All three types of planning are common system, which is called the general, or general plan, or business plan for the functioning of the organization.

Tourism planning

Management of the tourism system should be based on a strategic (projected into the future) vision and foresight. Based on the vision (a kind of "drawings" that show us in the future), which is the leading idea of ​​management, the policy of the travel company is developed, which represents the general goals and norms of relations that ensure the viability and development of this structure.

Planning is one of the stages of the management process, which determines the goals of any tourism structure, as well as methods for achieving them. In some cases, the company ceases to exist after achieving its goals, in others, new, more significant goals are set. This indicates that planning is not a one-time activity.

This is a continuous process (one of the stages of the management process) of studying new ways and methods to improve the company's activities due to the identified opportunities, conditions and factors.

The formation of enterprise policy is carried out most often at the highest level of management. All provisions of the policy of a travel company are presented, as a rule, in the form of a leading tourist image. The leading image contains long-term goals, philosophy, policy (principles of relationships with various interested groups), culture of the enterprise and its legislative rights.

With regard to a specific tourist region, it should be primarily about its competitiveness.

Specifically, the planning function includes the following types of work:

participation in the development of the regional development goals set by the tourism departments;

current analysis of the competitiveness of the place (market, direct and indirect competitors, demand, suppliers, industry);

development of a strategy for the competitiveness of the region, its special position;

Implementation of the region's competitiveness strategy - primarily providing advice to tourism enterprises, conducting innovation management.

The result of planning as a function of management can be a tourist image of the region.

Thus, planning the activity of a tourist enterprise should be understood as a systematic, informationally processed process of qualitative, quantitative and temporal determination of future goals, means and methods, formation, management and development of an enterprise.

Function of the organization In any plan there is always a stage of creating real conditions for achieving the planned goals. The organization as a function of management provides streamlining of the technical, economic, socio-psychological and legal aspects of the activities of any organization. The function of the organization is aimed at streamlining the activities of the manager and performers.

Since all the work is done by people, the function of management as an organization allows you to determine exactly who should perform each specific task from a large number tasks and what resources will be required for this

If the planning function answers the question what (what to include in the plan? what to do? what to foresee?, etc.), then the organization function raises the questions who and how (i.e.

Who will implement the organization's plan and how?)

Through organizational activity, i.e. through the distribution and association of tasks and competencies, relations in each organization should be purposefully managed. The organization is a means of achieving the goals of the organization

Thus, the organization is the second management function Of the entire set of meanings of the term "organization" in the sense of a management function, two are most often used:

1) organization - this is the structure of the system in the form of relationships, rights, goals, roles, activities and other factors that take place when people are united by joint work;

2) organization is the process by which the structure of an organization is created and maintained.

Function of organization in tourism

In any plan drawn up in a travel company, there is always an organizational stage (organization), i.e. the stage of creating real conditions for achieving the planned goals.

We are talking about creating (forming) the structure of the company and providing it with everything necessary to solve the problems identified at the first stage of the management process - the planning stage.

Using the example of organizing the work of tour operators, one can more clearly imagine the organizational function of tourism management. So, the tour operator solves production, trade, information tasks, the task of developing new regions, etc. For each of them, the manager distributes duties and establishes responsibility, i.e.

we are talking about establishing permanent and temporary relationships between all departments of the company, determining the procedure and conditions for its functioning. It is the process of bringing together people and means to achieve the company's goals.

As already noted, an important goal of planning is to somehow solve the problem of uncertainty. The need to adjust to change is one of the factors that makes planning so important. However, as important as planning is, it is only the beginning. A travel company that has many different plans and does not have a coherent scheme (structure) for implementing them is doomed to failure.

The fact is that the planning function and the organizational function are closely related. In a sense, planning and organization seem to come together. Planning prepares the stage in order to realize the goals of the organization (organizes the structure of the system, creates an apparatus that will “play” on the stage), and the organization, as a management function, creates a working structure, the main component of which is people. We are talking about bringing the human factor into something that is on paper (a plan), into something inanimate.

Since the function of the organization is to bring together all the specialists of the travel agency, the task is to determine the mission, role, responsibility, accountability of each of them.

The organization process structures the work and forms divisions based on the size of the tourism enterprise, its goals, technology and personnel. There are a number of elements that need to be structured in order for the travel agency to be able to fulfill its plans and thereby achieve its goal. There are a number of principles that should guide the process of performing an organizational function:

definition and specification of the goals of the travel agency, which were identified in the course of planning;

determining the types of activities necessary to achieve these goals;

assignment various tasks individuals (division of labor) and combining them into manageable working groups or units;

coordination various kinds activities assigned to each group through the establishment of working relationships, including a clear definition of who is in charge (one subordinate cannot have two superiors), i.e. each member of the group must know what he must do and in what time frame, as well as who leads (manages) him;

unity of purpose - each member of the organization works for the common good, i.e.

f. no one should work against the goals of the organization;

Scope of control, or scope of management - each manager is responsible for the number of employees he manages.

The last principle can be argued in different ways. It is not easy to determine the ideal number of employees that one manager should supervise. In real life, this number varies greatly from organization to organization, from one management level to another.

Thus, top managers manage no more than ten subordinates, while lower-level managers can control a much larger number of employees.

In this regard, two important factors can be distinguished that determine the norms of manageability (the number of employees that one manager can effectively manage) - time and frequency, i.e. how much time a manager needs to spend with each employee and how often to do it. Naturally, this criterion largely depends on the manager's ability to communicate with subordinates, the complexity of the tasks to be solved, interest in and involvement in labor process

Function of motivation Human behavior is always motivated.

He can work hard, with enthusiasm and enthusiasm, or he can shy away from work. Personal behavior can have any other manifestations. You should always look for a motive for behavior.

Motivation is the process of encouraging oneself and others to act in order to achieve personal and organizational goals.

The traditional approach to motivation is based on the belief that employees are just resources, assets that we must put to work effectively.

Since the Industrial Revolution, our society has become increasingly complex.

Technical progress radically changed the attitude to work and everyday existence. As a result, the manager daily faces the problem of motivating the activities of employees, i.e. how to channel their energy into the job at hand

Personal satisfaction from a job well done and pride in the fruits of their labor instilled in workers a sense of purpose. This is no less important than money (in terms of labor motivation).

Managers have always been interested in the conditions under which a person is motivated to work on someone else's assignment. This interest increased as the subordinate's personal freedoms expanded and he became a partial co-entrepreneur. The freer a person became, the more important is the realization of what drives him, what makes him more useful.

A person who has received knowledge and skills in the process of training and advanced training, the accumulation of industrial experience, wants to apply his skills in work. And the more he succeeds, the greater the degree of his satisfaction, and, accordingly, the degree of expression of motives.

In this case, the employee considers the goals of the organization as his goals.

The desire of a person to realize himself in his business is undeniable. That's the way he's made. Where the management and organization of labor provide employees with such opportunities, their work will be highly effective, and their motives for work will be high. So, to motivate employees - to touch on their important interests, to give them a chance to realize themselves in the process labor activity

Function of motivation in tourism

When considering this issue, tourism management focuses on two aspects of this problem: the motivation (motives) of travel and the motivation labor relations.

Travel motives

The purpose of the trip (the motive that motivates a person to travel) is the reason in the absence of which this trip would not have taken place. Information about the purpose of the trip is needed, first of all, in order to correctly divide tourist markets into segments and identify target markets, which form the basis for the development of a model for managing tourist flows and routes.

It should be borne in mind that the traveling group, i.e. a group of people traveling together usually has only one main purpose of the visit.

At the same time, each member of the group may have their own, different from the group, travel motivation. In this regard, it is very important for management to get an answer to the question of how the reasons (motives) for travel can be systematized. To answer this question, consider the following example:

Example. Mrs. N. works as an architect.

She received an invitation to attend a conference in Barcelona (March 1-8). Ms. N decides to go on a trip to Spain for various reasons: on the one hand, she was interested in the agenda of the conference; on the other hand, she hopes that in early March it will already be warm in Barcelona and she will be able to enjoy the sun. In addition, during the free time between meetings, it will be possible to get acquainted with the city and visit the museum.

Is it possible to say unequivocally what motive prompted Ms N.

accept an invitation and go on a trip? The example does not cover this.

As in this case, so most often and in all others, a single motive cannot be singled out. The situation is complicated by the fact that the reasons accompanying the trip lie most often in the subconscious, and several reasons come to the fore at once. That is why it is customary to talk about the motivation of travel. In this regard, it is advisable to single out five main groups of travel motivation.

Physical motivation. Physical motivation is divided into rest, treatment and sports. If the main reason for traveling is to restore physical strength, then rest is in the first place. If health is to be restored, the decisive factor will be recovery, treatment. If during the holidays, first of all, they look for unloading and movement for the body, then in this case, the most important physical motivation is sports.

Psychological motivation. The main psychological motivation for travel is the desire to get away from the daily routine and see something new, the need for a change of scenery and relaxation. The change of impressions is also related to psychological motivation.

Both of these motivational groups - physical and psychological - are of particular interest, both for modern tourism and for effective management.

Interpersonal motivation. In terms of importance, after physical and psychological motivations, interpersonal motivation follows. Many people look for the social contacts they need while traveling. They seek to build relationships with other travelers or meet the locals.

Great importance in this group of motivations are visiting friends, acquaintances, relatives.

cultural motivation. Acquaintance with other countries, with their customs, traditions and languages ​​is in the first place in this group. This is followed by interest in art, attendance at sporting events, and religious reasons.

Motivation of prestige and status. For a group of tourists with such a motivation, it is characteristic that they travel with the aim of developing their personality. In addition, the main goal of the travelers of this group is to achieve universal recognition and keep it. Personal development is most often associated with vocational training, as well as with advanced training or retraining.

If you think about your vacation, you will most likely be able to establish that several motivations influenced the decision to take a particular trip. It often happens that travel motivations are not mutually exclusive, but, on the contrary, complementary, even if they belong to different groups. Travel motives can even be controversial.

Example. On vacation, they seek peace and relaxation, but at the same time diversity and communication.

Motivation of labor relations

In this sense, motivation is considered by us as a set of incentives that encourage employees to work actively, i.e. after the organizational activities, the manager must ensure the successful completion of the work. For these purposes, the following are used: a) stimulation, i.e.

encouraging employees to be active through external factors(material and moral incentives); b) motivation itself, i.e. creating an internal motivation for work among employees. The main ones here are the interest in work, the need for labor activity and satisfaction from it. This indicates that human behavior is always motivated.

Control functionSo, the organization's plan has been drawn up, its structure has been created, jobs have been filled, and the motives for the behavior of employees have been determined.

There remains one more component that needs to be added to the management functions, and that is control.

Control, as a rule, is associated with power, "command", "catch", "convict", "grab". Such an idea of ​​control leads away from the main content of the control function.

The concept of "control" (verification) as a type of administrative activity goes beyond the concept of "control". In addition, it includes the active activity of the manager - management.

Management control is not a one-time action. It is a continuous process, including monitoring and regulation. different types activities of the organization in order to facilitate the implementation of managerial tasks.

Effective managerial control is created on the basis of its connection with the process. strategic planning. It provides oversight of the implementation of strategic plans so that managers can determine how well they are performing and where changes or adjustments need to be made.

In its most general form, control can be defined as the process of measuring (comparing) the results actually achieved with the planned ones.

As can be seen from the definition, control is less about giving orders to employees, and more about the procedure for assessing the success of the implementation of the plans outlined by the organization and meeting the needs of the internal and external environment.

There are the following types of control

1. Pre-control It resembles an iceberg, most of which is known to be hidden under water. This is because some aspects of control can be masked among other control functions.

Preliminary control is called because it is carried out before the actual start of work. The main means of exercising preliminary control is the implementation (not the creation, but the implementation) certain rules, procedures and lines of conduct.

In organizations, pre-control is used in three key areas: human, material and financial resources.

In the area of human resources control is achieved through the analysis of those business and professional knowledge and skills that are necessary to perform specific tasks of the organization, in the field of material - control over the quality of raw materials to make an excellent product. financial resources The preliminary control mechanism is the budget in the sense that it gives an answer to the question of when, how much and what kind of funds (cash, non-cash) the organization will need.

In the process of preliminary control, it is possible to identify and anticipate deviations from the standards at various points. It has two varieties: diagnostic and therapeutic.

Diagnostic control includes categories such as meters, benchmarks, warning signals, etc., indicating that something is not right in the organization.

Therapeutic control allows not only to identify deviations from the standards, but also to take corrective measures.

2. Current control. It is carried out in the course of work, most often its object is employees, and he himself is the prerogative of their immediate superior. It allows you to eliminate deviations from the plans and instructions.

In order to carry out current control, the control apparatus needs Feedback All feedback systems have goals, use external resources for internal use, monitor deviations from the intended goals, correct deviations to achieve these goals3. Final control The purpose of this control is to help prevent errors in the future. As part of the final control, feedback is used after the work is done (with the current one - in the process of its implementation).

Although the final control is carried out too late to respond to problems at the time of their occurrence, firstly, it provides management with information for planning if similar work is expected to be carried out in the future, and secondly, it contributes to motivation.

The control function is not the end point of the entire process of managing an organization.

In practice, such an end point does not exist at all, since each management function is driven by the other. A kind of gradual circular motion occurs. For example, information obtained in the control process can be used at the stage of planning, organizing and motivating employees.

High-level managers spend most of their working time on planning and control functions, while lower-level managers (line managers) are more busy recruiting and organizing their work. However, at all levels of management, they to a certain extent use and perform all four functions of management "planning, organization, motivation and control. Managers at all levels are evaluated according to two main criteria: performance (that is, the ability to achieve the desired result) and efficiency (the ability to achieve the result at the lowest cost)

Conclusion The time we live in is an era of change. Our society is undergoing an exceptionally difficult, largely contradictory, but historically inevitable and irreversible restructuring. In socio-political life, this is a transition from totalitarianism to democracy, in the economy - from an administrative-command system to a market, in the life of an individual - his transformation from a "cog" into an independent subject of economic activity.

Such changes in society, in the economy, in our entire way of life are difficult because they require a change in ourselves.

An important part of this change, as world experience shows, is the comprehension of the science and art of management.

In a simplified sense, management is the ability to achieve goals using labor, intelligence, and the motives of other people's behavior. Management - in Russian “management” - is a function, a type of activity for managing people in a wide variety of organizations. Management is also an area of ​​human knowledge that helps to carry out this function.

Finally, management as a collective of managers is a certain category of people, a social stratum of those who carry out management work.

And management is seen as a process, because working to achieve goals with the help of others is not some kind of one-time action, but a series of continuous interrelated actions. These activities, each of which is a process in itself, are essential to the success of the organization. They are called managerial functions. Each managerial function is also a process, because it also consists of a series of interrelated actions.

The control process is the sum total of all functions.

The management process (management) has four interrelated functions: planning, organization, motivation and control. They all have two General characteristics: they require decision-making, and communication is necessary for everyone, the exchange of information in order to obtain information for making the right decision and make this decision understandable to other members of the organization. Because of this, and also because these two characteristics link all four managerial functions, ensuring their interdependence, communication and decision making are often referred to as bridging processes.

Decision making is choosing how and what to plan, organize, motivate and control.

In the most in general terms This is what constitutes the main content of the leader's activity.

A basic requirement for making an effective objective decision, or even for understanding the true extent of the problem, is the availability of adequate and accurate information. The only way obtaining such information is communication.

Communication is the process of exchanging information, its meaning between two or more people.

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