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November 22, 2021Article by the Institute for Tourism Studies (ITS)
The reasons for organisational evolution vary, and may be related to market adaptation, penetration to new markets, or to better an organisation’s operational effectiveness (Brown & Eisenhardt, 1997; Kotter & Schlesinger, 1979). Executives may elect both structured and unstructured changes that will guide the organisations to the desired positioning (Yair, et.al., 2015; Mintzberg, et.al., 1976).
Organisational change is a phenomenon that exists within all types of organisations, big or small. Choosing to manage or neglect it will not stop the occurrence, which is why businesses are better off with choosing to manage it, in a way that the change will bring with it new opportunities (Krajewski, et.al, 2016). Many are aware of the factors affecting our economics, particularly the supply and demand equilibrium, which is an important tool to conceptualise the economic environment in which a business works.
In the case of travel, tourism, hospitality and catering, one notes that on the one hand, many changes are coming from the supply side of development. Such aspects are made up of new technologies, ranging from basics such as the internet, to more recent and complex solutions in Artificial Intelligence, Augmented Reality, and the Internet of Things amongst others.
Other innovations are coming from the pursuit of diminishing the dependence on fossil fuels, through the increase of use of Solar and Wind energy harvests, or the tackling of freshwater provision, and the re-usability of goods. These innovations have brought with them an intrinsic change in the shaping of organisations, which is also impacting the demand side (Mariani, et.al., 2016).
Although organisations may not aim to adapt to all such changes, what is certain is that each organisation must seek to evolve, and remain relevant in the market, no matter what its set of priorities are. It is not only technology and environmental changes that induce the need for change, but also the availability of skilled labour that effects the investments required within organisations. The recent global phenomenon of loss of personnel from the sector, from the United States, United Kingdom, Switzerland, to Malta amongst many others, has impacted the service provision of tourism organisations.
Tourism is resilient. This can be seen through the various timelines of crisis (war, financial, pandemic etc), and how the sector has recovered. The ‘exodus’ of skilled labour in the segment does not augur well as it brings with it an increased strain on the present operations. One must consider however, that the motivations for people to travel remain various, with leisure, recreation and holidaying being the top motives. These experiences not only contribute towards an important socio-economic activity, but also, necessitate the creation of moments of truth, on which memorable experiences at the destination are amplified.
Although the adaptation of technology in making travel logistics more efficient is key, the person to person contact throughout the travel cycle remains crucial. The adaptation of new technologies is likely to be more evident in the coming years, through the integration of new technologies and services that are more sustainable and greener in nature, in-line with the European Digital Strategy as well as the European Green Deal.
In spite of this, staff development will be even more pronounced, as personnel will need to upskill and re-skill, to adapt for the constantly changing environment. In view of this, embracing change is key for every business, and finding the right people with whom to walk these important phases is crucial.
In its endeavours to support the segment, the Institute of Tourism Studies (ITS) has developed a bespoke approach to training and education, to meet the demands of the respective organisation, and collaborate closely with it, to meet its aims and objectives - the provision of which ranges from non-accredited to accredited courses, utilising both traditional in class or the use of technology, to reflect the segments’ needs and operating hours.
More importantly is that the Institute may go to the premises of the respective collaborator to facilitate the logistical challenges which a work schedule may have on the operation. This training and education is thoroughly supported financially, through the various training schemes managed by different public bodies, which acknowledge the work of licensed and established education Institutes such as ITS.
For more information reach out to our team at business@its.edu.mt.
Various factors impact how an organization evolves and performs throughout its change cycle. There is typically a mix of both internal (eg organizational characteristics and individual choices) and external (eg economic, social, and political) factors that push and pull organization executives and management to adjust, adapt and maintain the organizational momentum.
The reasons for organisational evolution vary, and may be related to market adaptation, penetration to new markets, or to better an organisation’s operational effectiveness (Brown & Eisenhardt, 1997; Kotter & Schlesinger, 1979). Executives may elect both structured and unstructured changes that will guide the organisations to the desired positioning (Yair, et.al., 2015; Mintzberg, et.al., 1976).
Organisational change is a phenomenon that exists within all types of organisations, big or small. Choosing to manage or neglect it will not stop the occurrence, which is why businesses are better off with choosing to manage it, in a way that the change will bring with it new opportunities (Krajewski, et.al, 2016). Many are aware of the factors affecting our economics, particularly the supply and demand equilibrium, which is an important tool to conceptualise the economic environment in which a business works.
In the case of travel, tourism, hospitality and catering, one notes that on the one hand, many changes are coming from the supply side of development. Such aspects are made up of new technologies, ranging from basics such as the internet, to more recent and complex solutions in Artificial Intelligence, Augmented Reality, and the Internet of Things amongst others.
Other innovations are coming from the pursuit of diminishing the dependence on fossil fuels, through the increase of use of Solar and Wind energy harvests, or the tackling of freshwater provision, and the re-usability of goods. These innovations have brought with them an intrinsic change in the shaping of organisations, which is also impacting the demand side (Mariani, et.al., 2016).
Although organisations may not aim to adapt to all such changes, what is certain is that each organisation must seek to evolve, and remain relevant in the market, no matter what its set of priorities are. It is not only technology and environmental changes that induce the need for change, but also the availability of skilled labour that effects the investments required within organisations. The recent global phenomenon of loss of personnel from the sector, from the United States, United Kingdom, Switzerland, to Malta amongst many others, has impacted the service provision of tourism organisations.
Tourism is resilient. This can be seen through the various timelines of crisis (war, financial, pandemic etc), and how the sector has recovered. The ‘exodus’ of skilled labour in the segment does not augur well as it brings with it an increased strain on the present operations. One must consider however, that the motivations for people to travel remain various, with leisure, recreation and holidaying being the top motives. These experiences not only contribute towards an important socio-economic activity, but also, necessitate the creation of moments of truth, on which memorable experiences at the destination are amplified.
Although the adaptation of technology in making travel logistics more efficient is key, the person to person contact throughout the travel cycle remains crucial. The adaptation of new technologies is likely to be more evident in the coming years, through the integration of new technologies and services that are more sustainable and greener in nature, in-line with the European Digital Strategy as well as the European Green Deal.
In spite of this, staff development will be even more pronounced, as personnel will need to upskill and re-skill, to adapt for the constantly changing environment. In view of this, embracing change is key for every business, and finding the right people with whom to walk these important phases is crucial.
In its endeavours to support the segment, the Institute of Tourism Studies (ITS) has developed a bespoke approach to training and education, to meet the demands of the respective organisation, and collaborate closely with it, to meet its aims and objectives - the provision of which ranges from non-accredited to accredited courses, utilising both traditional in class or the use of technology, to reflect the segments’ needs and operating hours.
More importantly is that the Institute may go to the premises of the respective collaborator to facilitate the logistical challenges which a work schedule may have on the operation. This training and education is thoroughly supported financially, through the various training schemes managed by different public bodies, which acknowledge the work of licensed and established education Institutes such as ITS.
For more information reach out to our team at business@its.edu.mt.
Stay up to date with the Institute of Tourism Studies news and updates by following the ITS socials and website (www.its.edu.mt).
Andrew Debattista is the Senior Manager in Academia & Business Development at the Institute of Tourism Studies (ITS). He brings with him wealth of experience from both the local market and overseas, where he served in different roles in Europe, Africa and the Middle East. At ITS, together with the team, Andrew works hand in-hand with the industry to prepare specialised, and tailor-made courses, as well as coordination for the International business affairs. Andrew holds a Master of Science in International Hospitality & Tourism Management, as well as a Master in Business Administration.
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