The concept of “Reputations” in tourism, hospitality and events.

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1. Evaluate the importance of public relations to the tourism, hospitality and events industries, with particular consideration to the concept of “Reputations”.

2. Critically assess the opportunities and threats that the Internet and social media present to the effective management of public relations for the tourism hospitality and events industries.

3. Research and evaluate a range of issues affecting public relations and sponsorship most relevant to the THE industries, including technological, business, political, geographical, cultural, social and ethical.

4. Research and evaluate cases that reflect good practice and effective strategies in public relations and sponsorship management in the THE industries.

Indicative content

• Definitions of Public Relations and Sponsorship in the broader marketing context.

• Understandings of the concept of “Reputations” in tourism, hospitality and events.

Sample Solution

Travel and tourism public relations (PR) play a key role in helping your company remain visible in its field. Without proper PR, most people won’t even know who your brand is or what it does. People travel further and more frequently than ever before. So your brand has no choice but to try harder to stand out in this competitive market. PR covers traditional media relations, content creation, and social media initiatives. It is a long-term strategy – a consistent, ongoing presence generates awareness and exposure helps companies reach revenue goals. PR brings its valuable media connection which helps the industry. The media brings in credibility which helps in building positive image. For example, the media frequently release their own “Top list of places/hotels/restaurants to visit” which acts as a huge promotional platform for an organization.

are other contingency theories that provide a more continuum based approach such as Redding’s theory of leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model.

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