Tourism motivation and experience

GRIN Verlag
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Seminar paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: A, University of Cambridge, language: English, abstract: Tourism is a traveling event for people who have deep interest in visiting new places, enjoying every moment of fun in their life, experiencing different adventures and expeditions. People have different motives for the tour. Some people go for tour for business purposes, some for making them relaxed and others in exploring places and gaining practical knowledge about the historic, cultural and contemporary state of the places. Tourists are the people who visit and stay in different countries for not more than one year for different purposes. Cambridge is typically known by the name as the home of the Cambridge University and is situated at the heart of Silicon Valley. Cambridge is a place most appreciated by tourists because among the top five universities, University of Cambridge is one of them. People visit this place to enjoy and experience different historic and cultural buildings like King’s College Chapel and Choir, Peckover House and Garden, Houghton Mill, and many more interesting places. Some of these places give a beautiful landscape scenario which attracts more tourists to visit Cambridge. Tourist mostly enjoys the nightlife wherein they enjoy going to pubs, bars, and clubs. Also some tourist likes to experience punting and boating (Cees,2000). The present theoretical study focuses on the characteristics of Cambridge tourism and tourist motivation and experience in Cambridge. Tourist visiting Cambridge are more likely to attract with the day and nightlife of the people. The morning and evening landscapes are also appreciated by the tourists. Tourists who come for spending holidays prefer to stay in the very famous four star hotel namely Felix Hotel. This study mainly focuses on interviewing different tourists about their experience and travel to different places. The interview was conducted from approximately 500-600 tourists.
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GRIN Verlag
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Jan 8, 2014
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Business & Economics / Management
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The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

Seminar paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: A, University of Cambridge, language: English, abstract: The following report analyses the different behavioural aspects and root causes, which are hampering the efficiency of the organisation. The different issues which have become part of the organisation and the different aspects of the organisation which drives these issues are identified. It also analyses the problems which may arise due to the changes, which will be required to be made in order to increase the efficiency of the organisation. The report makes recommendations by which the change process can be made conducive and easier for different employees of the organisation. The report is divided into two major parts, first identifies the problems and the possible solution, and the second gives recommendations on the ways in which the change can be implemented in an effective manner. The major aspect of the organisation which has lead to it becoming an inefficient health service organisation is behavioural in nature. The hierarchical aspect of the organisation as well as the large gap between different educational qualifications required to run the hospital has lead to lack of respect among the employees for each other’s work. This has further lead to lack of accountability and work ethics. The lack of trust and respect among the employees are the key driving factors. The quality of the overall work depends upon the seriousness with which an individual takes his responsibility and understands the role played by him. This report intends to identify the various areas in which the organisation is lacking, the causes behind it, and the ways in which it can be rectified.
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