Category: Hospitality

Organizational Culture of In-Group and Out-Groups Working in Hospitality Industry Organizations

The term organization has always been tied-up with three analogies that are anthropomorphic, biomorphic and sociomorphic. Out of the three explicit analogies, the term sociomorphic has been consistently used to describe organization. Where organizations have been termed as smaller societies with their own distinctive structure, norms and ideologies. According to (Allaire and Firsirotu, 1984, pp.194), if organizations are small societies, it is evident that they will reflect the concept of culture. Which leads us to elaborate the concept of culture in an organization.

A social phenomenon of in-groups (hotels) and out-group’s (representation of various occupational culture chefs, waiters) behavior towards certain norms, shared values and believes which are passed down by the organizations and various occupational groups which become an indubitable way of behaving forms a culture. “A culture is a collective programming and mind-set of a community which comes by sharing common values, past experiences and beliefs” (Ogbonna, 1996, pp.113). To simplify the diverse nature of culture Allaire and Firsirotu framework in 1984 described culture as a member of two systems: ideation system and socio-cultural system (Cameron 2009, p.1). Culture as a socio-cultural system of the functionalist view “culture as societies” and “societies as culture” (Cameron, 2001, pp.108), described culture as societies and stated above that culture resides in organization. Thus, it becomes very important for the organization to adapt and synchronize themselves to the society’s needs and seek out cost benefit in terms of cost and labor employed. As historical domain of socio-cultural system functionalist needs to identify what is past and part of history. The importance in this domain is the word “cultural development” from “diachronic (past) to synchronic (here and now)”, considering the example of savoy hotel which uses the statement “Leading the past” and “Savoy is always up to date” uses its historical domains in the present to share its values and common believes with the society as a marketing tool to prompts its historical domain by showcasing its transformation from diachronic to synchronic systems (Savoy, 2009 p.1; Cameron, 2009, p.3). Culture as ideation system “in the minds of the cultural bearers” (Cameron, 2009, p.1). Related to this system of study hotels are organizations which consists of various out-groups and occupational groups which tend to reflect multiple cultures and thus it becomes very important for the in-groups to align the multiple cultures towards a common goal influenced by corporate mission and vision (corporate identity). In the process of the sharing corporate values and norms the management occupational groups tend to map out cognitive thinking by observing, familiarizing and learning. These values and norms are shared between the out groups, but not necessarily every out-group will reciprocate to the corporate values. Taking the example from the hospitality industry the chefs who consider themselves as ‘quasi professionals’ in the occupational culture, might have degree dissonance to corporate values and norms. When culture is viewed by the managers beyond a unitary concept the sub-groups in the organization may reflect a degree of dissonance as the perceptual values and norms might differ from the in-group processes. From the managerial perspective it is very essential to align the in-group and out-group processes with organizational culture to create a reciprocal relationship between cultures (Cameron, 2009, p.9).

Literature Review

In relevance there is a need for a reciprocal relationship in the organization. It is very essential to understand the adversarial and reciprocal relational between occupational culture and organizational culture. The nature of the occupational culture being adaptive or either fixed in nature, depends upon the characteristic of the occupation. Taking the example from the hospitality industry, where occupational characteristic of chefs is craft based and inspired by past (historical-diffusion), it is more likely to be rigid in nature (Cameron, 1999, p.226). Rigidity of the nature elaborates the need for the organization to be discontinuous and flexible in design to increase the convergence between the two concepts (occupational culture and organizational culture). The analysis of the (Cameron, 1999, pp.227) paper shows identity as one of the influential and dominant factors between two concepts. Identity refers to the self-categorization of an out-group or an individual working in an organization and how they perceive themselves or their occupational culture in terms of character, self-concept and personality (Brewer, 1993, pp.151). Self-categorization of a group refers to the concept of self where an out-group such as chefs plays dominant role in the organization due to high affinity towards their own group (group concept) (Cameron, 1999, pp.227). This affinity towards the own group favoritism describes the concept of out-group homogeneity. The out-group homogeneity is more homogeneous in nature when groups are compared at intra-group level. For example, in the case of chefs, similar uniform or ethnic origin belonging leads to strong out-group’s homogenous nature between the individuals of the out-groups. But a heterogeneous aspect will come in to play with the other out-groups. In Cameron (1999) paper, he agrees with Smircich (1983), who states that (p.230) “Culture is something an organization is” and individuals have to work within the organization, thus it is necessary for them to come in terms with the corporate shared values and vision. This can lead to a reciprocal relationship between the out-group and a sense of assimilation of self within an inter-group which will result in perceived in-group homogeneity (Brewer, 1993, p.151). The positive impact of in-group homogeneity in a hotel organization can be viewed from the example of Ritz Carlton, where the organization made a huge profit from the years 1891 to 1896 with chefs and managers working harmoniously as a team (out-group homogeneity, collective programming). However, some uncertain events in later stages of the decade led to decline in the hotel’s growth pace (Taylor, 1996, p.31). This explains the importance of in-group homogeneity and the mutuality between out-groups in order to move towards a shared vision and common goal of the organization.

Describing the nature of hospitality industry and the changing market dynamics, there is a constant need in the formulation of new strategies in the organization. A coherence culture can lead to successful implementation of strategies by sharing common goals within the out-groups (Kemp & Dwyer, 2001, pp.78). Corporate culture and collective programming of the sub-cultures create a long-term growth path for an organization (Roper & Brookes, 1997, pp.148). Thus, it becomes necessary to share the values and vision of the culture within the occupational groups. According to Derek Cameron (2001), “cultural identity practically does not belong to an organization but instead it belongs to the occupational cultures” (p.104). Taking the example of Forte hotel, it has been illustrated that chefs have a high self-perception towards their own profession. The essence of this sort of cosmopolitan nature in the occupation makes it difficult for the managers to influence corporate strategies, policies and norms (Cameron, 2001, p.105). Change in strategies and moving to cotemporary practices and norms from traditional practices without considering the occupational culture can lead to discourse between management and out-groups.

The case of Forte hotel can also be a practical example of discourse behavior and its negative impact on the corporate shared values, where the hotel opted various methods of cost reduction during the time of economic slowdown which led to a clash between chefs and the management. They felt their self-perception, degree of autonomy and professionalism was threatened by opting contemporary methods in the changing economic environment (Cameron, 2001, p.105). In order to share they must have a coherence culture within an organization management which can reflect their identity on basis of symbols, heroes, rituals and values. These four manifestations can be put together in the form of an onion ring where it reflects the manifestations of culture at different levels keeping values at the core, then rituals, followed by cultural heroes, leaving symbols at the outer ring (Hofstede, 1991, p.9). Thus, from the managerial perspective it is necessary for managers to understand organizational culture and symbolism to be able to better guide the organizational cultural change.

As individuals within an out-group look for personal development and opportunity, economic reforms and policies are not the only aspects of culture. The process of ideation, symbols, synchronic and diachronic systems and mutual-equivalence are also aspects of determining the culture (Smircich, 1983, pp.347). An argument arises were organizations continuously need to adopt new methods and polices according to the external environment change. Culture plays a coherent role in effective functioning of an organization and can be used as a powerful tool to implement strategies without having an adversarial effect on sub-cultures (Cameron, 1999, p.2). The argument is whether “culture can be managed or changed in an organization”.

Simirich (1983, pp. 348) defines the relevance of culture in an organization by stating “Culture is something which an organization is and culture is something an organization has”. Describing culture in context of something an “organization has” becomes a pathway for the sub-cultures to have sense of identity and a power of decision making. In the context of whether culture is something an “organization is”, it becomes an inseparable phenomenon as organizations don’t have culture, they are the mere social societies and they are culture (Ogbonna, 1996, p.114). In an interview with Heinrich von Pierer, who is the CEO of Siemens, he explains that a change in culture in an organization takes at least 10 years of continuous effort (Harvard Business review, 2005 p.122). Managing corporate culture becomes an essential task and it is very crucial to have managers who are culturally sensitive (multi culture). Emmanuel Ogbonna and LIoyd C. Harris (2002) introduced a typology on management of culture classified into Optimists, Pessimists and Realists (p.38). Optimists are believed to be positive and persuasive towards managing culture in an organization. The assumption from the optimist point of view is that culture should be viewed beyond a unitary concept and should consider sub-cultures. While they also believe if top –management culture is considered as a sub-culture unit it can either be imposed or should be accepted by the other sub-cultures or out-groups (pp.35). Pessimists are also referred to as culture purists who view managing the organizational culture from a theoretical perspective. Pessimists strongly follow the notion of organization culture theory, where culture is embedded in the deepest value of human consciousness and considers the conflicts and contractions which comes with the process of managing the culture (pp.36). The third typology for the management of culture are the realists. They tend to take the neutral route in the form of both supporting and being against the concept of managing organizational culture (Ogbonna & Harris, 2002, pp.48). The study of managing culture in an organization provides essential overview of culture management from the perspective of optimists, pessimists and realists. However, this doesn’t provide an insight of managing cultural change from the strategic or structural change point of view (Ogbonna & Harris, 2002, pp.48).

Discussion

Hospitality organizations need to change strategies and policies continuously to gain competitive advantage. A significant corporate culture has a deep impact on the behavior of the out-groups. Since management are the building blocks for the hospitality organization, it is necessary for them to view the culture change as a continuum concept rather than a dichotomous event (Ogabonna & Harris, 2002, p.36). The out-groups and the individuals working within the in-group look for personal development and self-identity. Hospitality organizations can act as a pathway for occupational cultures to be inspired from the culture. What is important for the organization is the corporate culture, corporate identity and competitive advantage. The two conceptual frameworks of cultural mutual equivalence by Wallace (Cameron, 2017, pp.106) and the process of identity by assimilation, accommodation and evaluation) (Breakwell, 1986, pp.37), can act as a trusting bridge between occupational members and corporate organizations. The process of identity can be explained in three structures. The concept of assimilation and accommodation in an organization can be explained by relating it to the definition of culture. “Collective programming of the minds” (Hofstede, 1991, p.7) is an understanding of culture values and beliefs, and the need for the out-groups to assimilate and accommodate them. The third concept describes the evaluation of assimilation and accommodation of cultural values within the out-groups. By evaluating the ability of the out-groups to adapt to change and perform in complex roles and environments. During the degree of change mangers need to be aware of valence. Lewin speaks about the process of Valence and explains the managers need to be aware of what is valuable to the occupational groups. In the case of hospitality industry, chefs categorize themselves from others in terms of their craft profession. On the contrary what is valuable to the organization is its corporate value and competitive advantage. The proposed concept of mutual equivalence confers the self-percept to an individual’s social concept (Cameron, 2017, pp.103). The occupational cultures performing within the in-group need to work on the basis of mutuality with the organization cultural values and norms. In correlation to that organization as a socio-cultural system who exist to serve the society (Allaire and Firsirotu, 1984, pp.194). They should show a reciprocal relationship towards its occupational members during the time of external environmental changes.

Conclusion

Culture of an organization should be treated in a broader concept. As the concept of culture is inseparable from the origination. In-group and out-groups working within a hospitality organization tend to reflect cognition by the synchronic and diachronic domains of an organization. Hospitality industry still in present uses these historical domains to share values and vision. Since culture is about groups (in-group and out-group) sharing values and norms by cognitive sharing. Occupational culture within the organization self-categorizes themselves on the basis on identity. Identity and culture are meta-concepts and both have a deeper relevance with the reciprocal relationship between occupational and organizational culture. Where symbolic ritualism of chefs’ culture shows a degree of dissonance towards the corporate vision. Organization by creating environment of learning from individual or historical domains can achieve the goal reciprocal relationship. Reciprocal the relationship between the two cultures will lead to in-group’s homogeneity. Period of economic slowdown or other factors pushes the organization to bring a change in the existing policies and reforms. The structural change within the organization might not be embraced by occupational groups. As it has been seen occupational sub-groups are homogenous in nature in these situations which results on in-group heterogeneity effect. Thus, managing the culture from the managerial perspective becomes essential. The concept of valence discussed above describes what can be valuable to occupational groups, such as their occupational culture and for organizations their corporate identity. The process how assimilation and accommodation can be used to assimilate the organizational values and goals in the out-groups. The process of mutual equivalence or mutuality can be used by sub-cultures and organization to embrace each other needs. Thus, viewing culture from a diverse point of view keeping in mind the sub-cultures will in-return will result in long-life of an organization.

References

1. Allaire, Y. and Firsirotu, M.E. (1984). Theories of Organizational Culture. Organization Studies, 5(3): 193-226.
2. Breakwell , G. M.( 1986 ). Coping with Threatened Identities. London and New York: Methuen.
3. Brewer, M. B. (1993). Social Identity, Distinctiveness and In-group Homogeneity. Social Cognition, 11(1), 150-164.
4. Cameron, D. (2009). Unravelling the Complexity of Organizational and Occupational Culture Through an Exploration of Eight Cultural Schools: A Case Study of Chefs Working in Luxury Hotels and Restaurants, in: 18th CHME Annual Hospitality Research Conference, 13th -15th May, University of Brighton. Retrieved from http://eprints.hud.ac.uk/id/eprint/8523
5. Cameron, D., Gore, J., Desombre. T. and Riley, M. (1999). An Examination of the Reciprocal Effects of Occupation culture and Organisation Culture: The Case of Chefs in Hotels. International Journal of Hospitality Management, 18, 225-234.
6. Cameron, D. (2001). Chefs and Occupational Culture in a Hotel Chain: A Grid-Group Analysis. Tourism and Hospitality Research, 3(2), 103-114.
7. Cameron, D. (2017). The Cultural and Occupational Roles Attributed to ‘Trust’ in Talent Management. In S. Horner (Ed.) Talent Management in Hospitality and Tourism. (1st ed., pp. 102-116).
8. Hofstede, G., 1991. ed. 1994. Cultures and Organizations. McGraw-Hill, Maidenhead, UK.
9. Kemp, S. & Dwyer, L. (2001). An Examination of Organisational culture. The Regent Hotel, Sydney. International journal of Hospitality Management, 20(0278-4319), 77-93. doi: S0278-4319(00)00045–1.
10. Ogbonna, E., 1992/93. Managing Organizational Culture: Fantasy or Reality? Human resource Management. 3 (2), 43-54.
11. Ogbonna, E. & Harris, L. C. (2002). Managing Organisational Culture: Insight from the Hospitality Industry. Human Resource Management Journal, 12(1), 33-53.
12. Roper, A. & Brooks, M. (1997). The Multi-Cultural Management of International Hotel Groups. Int. J. Hospitality Management, 16(2), 147-159. doi: 0278-4319.
13. Smircich, L., 1983. Concepts of Culture and Organizational Analysis. Administrative Science Quarterly 28, 339-358.
14. Stewart, T. A. & Brien, L. O. (2005). Transforming an Industrial Giant. Harvard Business Review, 114-122.
15. Savoy, London. (2009) Savoy, Fairmont Hotels and Resorts. http://www.savoy2009.com, accessed 12th January, 2009.

Please compose succinct and well-written answers to the following questions rega

Please compose succinct and well-written answers to the following questions regarding the Sonder Case Study:
Of the five criteria for a balanced business model, research and explain how Sonder capitalized on three of them to produce a seamless employee and guest experience. (Reminder: The five criteria are the customer experience, asset-light investment, design aesthetics, technology, geographic growth.)
Explain how Sonder competed with hotels and homesharing accommodations.
How does Sonder’s financial performance compare in 2023 to its pre-pandemic results?
Please compose succinct and well-written responses to the following questions:
Explain the value proposition of the three AI solutions: chatbots, service robots, and automatic check-in and check-out.
Can you recommend whether Marriott should implement front-facing AI solutions in Singapore,? And if so, for which brands under its Classic and Distinctive-Style lines?
How does Marriott compare with its competitors in terms of AI deployment and innovation?

Imagine you are a high school economics teacher. You want to convince your princ

Imagine you are a high school economics teacher. You want to convince your principal that tourism should be included as part of one of your courses to show students a practical application for learning the discipline of economics.
Based on the cost / benefits of tourism, please draft a proposal to include tourism in your class utilizing the following analytical framework. Your proposal may be in the form of a written or visual essay.
Identify why tourism is not currently included in your economics class
Discuss the gap including tourism in your class will fill
Explain why is tourism a good proxy for economic study
Give details on how you would work tourism into your economics classWhat types of examples would you share with students?
What activities would give your students?
When developing your proposal, consider what arguments you would use to convince the leadership of the school to include tourism in the course.
If you are writing a paper, ensure it is 3-5 pages in length.

I 16 assignments that need to be answered.
1st assignment needs to be in its ow

I 16 assignments that need to be answered.
1st assignment needs to be in its own Word document labeled 1st assignment Identify the phases of the Guest Cycle within a hotel. Then describe what occurs within each phase. Also, indicate which departments would be involved within each phase.
2nd assignment needs to be in its own word document labeled 2nd assignment Scheduling staff in the hotel industry is based on the forecasted occupancy for the scheduling period, and the hotel staffing guide. Explain how a hotel staffing guide is developed.
3rd assignment needs to be in its own word document labeled 3rd assignment New technological advances make it possible for an arriving guest to bypass the front desk and go directly to their room, opening the door with their mobile device. Explain why this is good (or bad) for the hotel industry – defend your position!
4th assignment needs to be in its own word document labeled 4th assignment The Providence Hotel has 800 guest rooms and 625 were occupied last night. Today there are 300 scheduled to depart the hotel and with a convention in the city 575 are expected to arrive. Historical data suggests the following: 15 No Shows, 15 Cancels, 4 Early Arrivals, 6 Walk-Ins, 8 Overstays, and 12 Understays. Use the Adjusted Forecast to calculate the Rooms Occupied Tonight. Be sure to adjust your departures and arrivals when doing the calculation. Show you work on how you arrived at your answer.
5th assignment needs to be in its own word document labeled 5th assignment Describe the Service-Expectation Gap. What is it, and what does it mean for a hotel?
6th assignment needs to be in its own word document labeled 6th assignment Explain Revenue Management within a hotel and how and why it is used. Describe some the tactics that are used during low demand and high demand times (at least 3 of each type).
7th assignment needs to be in its own word document labeled 7th assignment The JWU Hotel has 1000 rooms and 770 rooms were occupied last night. Today 400 rooms are scheduled to checkout and there are 300 reservations. Using the Simple Unadjusted Forecast to calculate the Rooms Occupied Tonight. Show your work on how you arrived at your answer.
8th assignment needs to be in its own word document labeled 8th assignment
If a hotel had $163,000 in Room Revenue and 600 Available Room Nights, what would the REVPAR be?NOTE: Your Answer needs to be in the format: $xxx (No decimals, round to the nearest whole dollar.) 8th assignment needs to be in its own word document labeled 8th assignment
9th assignment needs to be in its own word document labeled 9th assignment What is the most interesting thing you learned in this class, and why? 10th assignment needs to be in its own word document labeled 10th assignment What is Overbooking and explain why this is done in hotels?
11th assignment needs to be in its own word document labeled 11th assignment The title of this course is “Managing the Hotel Guest Experience”. Identify and describe a least 4 different strategies/tactics that you have learned in this course that will assist in managing the guest experience.
12th assignment needs to be in its own word document labeled 12th assignment If a hotel had $169,000 in Room Revenue and 650 occupied rooms on a given night, the ADR for that night would be? (Your answer must be a whole number (no decimals).
Enter the value only, not a $ sign.
13th assignment needs to be in its own word document labeled 13th assignment A 200 room hotel has established a minimum par inventory of hand towels at 2,400. At the beginning of the month, the hotel has 2750 hand towels. At the estimated occupancy for the month, the housekeeping manager estimates that the hotel will “consume” 1,000 towels in the month. Orders for towels are placed once a month and take 30 days to be delivered.
If the housekeeping manager wants to have 3,000 towels on hand on the last day of the month, how many towels should be ordered? Show your math.
14th assignment needs to be in its own word document labeled 14th assignment
Expenses which do not change with the volume of business are known as costs. Those which do change with the volume of business are known as costs.
15th assignment needs to be in its own word document labeled 15th assignment First describe the importance of Teamwork within a hotel setting. Then using back-of-the-house and front-of-the-house departments and positions, explain the use of teamwork between those departments to accomplish their jobs. Provide at least 2 examples.
16th assignment needs to be in its own word document labeled 16th assignment How do guest reviews that are published on a Consumer Generated Content website (like Yelp) contribute to potential guests expectations?

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I need someone who has PayPal money on hold for 21days for a $2000 deal right away. If you have any balance on hold ,the deal requires an account that already has an active hold balance inbox for a deal. Sure ,shares will be 50/50

Read-
Introduction
Recently, Yomiuri Shimbun (2017), the largest media agency i

Read-
Introduction
Recently, Yomiuri Shimbun (2017), the largest media agency in Japan reported a sharp increase in Japanese couples travelling to Taiwan for In-Vitro Fertilization (IVF) treatments. According to their telephone survey with 72 fertility clinics in Taiwan, it was found that between 2014 and 2016, 177 couples travelled to Taiwan for IVF and 110 babies were successfully conceived and born. In 2014, only 17 couples visited Taiwan to obtain care, but within three years, the number has increased to 88, indicating a fivefold increment in outbound reproductive tourism. The report also specified that the availability of donor eggs and lower costs were the key motivations to travel out of Japan. This finding resonates with Hibino and colleagues’ previous assertion that more Japanese couples would travel for fertility care for donor eggs and cost saving (Hibino, Shimazono, Kambayashi, Hitomi, & Nakamura, 2013; Hibino & Shimazono, 2014). This observed trend is certainly not novel, as has been previously discussed more infertile Japanese couples are found to be engaging in fertility care abroad (Hibino & Shimazono, 2014; Ikemoto, 2009; Ito, 2015; Shimazono & Hibino, 2013). Such act of travelling to another country for fertility or reproductive treatments is generally referred to as ‘reproductive tourism’ in existing literature. At present, the Japan Society of Obstetrics and Gynecology (JSOG) prohibits the use of donor eggs and embryos and surrogacy in fertility treatments. Thus, despite having the highest number of fertility clinics and the highest number of IVF cycles performed in the world (Collins, 2002), scholars (e.g. Ikemoto, 2009, 2018; Martin, 2015; Utsunomiya, 2015) noted that Japan would continue to be a prominent source of reproductive tourists, specifically those who seek egg and embryo donation and surrogacy.
Hibino and Shimazono (2014) examined the attitude towards reproductive tourism amongst infertile Japanese couples and found that as high as 76% of the respondents would consider reproductive tourism, while 22% of them have already received treatment abroad. This study asserted that couples who have engaged in reproductive tourism were motivated to circumvent Japan’s stringent restriction on egg and sperm donation (Hibino & Shimazono, 2014). It is found in a government study that between 2009 and 2012, the clinics that participated in the survey had handled 117 donor egg births (Takeshita et al., 2003; as cited in Utsunomiya, 2015, p. 128). Given that the usage of donated eggs is prohibited under JSOG’s guideline, it is reasonable to construe that the 117 cases were in collaboration with fertility centres located outside Japan. In a recent interview, Professor Hibino avows that the understanding of Japanese outbound reproductive tourism remains an under-researched topic, with most of the understanding reported in the media (Brasor, 2017). Furthermore, there is, at present, no reliable statistics on the number of Japanese who have travelled abroad. The phenomenon of outbound Japanese reproductive tourism remains empirically uninvestigated. More important, in Speier’s (2016) book – Fertility Holidays: IVF Tourism and the Reproduction of Whiteness, the phenomenon is conceptualized as a ‘reproduction of whiteness’ to describe the popularity of reproductive tourism in North America and Europe (p. 8). Hudson and colleagues (Hudson & Culley, 2015; Hudson et al., 2011) observed that much of existing empirical works on reproductive tourism focus predominantly on the European, Middle Eastern and North American contexts. There is a dearth of attention paid to Asia, a region where reproductive tourism is an emerging phenomenon, thus presenting a critical literature gap to be addressed in this paper.
Furthermore, while a nascent body of work has briefly illustrated that the prohibition of third-party material such as donor egg and embryo as well as the high costs have propelled outbound travel, understanding why reproductive tourists travel based on national context remains nebulous. This paper puts forth the notion that the law-evasion/reproductive tourism nexus is too reductionist in nature. There is a need to examine the institutional forces that shape fertility practices in Japan to obtain a more concise understanding of why Japanese citizens choose to travel abroad to seek treatment. For these couples, breaking away from the accepted norm in Japan to seek overseas treatment that is deemed immoral and unacceptable in Japan may entail ponderations that are beyond just restrictions and costs. Anchoring on these apparent literature gaps, this paper seeks to explore the driving institutional forces that precipitate the growth of outbound Japanese reproductive tourism. Drawing on institution theory, this paper’s primary aim is to understand why, despite being one of the global leaders in reproductive medicine (Irizawa & Gotoh, 2016), Japanese citizens resort to reproductive tourism. The paper is structured as such – introduction, literature review, institutional theory, discussion and conclusion.
Literature review
Reproductive tourism
Reproductive tourism essentially refers to the act of travelling to another country to receive assisted reproductive treatments. Connell (2011) avers that reproductive tourism involves access to reproductive technology in a foreign destination and sometimes enables cheaper, more efficient and comprehensive services for couples to evade restrictive regulations, long waiting lists and high costs. As a part of the wider trend of medical tourism (Ikemoto, 2009), the phenomenon has amassed substantial scholarly attention in recent decades, presumably due to the global rise in infertility and emergence of medical tourism. With globalization and the rapid advancement of information technology, medical tourism as a form of travel has burgeoned in recent decades. Several commentaries have illustrated that individuals engage in medical tourism to seek different medical procedures, based on a wide range of motivations. However, even though the current findings of travel motivations for medical tourism appears to be similar across various contexts, Gerrits (2018) exposited that specific characteristics of the tourist’s country may also influence travel motivation, for example, in Sunni Islam countries such as the UAE, all forms of third-party assisted ART are prohibited, prompting infertile couples to travel to other Islamic countries such as Iran, where the dominant Shi’a Islam policy has more liberal policies towards ART (Moghimehfar & Nasr-Esfahani, 2011). However, while reproductive tourism may seem to be a mere component of medical tourism, as Ikemoto (2009, 2018) notes, there are important distinctions between reproductive tourism and other forms of medical tourism. For instance, cosmetic tourism, which refers to the act of travelling to another country to obtain cosmetic enhancements on one’s body, is a prevalent form of medical tourism due to its low-risk and elective nature. According to Viladrich and Baron-Faust (2014), the medical tourist’s body is the only medium and endpoint of cosmetic tourism. Conversely, reproductive tourism involves the reproduction of human life, which raises different yet important bioethical questions as to the child’s status and future welfare. Furthermore, this form of medical tourism involves not just the infertile couples but also other stakeholders such as third-party gamete donors or surrogates (Ikemoto, 2018). As such, reproductive tourism is a complicated variation of medical tourism. More importantly, the act of travelling to another country to receive fertility care, such as IVF has been discussed and empirically examined across various disciplines, with a preponderant of works on the travel motivation of reproductive tourists. The existing body of literature has highlighted a multitude of travel motivations of reproductive tourists, encapsulating, inter alia, circumvention of legal restrictions and cost saving.
Circumvention of legal restrictions
Pennings (2002) defines reproductive tourism as ‘the travelling by candidate service recipients from one institution, jurisdiction or country where treatment is not available to another institution, jurisdiction or country where they can obtain the kind of medically assisted reproduction they desire’ (p. 337). A plethora of commentaries has collectively insinuated that the key impetus of reproductive tourism is law (Inhorn, Shrivastav, & Patrizio, 2012; Storrow, 2011). Accordingly, Whittaker (2010) notes, reproductive tourism is largely characterized by travelling to countries where regulations allow fertility treatments that are not available in the patient’s home country. The varying legal perspectives toward ART across nations has facilitated the growth of reproductive tourism, as some countries with a rigorous legal framework of ART became departure nations and others with minimal or no legislation of ART became reproductive tourism destinations.
Most of the legal bans on ART revolve around the use of third-party gamete (egg or sperm). In countries such as Italy, Turkey and the Middle East where religious doctrines play an influential role in public policy, third-party involved reproductive assistance such as sperm and egg donation, embryo donation and surrogacy are prohibited (Zanini, 2011). To exemplify, the legal framework of ART in Italy has been described to be ‘one of the strictest’ in the world. Reproductive medicine is stringently regulated under the Law 40 which was implemented in 2004 due to Catholic lobbying. This overarching law forbids a wide continuum of ART procedures, such as limiting ART to heterosexual married couples; prohibiting the use of donor eggs, sperm, uteri and surrogacy as well PGD. What is noteworthy is that prior to the arrival of Law 40, Italy was known to be a destination country in Europe with the highest number of IVF pregnancies amongst postmenopausal women due to the negligible legislations, however, as the law became legally-binding in 2004, Italy’s previous position as a destination country is now reversed (Bartolucci, 2008; Ikemoto, 2009; Pennings, 2002). Zanini (2011) propounds that the enactment of Law 40 precipitated a quadruplet increase in outbound reproductive tourism, with 70% of the Italian couples in her study citing law evasion as the main travel motivation. The Italian respondents in her study appear to feel betrayed and abandoned by their government and the church, as they felt forced to leave their country to seek for fertility treatment elsewhere.
On the other hand, some commentators note that even in countries where ART is fully or partially covered under national healthcare plans, citizens are sometimes still denied access to ART procedures due to certain demographic restrictions. Factors such as sexual orientation, marital status and age are some of the common reasons that precipitate reproductive tourism abroad
Guidelines-
Must be 750 words
Analyzing Article Guidelines
1. Clearly Define Research Questions/Issues – Introduction section:
• Begin your report by clearly stating the research questions or issues that the article aims to address.
• Provide a brief rationale for why these questions are both interesting and essential in the context of travel and tourism.
2. Summarize Previous Studies in the article – Literature Review section
• Study Findings
a) Provide a concise summary of relevant literature, highlighting key findings from previous studies in the article;
b) Discuss how these findings contribute to the existing knowledge in the field.
• Identify Business Problems/Issues/Challenges
a) Clearly outline the business problems or issues addressed in the reviewed literature;
b) Emphasize the gaps or limitations in previous research that the article seeks to address.
3. Describe the Results and Conclusion – Results and Conclusion Sections
• Clearly articulate the key outcomes and insights obtained from the study.
• Clearly communicate the implications of the results and conclusion, avoiding unnecessary technical details.
4. Study Implications
• Analyze Strategic Implications for Travel and Tourism
a) Discuss practical applications of the study’s results for the development of the travel and tourism sector;
b) Consider how industry stakeholders can leverage these findings for decision-making;
c) Analyze the broader strategic implications of the research on the travel and tourism industry;
d) Explore potential challenges and opportunities that may arise based on the study.

Article link: https://www.linkedin.com/pulse/crucial-role-cost-c…
1st slide: W

Article link: https://www.linkedin.com/pulse/crucial-role-cost-c…
1st slide: What is cost control
second slide: How is cost control used in the hospitality industry?
3rd slide: Will implementing a strict cost control affect the customer experience?
4th slide: (answer the question on slide 3) by discussing all the pros and the cons to the question.
5th slide citation
I added an EXAMPLE below it should look similar to it.

I need 2 assignment done.
1st assignment need to be in it own word document and

I need 2 assignment done.
1st assignment need to be in it own word document and label 1st assignment. The manager of a restaurant has just received an income statement report comparing the establishment’s financial performance this year to last year’s performance. After reviewing the Excel workbook report below, answer the questions that follow to help the manager better understand the operation and its financial performance:
Week 7 Discussion.xlsx
Questions:
What was the difference between the operation’s food sales this year from the previous year?Does this mark an improvement or a decline?
What was the difference between the operation’s beverage sales this year from the previous year?Does this mark an improvement or a decline?
What was the difference between the operation’s total sales this year from the previous year?Does this mark an improvement or a decline?
Did the operation spend more or less for food when comparing this year’s expense to last year’s expense?By how much?
Did the operation spend more or less for beverages when comparing this year’s expense to last year’s expense?By how much?
What was the amount of increase in management costs this year compared to last year?
What was the amount of increase in staff costs this year compared to last year?
What was the amount of increase in total labor costs this year compared to last year?
In what area or areas were this year’s expense less than last year’s expense?
What was the amount of profit made in the establishment this year?What was the amount of profit made last year?
Why do you think the operation’s cost of sales food this year is higher than last year?
Why do you think the operation’s cost of sales beverage this year is lower than last year?
2nd assignment need to be in it own word document and label 2nd assignment You have been recently hired as general manager of a restaurant. It is September 1, and you must prepare the operating budget of this establishment for the first quarter of the upcoming calendar year and submit it to the corporate office. Since you have been at the operation for only a month or so, you must rely solely on historical data. You gather sales reports and records for the months of January through August of the current year.Using the data and the Excel budget worksheet provided below, prepare the operating budget for Lucky’s for the months of January through March of the upcoming year. Also, here is the information you determined from the most recent sales and costs records:Week 7 Assignment.xlsx
Sales are 10 percent higher than those of the same month during the previous year.
Food cost percentage is steady at 32 percent.
Fixed labor costs are steady at $9,000 per month.
Variable labor costs are 15 percent of sales.
Occupancy costs will remain steady at $2,000 per month.
Other controllable costs are expected to be $10,000 per month.
Marketing costs have been fixed at $1,000 per month.
For January, February, and March of last year, Lucky’s sales revenues were as follows:January: $60,000
February: $50,000
March: $55,000

Complete Part 6 and 7 of your final project.
Part 6 covers “Photography, Video,

Complete Part 6 and 7 of your final project.
Part 6 covers “Photography, Video, Music & Entertainment, and Favors” and should include:
Photographer/videographer (description of company) & terms
Music for ceremony (include prelude, processional, interlude, recessional & postlude)
Entertainment for reception (DJ or band) & terms
Entrances music, special moments, dances, cultural considerations (describe)
Transportation needs of couple, wedding party, guests
Favor or charitable donation that couple will provide guests (provide photo if applicable)
Justification of favors, gifts
Request for proposal for one vendor (see textbook for example or search internet)
Part 7 covers “The Budget” and should include:
Full budget in Excel or other software
Full list of vendors with all contact information (including your team members)

I need 2 assignment done.
1st assignment need to be in it own word document and

I need 2 assignment done.
1st assignment need to be in it own word document and label 1st assignment. The manager of a restaurant has just received an income statement report comparing the establishment’s financial performance this year to last year’s performance. After reviewing the Excel workbook report below, answer the questions that follow to help the manager better understand the operation and its financial performance:
Week 7 Discussion.xlsx
Questions:
What was the difference between the operation’s food sales this year from the previous year?Does this mark an improvement or a decline?
What was the difference between the operation’s beverage sales this year from the previous year?Does this mark an improvement or a decline?
What was the difference between the operation’s total sales this year from the previous year?Does this mark an improvement or a decline?
Did the operation spend more or less for food when comparing this year’s expense to last year’s expense?By how much?
Did the operation spend more or less for beverages when comparing this year’s expense to last year’s expense?By how much?
What was the amount of increase in management costs this year compared to last year?
What was the amount of increase in staff costs this year compared to last year?
What was the amount of increase in total labor costs this year compared to last year?
In what area or areas were this year’s expense less than last year’s expense?
What was the amount of profit made in the establishment this year?What was the amount of profit made last year?
Why do you think the operation’s cost of sales food this year is higher than last year?
Why do you think the operation’s cost of sales beverage this year is lower than last year?
2nd assignment need to be in it own word document and label 2nd assignment You have been recently hired as general manager of a restaurant. It is September 1, and you must prepare the operating budget of this establishment for the first quarter of the upcoming calendar year and submit it to the corporate office. Since you have been at the operation for only a month or so, you must rely solely on historical data. You gather sales reports and records for the months of January through August of the current year.Using the data and the Excel budget worksheet provided below, prepare the operating budget for Lucky’s for the months of January through March of the upcoming year. Also, here is the information you determined from the most recent sales and costs records: Week 7 Assignment.xlsx
Sales are 10 percent higher than those of the same month during the previous year.
Food cost percentage is steady at 32 percent.
Fixed labor costs are steady at $9,000 per month.
Variable labor costs are 15 percent of sales.
Occupancy costs will remain steady at $2,000 per month.
Other controllable costs are expected to be $10,000 per month.
Marketing costs have been fixed at $1,000 per month.
For January, February, and March of last year, Lucky’s sales revenues were as follows:January: $60,000
February: $50,000
March: $55,000