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Organization Management in Hospitality Industry

Self-development and self-improvement literature dating back to five decades ago, unlike literature on the same from about two centuries back, has been found to provide solutions based on personality ethics and not character ethics. These solutions, as it turns out, have been unsustainable quick fixes, which peg success on public image and human interaction instead of helping to mold one’s character to include qualities such as courage, integrity, endurance, humility, hard work, and loyalty. The 7 Habits of Highly Effective People is a self-development book written by Stephen R. Covey, whose main aim is to re-instill in people the much ignored character ethics. It encourages the embodiment of principals of human effectiveness by cultivating, not just the personality ethic, but the character ethic as well.

The book intimates that habits, which are often unconscious, make up one’s character, and that excellence stems from habit and not a single deed. Effective habits are picked throughout one’s life, and by acquiring them, one builds a succeeding character [ CITATION Cov04 l 1033 ]. However changing one’s habits is not easy, and often one needs to be inspired by greater purpose and be ready to forgo current pleasures for future benefits.

The book goes on to list and describe the seven habits that are characteristic of highly effective people and categorizes them into two. Mastery of the first three habits, which propel an individual from dependence to independence, accountability and taking responsibility for one’s life, constitute a “private victory.” The next three habits cultivate interdependence and form the bearing for good relationships with others, and they make up the “public victory” [ CITATION Cov04 l 1033 ]. The final habit entails holistic renewal of an individual, and it is through it that the first six habits are possible.

The first three habits of effective people are: Being proactive, which means taking charge of and being responsible for self and having the recognition that one is responsible for making things happen; always having the end in mind from the start; and putting first things first, which entails managing time and striving to do the important things in life first before tackling those urgent but not necessarily important [ CITATION Cov04 l 1033 ].

Habits four through to six are: Seeking to be understood only after we have fully understood, through simply listening and being empathetic; having a win/win attitude, which translates to finding a way in which both parties gain from an interaction; and the habit of synergy, which entails tapping into one’s untapped power and unleashing one’s creative energy. The final habit of highly effective people is sharpening the saw, or simply renewing oneself physically, socially, mentally, and spiritually [ CITATION Cov04 l 1033 ].

Organization is a key function of effective management. In the hospitality industry, good organization management is key, and this is only possible if parties and stakeholders, employers and employees alike have the right attitudes and behaviours. The entire hospitality industry is hinged on customer satisfaction, which stems from production of quality goods and provision of quality services, and for businesses and organizations to succeed economically in the long term, they need to maintain organizational effectiveness [ CITATION Sol10 l 1033 ]. To enhance customer view of quality services, particularly in the industry, managers have to invest in increasing employees’ creativity, skills and knowledge [ CITATION Kar14 l 1033 ].

Habits of highly effective people make for highly effective management and staff in organizations and the entire hospitality industry as a whole. With a win/win mentality, for example, in defining a performance agreement between an employer and an employee, roles are well-defined and tasks efficiently done without any micro-management or interference from either party [ CITATION Cov04 l 1033 ].

Organizational effectiveness is also greatly influenced by the management style, which is simply defined as the overall approach adopted by a manager in exercising authority and dealing or interacting with people at work, all geared towards attaining the goals of the organization [ CITATION Nwa12 l 1033 ]. Any organization’s effectiveness is determined by factors such as co-ordination at the place of work, the extent of employees’ loyalty and commitment to the organization and the degree of co-operation among employees and between them and the management and society.

Organizational effectiveness, therefore, boils down to the highly effective habits aforementioned in this essay, which consequently contribute to good management in an organization, and the hospitality industry in general.


Covey, R. S. (2004). The 7 Habits of Highly Effective People. New York City: Simon & Schuster, Inc.

Karatepe, O. M., Baradarani, S., Olya, H. G., Ilkhanizadeh, S., & Raoofi, A. (2014). The Effects of High-Performance Work Practices on Critical Performance Outcomes: Evidence From the Hotel Industry. European Journal of Tourism, Hospitality, and Recreation, 5(3), 49-67.

Nwadukwe , U. C., & Timinepere, O. C. (2012). Management Styles and Organizational Effectiveness: An Appraisal of Private. American International Journal of Contemporary Research, 2(9), 7.

Solnet, D., Kandampully, J., & Kralj, A. (2010). Legends of Service Excellence: The Habits of Seven Highly Effective Hospitality Companies. Journal of Hospitality Marketing & Management, 19(8), 889-908.