Being Inspirational and Accommodative
Discuss about the Values in Tourism Higher Education.
There have been a lot of changes in the CVF spider web since the first survey. This is mainly because my beliefs about the qualities of those in leadership have changed with time especially after undertaking this unit. Several encounters in my personal life have also influenced my view of leadership and management. In my everyday life, I have observed that people fail to live up to their potential mainly because they lack someone to inspire and believe in them. When I was younger, I had a liking for music. However, my peers were not kind once I tried to perform in front of them. Some even made and ridiculed my efforts. Similarly, employees are likely to perform below the set standards unless they receive support from the upper levels of management. A manager in the tourism and hospitality management should be inspiring and should believe in his or her employees since this tends to boost the motivation of the workforce (Gursoy, Maier, and Chi, 2008). I am of the opinion that managers should be able to strike a balance between being authoritative and more accommodative in their management roles. According to (Quinn, Bright, Faerman, Thompson, and McGrath, 2014), being authoritative helps the manager become more efficient in the monitoring of employee’s progress in their duties. Being accommodative on the other hand enables the employees to be more adventurous and consequently more innovative. An accommodative leader thus acts as a facilitator in the daily running of affairs in an organization (Laws, 2010). Managers should, therefore, act as facilitators of ideas for the organization to generate fresh ideas which are essential for survival in the hospitality and tourism sector.
Interaction with the management team learners also reinforced my thinking about leaders being more caring and empathetic in their interaction with the rest of the workforce. Being empathetic and more attentive to people fosters a good working environment and consequently increases productivity within the organization (Zak, 2018, p.45). In my interaction with the community, I observed that everyone is capable of coming up with good ideas if they are given enough time and treated humanely. This is because the feeling of appreciation tends to boost staff morale which translates to productivity in the organization.
In the journal the strategic management of healthcare organizations by (Ginter, 2018), tourism and hospitality is described as a service sector, where the manager’s role as a producer become is limited. This is because the employees are the ones charged with the delivery of services hence the managers are limited to a supervisory role within the organization. From my interaction with the management team learners, I realized that managers should embrace their role as coordinators by conducting discussions with the groups in conflict. Additionally, the managers in the tourism and hospitality sector can also facilitate coordination by building consensus within the workforce (Jennings, 2015).Building consensus ensures that the workforce operates from the same page thus ease of coordination (Davis, Lockwood, Alcott, and Pantelidis, 2018).
Interaction with the Management Team Learners
There are various areas of the CVF which require improvement. For instance, the CVF spider web is low in the broker as well as innovator role. In as much as it is the employees’ role to come up with new ideas, it would be very helpful if the manager would chip in with some ideas as this would increase the diversity. Additionally, the organization would benefit more if the manager would innovative since he or she would be able to make maximum use of the confidential information at his or her disposal (OKUMUS, 2010). For instance, the organization manager maybe the only one with access to confidential financial information concerning the organization. The manager should thus have the ability to use this information without having to consult with employees below the clearance level. The monitor role also requires improvement as it is one of the major tasks performed by a manager. Better monitoring would ensure that the manager is up to date with the progress of the workforce. Monitoring is also complementary to roles such as mentorship and coordination. Through monitoring, the manager is able to observe the employees that require more help in the discharge of their duties and help them accordingly. The manager is also likely to detect areas that lack coordination and act accordingly to ensure harmony between the various departments within the organization or branches of an organization (Liburd, Mihali?, & Guia, 2018).For instance, the manager may notice that the ideas on the diversification of products by adoption of sports and cultural tourism may be progressing well in a majority of the branches with the exception of a few. Such disparities can be noted and corrected only if he or she is good at monitoring.
As a manager, I would employ an inspirational and democratic role in the management of organizational affairs in the tourism and hospitality setting. Under my management, employees would feel free to generate their own ideas as this would make them more passionate in the discharge of their duties. I would also embrace an innovative role as this would help me better understand the various ideas generated by those under my supervision.
The competing values identified by the community of management team learner’s do not necessarily defer from those listed by Quinn’s competitive values framework leadership roles. The mentor and facilitator roles mainly deal with the human resource interaction within the organization setting. Managers in the tourism and hospitality management sectors are expected to treat all individuals in a humane and caring way. According to the community of team management learners, the mentor and facilitator roles if done correctly can lead to the cohesion and increased motivation of the staff thus leading to human resource development. The roles of innovation and brokering, on the other hand, are classified under the open system model. Innovation includes the creation of fresh ideas within the organization. An innovative manager is expected to motivate the workforce to come up with new ideas that will generate more income and generate profits. For instance, the manager may suggest that the employees identify new potential products that may boost tourism. For instance, the organization can venture into sports and cultural tourism when other firms are more concerned about wildlife as the tourist attractions. Innovation can also help the organization come up with new ideas to help promote its product. Innovative ideas are thus essential as they help an organization gain a competitive advantage over the other firms in the industry.
Areas for Improvement in the CVF Spider Web
Brokering essentially entails the ability to arrange and negotiate agreements on behalf of another party. The fact that an organization requires finances and support from other institutions makes brokering a must-have tool for a manager. A tourism and hospitality manager should have an eye for deals that will benefit the organization which he or she represents (Isaac, 2008). For instance, a sponsorship deal with a multinational travel agency would enhance the reputation of the organization on a global scale. A manager should thus be able to spot and take advantage of such opportunities. The main paradoxical views expressed by the team of leaners on management include the need to provide the best services while maximizing the profits at the same time. Additionally, the manager may find it difficult to empower the employees to act at their discretion and maintain coordination at the same time (Zak, P.J., 2018).For instance, the manager may give the employees the freedom to come up with new ways through which the company can diversify its services in tourism and hospitality. The employees may thus concentrate on their own ideas and may forget to consult each other making it difficult to implement the ideas. It is thus vital for the management to strike a balance between such issues so as to deal with the paradoxes that may arise.
The elements identified by the team management learners are essential to the function of management within tourism and hospitality as well as in other fields such as event management and business organization. For instance, the identification of paradoxes such as employee freedom and discipline is likely to increase the profitability of the firm since the workforce will able to generate viable ideas without operating outside the organization’s rules and policies. Additionally, brokering will be able to secure the partnerships which will be vital for growth of the firm.
References
Alatorre, M. M. (2015). Revenue Management for Hospitality and Tourism. Tourism Management, 49, 42. doi:10.1016/j.tourman.2015.02.010
Benson J. (2018) Becoming an Effective Global Manager. (2016). doi:10.4135/9781473980655
Davis, B., Lockwood, A., Alcott, P. and Pantelidis, I.S., 2018. Food and beverage management. Routledge.
Dodds, R. (2013). Responsible Hospitality. Tourism Management, 35, 288-289. doi:10.1016/j.tourman.2012.09.006
Gursoy, D., Maier, T.A. and Chi, C.G., 2008. Generational differences: An examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, 27(3), pp.448-458.
Isaac, R. K. (2008). Master of Arts in Pilgrimage and Tourism. Tourism and Hospitality Planning & Development, 5(1), 73-76. doi:10.1080/14790530801936528
Jennings, G. (2015). Contextualizing Learning: Becoming A Tourism and Hospitality Professional. Journal of Business on Hospitality and Tourism, 1(1), 9. doi:10.22334/jbhost.v1i1.30
Laws, E. (2010). The management of tourism and hospitality organizations. Improving tourism and hospitality services, 158-177. doi:10.1079/9780851999951.0158
Liburd, Mihali?, & Guia, (2018). Values in tourism higher education: The European master in tourism management. Journal of Hospitality, Leisure, Sport & Tourism Education, 22, 100-104. doi:10.1016/j.jhlste.2017.09.003
OKUMUS, F. (2010). Strategic Management in Hospitality and Tourism. Strategic Management for Hospitality and Tourism, 19-38. doi:10.1016/b978-0-7506-6522-3.00002-x
Quinn, R.E., Bright, D., Faerman, S.R., Thompson, M.P. and McGrath, M.R., 2014. Becoming a master manager: A competing values approach. John Wiley & Sons.
Zak, P.J., 2018. The neuroscience of high-trust organizations. Consulting Psychology Journal: Practice and Research, 70(1), p.45.
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