What Role Does the Hospitality Industry Play in Supporting the Economic Stability of Manchester - Term Paper Example

HOSPITALITY IN THE UK al Affiliation) The hospitality industry in the United Kingdom remains to be a major employer as the industry offers a wide range of professional vacancies. The width of the food and tourism services spans over a large economic area, making the hospitality industry to suffer certain fluctuations in the economic stability that peer industries often evade. Just like around the entire world (Buck & Conrady, 2011), the United Kingdom hospitality industry is a major service sector in the economic review. Other than the accommodation and entertainment divisions, the hospitality industry also relies on the tourism industry for support on commercial performance. These activities include travel agencies and airline cabin staffing (Robinson, Lück & Smith, 2013). With the rapid advancements in technology, the United Kingdom hospitality industry is rapidly growing, with the incorporation of Information Technology in the operations of mainstream industrial activities. Consequently, the Manchester Hospitality industry is amongst the largest hospitality market in the United Kingdom. Statistics (Afifi, 2013) indicate that the city is the third most visited in the United Kingdom after Edinburg in Scotland and London in England. Due to this influx of visitors and tourists, the city’s hospitality industry is growing every year, contributing positively to the regional economic growth and stability. Consequentially, the city of Manchester has a variety of cultural attraction sites, with a large number of renowned international sports facilities (Perreault, 2005). These attractions form a strong vacation market for the city, making it a desirable tourist destination. These sites also boost the need for investments into the hospitality industry. The Manchester city also holds an international airport, which serves approximately 42million flight passengers every year (Byrne, 2013). The growth of the city has boosted the number of international arrivals into the city, further amplifying the reason why the hospitality industry in the city continues to grow amid international tensions. The economic impacts of the hospitality industry in the city are direct, indirect and induced. The direct impact includes the activity and employment offered by the industry to the regional residents (Lee, 2013). The indirect impacts, on the other hand, are the effects that the industry creates due to the support from other industries and the supply chain. In addition to the two impacts, the induced economic effects are the benefits that accrue from the beneficiaries of the direct and indirect impacts. The direct impact of the hospitality industry to the city of Manchester includes the employment of the local residents in the established accommodation and entertainment spots. Some establishments pay taxes to the local government, with the employees obliged to pay taxes as well (Wight, 2013). In addition to this, the city’s hospitality industry supports 77,000 jobs. This is a relatively large number of employment opportunities, with the exclusions of the contract catering, in-house catering, and event management services. The trend in the growth of the Manchester hospitality industry reflects the direct economic advantage that the industry has on sustaining the city’s economic balance (Spracklen, 2014). The hospitality industry contributes at least an average 4% on the UK turnover, estimated at 90 billion euros. This turnover explains the economic significance of this industry to the UK. This statistic is seven times more than the turnover realised if the fishing, forestry and agricultural turnovers combine. Despite this, the share that the hospitality industry commands is lower than the employment share, because of the below average productivity of the sector. Furthermore, the industry employs the largest number of part time workers (Lashley, 2011), with certain occupational roles being low skilled in nature. This productivity of the industry is 60% of the average stipulation in the major economic industries. The gross tax relief that the hospitality industry provides in the UK expands every year with the growth of the industry. This industry contributes approximately 40billion annually to the exchequer, representing 6.2% of the total revenue (Tribe, 2009). The VAT on sales represent a third of the hospitality tax contributions. The majority originates from the corporation tax, excise duty, indirect tax contributions, National insurance contributions and the income tax. The hospitality industry in the United Kingdom also contributes to the foreign exchange earning accruing from the export earnings. The industry contributes an average of 7 Billion Euros of the total earnings from exports, which translate to 1.8% of the United Kingdom export earnings (Yap & Kenyon, 2010). The availability of an international airport in Manchester aided the growth of export earnings. The Manchester hospitality sector is diverse. Regardless of the diverse nature of this market, the majority of the businesses are restaurants and bars. The boost in the number of hotels increases the number of employment (Houran, Lange & Kefgen, 2012). The higher closure rates in Manchester attract more entrepreneurs to venture in the city. A majority of these hotel establishments are in the local authority where a bulk of the businesses and employees are situated. PART B Personal development is a process in which an individual improves his/ her effectiveness and ability by expanding his/ her skills, interests, and knowledge. Through the degree course, I aim at improving my skills and develop my knowledge to guide my ambition of becoming an expert in my field of study, the international hospitality (Spilsbury, 2011). This plan is important in the realization of goals, as there are actions and skills within the plan that raise my self-evaluation. Through this, I am able to determine the impact that the core skills have instilled in me. The skills that are necessary in my individual development plan include the teamwork, reading and critical thinking skills, resource finding and referencing skills, the essay writing skills, personal skills audit as well as an analysis of my SMART goals and the action plans. The rapid changes in the consumer behaviours in the hospitality industry brings with it radical transformation in the leadership of the businesses in this industry (Baum, 2012). This calls for strategic planning, to help eliminate the incompetence that accompanies the industry. All these efforts aim at maintaining a firm’s reputation, survival and prosperity. This will require strict decision-making tendencies, with the main aim of strengthening the confidence in the stakeholders. Teamwork plays an integral role in the hospitality industry. I have learnt that through teamwork, the hospitality and tourism sectors incorporate a sense of trust, security and loyalty to both the employees and employers (Goodall & Ashworth, 2013). The absence of teamwork lowers the morale of both parties, which is a recipe for poor productivity levels. Through these teamwork programs, I am able to implement my duties promptly, while maintaining the morale of my fellow teammates in the process of achieving the goals of our objectives. Besides, it is only with teamwork that we can eliminate the poor management styles and incorporate newer styles that are more effective and production oriented (Atkinson & Brander Brown, 2001). I have learnt that critical thinking is indeed a higher level of skill that determines my ability to give an intellectual approach to the tasks offered to me (Mok, Sparks & Kadampully, 2013). Through the skills that reading and critical thinking equips me, I am at ease to describe the evidences that back the basis of my assignments and research. In this manner, my explanation of matters concerning International hospitality goes beyond the simple definition of the matters. Instead, I further focus on the strengths and weaknesses of my arguments, to portray a non-partisan and liberal thinking style (Fennell & Malloy, 2007). Apart from that, the reading skills equip me with the ability to effectively select which information is relevant to my area of study. It is crucial to have references for all the information sources that support my arguments; the major push behind genuine referencing ideas that are relevant in my field of study (Jung, Ineson & Green, 2013). Through the lessons, I have developed the ability to master the topic tips required in referencing, as this helps in the authentication of the originality of my research. Besides, the effectiveness of building new ideas or solving problems that are persistent in the industry requires wider studies. With this information, I am able to find the original resources that form the basis of my study. Amongst the research, resource centres that I apply include libraries, online websites, and the citation platforms. In addition to the referencing and resource finding skills, the need to master essay writing skills is important for my productivity in the hospitality industry (Lee, 2012). In writing essays, I have learnt that the research of the matters I should discuss is crucial in determining the relevance of my entire essay. By use of relevant journals, links and books, I acquire the relevant information before getting into the writing stage. In essays, the main body of the essay follows the introduction. It is in this part that I focus on my rational argument before giving a conclusion of my essay. The use of simple language in the international hospitality is important, as the diversity of the international field is catalyzed by the choice of linguistic simplicity (Guillet, 2011). Besides, essay-writing skills enable me to explore the wide varieties of books at my disposal, with necessary critique and credit. This way, I build a sense of honesty and open mindedness in my approach towards employment in the industry. A personal skills audit analysis is essential for my development in the international hospitality course (Chen, 2014). This is because of the planning method allows me to realize and effectively contain my weaknesses and threats. Through this plan, am able to identify my strengths and take full advantage of them when the opportunity arises. The personal audit exercise equips me with the necessary skills that are necessary in the growth of my leadership and managerial skills (Laws, Prideaux & Chon, 2007). In addition to these skills, the personal audit builds on my communication and planning prowess, taking into consideration my anger and stress management options. With the skills incorporated from the personal audit, I am able to mange time effectively, hence making me a good decision maker with the suitable qualifications in my industry. SMART goals refer to Specific, Measurable, Achievable, Realistic and Timely goals (Tsiotsou & Goldsmith, 2012). These goals are an inspiration to my career path in the University. These are the stipulations that will transform my ideas into reality, therefore, summarize my future performance expectations. My specific aim is to learn how to increase sales while cutting the operational costs. My measure is to learn how to save a certain amount of money in my industry (Anderson & Xie, 2010). These goals are attainable as they rely on my probability of success in the degree. Besides, the practicability of these goals makes them realistic to my environment of study. The period of my goals span over the amount of time, it takes to complete my degree program. References Afifi, G. 2013. A Survey of Doctoral Theses Accepted by Universities in the United Kingdom and Ireland for Studies Related to Tourism, 2000–2009. Journal of Hospitality & Tourism Education, 25(1), pp.29-39. Anderson, C. and Xie, X. 2011. Improving Hospitality Industry Sales: Twenty-Five Years of Revenue Management. Cornell Hospitality Quarterly, 51(1), pp.53-67. Atkinson, H. and Brander Brown, J. 2001. Rethinking performance measures: assessing progress in UK hotels. Int J Contemp Hospitality Mngt, 13(3), pp.128-136. Baum, T. 2012. Migrant workers in the international hotel industry. Geneva: ILO. Buck, M. and Conrady, R. 2011. Trends and issues in global tourism. Heidelberg: Springer. Byrne, E. 2013. Trick questions: cosmopolitan hospitality. OAJ, (1). Chen, J. 2014. Advances in hospitality and leisure.. United Kingdom: Emerald. Fennell, D. and Malloy, D. 2007. Codes of ethics in tourism. Clevedon, UK: Channel View Publications. Goodall, B. and Ashworth, G. 2013. Marketing in the tourism industry. Hoboken: Taylor and Francis. Guillet, B. 2011. Revenue Management for the Hospitality Industry. The Journal of Hospitality Financial Management, 19(1), pp.123-125. Houran, J., Lange, R. and Kefgen, K. 2012. Industry Trends: Fascinating Rhythms in the Career Paths of Hospitality Executives. Cornell Hospitality Quarterly, 54(1), pp.6-9. Jung, T., Ineson, E. and Green, E. 2013. Online social networking: Relationship marketing in UK hotels. Journal of Marketing Management, 29(3-4), pp.393-420. Lashley, C. 2011. Insights Into Employing Students in Hospitality Operations: A Study in Nottingham, United Kingdom. Journal of Hospitality and Tourism Management, 18(1), pp.18-25. Laws, E., Prideaux, B. and Chon, K. 2007. Crisis management in tourism. Wallingford, UK: CABI Pub. Lee, C. 2012. Have Magic, Will Travel: Tourism and Harry Potters United (Magical) Kingdom. Tourist Studies. Lee, L. 2013. Hospitality Industry Web-Based Self-Service Technology Adoption Model: A Cross-Cultural Perspective. Journal of Hospitality & Tourism Research. Mok, C., Sparks, B. and Kadampully, J.2013. Service Quality Management in Hospitality Tourism and Leisure. Hoboken: Taylor and Francis. Perreault, R. 2005. Manchester. Charleston, SC: Arcadia. Robinson, P., Lück, M. and Smith, S. 2013. Tourism. Wallingford, Oxfordshire: CABI. Spilsbury, R. 2011. Tourism industry. New York: Rosen Central. Spracklen, K. 2014. Leisure studies education: Historical trends and pedagogical futures in the United Kingdom and beyond. Journal of Hospitality, Leisure, Sport & Tourism Education, 15, pp.20-23. Tribe, J. 2009. Philosophical issues in tourism. Bristol, UK: Channel View Publications. Tsiotsou, R. and Goldsmith, R. 2012. Strategic marketing in tourism services. Bingley, UK: Emerald Group Pub. Ltd. Wight, A. 2013. Identifying best practice in national tourism organisations: Lessons for the United Kingdom. Journal of Vacation Marketing, 19(2), pp.133-148. YAP, Y. and KENYON, A. 2010. Significant website attributes in the uk hotel industry: an exploratory study. International Journal of Management Cases, 12(2), pp.582-594. Read More