Learning and Development in the Service Industry - Essay Example

Running head: learning and development Learning and development will be an integrative part of my career path. Introduction: Learning and development has to be a continuous phenomenon in order to grow in a chosen career and to accomplish one’s final goal. Learning and development in the service industry is inevitable, especially to become an effective hotel manager. The following discussion will explore various reasons for continuous learning and its importance in different aspects related to a manager’s career and job role. In this process, an attempt will be made to relate the need for continuous learning and development in career path of a manager, and how learning and development can be integrated into one’s career path before concluding with key points. Aiming to establish a successful career in the hospitality industry, as an effective hotel manager, is quite challenging considering multiple roles that one has to play in this industry and in the specified role. Hospitality industry, especially the hotel sector, provides numerous opportunities for growth besides a promising career. The hotel industry provides maximum scope for innovation and profit-making. Therefore, establishing a career in this sector also requires immense knowledge, experience and positive attitude, particularly in the hotel management sector. These requisites necessitate continuous learning and development, without which career in hotel industry can become stagnated, monotonous and even frustrating. In order to avoid these detrimental effects on career and life, continuous learning and development should be adopted as a means to grow and prosper. In order to be a successful hotel manager, key qualities such as excellent customer service, effective management of hotel operations, leadership, and administrative and logistics functions are of utmost importance. A hotel manager’s job role varies depending upon the type and size of hotel. A typical hotel manager will be responsible for operations, customer service, human resource management, and also performs administrative functions. Therefore, these skills have to be acquired before taking up a hotel manager’s role. Learning and development for building a good career begins with setting the right learning objectives. A bachelor’s or master’s degree in hotel management can provide basic knowledge required for managing hotel operations; but experience and on-the-job learning will add greater value to this knowledge and in performing various managerial functions. Training is seen as the most important aspect of job performance in the hotel industry. Walker and Miller (2009) outline three kinds of training in food and lodging operations for employees: job instruction, retraining and orientation. While job instruction and orientation help in aligning the candidate towards job role and the company/hotel, retraining helps in improving performance when the required job expectations are not being met. Retraining is a form of development practice that is being adopted across all service sectors. Moreover, upon receiving job instructions and orientation, performing a self-introspection will help in identifying the areas of improvement and the need for retraining can be assessed. One of the tools for self-introspection is critical self-reflection (Trehan & Rigg, 2005). According to Moon (2004), any reflective learning process will lead to outcomes such as improved knowledge and understanding; some action; process of critical review; personal and professional development; better decision-making abilities; unexpected or different perspectives and understanding; and clarification. Moon (2004) also points out that reflection should not be limited to the self, but can be extended to others or situations as well, which will help in identifying or gaining different perspectives. During reflective learning, it is important to keep in mind that the process of reflection should be unbiased, which further requires an open-minded approach to reflection. Moreover, it is also important to be able to differentiate between constructive learning and assumptions while introspecting or reflecting. Another very important means and scope of continuous learning lies in communication. Communication is a significant skill as well as process for effective management. As a skill, communication is required for the manager to set goals and get tasks accomplished; communication is required for coaching subordinates and providing effective feedback; communication is required for teambuilding and effective interpersonal relationships. As a process, communication is a medium to transfer ideas and information; inspire others; and to control and monitor performance. For a hotel manager, upward communication is also core part of the job. Hotel managers need to constantly communicate with their superiors for reporting performance and other issues; to know about executive strategies or business plans etc (Nebel & Ghei, 2010). Considering such a crucial role of communication in hotel manager’s role, effective communication skills are imperative. Moreover, as pointed out by Mallinson and Weiler (2000, cited Lucas, 2004), an understanding and knowledge about communication cues of different cultures would be an added advantage because a hotel manager will have to constantly interact with people from various cultures and communities. Communication cues might include body language, slang, gestures, attitude and behavior, all of which convey different meanings in different cultures. Sparks and Callan (1992, cited Saee, 2007) assert that the multiple elements involved in communication and its multiple roles in management necessitate continuous practicing at all levels and at all times. Saee (2007) also highlights Brownell’s research that concluded the effectiveness of communication in managerial functions, which further encourages information sharing and assists in providing clear messages to subordinates. A continuous learning and improvement in leadership and managerial skills is of utmost importance to deal with current business environment that is continuously changing and becoming highly competitive. Sessa and London (2006) point out various challenges for business leaders that necessitate continuous learning and development. Firstly, globalization has caused most of the businesses to become multicultural and multinational besides increasing the risk of uncertain economic climates. Therefore, a single type of management or leadership style cannot be termed as the best; and managers and leaders should be equipped with the knowledge and understanding of different styles in order to manage in different situations and different people. Moreover, businesses are weighed down by ambiguity all the time, which makes it very difficult to exercise control. Thirdly, changing circumstances and competition necessitate adoption of best and advanced technology for sustenance of the business, which requires constant upgradation of technical skills as well. Lastly, knowledge-based working is the current norm, which not only helps in business sustenance but also provides competitive edge to the workers and their organization. Developing critical knowledge related to management and business has to be an ongoing process and this knowledge, referred to as tacit knowledge by Sternberg et al., (1995), will be most useful and required to solve practical problems. In addition, continuous learning is also required to produce better performance outcomes for the manager and the team. Improved knowledge and skills will help in bringing about this improvement. Another important aspect of learning and development from a leader’s perspective is that of emotional intelligence, which will assist in self-development through self awareness and self management; both self-awareness and self-management have to be performed on a continuous basis in order to manage and lead better. Managing and leading involve activities such as developing others, influencing, communication, conflict and change management, change, reinforcing teamwork and promoting collaboration (Goleman, 2003). In short, developing emotional intelligence requires the individual to constantly introspect and reflect, observe, acquire knowledge and information through continuous learning (Jordan, 2004). Jordan (2004) concludes that emotional intelligence is an important requisite for leadership and change management. The key factors that significantly impact learning and development include individual’s attitude and personality, learning styles, organizational culture, organizational systems and technology, time and resources, support and motivation (Sambrook & Stewart, 2000). To address all of these factors is challenging and time-consuming; however, it is possible to address the individual-perspective factors such as motivation, personality, learning style and attitude through introspection and reflection; and also by adopting various learning approaches such as learning courses, training, learning by observation and reflection, and striving for continuous improvement in performance. Seeking constant feedback from external sources such as superiors, subordinates, performance outcomes can be largely helpful. Finally, this discussion may be concluded with the statement that learning and development is an integrated part of career development. Learning cannot and should not end with completion of education, but should continue throughout one’s working career in order to continuously improve and perform better. Moreover, on-the-job learning experiences are more effective in practical situations, which keep changing with time. The most important tool in learning during career development is self-reflection and introspection, which will help in being focused and intrinsically motivated to learn and improve. A constant effort to develop emotional intelligence will assist in continuous learning and development through improved self-awareness and self-management. The above discussion highlights two important requisites for effective management in hotel industry: communication and leadership. In the hospitality industry, communication and leadership need continuous learning and development for effective management in contemporary business environment that is constantly changing and is being flooded with competition, economic fluctuations and changing expectations. Organizational climate conducive to learning and improvement will be greatly effective in facilitating continuous learning and development. Such a climate supported by resources, technology, and leadership can add great value to learning and career development. References Goleman, D. (2003). “An EI-Based Theory of Performance.” In Cherniss, C and Goleman, D (Eds.) The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organization. CA: Jossey-Bass. Pp: 27-45 Jordan, P.J (2004). “Dealing with Organisational Change: Can Emotional Intelligence Enhance Organisational Learning?” International Journal of Organisational Behaviour, 8 (1), 456-471 Lucas, R. (2004). Employment Relations in the Hospitality And Tourism Industries. London: Routledge. pp: 84-110. Moon, J.A. (2004). A handbook of reflective and experiential learning [electronic resource]: theory and practice. New York: RoutledgeFalmer. Nebel, E.C and Ghei, A. (2010). “A Conceptual Framework of the Hotel General Manager’s Job.” In O’Fallon, M.J and Rutherford, D.G. (Eds.) Hotel Management and Operations. 5th ed. New Jersey: John Wiley & Sons. pp: 91-99. Saee, J. (2007). Managerial Competence within the Tourism and Hospitality Service Industries: Global Cultural Contextual Analysis. Oxon: Routledge. Sambrook, S. and Stewart, J. (2000) “Factors Influencing Learning in European Learning Oriented Organisations: Issues for Management.” Journal of European Industrial Training, 24(2), 209-219 Sessa, V.I and London, M. (2006). Continuous Learning in Organizations: Individual, Group, And Organizational Perspectives. New Jersey: Lawrence Erlbaum Associates, Inc. pp:1-16. Sternberg, R.J, Wagner, R.K, Williams, W.M and Horvath, J.A. (1995). “Testing Common Sense.” American Psychologist, 50 (11), pp: 912-927. Trehan, K and Rigg, C. (2005). “Beware the Unbottled Genie: Unspoken Aspects of Critical Self- reflection.” In Elliott, C and Turnbull, S (Eds.) Critical Thinking in Human Resource Development. New York: Routledge. pp:11-25. Walker, J.R and Miller, J.E. (2009). Supervision in the Hospitality Industry: Leading Human Resources. 6Th ed. New Jersey: John Wiley and Sons. Read More