Evaluation of Interpersonal Communication on Managerial in Hotels - Case Study Example

 Interpersonal Communication Table of Contents 1. Section 1: Overview of interpersonal communication_____________________3 1.1: Factors affecting interpersonal communication_______________________4 1. 2: Key theories that underpin interpersonal communication_______________4 2. Section 2: Evaluation of Interpersonal Communication on Managerial Effectiveness in Hotels ______________________________________________5 3. Section 3: Conversations_________________________________________________7 3.1 Conversation 1___________________________________________________7 3.2 Conversation 2___________________________________________________8 4. References_____________________________________________________________11 Section 1: Overview of Interpersonal Communication Interpersonal communication is the exchange of information among 2 or more people on a face-to-face basis. This only occurs through non-verbal and verbal means. Unlike other types of communication whereby the message is the most important element, interpersonal communication is more in-depth and focuses on how the message is conveyed on a linear, interactional and transactional basis (Bacon, 2011). The words that an individual is speaking must conform to their gestures, body language and their facial expressions. Communication occurs through these forms of behavior even though it can occur unintentionally. There are certain elements that are common to interpersonal communication, and these include the communicators, the message to be conveyed, feedback, context and the channel (Chung, 2000). The communicators refer to the actual people who are involved in communication (sender/receiver). The least number of people involved in inter-personal communication should be two. For the communication to be effective, it should not be left to one person to do all the talking and sending of messages while the other person just listens. It should revolve around both parties sending messages and giving feedback (Dodd, 2008). The message as an element of communication refers to the information conveyed between two or more individuals. It does not have to be verbal but also includes other forms of body movement and gestures such as expressions of the face and varying tones of voice. Body movement is crucial as it enables an individual to know the emotions that accompany the information passed on (Daly, 2010). The result is that the other party is encouraged to proceed with the communication process. Noise refers to anything that disrupts the message conveyed during interpersonal communication. These factors range from physical noises such as a passing motor vehicle within the motor industry to non-physical factors such as the use of difficult terms for example a particular jargon, disinterest from one of the parties and cultural differences between the communicators (Tewari, 2009). The effect of this is lack of effective communication, as the intended information does not reach the receiving party as expected. Feedback is an important aspect of interpersonal communication as it is an expression of the reception of the message. The type of feedback, be it negative or positive, can vary from verbal statements by the listener to changes in their facial expression. One can simply look at the change in posture to predict how the information has been received. Based on this, the message can be repeated to enhance its reception. The recipient might require further analysis and clarification; based on the type of feedback they give (Trenholm & Jensen, 2008). Any communication is affected by certain environmental factors; these are the context in which communication occurs. These can vary from the context of the location or social context that deals with the roles and status of participants. Emotions and expectations also play an important role in facilitating communication. In the interactive model of communication, each element operates in conjunction with other elements, for instance the message and the speaker’s emotions (Pease, 2007). 1.1 Factors Affecting interpersonal communication Effective communication occurs when the intended message is passed to the recipient and has the desired effect. However, there are factors that may enhance or impede this process. One of the main factors affecting communication is the attitude of the participants (Keltner, 2003). In some cases, one of the parties has a negative attitude towards the other. In such a case, there will be limited emphasis to pass the key points and the message not delivered. To ensure effective communication, both parties must have the same goals and must be open to receiving information from each other without any biases. The use of visual aids is important in enhancing communication. It involves the use of charts and graphs while making verbal statements (Pease, 2007). This form of communication mainly occurs when making business presentations as they offer a higher degree of clarity than when using words alone (Clifton, 2012). Another area it is used is by students while giving academic presentations in class or to their tutors. 1.2 Key theories that underpin interpersonal communication Social penetration theory can be described as interpersonal communication between various individuals (Forrest, 1990).This theory focuses on building closer relationships between people based on effective use of interpersonal communication. Based on this, closeness of relations can change from superficial to intimate, depending on the intentions (Forrest, 1990). The closeness that arises develops due to self-disclosure between the parties involves. However, it can vary due to certain secondary factors such as satisfaction, rewards or benefits, costs or vulnerability and security. Self-disclosure involves the speaker sharing personal information with another person so that they can understand him or her. Section 2: Evaluation of Interpersonal Communication on Managerial Effectiveness in Hotels In hotels, managers have an important role to play in promoting the business and increasing occupancy. It is their duty to coordinate with junior workers and other members of the subordinate staff to ensure that the goals of the organization are met within the required period (Bettencourt & Gwinner, 1996). It means that there has to be communication on a constant basis between them and staff members to establish the progress made or any challenges they face. Positive interpersonal communication between managers and staff members has a positive influence on the performance of any organization in the hospitality industry. Hotels have to take this much more seriously because they offer a number of services, bed and meals, to their clients. Communication does not occur when a customer interacts with the staff or the manager but starts when the guest arrives at the hotel. If a manager has passed down the expectations of the organization to the employees, they will ensure that guests are given exceptional treatment from the time they arrive at the door (Chung, 2000). Such treatment makes customers feel welcome at the establishment and enhances their loyalty. The direct impact of this is repeat clients and guaranteed profitability for the hotel. According to research by Testa (2012), there are various things that a manager can use to increase motivation among employees. Among these is employee contribution and feedback. Employees should be allowed to take part in decision-making within the hotel facility. They are at the front line of interacting with customers and are usually the first witnesses when it comes to customer reactions. As such, they have the experience to know which reactions mean positive feedback from their clients. When they are included as part of the decision making team, they feel appreciated by the management and will strive to uphold the values that they have helped develop. Communication between the manager and other staff members should not only through be verbal means. It should include non-verbal gestures beginning from the moment they meet their fellow employees. They should be warm and courteous towards them; they should greet them and always show a willingness to help. In a research that was carried out, several managers were evaluated based on their attitudes and the performance of their hotels. On manager was strict to his employees and rarely gave them an opportunity to air their views. He was intolerant and never considered their opinion concerning the operations of the hotel. As expected, the hotel was performing poorly and there were very few guests booked at the hotel. The staff was distant and cold with little courtesy to the guests (Rutherford, 1995). The result was no return guests at all, and there was negative publicity going round about the hotel. It was established that staff attitude to their work could be matched to the attitude of their managers towards them. In the second case study, the manager was much friendlier to his employees. Not only did he engage them in talks about the hotel operations, he was also concerned about their personal lives. On many occasions, he took time to interact with staff and guests and even performed some staff duties such as serving guests and booking them in. The result was that workers looked up to him and were always striving to improve their efficiency (Testa, 2012). Once a month, he passed a questionnaire and employees had to fill in a potential candidate for the employee of the month. This individual was awarded an extra off day to relax. In this establishment, the employees are well motivated by the attitude of the manager. The manager realizes that staff are the main resource to the company and should be treated with high standards of respect. When staffs are happy, there is a guarantee that so will be their guests. In comparison, the sales for the second hotel were higher than the first hotel. It also had a higher rate of repeat clients and on many occasions the hotel was booked to capacity. Interpersonal communication has a direct impact on the psychology of the participants. When managers show empathy to their workers, the workers in turn feel obligated to do the same in their duties (Haywood, 1989). The relationship between the employees and the managers play a big role in determining the relationship that the employees will have with their guests. In cases where a manager is friendly to the employees, it has a positive influence on them, and they are guaranteed to pass on the same to their customers. When guests walk into the hotel, and the employees are highly motivated, their interpersonal relationship will be positive. They will be welcomed with smiles; the front office attendants will show concerns to them and will inquire about their welfare. All this is done in an attempt to make the guests feel at home, it eventually leads them to develop an emotional attachment with the hotel and promotes a commercial relationship between them and the staff members. However, when managers do not motivate their employees, they lack the internal desire to work. This is seen in the treatment that they give to the guests which is usually a cold reception. Perhaps not the best way the end this section Section 3: Conversations 3.1 Conversation 1 Samantha knocks on Simon’s door Simon: Come in Samantha: Thank you Simon: You look tired, how may I help you? Samantha: Am having a busy day at the front office, thanks for your concern. I came to ask if I could get the Friday off. Simon sighs heavily and leans back in his seat. He appears distraught Simon: At this time, we are very busy and I do not think it would be possible to give you the night off. The general manager is on our case and I need all my best employees at this time. You should have stated your request earlier when the roster was being written. Samantha takes a deep breath Samantha: I am sorry, it was unexpected. My mother is flying into town for a quick visit and I have not seen her for a long time. It would mean a lot to me to be able to spend some quality time with her. Furthermore, in the two years I have been here, I have never asked for any time off. This is important to me and I would appreciate it a lot. In the mean time, I have found someone who is willing to cover my shift. Simon appears calm and asks in a gentle voice Simon: Who would that be? Samantha: Brendan Simon turns his head away and looks at the computer screen Simon: I do not like Brendan’s attitude towards his work. He never upsells and usually arrives late. Unlike you, he is at times unreliable and seems to have unending personal problems. Given that on Friday we have 350 guests arriving, it would be best to have my best team around who can take control of the situation and deliver the best service to our guests. I really need you in this. Samantha bites her lip and then takes another deep breath. Samantha: Please Simon; this is important to me. I have been doing my best to help as much as I can recently. I have worked diligently for eight weeks straight which have alternated between night shifts followed by morning shifts and some split shifts too. I would appreciate this favor in return. Then I would be happy to keep putting in the hard yards for you. Simon: I appreciate the hard work you have put in for the last eight weeks and the dedication you have shown in your duties. Your performance has been exemplary and other employees should emulate your actions. Based on that, I am willing to grant your request but on one condition? Samantha has a confused look on her face Samantha: What is that? Simon: If you can guarantee me that, you will have a talk with Brendan and ensure he will arrive on time and give 110% in his duties. Can I count on you to do that? Samantha is smiling and has a relieved expression on her face. Samantha: Sure, I will, and thank you, I appreciate it. This means so much to me. Simon: You are welcome. Enjoy your Friday and say hi to your mother for me. Samantha leaves the office looking joyful and Simon continues typing his email. 3.2 Conversation 2 Mr. Tomson slumps on the front Desk Counter, looking tired, disheveled and annoyed. Samantha: Hello, welcome to our hotel. Sorry for the long wait, do you have a reservation? Can I have your name and profession please? Samantha looks at Mr. Tomson secretly and thinks he appears to be of Indian descent. She remembers an incident from the week before with an Indian man who was very rude and arrogant when he was making an inquiry to hold a function at the hotel. This ought to make a difference in the manner in which she interacts with him. Mr. Tomson: yes, my name is Tomson. Samantha: (smiling and speaking politely)Thank you. Give me a minute to confirm your reservation. Samantha begins checking for his reservation in the PMS. She cannot see the reservation initially so she spends a bit more time checking again. When she does not find it, she looks up to the client and states: Samantha: Sorry sir it appears we do not have a reservation for Thompson. Mr. Tomson: My assistant made the booking over two weeks ago. I also received a confirmation email. Samantha looks him in the eye and says: I have been keen to check twice sir, and it seems to be missing. Mr. Tomson: I have had a very long flight; I just want to get to my room. Perhaps you could check again. Samantha senses the desperation in his voice and wants to help him out as soon as possible. She turns to her computer and as she checks once more she says: Samantha: Most certainly, let me check once more. This time Mr. Tomson sighs heavily. Samantha senses that he is starting to get annoyed with her which makes her want to clear this issue as fast as possible. Mr. Tomson: No, I did not think it necessary. Please check again. Tomson is spelt T-O-M-S-O-N. Samantha: (Nodding hear head with a smile on her face) oh, there lies our problem. I was using the more familiar spelling with a H. Let us see. Yes, we do have your reservation (looks at the guest details in the system and notices he is a regular guest) sorry for the brief confusion and welcome back to our hotel. Mr. Tomson: Good I really need to have a shower and something to eat. I do not think I can handle any more delays. Samantha: I sincerely apologize for that, it will not happen again. Kindly provide me with a credit card; it will assist me to get you your room security deposit. Also be so kind as to sign this registration card. Mr. Tomson complies with Samantha’s request and she checks him into room 2106 and provides him with a room key. Samantha: (While smiling at Mr. Tomson) once more welcome to our hotel and wish you a lovely stay. I will have a porters assist you to your room. References Bacon, T. (2011). The elements of power lessons on leadership and influence. New York: AMACOM American Management Association. Bettencourt, L., & Gwinner, K. (1996). Customisisation of the service experience: The role of the frontline employee. Journal of Services Industry Management. Chung, K. (2000). Hotel management curriculum reform based on required competencies of hotel employees and career success in the hotel industry. Tourism Management. Clifton, D. (2012). Hospitality security: Managing security in today's hotel, lodging, entertainment, and tourism environment. Boca Raton, FL: CRC Press. Dodd, C. (2008). Dynamics of intercultural communication (5th ed.). Boston: McGraw-Hill. Daly, J. (2010). Interpersonal communication. London: SAGE. Forrest, L. (1990). Training for the hospitality industry (2nd ed.). East Lansing, Mich.: Educational Institute of the American Hotel & Motel Association. Haywood, K. (1989). Managing Word of Mouth Communication. Journal of Services Marketing. Keltner, J. (2003). Elements of interpersonal communication. Belmont, Calif.: Wadsworth Pub. Pease, W. (2007). Information and communication technologies in support of the tourism industry. Hershey, PA: Idea Group Pub. Rutherford, D. (1995). Hotel management and operations (2nd ed.). New York: Van Nostrand Reinhold. Testa, M. (2012). Service-leadership competencies for hospitality and tourism management. International Journal of Hospitality Management, 11-19. Tewari, J. (2009). Hotel front office: Operations and management. New Dehli: Oxford University Press. Transformational leadership or effective managerial practices? (1998). Group & Organisational Management, 3. Trenholm, S., & Jensen, A. (2008). Interpersonal communication (6th ed.). New York: Oxford University Press. Read More