Professional Development
the graduates to be adept in
- refers to all training, certification,
and education that a worker needs to
succeed in his or her career. It is no
secret that different jobs require
different skills.
Professional learning
- more than just training, however,
and it is important for employers and
employees alike to familiarize
themselves with the nuances
between these two terms (American
Hospitality Academy, 2021).
Importance Training and Development
Company Culture
• Every hospitality company has its
own special way of doing things. You
might remember a specific hotel
because of the chocolates that a
courteous maid deliberately left on
your pillow. A cruise line might always
make towel monkeys that sit on the
bed to greet you
Company Culture of Starbucks
•Creating a culture of warmth and
belonging, where everyone is
welcome.
Company Culture of Microsoft
•Corporations allows flexibility at the
workplace .
Developing and Training Talent
•Training for the hospitality industry is
diverse. Basic skills include
communication and ways to interact
with the hotel guests. It also involves
teamwork training and diversity
training, because the staff is perceived
as one unit by guest
Problem Solving and Service
•If a guest has been given the wrong
reservation and the problem is not
resolved in a friendly and positive
way, the guest will not have an
enjoyable experience. The goal is to
resolve problems so the guest feels
satisfied about the solution and that
she wants to continue her stay so that
ideally, she will want to return
Safety and Security
•The hospitality industry must also
prepare staff and develop plans in the
event of natural disasters and
potential terrorist activity. This is so
important, because if the staff doesn't
know what to do, chaos will emerge,
because people panic while they are
trying to determine the best course of
action
National Certifications
•Housekeeping
•Food and Beverage
•Bartending
•Front Office
•English Proficiency
Skills
- Refers to the level of performance of
an individual on a particular task or
capability to perform a job well,
defined Noe, Hollenbeck & Gerhar.
Skills can be divided into technical
elements and behavioral elements.
Skills Gap
- Huge gaps have been found between
the formal classroom training and
industry expectations in the hotel
industry. Johnstone (1994) states,
that hospitality management
programs should concentrate on
those skills hard and soft, which are
deemed essential and imperative for
Technical Elements
- used as a basis for the development
of educational curriculum, future
profiling of jobs and technical
functions the industry desires the
most
Behavioral Elements
- soft skills which include concepts
like skills, disposition, attitudes,
beliefs and values, all non-technical
in nature
Hard vs. Soft Skills
- hard skills comprise of technical skills
and knowledge, the soft skills
encompasses many skills like
communication skills, interpersonal
skills, stress management, problem
solving, self- management, time
management, customer service skills,
decision making skills, leadership
skills, cognitive skills and team
working stated Leckey, McGuigan,
(1997).
- Teachable abilities or skills set that
are easy to quantify
- soft skills cannot be substituted for
technical skills. Rather they act as
“harmonizing skills” that help in
bringing about highly effective
performances even in people with
excellent hard skills observed John
(2009).
- Also known as “people skills” or
“interpersonal skills”
Vital Competencies and Skills set
Personal Competencies. The ability of
a person to be critical of oneself to
one’s values, attitudes, and ideals.
•- working towards self improvement.
•- the tourism industry, employees
who demonstrate friendliness,
hospitality, empathy are usually
favored at entry-level positions.
•- other skills include: self-motivation,
willingness to learn, personal
commitment, ability to work under
pressure, etc
-
Activity and action-oriented
competencies. Ability to
operationalize all kinds of social
communication, personal values, and
ideals and to integrate all other kinds
of competencies.
•- in the tourism industry it may
include activities like mise en place,
paperwork duties, attending shift
briefing and de-briefing,
troubleshooting, joining colleagues for
meal breaks, attending committee
brainstorming sessions, checking
personal hygiene and grooming, etc.
•- the most relevant in action-
oriented competencies are initiative,
being proactive, and creativity
Professional and methodological
competencies. Ability of a person to
translate all concepts, experiences,
and techniques learned through
education, work exposures and
developmental activities.
➢Knife skills for culinarians
➢Use of POS system
➢Scholarship
➢Observation tour of properties
abroad
➢Growing profit
Vital Competencies and Skills SetCont.
Professional and methodological
competencies
Personal enhancement courses
➢Business etiquette
➢Smart power dressing
➢Basic makeup techniques
➢Basic English proficiency
➢Advance telephone techniques
➢Time management
Technical and productivity courses
➢Concierge operations
➢Butler services
➢PBX Operations
➢Flower arrangements
➢Cleaning a guestroom
➢Food quality control
Mandatory courses
➢First aid techniques
➢Emergency training
➢Safety of Life at Sea (SOLAS)
➢Waste Management Practices
➢Quarantine Procedures
➢Covid Health Protocols
➢Data Privacy and Records
Management
Management courses
➢Executive leadership
➢Financial management
➢Strategic planning
➢Negotiation skills
➢Business ethics
➢Conflict management
➢Report writing
➢Profit planning
Critical Thinking
- Involves evaluating a situation,
problem, or argument and choosing a
path of investigation that leads to the
best possible answers.
Benefits of Critical Thinking
- Contribute to teams through what
you say and do
- Gain the respect of both your
manager and co-workers
- Develop the best solutions to
problems
- Gain greater insight into motives of
others Give sound arguments
- Identify key issues
- Write and speak with impact
- Improve customer service through
greater understanding of customer
needs
Deceptive Reasoning Techniques
- Using irrelevant facts
Citing facts that do not apply to the
matter at hand
Example
“We’re going to have a new company
president in the next few months, so
we might as well take it easy until he
is selected”
Rebuttal
Point out the irrelevance of the fact
“Yes, we are getting a new president,
but I think that is irrelevant to the
level of effort we put into the job.”
- Avoiding uncomfortable facts
Omitting facts that do not support
your argument
Example
“Ineffective marketing has caused a
drop in the demand of our product, so
we are reducing the marketing
department staff by 20%”
Rebuttal
Point out the missing fact
“Financial reports show there has
been a major slowdown in the
economy. I wonder if this is one factor
you haven’t considered.”
- Oversimplifying
Making something sound less
complex to the point of error
Example
“The increase in workload, the hiring
freeze, and the reduction in benefits
happened because the senior staff
likes to shake things up.”
Rebuttal
Point out the illogic and mention
other evidence that suggests a more
complicated argument “I’m not sure
that would be the only reason for the
senior staff to make all those changes.
I suspect major changes in company
policy are influenced by many
factors.”
- Arguing from ignorance
Taking a position based on the fact
that it has never been disproved
Example
“I’ve never seen a more efficient way
to go about it, so I guess this workflow
process is the best there is.”
Rebuttal
Explain the limitations this has for
proving a point
“I understand you haven’t seen a
better way. But if we ever want to
improve something, it takes research - Begging the question
and looking at new ideas.”
Making a claim that is supported only
by itself. This is also known as circular
reasoning.
- Appealing to the multitude
Seeking agreement because the idea
is supported by many people Example
“You be the note taker and I’ll be the
leader for the meeting.”
Example
“Why should you be the leader for the
“We should use X brand printer paper
meeting?” “Because you’ll be taking
because most people use it.”
the notes!”
Rebuttal
Rebuttal
Mention the lack of support the
Challenge the reasoning and ask for a
statement has for the conclusion
more convincing piece of evidence
“That’s like saying ’50 million people
“Let’s start from the beginning
can’t be wrong.’ Well, sometimes they
without either of us having an
can be. X brand paper may be
assigned role. Now I’d like to discuss
popular, but that has nothing to do
the criteria we want for a leader for
with the unique specifications and
this meeting.”
requirements of our printers.”
- Attacking the person
- Presenting a false cause
Falsely discounting an argument by
Claiming that one event causes
discrediting the person making it.
another simply because it happens at
around the same time
Example
Example “Janet says she has found a flaw in
the financial analysis. I don’t trust her
“Valentina is friendly and outgoing.
judgment because Janet doesn’t have
Jonathan is more introverted and
a college degree”
quiet. Shortly after, they are moved
into a new workspace, Jonathan Rebuttal
becomes less productive at work.
Point out the irrelevance these
Jonathan supervisor says, ‘Jonathan’s
attacks have to the argument
work is suffering because Valentina
talks too much.” “Janet’s not having a degree isn’t
relevant to this particular piece of
Rebuttal
work. Let’s focus on the reasons she
Point out the lack of connection that gives for the mistake.”
exists in the statement
“Moving in with Valentina may have
Emotional Manipulation
affected Jonathan’s work, but so far
there has been no proof there is any
relationship between her
Inflammatory Words
talkativeness and his effectiveness.”
- Arousing or expressing feelings of
approval or disapproval to get others
to concede. Inflammatory words
evoke emotions that may be untrue or
irrelevant to the situation under
review.
- How to handle: Rephrase them into
more neutral words, forcing the
speaker to consider and clarify the
message he/she is conveying.
Pressure Tactics
- Intimidating others into agreement
- How to handle: Ignore them. If this
does not work, restate such statement
in a neutral manner and ask for
clarification.
Appeals to Sentiment
- Using pity or compassion to get
others to accept particular
conclusions
- How to handle: Shift the
conversation back to the argument at
hand
Critical Thinking
Looks at all sides of a situation or
problem
Identifies the core element of a
problem
Research alternative solutions to
problems
Guides others
Plans a course of action
VS
Non-Critical Thinking
Closed-minded
Does not examine the details of an
argument
Excessively confident in his own
conclusion
Arrogant, self-deluded, egotistical
Avoids difficult problems
Critical Thinking Strategies
- A willingness to look at yourself
- Persistent evaluation
- Ongoing fair-mindedness
- Commitment to an informed
decision
A willingness to look at yourself
- Ask WHY questions
Instead of accepting things at face
value, keep asking why you believe or
view things as you do.
- Identify and challenge your ideas
Biases and stereotypes encourage
inaccuracies in perception. Holding
onto them is a way to avoid using your
“thinking muscles.”
- Recognize your thinking process
Get rid of unproductive thinking
strategies and learn effective new
ones. People use different strategies
for how they approach new
information, problems, and
challenges.
Persistent Evaluation
- Solicit feedback
Regularly check documents or solicit
perspectives from customers and co-
workers
- Appraise the quality of your answers
Try to discover the best method for
reaching correct or better answers
- Compare your initial goals with your
results
Ensure your evaluation stays in you
want to accomplish
Ongoing Fair-Mindedness
- Accept that others may have a
different worldview
Put yourself in his shoes and then
view the current situation from his
perspective
- Look for points of agreement
Focus on aspects of the opposing
points that you could agree with
- Recognize there are often several
solutions to a problem
Never stop at your first solution.
Approach every problem as if it is an
assignment from a client who wants
at least three solutions to choose
from.
Commitment to an Informed Decision
- Create a clear line of reasoning
Build a logical step-by-step
progression to the reasonable
solution
- Recognize the need for trade- off or
consensus in making your decision
Take the decision’s social context into
account. Remember that your
decision must be implemented in the
real world, and not an idealized
“virtual” world.
Steps in Decision Making
- Identifying the Problem
- Generating Alternatives
- Evaluating Alternatives
- Choose Alternatives
- Implementing Decision
- Evaluating Decision
Types of Decisions
- Programmed Decisions
Trigger solutions that have already
been determined by past experiences
as appropriate for the problem in
question
- Non-Programmed Decisions
No established procedure for handling
the problem, either because it
involves issues that have never been
encountered before or because it is
complex or extremely important.
- Strategic Decisions
Made by upper-level management
and important long-term implications
for the organization. Reflects a
consistent pattern for directing the
organization according to its vision
and mission
Management or Leadership Style
- Manner in which managers exercise
their authority in the workplace and
ensure that their objectives are
achieved.
- It covers how managers plan and
organize work in their area of
responsibility and, in particular, about
how they relate to, and deal with their
colleagues and team members.
- The key components of management
and leadership style are attitudes and
behaviors, including what a manager
says; how they say it; the example
they set; their body language; and
their general conduct and demeanor.
Styles according to Rensis Likert
(1950)
- Exploitative/Authoritative
the leader has little trust or
confidence in his subordinates,
manages by issuing orders and uses
fear and punishment as motivators
- Benevolent/Authoritative
the leader has some trust in his
workers but treats them in a
condescending and paternalistic
manner
- Consultative
the leader shows trust and confidence
towa subordinates, seeks their
opinions and idea decision making
power
- Participative
the leader trusts his subordinates
completely, seeks and acts on their
ideas and involves them in setting
goals
Styles according to Douglas McArthurt
(1960)
- Theory X
suggests that human beings have an
inherent dislike of work and need to
be controlled and directed if they are
to achieve objectives.
- Theory Y
Sees work as a natural part of life
from which people gain a sense of
satisfaction. Workers can be
motivated to give their best by
respect and recognition
Ridden, Hersey, Blanchard (1980s)
- Telling/Directing
When both are unwilling and unable
- Selling/Coaching
When there is some competence but
a lack of commitment
- Participating/Supporting
When they are competent but
unwilling or insecure
- Delegating
Competence and commitment are
both high
Action- Centered Leadership (John
Adair)
- Adair suggests that leaders need to
be attentive to task needs, group
needs and individual needs. The most
effective leaders balance all three
areas. However, the leader may need
to vary the degree of emphasis given
to each of the three components in
response to the situation at any point
in time.
Transactional Leadership
- Exchange between leader and
follower where the interests of both
parties are served.
- The efforts made by followers to
achieve organizational aims are
exchanged for specific rewards, which
may be financial or non-financial.

- Effective in emergency or conflict

situations when all parties are able to
see a tangible benefit.

Transformational Leadership
(Downton & Burns)

- It remains the predominant

leadership approach in the literature
and has also had a significant impact
on the way that modern leaders
behave.

- Involves the engagement of

followers and therefore
transformational leaders are often
charismatic.

- How the leader can fulfil the

development needs of their
followers. Employees want to feel
inspired and empowered by their
leaders, and transformational
leadership fits well with the
modern age.