The paper “ Professional Development Exercise” is an intriguing example of the case study on management. Professional development in the tourism, hospitality, and events industry targets to enhance the professional knowledge of the students and other employees in the industry regarding the management of significant events in the sector. The management of food and beverages suffices to be one of the events. The success of the profession requires the individual to focus on the management of the operations associated with the industry. Professional development also enables the individual to attain an in-depth understanding of the tourism processes and front-office systems.
Furthermore, professional development entails enhancing the professional’ s knowledge of the skills regarding communication, self-development, business planning, information technology, and languages. The report contains two sections. The first section entails a portfolio of evidence that contains the contract of agreement, a development plan, and a development record for the professional development initiative of the employee/student in the T. H.E industry. The second section of the report entails a reflective report that represents the relationship between the theoretical and practical knowledge of the individual concerning professional development experiences. Part 1:The Negotiated Contract of AgreementThe terms of the contract outline the specific areas in the managerial/leadership level that require professional development in the industry.
For instance, it is essential for the hotel manager to manage guest problems with sensitivity and understanding (Valachis 2003). By so doing, she/he can come up with the appropriate solutions to the problems as and when they appear. The other managerial competency entails the maintenance of ethical and professional standards in the workplace. It suffices to state that work ethics are pertinent to the success of a firm in any industry.
The failure of the manager to impart ethical and professional knowledge to the employees of an organization subjects it to a negative reputation by the public and regulatory bodies. The ability of the manager to demonstrate professional appearance and poise is the other fundamental managerial competency in the hospitality, tourism, and events industry.
Arcodia, C & Reid, S 2003, ‘Goals and objectives of event management associations’, In Journal of Convention & Exhibition Management (Vol. 5, No. 1, pp. 57-75), Taylor & Francis Group.
Valachis, I 2003, ‘Essential competencies for a hospitality management career: The role of hospitality management education’, In meeting of the Tempus-Phare No CD-JEP 15007/2000 Conference on Educating for Tomorrow’s Tourism, Ohrid, Macedonia.
Van Vugt, M, Hogan, R & Kaiser, R B 2008, ‘Leadership, followership, and evolution: some lessons from the past’, American Psychologist, vol. 63, no. 3, pp. 182.
Wood, D 2005, ‘Hospitality management skills: An educational and workplace comparative analyses’.