Academic Discipline of Hospitality and Tourism Management BA 3 Year International Hotel Management - Module Handbook Autumn Term 2024 - Hotel Placement – Managing Food and Beverage Operations

Academic Discipline of Hospitality and Tourism Management BA 3 Year International Hotel Management

Module Handbook Autumn Term 2024

BMIH6002

Hotel Placement – Managing Food and Beverage

Operations

LEVEL 6

Module Lead

Jessica Newport BA (Hons) j.newport@uwtsd.ac.uk

Introduction

According to Vince (2022) Kolb’s Learning Cycle is based on the principle that learning is a recurring cycle and not a linear process. This learning log has adopted the framework of Kolb’s Learning Cycle which encompasses a reflection of my work experience in the front office of Hilton Hotels. The administrative operations of Hilton include serving more than 3 billion guests with innovation, integrity, and excellence (Hilton, 2024). Other administrative operations range from recruitment and onboarding to property management.

Learning objectives

• To develop a comprehensive understanding of front-office operations

• To enhance leadership and management skills

• To develop strong customer service skills

• To apply theoretical knowledge to practical situations

Section 1: Reflection on Experience and Personal Development

Concrete Experience (CE): feeling.

The chance to shadow the front office manager in the front office of Hilton allowed me to gain valuable insights into the complexities and responsibilities of managing a team to ensure smooth operations. During the placement, I observed that individuals will require a strong combination of work-based skills and technical knowledge to effectively meet the standards of the company. Some of the work-based skills that I have acquired include leadership, communication, problem-solving, time management and adaptability. Leadership skills refer to the ability of the supervisor to lead and motivate the team, which was required to set clear expectations, provide guidance and foster a positive work environment. Kalogiannidis (2020) stated that effective communication is required to engage with both customers and employees. In terms of technical knowledge, I learned about property management systems (PMS), guest service standards, departmental procedures, and team management tools. By gaining proficiency in the use of PMS software, I will be able to contribute to important operations of the hotel like the management of reservations, check-ins/check-outs, and other front office functions.

I also understood that this experience of personal and vocational development gained through the placement and academic journey has provided me with a positive opportunity for growth. For example, I have learned to tailor my communication style based on the audience and situation from the combination of academic study and practical experience. Secondly, my understanding towards the importance of active listening has also been reinforced through the practical experience that I have gained in the front office. de Prada Creo, Mareque and Portela-Pino (2021) underscored the importance of extra-curricular activities or work experience in the acquisition of skills like teamwork. I developed skills in teamwork, cooperation and conflict resolution by grasping the opportunities to collaborate with colleagues from various departments. Time management and prioritisation are the other aspects that I have developed from both academic and practical experiences. The role at the front office required me to manage multiple tasks simultaneously without missing deadlines. Adaptability and resilience are some of the personal space that I have cultivated in the office environment due to its dynamic nature. I also understood that I had to adapt to a customer-centric approach in my work style while working as an official in the front office.

Section 2: Critical Analysis of Work-Based Skills and Technical Knowledge

Reflective Observation (RO): watching.

The experience gained from the placement shaped my understanding towards the importance of Work-based skills and technical knowledge. Some of the work-based skills that I encountered while shadowing the Front office manager at Hilton include leadership skills, which a personnel from the supervisory position requires to inspire and deliver exceptional service. For example, one day at work I observed how the front office manager motivated their team and created a positive work environment. I have also encountered the utilisation of communication skills, in the administrative department. According to Patel (2023) managers and leaders require effective communication skills to develop personal and professional relationships. I have also gained problem-solving skills which refer to the ability to identify and solve problems. By thinking critically, a hotel administrator can find effective solutions to challenges. I also understood that to induce a balance in the management of multiple tasks, a hotel administrator requires time management skills.

Technical knowledge is required within the workplace to improve efficiency and productivity. For instance, I encountered a manager using property management systems to automate tasks, reduce errors, and provide better service to guests. The decision-making ability of an individual also gets sharpened with technical knowledge as it enhances the understanding of the financial implications of different decisions. However, on the negative side, there were misunderstandings, conflicts, and decreased guest satisfaction due to ineffective communication. Moreover, the over-reliance on technical knowledge translated to a lack of empathy and understanding of the human element within Hilton. Patel (2023) found that leaders are unable to connect with employees on a human level who lack self-awareness and empathy.

Section 3: Reflection on Organisational Issues

Abstract Conceptualisation (AC): thinking.

The placement at the Hilton Front office provided me with a mixed experience consisting of both rewards and challenges. On the positive side, I gained insights related to operational, managerial, and customer service. On the negative side, I encountered challenges like long hours and irregular shifts, dealing with difficult guests and cultural differences. I was also able to identify the issues surrounding clear communication and collaboration between the front office department and other departments within the hotel. The issue negatively contributed to the guest service which got delayed at times due to lack of communication between departments. In a survey, it was found that 86% of the employees found that their organisations failed to deliver optimal performance due to a lack of communication (Mills, 2024). On one occasion the front office team was unable to communicate with the guest related to a maintenance issue. Such a scenario translates to dissatisfaction and complaints as guests expect prompt and efficient service. The issue can be solved with the adoption of the systems thinking theory, which is considered to be an effective way to present solutions for a root crisis (Cabrera and Cabrera, 2023). This theory emphasises the interconnectedness of the departments of an organisation and how changes in one department affect the others.

Hilton can adopt a lean system within its team, as lean teams are the most creative and efficient (Song-Marshall, 2024). Secondly, the company can improve communication and coordination by arranging regular meetings between departments. It can also improve understanding and collaboration by cross-training employees from different departments.

Conclusion and Action Plan

Active Experimentation (AE): doing.

The above learning log is supported by KOLB’s Learning Cycle and encompasses a comprehensive reflection on my placement experience in the front office department. This has included a detailed analysis of work-based skills like leadership, communication, problem-solving, and time management in effective hotel administration. The experience also helped me to develop a Proficiency in technical knowledge including property management systems and guest service standards. I also understood that the presence of communication and collaboration issues within the team contributes to guest dissatisfaction. Overall, for me, this personal and vocational development gained through the placement and academic journey has been instrumental in shaping my future career aspirations.

Specific steps or strategies that I will undertake to improve my skillset are as follows:

Specific	Measurable	Attainable	Realistic	Time-Bound
To become proficient in using industry-standard property management systems (PMS) and other relevant software tools within the hotel industry	Successful project completion	I will attain this by enrolling in online or in-person courses that focus on property management systems and other relevant hotel software.	This will open up opportunities for career advancement.	12 months
To develop effective leadership skills, including delegation, conflict resolution, and motivating others	Evaluation of Team Performance	Try to remain adaptable and demonstrate openness to change (Matuson, 2024).	This will be important to progress to senior management positions (Leckel, Veilleux and Dana, 2020).	6 months
To enhance cross-functional collaboration skills	Successful project completion	I may volunteer for projects or initiatives that involve working with colleagues from different departments.	Collaboration can act as the foundation for new ideas and innovative solutions.	6 months

Table 1: SMART action plan

(Source: Created by the learner)

References

Cabrera, D. and Cabrera, L. (2023) What are systems thinking?. In Learning, design, and technology: An international compendium of theory, research, practice, and policy (pp. 1495-1522). Cham: Springer International Publishing.

de Prada Creo, E., Mareque, M. and Portela-Pino, I. (2021) The acquisition of teamwork skills in university students through extra-curricular activities. Education+ Training, 63(2), pp.165-181.

Hilton (2024) Welcome to Hilton. Available at: https://www.hilton.com/en/corporate/ (Accessed: 03 October 2024).

Kalogiannidis, S. (2020) Impact of effective business communication on employee performance. European Journal of Business and Management Research, 5(6).

Leckel, A., Veilleux, S. and Dana, L.P. (2020) Local Open Innovation: A means for public policy to increase collaboration for innovation in SMEs. Technological Forecasting and Social Change, 153, p.119891.

Matuson, R. (2024) How To Develop Leadership Skills When You’re Not A Leader. Available at: https://www.forbes.com/sites/robertamatuson/2024/03/07/how-to-develop-leadership-skills-when-youre-not-a-leader/ (Accessed: 03 October 2024).

Mills, G.R. (2024) Collaborative Communication: Building Stronger Teams. Available at: https://www.forbes.com/councils/forbescoachescouncil/2024/08/08/collaborative-communication-building-stronger-teams/. (Accessed: 03 October 2024).

Patel, L. (2023) The Power Of Self-Awareness And Empathy In Leadership. Available at: https://www.forbes.com/councils/forbesbusinessdevelopmentcouncil/2023/09/29/the-power-of-self-awareness-and-empathy-in-leadership/#:~:text=Leaders%20who%20lack%20self%2Dawareness,organization's%20culture%20and%20bottom%20line. (Accessed: 03 October 2024).

Patel, L. (2024) The Power Of Effective Communication In Leadership. Available at: https://www.forbes.com/councils/forbesbusinessdevelopmentcouncil/2023/09/05/the-power-of-effective-communication-in-leadership/#:~:text=In%20the%20realm%20of%20leadership,sales%20and%20biz%20dev%20executives. (Accessed: 03 October 2024).

Song-Marshall, J. (2024) How To Foster Collaboration While Maintaining Efficiency. Available at: https://www.forbes.com/councils/forbesnonprofitcouncil/2024/07/09/how-to-foster-collaboration-while-maintaining-efficiency/. (Accessed: 03 October 2024).

Vince, R. (2022) Reflections on “behind and beyond Kolb’s learning cycle”. Journal of Management Education, 46(6), pp.983-989.