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PERSONAL AND PROFESSIONAL DEVELOPMENT FOR MANAGERS



Introduction
          
   The paper sought to establish the various development processes for managers at both at the individual level and at professional level. Management in the tourism context is viewed from different levels from personnel at the highest level of management to the lowest level.  The development aspect of managers may be based on the ideology of shaping individual characteristics to looking at the general requirements of an effective manager. There are various strategies that are of significance on individual growth, especially on managers for one to be a professional in his/her area of work.  There situations in which individuals must go through a learning process  in order to be effective in management. At the same time individual characteristics can shape and determine on ones abilities especially on leadership. In an organizational set up, manager are expected to have knowledge, capabilities and skill to play their roles. (Klagge 1998)
           The tourism industry globally relies on different personnel’s involved in the management of tourism products in a destination. Different levels of management apply in different sectors in the tourism industry. Among these sectors includes, Accommodation sector, Transportation sector, and other suppliers involved in provision of services. In management, managers fall under the intermediate level of management and the middle level of management. The roles of middle managers in organizations are critical, as they act as the link between the employees and employers success in implementing change (Huy, 2001; Maguire, 2003).
Middle managers play key role in the success of the organizations, by improving human relations among subordinates.
              Professional development is defined as the process by which individual career is developed to meet the changes in circumstances and responsibilities within organizations (J. O’Neill, 1994). Through professional development, managers are trained on leadership skills and factors for effective leadership in organization; “leadership is a process, not a position” (Rudman, 2003, p. 154). There is much more of leadership than just holding a position in an organization. The subordinates in organizations look up to the managers and expect leadership from the managers. Within the tourism industry; management of tourism products and visitors is critical a destination. This may require special skills and knowledge of the industry. As a career; managers ought to go through training in order to sharpen their skills especially that relating to the industry.


Manager’s competencies

             Effective leadership is a strong characteristic in management. An interaction between the subordinates and the top level of management is paramount, if organization objectives have to be achieved. Managers need to understand the subordinates as a whole. Understanding human being may be complex in nature and this requires the managers to take time to establish the characters of each subordinate in an organization. Communication is vital in any organization and this can only be improved at individual level. At a personal level, a manager needs to formulate ways that would improve his/her communication skills. In any organization, success can be measured by looking at the level communication between managers and the subordinate. Breakdown to communication would lead to failure in the achievement of organization goals.
              Numerous organizations may require job seekers for a manager position to meet different competencies. Through different studies for instance, for one to fit in hospitality job a manager need to have skills such as; oral and written communication skills, ability to meet customer satisfaction, supervision skills and service skill (Ineson and Kempa (1996).  Other skills as identified by; Tas, LaBrecque and Clayton (1996) includes; interpersonal skills, leadership skills, conceptual-creative skills, administrative skills and technical skills. Many of these skills are of significance in ensuring efficiency within the organizations. Respective managers vary in their managerial skills but ultimately to achieve organizational goals, these skills are shared among different managers.
               Manager’s skills, at one point determine the success of an organization, as leaders, a manager should inspire and motivate the subordinates. This would uplift personnel morale and improve on their productivity. A manager who understands his staff and finds solutions to the employee’s problems is able to improve the motivation of his subordinates. Without proper managerial skills, various negative behaviours may be observed among the employees such as absenteeism, labour turnover, depression, low productivity, and conflict among the sub ordinate.
From the customer perspective, managers without managerial skills would lead to customer complaint, unsatisfied clients, low sales as staff will have no motivation to work together as a team.






Career development
             Career progression may depend upon personal characteristics, individual goals and personal needs. In order to carry out efficiently the functions of management such as planning, organizing, directing, and controlling, manager require to undergo different training at different level both internally and externally within organization. Externally through institutions studying a connected course that relates to management of tourism products may create a difference on how operations are run within organizations. Apparently, organizations are considering effort put across by a manager especially on learning progress at a training instruction.
At individual level, personal development is important especially when one is building a career path. Within organizations, the human resource department, after recruitment exercise, is responsible for maintenance of employees and ensure they are satisfied with the job environment.
 
               The human resource should strategies on different training methods necessary for individuals at managerial level within the organization. The on-the-job training is an important aspect of having qualified personnel at all levels of management. Among the on the job training for managers may include; mentorship, workshops, seminars, promotion, coaching and brainstorming. Through this methods of training, managers are able learn new skills in different sections in an organization. Experiencing difference aspect of management though the on job the training give an exposureto the managers and therefore they gain by learning new approaches of dealingwith different situation.
Over years, individuals have taken the responsibility of their own development. At the same time, individuals today are also severely searching for different types of training and development and people seems to be motivated when training is of significance to individual job and responsibilities.
Job satisfaction at the same time contributes to individual’s effort to learn more within organizations and therefore there is improved productivity among the managers.









Works Cited
Tas, R., S. LaBreque, et al. (1996). “property management competences for management trainees.” Cornell Hotel and Restaurant Administration Quarterly 37 (4): 90-96.

Klagge, j. (1998). Self-perceived development needs of today’s middle managers. Journal of
               Management Development, 17(7), 481-491.

Huy, Q. N. (2001). In praise of middle managers [electronic Version], Harvard Business Review,  
               73-79. Retrieved 14/3/06

Maguire, H. (2003). The changing psychological contract: challenges and implications for HRM,         
              organizations and employees.In R. Wiesener & B. Millett (Eds.), Human Resource 
              management: challenges and future directions (pp.87-103). Queensland: John Wiley &
              Sons.
O’Neill, J. (1994). Managing professional development. In T. Bush & J. West Burnham (Eds.), 
              The principles of educational management (pp. 285-308). England: Longman.













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