Introduction
Currently, emphasis is placed on the development of competencies as a vital point in HR management, seen in terms of performance in a given work context, this takes on special functionality in the tourism source of income sector in many countries.
The need to achieve a cognitive approach with business practice, academic excellence, from, mobilize diverse knowledge, skills, values, attitudes and aptitudes, which are required to be able to provide a coherent solution to the problems of the current world and the relevance that the situational method achieves through the case studies allows the individual to delve into the complex relationships that are established, today, in the workplace and, in particular problems, of a specialty.
So this paper presents a set of 5 cases related to the subjects of Administration of tourism companies, Tourism Trends and Tourism System that allows not only to delve into the practice of the same but that the student, for its analysis, can achieve the inter-subject and intra-subject link necessary for their formation.
The scientific problem is: the lack of cases that favors the process of training job skills, of professionals, in tourism companies.
Objectives, methods, techniques and scientific novelty
The objectives that we set ourselves with this work are:
- Identify the main problems that arise in the area of tourism business administration, tourism trends and the tourism system. Propose a set of cases based on these problems and taking into account the link between these subjects.
For the design of the work, the analytical-synthetic, dialectical-holistic method was used and to determine the theoretical foundations based on the analysis of different related investigations that exist worldwide, the induction-deduction method.
From the empirical methods, the interview and observation were used, in the first case to teachers from various schools and professionals in the field.
Statistical methods: descriptive, inferential.
Finally, the bibliographic review, the analysis of the scientific literature related to the topic and the analysis of the final reports of the consultancies in the exposed subjects were used as research techniques.
Its novelty is given by the cases themselves and their applicability, which allows glimpses of regularities and specificities, intermaterial and intra-matter links, and the way of solution.
Development
There are various definitions of competencies:
"Set of knowledge, skills, attitudes and values, combined, coordinated and integrated in the Action, acquired through professional Experience (Formative and Non-Formative), which allows the individual to Solve specific problems, creatively and independently, in Contexts singular ”(1) (Acosta, 2008)
Curriculum based on professional skills
- It is defined as a curriculum applied to the solution of problems in an integral way, which articulates general knowledge, professional knowledge and work experiences. It is developed on the general scheme of analyzing needs, establishing competences and developing the curriculum. they relate, from the professional point of view, with the modes of action, with the functions to be fulfilled by the professional contained in the profile.
The competences are learning acquired in context, of a complex nature, are manifested in performance, are evaluable, point to transversality and are defined.
It can be defined for each disciplinary knowledge, cultural environment and the daily life in which the person operates.
We must focus our interest on those that allow the individual to adjust to living in the environment in which he develops.
They are complex learning because each disciplinary knowledge has its epistemological framework, and the context is constituted by the physical, historical, social environment, etc… with which people establish relationships and on which the meaning and value of what there depends happens. The competition identifies the expected results of the student at the end of the learning process.
The result of the application of a competence is manifested as an execution that must be efficient, since it shows the capacity of an individual to do something, and to do it well, rather than to demonstrate their knowledge.
The first intention of competency-based education is to contribute to generating usable knowledge outside of each discipline and outside of school (Rey, 2005)
We believe that the formation of competencies requires the presence of problem situations, capable of mobilizing resources for their resolution while being oriented towards specific learning, that is, similar contexts in which their work will take place.
Job proposal:
Subjects: Diploma in Tourism Business Management. Management I (Tourism Business Administration, Tourism System, Tourism Trends)
Topic: Leadership and group work.
Recipients: Executives, reservations and professionals linked to Tourism Management.
Courses to apply: Diplomas in Tourism Business Management. Management I
Objective:
Identify the main problems regarding the alignment of the processes with the organizational strategy.
Explain the factors that affect the non-fulfillment of the objectives and goals of the organization.
Value leadership in organizational practice.
Evaluate solution proposals.
Previous knowledge:
- Management cycle. Strategic planning.
Concepts to consider:
Delegation of tasks.
Leadership
Policy established for senior management and executives.
Roles within group work.
Time for preparation and algorithm to follow:
Orientation of the case and the essential contents of the topic. (20 minutes)
Accuracy of the working method and the time to be used.
Assignment of roles in the team.
Explain the questions to be answered (10 minutes)
Study of the theoretical contents and analysis of the case (20 minutes)
Group integration of the results through discussion in workshop or plenary session. List reduction and weighted vote may be applied. (30mins)
Case I. Hotel las Dalias and the Food and Beverage service.
Las Dalias is a 4-star hotel that works in the all-inclusive modality, belonging to the hotel group, Maya SA was founded in 1998. It is located on the Los Juncos highway.
It has 365 rooms, of them:
- 245 duplexes, 4 duplexes for disabled people, 2 suites with jacuzzy, 4 minisuites and 6 standard rooms. 23 beach villas comprising 88 rooms. 32 more private rooms and very close to the beach.
It offers a varied gastronomic offer, for this it has 4 restaurants:
- 1 Buffet Restaurant specialized in international food Restaurant specialized in oriental food Restaurant specialized in Creole food
It has 4 bars:
- Lobby bar with a wide variety of international cocktails Pool bar Beach bar Cafeteria
In addition, the accommodation and catering service provides animation services (karaoke, dance classes, cocktail classes, shows, disco), services for rehabilitation in the physical and mental order, taxis, shops, medical services, car rental and other complementary services such as:
Fax. E-mail, Internet, ATM, clothes washing and ironing, hairdresser, barbershop, manicure, facial, gym, sauna and massage, interactive television, currency exchange, safety boxes, towel rental, minibars, childcare.
The success of the hotel depends on the human quality and preparation of its workers, a fundamental factor in customer satisfaction.
Mission
Offer quality accommodation, catering and recreation services, in a sun and beach destination, to achieve a high level of satisfaction for our clients, collaborators, suppliers, with a staff of high human quality and professionalism.
View
We will achieve excellence with quality, productivity and competitiveness, raising the human values and professionalism of our collaborators.
A + B service
The quality department supervises clients' criteria about hotel services on a weekly basis, using the survey method, they are marking a slight decrease in satisfaction rates.
Using the brainstorming method, applied to the main hotel managers, the following cause-effect diagram is obtained:
The brainstorming method
Main issuing markets:
Markets / Quantity / Fee
Canada / 18 958 / 62.48%
Russia / 114 / 5.67%
Belgium / 1721 / 27.25%
The quality of the service is measured by the results of the satisfaction surveys applied to the client twice a week, the business positioning according to the preference of the clients, the complaints book that is in reception always at the client's hand, social networks that collect customer feedback, Trip Advisor and border surveys. Also, the quantity and repetition rate in the installation and the VIP client are taken into account.
In a survey of hotel workers, the following results were found:
180 workers out of a total of 195 were interviewed, among the fundamental problems is that they mark (90%) as a cause of some problems in the quality of the service the lack of motivation, satisfaction and sense of belonging of the workers in some areas; a low emotional coefficient of some executives is presented, which creates an ill-advised work climate, five-year strategic planning is well defined, with annual emphasis on the objectives and goals of the organization, then the indicators that are not being met until the date which are:
- There was no increase in the level of customer satisfaction displayed in the objectives. There was no increase in% of profits from the growth in the number of tourist days.
Among the best indicators evaluated is:
1. innovation and creativity, employees consider that managers encourage and are receptive to this type of event.
2. The participation of workers in decision-making.
Management style
To determine the management style, a Likert survey was applied, stratified sampling was performed.
According to the results obtained, the benevolent authoritarian style predominates, which presupposes a certain level of participation of the members of the management team in the contribution of criteria and initiatives, although on certain occasions it is decided authoritatively. This conclusion is valid in the middle management of each key process.
There are cases in which the delegation of tasks does not work as well as the distribution of others.
Animation Process:
With a view to fulfilling the client's preferences, the animation staff works on a broader concept of leisure and leisure activities, among them is the increase in children's activities and birthday celebrations. Sports activities are increased, night shows are held on the beach, and a greater and better variety of night shows are contracted. The national market is also taken into account. Not the same with the rest of the key processes.
Questions:
- Assess what are the real causes that result in the non-compliance with the objectives and goals of the organization. Propose an action plan aimed at improving the functioning of the key processes involved in the case.
Subjects: Diploma in Tourism Business Management. Management I (Tourism Business Administration, Tourism System, Tourism Trends)
Topic: Decision making
Recipients: Executives, reservations and professionals linked to Tourism Management.
Courses to apply: Diplomas in Tourism Business Management. Management I
Objective:
Identify the causes that affect the main problems related to customer satisfaction.
Explain gaps in organizational and interpersonal communication.
Explain the elements to take into account, in the situation presented, for efficient decision making. Evaluate solution proposals.
Previous knowledge:
- Organizational and interpersonal communication Decision making
The customer raison d'être of service companies.
Concepts to consider:
Management or command
Control and self-control
Procedures established by managers.
Effective communication.
Decision making.
Efficiency and effectiveness.
Time for preparation and algorithm to follow:
Orientation of the case and the essential contents of the topic. (20 minutes)
Accuracy of the working method and the time to be used.
Assignment of roles in the team.
Explain the questions to be answered (10 minutes)
Study of the theoretical contents and analysis of the case (20 minutes)
Group integration of the results through discussion in workshop or plenary session. List reduction and weighted vote may be applied. (30mins)
Case II. Honeymoon on Mars.
The HTT Caribe company is specialized in the receptive activity whose mission and vision are:
Mission
«We are a responsive company that provides high quality services to the client; based on an indigenous, sustainable and internationally competitive product, which is based on the social reality and cultural identity of the nation., the extraordinary values of our people, the beauty of nature, safety, and health, with professionalism of executives and workers as strength ».
View
The HTT Caribe company turned into a Receptive Travel Agency, leader in the quality of the services offered, projecting a brand image based on effective and efficient business management¨
Social object
Direct, promote, advertise and carry out the Travel Agency business, developing its activities in mediation between travelers and those legal entities authorized to provide tourist services.
Provide inbound and outbound services at airports and ports in the country, with transfer services to individual tourists or in groups.
Provide specialized attention services to: VIP tourists, FAM groups and prospecting trips, incentive groups, and others that require it.
Provide comprehensive services for events, congresses, conventions, exhibitions and fairs regarding: advice, preparation of official programs combined with tourist services, pre-post event programs, rental of rooms, contracting of translation and interpretation services and other technical services and of insurance required for these purposes.
Provide guide services with command of any of the required languages and tourist entertainers.
Provide among other services:
- Recruitment and reservation of rooms in all types of accommodation establishments. Recruitment or reservation of means of transport. Visa procedures. Sale of items of tourist interest such as maps, tourist guides, etc.
Design, organize and sell options for foreign tourists.
Organize and market the multi-destination modality.
The main issuing markets are:
Canada Interest in sun and beach destinations, families and couples between the ages of 35 and 50 are increasing at the moment. They travel from December to April, they do not usually enjoy extra-hotel activities.
Germany Interest in sun and beach destinations, they travel as a couple or family, they are interested in the optional ones, mainly those of nature, places of cultural interest, as well as nautical activities.
Russia Good consumers of non-hotel activities, nautical and night activities predominate. They travel in small, exclusive groups. They are very demanding customers.
Issuing markets
Situation presented:
First day
On February 14, 3 couples of clients arrived who chose to spend their honeymoon at our destination, at the 5-star Las Orquídeas hotel. These clients were tour operators, with whom we have an employment contract and who bring clients to the destination, so they must be treated as VIP clients. They made separate reservations, each with 2 pax.
Upon arrival at the airport, they were received by a representative of the tour operator, who welcomed them to the destination and gave them general information about it, informing them that they would go to their hotel in taxis, an exclusive service previously paid for by them in their country. and, upon arrival at the hotel they would find a message from their representative, in the town they would access that would explain the excursion offers they had, the current exchange rate, confirmation of the transfer schedule on the day of return, among other information.
Once the information is provided, the representative and the 5 pax leave the airport to take their respective taxis, at that moment the representative checks with the representative of the agency at the airport the taxis designated for this service, and they notice that none of the three are in the indicated position to give the service.
In this situation, the representative of our agency checks with the representatives of the taxi agency if they could have those who were at the airport and he explains to them that these must be paid in cash, which cannot be by voucher. The representative requests this service from the base, but after 1 hour the clients were really impatient and the situation must be communicated to them, they agree to pay in cash with a receipt and then claim the amount from the tour operator.
Then they leave for the locality in question, really exhausted and under heavy rain. Upon arrival at the hotel reception, they inform the three couples that the hotel was overbooked and that they had been relocated to another excellent quality 5-star hotel, and that they had to move on their own to that facility throughout their stay.
Luckily, in the hotel there were three other taxis that did this service and when they arrived at the other hotel, they were accommodated. The rooms had good comfort, excellent cleanliness, but the most important detail was not taken into account, they were three honeymoon couples and in each room there were twin beds.
Second day
On Friday the 15th they waited for the arrival of their representative to receive the destination information, who never arrived at this hotel because he went to the other one where they were supposed to be. They set out to enjoy the services offered by the facility and to get interested through another agency in the excursions they offered and decided to go on a visit to the country's capital on Saturday 16.
Third day
The representative arrives at the hotel in question but does not find the tourists because they were on an excursion, so this time he leaves them a message and his mobile number to locate them. Upon arrival at the hotel, the guests contact the representative and ask him what is the departure time for the three cities, an excursion that they had already paid for from their country, the next day, the representative is very surprised because that excuse only leaves on Tuesdays, Thursdays and Saturdays, so he informs them that they did not have a chance, since on Tuesday they would be in their respective countries.
By informing him of this situation, customers are very upset and express to the representative that they do not want to speak to him anymore and cut the call.
Fourth day
On Sunday the representative appears again at the hotel trying to locate the tourists but it is impossible to see them and again he leaves them a message informing them of the pick up time on Monday for their transfer to the airport. Clients tried to check their ticket online, but there was no internet service at the hotel, due to delays in paying the hotel to service providers.
Fifth day
Customers receive the message and show up at the indicated time for their transfer out of the country. Upon arrival at the airport, they are informed that the flight had already departed and that there was no other until the next day. The agency had scheduled a departure for him on a different flight than the one they had on the airline ticket.
Clients immediately call the tour operator's hotline in their country and explain what happened. The tour operator contacts our agency and requires them to immediately find a hotel in that city where to host clients for one night and resolve a flight for the following day.
In the city there was a very important event, so the hotels were full they could only get one on the outskirts of the city and when the clients went to stay they were out of order.
The tour operator's representative presents the claim to the hotel and when they checked the system they were indeed out of order due to remodeling, but there was no other possibility because they were full.
Sixth day
The clients are transferred to the airport and, finally, to their country, upon arrival they presented a claim to the tour operator which had to be paid.
Tasks to perform
- What are the procedural errors that coexist in the case study? What strategy related to the control activity can be developed to avoid these problems.
Subjects: Diploma in Tourism Business Management. Management I (Tourism Business Administration, Tourism System, Tourism Trends)
Topic: Organizational and interpersonal communication.
Recipients: Executives, reservations and professionals linked to Tourism Management.
Courses to apply: Diplomas in Tourism Business Management. Management I
Objective:
Identify the causes that affect the main problems related to customer satisfaction.
Explain gaps in organizational and interpersonal communication.
Explain the evaluation, and the control of the personnel with its incidence in the improvement of the competences demonstrated in context.
Previous knowledge:
- The client is the raison d'être of service companies. Control and evaluation of performance and its involvement in the development of job competencies.
Concepts to consider:
Management or command
Control and self-control
Organizational change.
Effective communication.
Proactivity.
Efficiency and effectiveness.
Time for preparation and algorithm to follow:
Orientation of the case and the essential contents of the topic. (20 minutes)
Accuracy of the working method and the time to be used.
Assignment of roles in the team.
Explain the questions to be answered (10 minutes)
Study of the theoretical contents and analysis of the case (20 minutes)
Group integration of the results through discussion in workshop or plenary session. List reduction and weighted vote may be applied. (30mins)
Case III. Buena Vista on the Trip Advisor.
The Buena Vista hotel is located in a sun and beach destination, nestled in an area that offers many offers, the largest event center in the region, the best golf course in the country, in addition to many other attractions. It is a 4-star hotel, with 270 rooms, symmetry in plan (mirror view) along the central axis.
Currently the hotel has the following services:
1 buffet restaurant and 3 a la carte restaurants, Grid Bar
National and international drinks included in 8 bars. Of them two provide service 24 hours.
Gym and sauna
Massage
2 tennis courts
Excellent animation
Offer for honeymoon and wedding packages with additional charge.
The standard rooms are equipped with a private bathroom, single, double and double beds, radio, television, satellite with 18 channels, air conditioning; The suites are distinguished by having a hall, Jacuzzi, hairdryer, minibar, which is supplied daily without charge.
Offers not included: massage services, laundry, telemail, crafts. It has a customer loyalty plan that places special emphasis on differentiated care for honeymoons, weddings, repeaters and people who are celebrating their wedding anniversary or anniversary.
Company mission
"We are the Buena Vista Hotel, an all-inclusive for family vacations, distinguished for its safety and unlimited hospitality"
View:
“Being the leader of the Luna brand with personalized service, recognized for hospitality”
To complement the hotel's fundamental activity, other services are offered in freely convertible currency such as:
Rent of areas, premises and gastronomic services.
Leases of premises and spaces for shops, warehouses and complementary activities (weddings, events).
How is our client:
It is constituted by the vacationing family that demands an offer of activities from children to the elderly
It has very limited its issuing markets and the socio-psychological profile of these people to provide a better service.
At the Buena Vista hotel, after the time change applied in the country, it was decided to advance dinner in both buffet and specialized restaurants, with dinner hours being established from 6:30 to 9:30 pm. Days after this change is implemented, a group of 13 people arrive at the hotel at 8:30 pm, when they were expected from early hours, the receptionist informs them to wait 15 minutes that there was a problem in the computers, after checking -in and store your luggage in the rooms, they decided to have dinner at the buffet, it was 9:20 pm. When they arrive the captain informs them that the buffet closes at 9:30, when they go to the stations in several they were removing the food. The clerk approaches them at the table and asks if they want to drink something in an uncivil tone, customers ask for red wine,to which the clerk explains that he sold out, but that they wait a few minutes because the captain was going to request it from the warehouse. In the warehouse it was not in stock and the Head of Bars is informed, who returns with half a bottle that he had left over from one of the special restaurants. The slightly upset customers continued with their dinner and when they were going to taste the dessert, the Chief of Bars appears with two more bottles of the precious liquid, to which the customers respond to the contrary.The slightly upset customers continued with their dinner and when they were going to taste the dessert, the Chief of Bars appears with two more bottles of the precious liquid, to which the customers respond to the contrary.The slightly upset customers continued with their dinner and when they were going to taste the dessert, the Chief of Bars appears with two more bottles of the precious liquid, to which the customers respond to the contrary.
The next morning, the head of quality at the facility begins the process of airing the complaint made by customers, based on the little information they received upon arrival at the facility, the sometimes unpleasant treatment and the wine problem.
During the investigation, it was detected that the clients did not receive the hotel's brochure and that the drink request had not been made according to the level of occupancy of the facility. Furthermore, there was a breach by the supplier of the established contract. Then the specialist gave an apology and compensation to the clients, however a very negative opinion came out on Tripadvisor.
Questions to solve the problem
- What violations are evident in the case, in terms of performance, and in management or command? How to solve the problems described above?
