Southern Cross University: Tourism Management Reflective Report

This report presents a reflective analysis of a student's journey in tourism management, focusing on the Competing Values Framework (CVF) and its application to leadership roles within the hospitality industry. The report is divided into two parts: Part A analyzes the student's self-assessment using the CVF, comparing their initial and subsequent 'spiderweb' profiles to identify strengths, weaknesses, and areas for improvement in managerial skills. The student reflects on changes in their competencies across the four quadrants (collaborate, create, compete, and control), referencing literature, blog participation, and survey results. Part B examines paradoxical views, competing values, and complementary models identified in a community blog, relating them to the function of management in tourism, hospitality, and event organizations. The report highlights the importance of control systems, flexibility, and timeliness in effective management, drawing on relevant research and practical examples.

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Part A
The tourism and hospitality sector is gradually becoming complex, global
also expertized, it is there very important for student who are taking courses in
hospitality related areas ,to train in order to carry out management duties
efficiently . The hospitality sector needs graduates who are equipped to take the
leadership positions. ‘Providing industry ready graduates who are capable of
conducting business successfully and solve the management problems in the
tourism and hospitality sector needs to a big concern to the industry leaders as well
as educators. Broad study shows that the attraction of fresh job seekers is being in
possession of particular management skills in the tourism sector.
Tragedy & Hope (2013) established that the competency theories can be
valuable tools for recognizing and training upcoming leaders .The author further
noted that self-management is the most important attributes which needs to be
considered when examining the leaders(Quinn, RE, Bright, D, Faerman, SR,
Thompson, MP & McGrath, MR ,2015)
Competing Values Framework (CVF) is defined as leadership and
management based on a paradoxical philosophy, which compelling managers to
contemplate the opposing powers as well as demands in the business. The CVF
structure in the current work show 8 roles which are subdivided into 4 quadrants
and further connected with 4 models. Additionally, the perpendicular axis
emphasizes on control and flexibility in the business, the horizontal axis centers on
internal as well as external atmosphere of the business (see Appendix 1 and 2).
Likening the first CVF ‘spiderweb’, with 2nd CVF ‘spiderweb’ appears to be have
a balanced competencies in 8 roles. In Appendix 1 and 2, the a major
transformation is displayed on broker role, growing from 4.2 up to 5.4 .
Additionally, another significant transformation is shown on coordinator role, falls
5.4 to 4.8. Though, the insignificant transformation is witnessed on the role of
monitor (4.7 Versus 5.0) as well as the role of director role which is indicated to
be (5.0 Versus . 5.2) in both CVF ‘spiderweb’. Moreover, the facilitator role as
well as producer remained constant (5.0 and 5.4 ). (Appendix 3).
On taking a closer look, I noted that as a leader, I was capable of boosting
adaptation as well as receptive to put up with change of external setting reflected
on OpenSystems ‘create’ structure. However, I identified that I certainly need
to develop and nurture innovation. This is basic undertaking for directors in any
business. For instance, I usually work from at 9-7, my manager be capable of
focusing on flexible management talents, which can reduce or cut the company's
losses. In the 2nd Competing Values Framework ‘spider web’, even though the
monitor’s role went up, the part of coordinator went down. Consequently, I believe
that I am lacking of efficiency and self-management . Am not able to control myself
especially during learning and working sessions. In order to be a good leader, I
sensed that to keep solidity in the Internal Process ‘control’ , in this task have to
learnt to regularly how to streamline management , and has all the details of the
business. Throughout the MTLs community communication, I noted that motivation
plays a vital part in increasing the organization's profitability and productivity.
Therefore, it impacted my second assessment with a Rational Goal ‘compete’
THEORY. (Quinn, RE, Bright, D, Faerman, SR, Thompson, MP & McGrath, MR ,2015)

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During this course, I recognized good at encouraging workers to grow the
productions which In turn helps to attain the business goals. On the other hand,
likening with the 1st survey, I noted that I was not capable of managing the
misunderstandings and a proper communication channel with workers in model of
Human Relations ‘collaborate’ . Thus, to be a master leader, I believe that really
must have the talents of developing commitment as well as unity in the business.
In my opinion, as a dominant manager the vital organization competencies,
as well as the paradoxical philosophy needs to be considered, this will enforce the
managers strike a balance between being adaptable and being flexible.
PART B
In this part, the report will center on identifying paradoxical views ,
competing values, as well as complementary models which can be found the
community Blog 2. The Master Manager in the Tourism sector needs to have
some vital competencies in order for them to lead the business successfully. The
report will deliberate on the components stated above associating to their
significance with management roles in the tourism business(Tragedy and Hope
2013).
The control systems as well as their roles were debated in Community
Blog 2. Basically, a control system can be defined as instrument of guiding the
business to meet the business's results in given situations. The nature of business
constraints differs broadly, however all business have constraints which are
distinctive and may need to use control systems in some situations.
Controls can enhance and limit success depending on how they are used. The
control system can be used as thresholds where processes or operations need to be
controlled. In an ever-changing tourism sector where variables can change
drastically, control systems are therefore necessary. The control systems are vital
instrument in the running of any firm. Configuration of control system with the
business’s goals was recognized as a significant element. Certainly, control
systems must be firmly led by the business’s goals. In the handling of tourism
business's, leaders need to recognize the objectives of the firms before building an
suitable control system. For instance, directors need to pinpoint the goals of their
firm before using control system in controlling of the firm's marketing. Using controls
before defining may inhibit the firm's team from attaining the objectives.
Consequently, the main value here is constructing control-system for recognizing
business objectives.
Flexibility plays a major part in paradoxical opinion of the control systems.
Control System are controlled since they flexible. Even though this opinion may
seem to challenge itself. Control systems usually enforce constraints on leadership
operations; on the other hand no management operation is firmly foreseeable. For
instance, a tourism director may need the control systems in marketing operations
which observe their usual marketing activities.
Control systems needs offer quick remedies to processes which appears to go
off-course. Though, since quick action against flawed processes may not be
conceivable, the control systems should offer best timely possibility. Timeliness of
the remediation stop situations from going down the slippery hill and possibly
growing more hazards. Other principles of the control system recognized comprise

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of the quality of being balanced, easy understanding and obtainability of backup
activities. The control system model which is balanced is expected to attract quicker
acceptance by the workers. Backup remedies are beneficial when the size of the
condition is above what the control system model was planned for (Anita
Zehrer,2009).
In conclusion, flexibility, objectivity, as well as timeliness are the most
relevant views and values control system. Therefore a successful control system
needs must consider firm outcomes and goals. It must be flexible to give way for
necessary changes to take place In the business. Finally, the controls need offer
timely remedial actions on recurrent issues (Anita Zehrer,2009).

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REFERNCES
Anita Zehrer, Key Competencies of Tourism Graduates: The Employers' Point of
View ,2009. Journal of Teaching in Travel & Tourism 9(3):266-287 · December
2009 with 3,145 Reads. DOI: 10.1080/15313220903445215
The Competing Values Management Practices Survey, 1807, Wiley, viewed 13 May
2015, <http://www.wiley.com/college/quinn/047136178X/survey/course.htm>.
Quinn, RE, Bright, D, Faerman, SR, Thompson, MP & McGrath, MR 2015, Becoming A
Master Manager: A Competing Values Approach, 6th edn, John Wiley & Sons Inc.,
New York.

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Appendices
Appendix 1 - The 1st CVF Spiderweb’ Leade
Appendix 2 - The 2nd CVF ‘Spiderweb’

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Appendix 3-