Judi Brownell

Problem-Based Learning in Graduate Management Education: An Integrative Model and Interdisciplinary Application:

This article develops a model of problem-based learning (PBL) and shows how PBL has been used for a decade in one graduate management program. PBL capitalizes on synergies among cognitive, affective, and behavioral learning. Although management education usually privileges cognitive learning, affective learning is equally important. By focusing on real-world problems, PBL helps students appreciate multiple perspectives, recognize nonrational elements of decision making, and confront ethical quandaries. Together, cognitive and affective learning underpin the essential third element: behavioral learning about how to implement plans, lead teams, resolve conflict, persuade others, and communicate with multiple constituencies. Specific examples of PBL projects illustrate this inter relationship.

Leadership in the Service of Hospitality

The definition of leadership has changed considerably in the past one hundred years, beginning with the “great man” concept and, more recently, focusing on “transformational leadership.” The next step in leadership evolution is servant leadership, in which the leader seeks to support and empower followers. The implications are considerable for the hospitality industry, since it is based on the concept of leadership through service. Hospitality educators could take steps to instill servant leadership principles in students to equip them for this increasingly relevant leadership style.

Personality and career development: A study of gender differences

Abstract What are the “right” personality traits for career success in hospitality management?

THE MANAGEMENT DEVELOPMENT PROGRAM: A COMPETENCY-BASED MODEL FOR PREPARING HOSPITALITY LEADERS

As management educators increasingly focus their attention on instructional outcomes, competency-based education has emerged as an important component in graduate business education. The most sought after graduate students are not only knowledgeable in business fields but also demonstrate competence in critical managerial skills. This article focuses on the development, implementation, and assessment of a competency-based component of the Master of Management in Hospitality program at the School of Hotel Administration at Cornell University. This program component assesses and directs the development of graduate students’ skills in writing, presentational speaking, and leadership/group process skills. To the extent that it has proven effective in accomplishing its objectives, it may serve as a model for business educators interested in including competency-based education in their programs.

Creating Strong Listening Environments: A Key Hospitality Management Task

The listening environment is viewed as an aspect of organizational culture that both influences and is influenced by individual behaviour. Discusses the concept of the listening environment within hospitality organizations from a symbolic/culture perspective. Examines the ways in which this environment influences both the accomplishment of organizational tasks and the development of interpersonal relationships on the job. Suggests that managers can deliberately control many aspects of the listening environment, and that effective hospitality leaders foster strong listening environments as one approach to increasing employee participation, excellent guest service and organizational commitment.

A Model for Listening Instruction: Management Applications.

the communication process. Few have learned to listen. Although Palll Rankin’s 1926 thesis at the University of Michigan first brought educators’ attention to the subject. it was not until Sperry Corporation made listening the key concept in their promotional campaign that training and development specialists began to take notice of this long neglected skill.’ The past 15 years have seen tremendous growth in the number of studies, resource materials, and

Predicting Leadership: The Assessment Center’s Extended Role

Purpose – Predicting leadership demonstrates how assessment centers can be designed to meet the extended goals of assessing three broad‐based and particularly critical indicators of hospitality leadership effectiveness: the ability to respond to change, the ability to foster trust, and the ability to create inclusive work environments. Design/methodology/approach – A literature review reveals the most critical hospitality leadership needs in times of rapid and continuous change, and supports the assessment center approach as a means of judging key leadership competencies. The steps involved in developing a center to assess three particularly critical leadership competencies are outlined and challenges noted. Findings – The assessment center is shown to be a valuable means of both assessing and predicting leadership talent beyond the scope normally associated with this method. Practical implications – Assessment center methods can be extended to accomplish the organizations most important goal – preparing for, and responding to, future leadership requirements. Originality/value – The paper is of value to both academic and practitioner readers interested in leadership development. It provides a rationale and practical guide for assessment center design and implementation.

Strengthening the F&B purchaser-supplier partnership: Actions that make a difference

Abstract When vendors and purchasers work as partners, such key attributes as trust and communication will cement their relationship and provide a competitive advantage.

Getting Quality Out on the Street: A Case of Show and Tell

Hotel employees hear all about quality standards from the general manager and supervisors. But it’s not until managers demonstrate those principles that employees really learn that quality service means.

The symbolic/culture approach: managing transition in the service industry.

Abstract Hospitality managers face many challenges as they implement strategic plans and lead their organizations through the transition process. In this paper, organizational transition is viewed from a symbolic/culture perspective and the impact of organizational culture on the change process is explored. The change process is seen as a disruption of existing organizational values, beliefs, and assumptions. Communication strategies are viewed as essential for effective transition leadership, enabling hospitality managers to overcome such barriers to change as: the customer as partial employee, a diverse workforce, and high levels of uncertainty. Effective managers use strategic ambiguity as well as myths and stories to communicate new organizational values. In order to lead their organization through the transition process, managers also facilitate information sharing and serve as boundary spanners, interpreting the perceptions of one group or department to those with different perspectives and concerns. Finally, hospitality leaders model effective listening skills which are essential to wise decision-making and the development of supportive work environments. The hospitality industry can respond to on-going organizational change by helping its managers understand the nature of organizational culture and develop the communication competencies that facilitate the transition process.