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INDEX Sr no. INDUSTRY PAGE NO.

1 1a 1b 1c 1d 1e 1f 1g 2 2a 2b 2c 2d 2e 3 3a 3b 3c 3d 4 4a 4b 4c 4d

THE HOTEL INDUSTRY Introduction Key features in training Conceptual underpinnings Methods Findings and Conclusions Recommendations Bibliography THE CRUISE LINER INDUSTRY Introduction Phases in growth Working environment On-job responsibilities Findings and conclusions THE TOURISM INDUSTRY Introduction Training strategies Objectives in training strategies Findings and Conclusions THE AVIATION INDUSTRY Introduction Training methodology Training Practices Findings & conclusions

2 2 2 4 6 6 7 8 9 9 9 10 10 11 13 13 14 15 17

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THE HOTEL INDUSTRY


This topic addresses the very core of all hotels: the one-on-one interaction of associates and guests. Without the proper planning and implementation of staffing and service, a hospitality business that interacts with guests 24 hours a day for 365 days a year has little chance for ongoing success. Smaller hotels likely do not always have staff dedicated only to training, but the responsibility remains the same regardless of hotel or staff size. Todays hospitality training team must be effective communicators who can share best practices and examples of how to because there always seem to be crises. Those crises might be anything from technology problems to staffing shortages, but thriving in a multiple priority environment is often a requirement Training differs somewhat from HR roles, in that it often tends to be two fold and more action oriented. Planning 1. Plan, produce and monitor the annual training budget. Successful training efforts do not just happen. A team leader must work with HR and department heads to identify probable needs and create a viable plan to help operations meet those needs. 2. Formulate all learning & professional development related policies and procedures and update routinely. As with business forecasts, training needs to be anticipated and evaluated at least quarterly. 3. Prepare appropriate training needs analyses and career development plans. This is as much for the individual participating in training as it is for the organization. We all like to know whats in it for me and having career path potentials can assist both department heads and associates think ahead. 4. Plan, produce and monitor the annual learning & professional development master schedule. Training needs to be ingoing. When one steps back and recognizes the changes in technology, the green movement, online learning and more, it becomes obvious that as in #2 above, there is a logical need for a longer term plan with the requirement for updates. Delivery and Evaluation 5. Support the timely scheduling and posting of the following month's Training Calendar, incorporating security and safety training sessions to all Department Heads and Executive Committee Members monthly. With the increasing potential of terrorism in hotels and hospitality businesses, the need to regularly review updates and the propertys plans are essential. 6. Assist the Quality Assurance or other managers in monitoring and consolidating month-end training activity reports from all departments. Some properties have limited training staff, but all information relating to professional development and training
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activities should be recapped in monthly training activity recaps. We all recall the expression, what gets measured, gets done! 7. Assess changes in guest needs, the hotel's guest mix, and industry and competitive trends. Markets change, products and services evolve and having someone who interacts with the front line regularly is an excellent resource to recommend appropriate product, service and operational changes that might improve the guest experience and associate satisfaction. Properties that set our to establish and maintain market domination frequently enjoy outstanding financial results. 8. Monitor and ensure that all training and development programs are carried out within the allocated budget. Budgets should be regularly reviewed and adjusted as needed, but not overlooked. Training is not the place for major savings, unless perhaps one is considering delaying a major new initiative for a short period of time such as one quarter. 9. Identify and make available external instructors as necessary to fulfill training objectives. This column has focused on internal trainers, but there are times when external resources are essential. 10. Conduct New Hire Orientation program for all new employees using current property, brand and/or corporate standards. The expression about making the right first impression remains essential. 11. Lead New Manager Orientation, clearly reviewing associate handbook information, brand, corporate and property standards. New managers must understand the organizational values and operating procedures from day one. 12. Oversee and/or conduct compliance courses. As in #5 that discussed safety and security, the need for attention to reasonable care continues to grow. Programs that address product safety and potential liability, such as TIPS and Food Handler, and others involving Safety and/or Security should be addressed, monitored and measured. Some may be mandated by local, provincial/state and/or national government agencies, but attention must be ramped up here. Part of my work includes expert witness and/or consulting on legal issues and there needs to be specific attention paid to these issues by the major brands, as well as individual hotel owners, managers and franchisees. 13. Lead by example. I have personally been an advocate in my career in ongoing learning. Professional certifications in a wide range of specialties in learning and operations are extremely beneficial because everyone benefits. Trainers need positive leadership and interpersonal skills, yet must also maintain a sense of perspective for those learning. In addition to a multicultural workforce, the hospitality industry is increasing its emphasis on multinational business operations and global customers. Clark and Arbel (1993) found that the top six US international hotel chains operate in more than 40 countries worldwide. The top 50 restaurant chains ranked by sales in Restaurant Business indicated that 28 percent of the total sales in the leading restaurant chains originated overseas in 1996, and the growth rate clearly eclipses expansion on the home market (Houten, 1997). Houten (1997) reported that McDonalds had about 49 percent of its total revenue from the international market, and KFC generated 53 percent of its total sales from the global market. In addition, tourists visiting the USA from Asia and the Pacific, Africa, Mexico and Europe are expected to grow by more than 10
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percent in the 1990s, and by the year 2001, Asias share of the world tourism market was expected to increase from 20 percent to 40 percent (US Travel Service, 1990). Diversity will have a significant impact on the hospitality industry. On one hand, diversity may cause problems, particularly in older, traditional organizations with a homogeneous workforce, including communication difficulties with supervisors and co-workers as well as with customers. Thus, group cohesiveness may be reduced by an increased cultural diversity among group members (Cox, 1993). The lack of understanding of different cultures may lead to ineffective management techniques in directing, motivating, and rewarding culturally diverse employees. On the other hand, diversity enriches a hospitality organization by adding new cultures, ideas, and alternative methods for solving problems. Cox (1991) argues that utilizing cultural heterogeneity leads to greater innovation and more efficient marketing strategies for the different types of customers worldwide. In addition, diversity provides greater flexibility in responding to changes in the business environment because employees with different backgrounds bring different perspectives, thereby creating improvements in the status quo (Glick et al., 1990). Therefore, it is possible that heterogeneous teams perform better than homogeneous ones in the long run because of the learning experiences associated with cultural differences (Mejia and Palich, 1997). What is not understood is what effects, if any, these changes will have on an organization and how it can respond in a proactive way to them. Recognizing the significance of managing diversity in the hospitality organization, Welch et al. (1988) suggest that developing cultural awareness in a company helps employees become familiar with different values, interpersonal interactions, and communication systems which must be understood for an effective multicultural working environment. Christensen (1993) emphasizes that organizations failing to acknowledge the full range of variety inherent in their employees and customer populations will have difficulty surviving. However, those studies do not provide specific information about the multicultural training practices in the hospitality industry, nor do they provide a need for adopting a conceptual framework for investigating such training. The purpose of this study is to examine the multicultural training practices of the franchised restaurants based on the training cycle concept by Woods (1992) and Milkovich and Boudreau (1991). In addition, this research investigates what factors deter restaurants from developing and using multicultural training programs. Conceptual underpinnings Despite the good intention and the need for enhancing cultural diversity through multicultural training, such programs may fail to achieve lasting results. To avoid such problems and to provide complete guidelines, the training needs a systematic approach. Woods (1992) presented a the training cycle diagram which begins with developing the needs assessment, goes through training and implementation (identifying training objectives, contents, methods, implementation), and finally evaluating the program.
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The next stage in the cycle is the identification of training objectives. Woods (1992) recommended four categories of training goals: 1. Reaction-based. Investigates how employees feel about the issue. 2. Learning-acquired. Examines how a trainee obtains knowledge about dealing with cultural differences. 3. On-the-job behavior. Analyzes the degree of behavior change after the training. 4. Results-oriented. Measures the influence of training in improving technical skills for dealing with diverse people. The third stage in the training cycle is the establishment of the proper training content. The following content has been used:

sensitivity training; cultural awareness programs; orientation programs; joint education programs with schools; and communication competency programs (Cox, 1993; Gamio and Sneed, 1992; Tung, 1993).

The next stage is choosing and implementing the training program using proper methods. The methods of training vary substantially according to the circumstances of the company. Training can be done either on-the-job or in a place outside the workplace. On-the-job training can be effective when supervisors or trained instructors are involved in the actual work setting, while off-the-job training, including lectures, simulation and case studies, can be done without interrupting the everyday routine. While traditional methods are still useful, technology-based training using CD-ROM is increasingly in demand (Harris and West, 1993). The final stage of the training cycle is evaluation. Milkovich and Boudreau (1991) highlighted that training programs need to verify whether the training is successful in trainees performances in work settings. Specifically, Black and Mendenhall (1990) found a positive relationship between cross-cultural training and job performance, and proposed three indicators of multicultural training success: 1. cross-cultural skill development; 2. adjustment; and 3. job performance. Similarly, Jeffcoate (1981) reported four measurements for cultural diversity training programs: 1. cross-cultural understanding;
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2. skills; 3. attitudes; and 4. experiences with diverse cultures. Besides evaluating the effectiveness of the training, it is also necessary to investigate what deters the widespread utilization of such training. Mendenhall and Oddou (1986) and Tung (1981) found that the deterrence factors included cost, perceived lack of usefulness, lack of specialized trainers, and lack of support from top management. These factors should be addressed in future training programs. Methods We carried out a research through primary data collection by visiting managers of various hotels, taking interviews to ascertain the current training practices they followed at their hotels .We also spoke to employees regarding their views on the training practices they hitherto underwent. Findings and Conclusion of our study on training practices in hotels

70 60 50 40 30

63.4

19.7 20 10 0 strongly agree somewhat agree disagree strongly disagree 13.4 3.5

Fig 1: percentage of respondents on multicultural training is the most important factor in their careers (versus other factors) This study explored multicultural training practices in the hotel industry. Although the practice of multicultural training was not widespread, respondents who had the training understood the importance of such training for incorporating cultural diversity. Thus, hotels set the training goals to increase sensitivity about cultural diversity utilizing rather conventional training contents and methods. In addition, it was perceived that multicultural training was most
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successful in improving interpersonal skills dealing with culturally diverse people in their work environments. High turnover rates in the restaurants were the most important factor for not implementing the training.

Percentage of respondents saying that training in communication skills finds corelation with work demands
70 60 50 40 30 20 10 0 65.3

20.7 4.3 strongly agree somewhat agree % somewhat disagree 9.7

strongly disagree

We also found out that training related to communication skills was a big favorite with the employees because this helped them not only in dealing with customers but also provided better growth opportunities within the organization and outside it. Recommendations For effective management of multicultural training, an in-depth training approach is required for the practitioners and a research guideline is recommended for the hospitality researchers. Markets change, products and services evolve and having someone who interacts with the front line regularly is an excellent resource to recommend appropriate product, service and operational changes that might improve the guest experience and associate satisfaction , again corroborates the fact that multicultural training is needed.

BIBLIOGRAPHY: http://hma.hotelworldasia.com/content/13-best-practices-hospitality-training-managers-anddirectors?page=0%2C2
http://www.sustainabletourismonline.com/awms/Upload/Resource/80093%20%20Training%20Needs% 20WEB.pdf

http://www.emeraldinsight.com/journals.htm?articleid=867324&show=html http://ehotelier.com/hospitality-news/item.php?id=A19951_0_11_0_M

CRUISE INDUSTRY
Cruising is one of the fastest-growing sectors of the travel and tourism industry, offering a wide variety of job opportunities to people from all backgrounds who want to see the world while they work. Cruising has a very glamorous image and has long been considered an expensive way to travel and explore destinations. However, the cruise sector is changing rapidly new companies have entered the market and offer cruises at package holiday prices. Also, cruising is no longer just for the rich and famous. People from all walks of life go on cruises, tempted by the lower prices and the informality offered by some of the new cruise companies.

Phases in Cruise Sector Development


Cruise tourism has developed in phases. So lets start with a look at the development of the cruise sector of the travel and tourism industry: Beginning In the 1920s, cruise tourism was the preserve of the social and economic elite. But after WW2, the development of air travel dented the growth of cruising, as it became more fashionable to use passenger aircraft. Consolidation In the second half of the 20th century cruise holidays became most popular to the affluent and late middle-aged demographic groups. Taking a cruise holiday conjured up images of past luxury and opulent lifestyles. It was also a way to chase the sun in the winter months, while avoiding mass tourism Re-birth In the later years of the previous century, cruise travel was revitalised. The sector has grown steadily since 1980, at an estimated annual growth rate of 8%. The cruise industry has targeted new market segments, attracting younger passengers and differentiating the cruise offering. This stage has seen the development of: Fly-cruise options Increased cruise ship capacities Variable cruise durations Variable price options

The future In future, analysts expect the following trends to continue: More mega cruise ships benefiting from larger economies of scale Greater product differentiation including offerings to families, the youth market and lifestyle cruises More recreational opportunities on board cruise ships 9

More design and technical innovation in cruise ships New cruise regions, as traditional areas become congested New cruise locations Greater conflict between the cruise industry and environmentalists

Changing consumer demands and needs in cruising


The changing demands and expectations of passengers are a constant challenge for cruise operators, which must offer new products and services to a wide variety of customers, in order to remain competitive. This has resulted in a number of recent trends in the cruise sector, including: 1. Growth in the market; 2. Changing popularity of cruise areas; 3. Changes in customer demographics; 4. More informal cruising; 5. Growth in ex-UK cruises; 6. Demand for ultra-luxury cruising

Growth in the cruise market


1. Between 2004 and 2005, worldwide cruise passenger numbers grew by 7.5 per cent to reach 14.4 million, according to figures published in the Annual Cruise Review. This level of growth was particularly impressive as only four new ships were added to the fleet during the year, compared with an average of ten per year over the previous 15 years. 2. It is forecast that passenger numbers will reach 20 million worldwide by 2012. 3. Cruising is most popular among North Americans their cruise numbers showed a 9 per cent increase from 8.9 million in 2004 to 9.7 million in 2005.

The working environment in cruising


Working on board a cruise ship can be an exciting and rewarding experience, visiting exotic ports of call, working with people from all parts of the world, earning a good living, and having your room and board provided for free. However, like in other sectors of the travel and tourism industry, life on board ship is also demanding and challenging, working long hours (often 7 days a week), sharing accommodation with work colleagues and following the ships rules and regulations. Most cruise lines offer an average contract of six months, but depending on the position and the company, it could be as short as four months or as long as ten. Staff is paid only while on contract holidays are unpaid and usually last two months. Once youve completed a contract you are not obliged to return to the same ship or company, but if you have enjoyed your work and have received a good reference, you are likely to be offered another period of work. t summary

Qualifications, experience and skills required


Experience counts for a lot in the cruise sector people who have on-shore experience of, for example retail, entertainment, hospitality and catering, will be more attractive to the cruise lines than applicants with no experience at all. Personal skills and qualities, such as good appearance and grooming, a positive 10

attitude, enthusiasm and reliability, are of paramount importance in the cruise industry, which is all about meeting and even exceeding passengers expectations. In general, cruise lines look for people who: Are highly-motivated and enthusiastic Are keen to take on a challenge Have a strong desire to work on a cruise ship Get on well with other people Are happy to be away from home for long periods Have a helpful and patient customer service manner Are well-presented.

Unit 10: Investigating the Cruise Sector 29

On-board job opportunities


Jobs are offered in different departments on board ship, for example: Galley (kitchen) Engineering Beauty and hairdressing Hotel (reception) Housekeeping Casino Deck Entertainment Medical Food and beverage Tours and excursions Photography 5 Sports, pool and gym. Some jobs are more technical than others and require specialist qualifications, for example posts In medical, deck, engineering and gym work.

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Findings and Conclusions

Respondents' opinion about training in communication skills


80 60 40 20 0 compulsary training optional training 26.5 73.5

The most attractive training practise followed for employees of cruise liners based on overall job satisfaction and enhancing career opportunities was found out to be training to communicate in an articulate manner , preferably know atleast 2 foreign languages and the ability to engage customer in amiable conversations.
120 100 80 60 40 20 0 1 2 optional training compulsary training

Compulsory training was a major part of their training program with as much as 80% emphasis on it. There were frequent training programs which were not compulsory for everyone but very job specific .

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TOURISM INDUSTRY IN INDIA


INTRODUCTION The World Tourism and Travel Council(WTTC) have recently notified India as one of the fastestgrowing tourist economies in the world as per the statistics provided by World Travel and Tourism Council (WTTC)1 in the past 7 years contribution of Indian Tourism industry (Direct and Indirect Impact) in GDP has increased from Rs 958.17Bilion to Rs 2190.24 Billion and employment in the industry has increased from 21.9Bilion to 25.6Bilion, The growth in Indian tourism industry both in terms of Tourist Arrival and foreign exchange earnings is remarkable. Indian Tourism registered a growth2 over 104% over a period of 10 years from 1997 to 2007 in terms of Foreign Tourist Arrivals (FTA). The estimated number of FTA in 2007 touched 5 million as compared with 4.45 million in 2006; moreover, the foreign exchange earning registered a growth of more than 300% over a period of 10Years from USD2.88Bilion in 1997to USD11.96Bilionin 2007. The phenomenal growth in economy has lead to increase in disposable income, change in spending habits and demographic structure; increasing affordability due to numerous holiday packages and cheaper air fares, has resulted in a rapid growth in outbound tourist traffic; which grew at a rate of 25% over the last three years and increased growth of more than 160% over the last 10 years from 3.73 million to approx 10 million in2007.

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THE FUTURE
An Annual Growth rate of 8.8% over the next decade has been predicted for Indian Tourism industry by the World Travel and Tourism council in its projection where it covered174 countries, the projection shown by the council for India is the highest in the world with a target to reach a figure of 10milion tourist arrival by the year 2010. The Contribution in the Gross Domestic Product has been estimated to be up to Rs 8, 50,000 Crore and the industry will be employing 8.78% of the total employment which clearly indicates that there will be a huge demand of skilled and trained manpower in the industry. Though in the recent past India has begged several prizes and accolades at international level in terms of achievements in the Tourism industry like being declared as Numuro uno Destination and favourite country of the year for the year 2007 by the world's leading travel and tourism journal, "Conde Nast Traveller along with WTAs Asias Best destination for the year 2007 yet there are certain serious issues before the industry like poor infrastructure in terms of roads, airports, availability of good three stars hotels, heavy tax structure and lack of qualified and competent staff both at operational and managerial levels and a huge gap between supply side inputs and demand side requirements which are raising some serious questions over the sustainability of the industry.

TRAINING STRATEGY FOR TOURISM


A model for tourism training strategy is illustrated below, and it encompasses the critical steps that make up a strategic plan. Figure1: Tourism Training Strategy
Vision Core Strategies HRD Strategies for Buy-in

Principles of the Tourism Training Strategy

ImplementationMoving from Vision to Action

OutcomesMeasuring Success

Objectives of the Training Strategy

Sustainable Tourism Development

Strategic Framework

Tourism Training Strategy

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VISION

To ensure that all the people already employed in the tourism sector, or seeking employment in tourism, have the opportunity to participate fully in training and development which enhance their life-skills and employability. The Training Strategy will be inclusive and foster equity, fairness and diversity in order to help the people to take advantage of and benefit from economic and social development in the sector as it occurs.
PRINCIPLES OF THE TOURISM TRAINING STRATEGY

Respect the needs of the people - To be committed to a training strategy that respects the needs of all, is open and accessible to everyone, regardless of culture, gender, ability, financial means or location Preparedness - To provide avenues of opportunity to access training and development initiatives that will help to prepare them to take advantage of and contribute to economic and social development in tourism as it occurs Collaboration - Building partnerships with the diverse sectors (such as hotels, travel agencies, airlines, attractions, restaurants, shops, resorts, conventions and so on) to strengthen and expand the resources available for training and development initiatives. This principle will build on the governments commitment to continue to expand its relationships with academic institutions, private sector industry, labour and non-profit organizations, and to closely work on central-state Government relationships Sustainable Development - India is rich in resources and the planning for the use of them for the long-term benefit of people is therefore of fundamental importance. The training strategy will help in ensuring that development in the country is sustainable.

OBJECTIVES OF THE TRAINING STRATEGY

Create a cooperative environment for tourism education and training Develop and upgrade human resource skills in tourism sectors with emphasis on sustainable tourism development Develop strategies for buy-in by stakeholders and local communities Review and integrate existing models for training and skills dissemination Identify and designate centres of excellence

CORE STRATEGIES

To realize its vision for training in tourism, the Government needs to initiate core strategies, which include
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Having a training policy - To maintain industry training policy and standards framework, approve programmes and standards recommended by industry, register, track and certify trainees (through a industry training centre), and fund the industry training (based upon industry developed plans and priorities). Identifying current and future skills and training needs - By developing an industry training strategy, designing and developing training programs, establishing occupational and program standards, promoting industry training and recruit trainees, promoting careers in tourism, marketing and promotion of programs to employers, promoting industry participation and engagement in training opportunities. Adapting to the changing workplace Providing opportunities for people from a wide variety of backgrounds with a broad range of skills. Establishing training trust funds - Community-based and community-driven, these trusts are designed to put decisions about training in the hands of the communities themselves. Focusing on the youth By creating opportunities for youth to develop knowledge and skills for work, increasing work opportunities for young people, helping young people respond to the changing nature of work by adopting a multi-disciplinary process with regard to career development opportunities, and removing cultural and social barriers that can prevent young people from working.

The trainings are divided into three levels, as described below. 1. Level I Training for Basic or Primary skills To be conducted for staff who has direct contact with tourists (like tour or trail guides, host coordinators, airline crew, immigration officials, hospitality executives) for upgrading the service delivery standards, quality and productivity to a minimum acceptable level 2. Level II Training for Middle or Tertiary skills To be conducted for middle level staff with basic qualifications or experience in the tourism industry (like front office staff, tour operators and travel agents) in the form of refresher courses, environmental and sustainable tourism development workshops, language training, train-the-trainer training programme etc. 3. Level III Training for Advanced skills This is for tourism administrators, senior decision makers and administrators for project conceptualization, design, execution and management, property management, effective communication and marketing skills, problem solving, key account retention etc.

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FINDINGS AND CONCLUSIONS Major findings of the study are as follows:

Responses for "training required for lack of competent professionals"


5% 15% 44% strongly agree agree 36% disagree Strongly disagree

The respondents strongly agreed to the fact the tourism industry lacks competent people one of the major reason for the same was that the people who are joining the industry majority of them are simple graduates and under graduates not having any specific degree or diploma of tourism courses. The industry also does not have any specific recruitment policy regarding recruitment of specialized people in the industry. Most of the respondents were agree with the fact that the salary packages offered by the industry are quite less than the salaries offered by other industries in service sector also they were of the opinion that HRD practices in most of the organizations leaving some big organization are missing and there is no clear cut defined career path which is a big impediment as far as talented lot is concerned to take it as a career option respondents expressed their concern over the fact that still the industry is perceived as the industry of ticketing agents, guides and brokers. Professors and faculties at universities and institutes also admitted that the student intake in the courses is of average and poor quality; quality students go for MBA and
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other courses also during the counselling sessions seats of MBA and Finance courses get filled first and the remaining lot then opt for tourism or other courses which clearly shows that the tourism industry which has tremendous employment potential is still not attracting good candidates. Students pursuing tourism education were of the opinion that the course delivery lacks practical orientation

Guest faculties from the industry are available in big cities but when it comes down to other cities a rare industry interface is available also the course curriculum does not lay much emphasis is on soft skills and personality development which is very essential to perform efficiently in the jobs. Students also felt that the courses offered are providing the basic level knowledge of tourism and other related discipline, the courses curriculum designed is hybrid in nature covering travel and tour operation, hospitality, airline and cargo management but it seriously lacks specialization in any specific field. A strange revealing came out of the survey in a university where some girls revealed that they are pursuing this course because of the family pressure as it is easy to get admission in this course and a management degree helps them in matrimonial purpose. In most of the universities and institutes there are only 2-3 faculties who are specialized in tourism education rest of the faculties come from other discipline also there are very few or no faculty

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AVIATION INDUSTRY IN INDIA


INTRODUCTION

Hospitality is an art sublime and a science supreme. It is a way to convey a sense of cordiality. It is a means to make a statement of conviviality. It is a conduit to reach out to ones heart. That belief constitutes the cornerstone of every feast we host for our clientele. And thats what makes us an ultimate choice for all your catering needs. If youre scouting for ultimate hospitality services, youre surely scouting for us. It is both a field of work and a field of study. In the work sense, it refers to management of hotels, restaurants, travel agencies, and their institutions in the hospitality industry. As a field of study, it refers to the study of the hospitality industry and its management needs. People who are Interested in careers in hospitality management may opt to pursue it as a field of study so that they can start their careers on solid footing. It is vast and very diverse. Any time people travel, stay in a hotel, eat out, go to the movies, and engage in similar activities, they are patronizing establishments in the hospitality industry. The management of such establishments is very challenging, as managers need to be flexible enough to anticipate and meet a wide variety of needs. They must also handle tasks such as training employees, handling staff, setting standards, and so forth. Some people develop careers in hospitality management by working from the ground up. They get experience in various low level positions before gradually being promoted into supervisory positions, and eventually attain managerial status. For people who plan to work with a single organization for life, this method can be a great way to advance, as it familiarizes them with all of the nuances of the organizations they work for and gives them a better idea of the amount of work involved at all levels to run a facility like a busy resort. If you are one of those who get satisfaction from providing service with a smile, this industry could be right up your alley. In the hospitality industry, looking good, being cheerful and making people feel comfortable play a very important part. The industry covers a wide range of portfolios in fields ranging from aviation to hotels to tourism and public relations. Leisure and hospitality consists of industries within the food services, accommodation, recreation and entertainment sectors. The union tourism ministry has predicted a boom in the hospitality sector in the country and those in the city wanting to be a part of this boom can choose undergraduate courses offered by several colleges and institutes.

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There are private institutes in the city that offer courses that will help students become airline cabin staff such as flight attendants. Flight attendants are required to maintain a cool head in times of crisis and calm passengers down in emergency situations and see to it that they are kept comfortable. Their duties include preparation of and serving or selling of onboard food and beverages.

TRAINING METHODOLOGY The training practices in the aviation hospitality industry include a wide variety and range of personal and professional development courses. The training methodology includes: LECTURES: Power Point Presentation Question and Answer Self Assessment VISUAL: Video Presentation AUDIO: Voice Recording and Playback ACTIVITY: Role Play and Sharing of Experience Demonstration and Practical Application Simulation Presentation Games Group Discussion Dry Run - Practical with Equipment

TRAINING PRACTICES
FUNDAMENTALS OF CABIN CREW LEARNING

This provides with a comprehensive study on the fundamentals of Cabin Crew Learning, In-flight Service Management and Aviation Safety. The framework is modeled to meet. These fundamentals provide an insight into Aviation History, Airline Codes and Service Fundamentals that are followed strictly by International and Domestic Airlines to facilitate operational and service delivery requisites.
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Airline Specifications and Standards to include: Aviation Fundamentals Standing Order Announcement Delivery Cabin Familiarization Wide and Narrow Body Aircraft Galley Management Aviation Food and Beverage Key Performance Area Meal Service Procedures Meal Service Delivery Dining Etiquette Route Information In-flight Sales Service Excellence & Service Recovery Aviation Safety The program is designed to cover all essential aspects of Ground Handling: Introduction to Airport Division Aviation Fundamentals Reservations: Baggage Screening and Queue Management Check In Procedures Baggage Make up Area Security Hold Area and Boarding Gate Boarding Gate Formalities and Announcements Arrival Procedures RAMP Management Frequent Flyer Program SABRE - Basic Reservation and Check- in Airport Familiarization Visit Understanding the refinement of finer aspects of service delivery as an air hostess / flight steward will certainly sets one apart with the necessary skills to place you above the competition in both the Aviation and Service Industry. The training methodology includes lectures, power point presentations, question answers, self assessment, video presentation, voice recording and playback Role Play and Sharing of Experience, Demonstration and Practical Application, Simulation, Presentation, Games, Group Discussion, Dry Run - Practical with Equipment. COMMUNICATION AND SOFT SKILLS

It is the process of that includes transmission of information, ideas, emotions, skills, and knowledge by using symbols, words, pictures, figures, graphs, or illustrations. The primary
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function of communication is to inform, educate, entertain, and persuade people. The aviation industry looks for good verbal as well as non verbal communication. These include pronunciation, clarity, conciseness and completeness, vocabulary, self-confidence, pitch tone and style of voice. All these essentials when put together provide with advantages such as immediate feedback, immediate clarifications, persuasion and control, saves time, and shows a good formal communication. All these objectives are attained by lectures, activities on communication skills which includes public speaking, group discussions etc. ACCOMMODATION AND OPERATIONS

The aim of this training is to enable learners to gain knowledge and understanding of the structure, role and responsibilities of staff in accommodation operations, the methods and documentation used, and the importance of safety, security and environmental issues, and gain skills to clean and service rooms, using appropriate cleaning agents, equipment, resources and methods. It includes the Front Office Department which comprise of the: Reception Guest Service Offices Bell Services Reservation Operators Executive Club Health and Recreation Center and Business Center

The purpose of the Front Office Department is to provide guests assistance with luggage, transportation, information concerning the hotel and the city, and any other service arrangements needed during their stay. Managing the guest rooms Telephone manners and handling calls Guest cycle Handling reservations and registration Handling guest complaints Handling VIP's Change of room Safe custody Preparation and settlement of bills and checkout Procedures for guest checkout Night audit
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Introduction to housekeeping Cleaning agents and equipments Use of cleaning equipments agents Dusting, cleaning methods in housekeeping Procedures of distribution and inventory Fabrics & fibers Flower arrangement Front office and housekeeping Coordination and records

These skills are developed through lectures, presentations and on board experiences.

PRINCIPLES OF FOOD PRODUCTION

This subject provides students with basic food preparation skills including the terminology and definitions used and the scientific principles of preparation and selection criteria for all categories of foods served in foodservice operations which will increase professionalism within the field of foodservice. The various aspects related to food production principles are Introduction to cookery Kitchen staffing Methods of cooking food Vegetables and fruits Organization structure in the kitchen Meat and poultry Portion control Culinary terms Rice, cereals, pulses and sprouts, milk and cheese, herbs, Indian spices & masalas Professional attributes

The learning methodology adopted for this subject is on hand experiences in kitchens. Tutorials and lectures are also conducted giving information on types & varieties of the fruits, vegetables, flavors etc.

LEARNING THE FUNDAMENTALS OF MANAGEMENT

Aviation sector deals with people of different places and cultures simultaneously. So there is a need for the aspirants of aviation hospitality management to learn the basic fundamentals of management in order understand their customers needs and to serve their customers well. These fundamentals include introduction to management, planning, decision making, organizing, staffing, leadership, motivation, coordination, controlling.

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These fundamentals are learned through group activities, formal and informal interactions coupled with presentations and lectures. Different types of individual, group and organizational development techniques are observed in order to facilitate the learning more easily.

CATERING SCIENCE AND HYGIENE

The learning objective of this section is to provide information on role of hygiene in catering industry. This includes dealing with Hygiene in food production Harmful effects of food organisms Personal hygiene for food handlers Food preservation and storage Food additives and food adulteration

The training practice also includes lesions on introduction to nutrients such as carbohydrates, proteins, fats, vitamins and minerals.

HANDS ON INFORMATION TECHNOLOGY

With everyday changing technology the training practices also include the learning of latest trends in information technology. These include a good knowledge of computer fundamentals and windows, MS Word, MS- Excel, MS - Power Point, internet services and Hotel Software. The training includes hands-on experience with new technology. Presentations, lectures, question answers, computer labs sessions provide the basis for learning.

FIRST AID AND EMERGENCY TRAINING

The aviation sector prepares the aspirants to deal with the emergency situations and handling of first aid kits in case of an emergency. The skill to remain calm and composed in case of an emergency and keep the passengers out of panic is the sole purpose of this operation training. The training process involves on board demonstration exercises, simulative first aid techniques like CPR etc. Lectures and sessions are conducted with doctors who provide knowledge and uses of first aid kit.

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FINDINGS AND CONCLUSIONS Are these training practices sufficient to overcome any HR related issues in the near future?

Respondents opinion undergoing these Training Practices


24% Strongly agree 12% Agree Disagree 31% Strongly Disagree

33%

CONCLUSION Recently there have been many HR related issues in different airlines. In kingfisher airlines 350
cabin crew quit last year, and there was a shortage of 200 air hostesses.

24 percent of the respondents strongly agree with the fact that these training practices are sufficient to overcome any HR related issues in the near future While 12 percent of the respondents slightly agree that these training practices are sufficient to overcome any HR related issues in the near future 31 percent of respondents disagree with the fact that these training practices are sufficient to overcome any HR related issues in the near future While the majority i.e. 33 percent of respondents strongly disagree with the fact that these training practices are sufficient to overcome any HR related issues in the near future. They believe that revised and improves training methodologies and practices have to be adopted in order to overcome the HR related issues in the Aviation industry

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