Gölge Yönetici Programı: Turizm Sektörü İçin Geleceğin Yöneticilerini Yetiştiren Kuluçka Programı

Konaklama endüstrisi, yetenekli, işe hazır ve nitelikli mezunlara ihtiyaç duyarken maalesef, turizm öğrencileri kariyerlerini turizm dışındaki sektörlere yöneltiyorlar ve/veya eğitimleri sırasında yönetimsel bakış açısı elde edemiyor. Gölge Yönetici Programı, turizm mezunları için turizm alanında kariyer yapmayı tercih etmeleri için yeni bir fırsat penceresi açmaya yöneliktir ve mezunlar, akademisyenler ve uygulayıcılar arasındaki noktaları yönetim perspektifinden gerçek hayat deneyimleriyle birleştirmektedir. Program, yönetsel düzeyde sınıf içi öğrenme ve yaz stajı pratik tecrübelerini birleştirmeyi sağlayarak gerçek hayatta yöneticilik deneyimleri edinilmesine olanak sağlar. Bu çalışmada kullanılan bütünsel çoklu açıklayıcı vaka çalışması yöntemi, sektör-akademi işbirliği ile potansiyel yöneticilerini nasıl etkili bir şekilde üretebileceğini ortaya koymaktadır. Veri toplama ve analizlerinin çeşitlendirilmesinde yarı yapılandırılmış görüşmeler, odak grup çalışması, haftalık rapor içerik analizi, katılımcı gözlemleri ve anketler kullanılmaktadır. Bu çalışma, Gölge Yönetici Programının amacı sektör için yetenek havuzu yaratmak, akademi için müfredatın sektörün ihtiyaçlarına uyumunu sağlamaya yönelik bir model önerisi geliştirmeyi ve mezunların yönetsel beceriler geliştirmek için fırsat sunan bir yönetici kuluçka programnı hem müstakbel mezunlar hem sector gözünden programın başarısının değerlendirilmesidir

Management Shadowing Program: An Incubator for Prospective Managers in the Tourism and Hospitality Industry

The hospitality industry needs qualified work-ready graduates with skills but unfortunatelytourism students are changing their career paths outside tourism and/or cannot obtain a managerialperspective. The Management Shadowing Program joins up the dots between academia, graduates andpractitioners with real-life experiences from the management perspective, which opens a new window ofopportunity for tourism graduates in a preference towards a career in tourism. This program enablestheoretical in-class learning and summer internship practical experience at a managerial level, leading to theutilization of data within practical contexts. The holistic multiple explanatory case study method utilized inthis study reveals how industry-academia cooperation can effectively produce prospective managers ofhospitality. Semi-structured interviews, focus group, weekly report content analysis, participant observationsand questionnaires were used for the triangulation of data collection and analysis. The aim of this study is topropose a model for a Management Shadowing Program that can be used as an incubator for prospectivegraduates with the clear target of developing their managerial skills via experiential learning and creating atalent pool for the industry, as well as assurance of curriculum for academia and to evaluate the outcomes ofthe program from the perspectives of both alumni and the sector.

PDF

___

Aksu A. A. & Köksal D. C. (2005). “Perceptions and Attitudes of Tourism Students in Turkey”. International Journal of Contemporary Hospitality Management 17/5 (2005) 436-447.
Anafarta N. & Cizel B. (2003). “Career Analysis in tourism Industry: Experiences from Turkey”. Tourism Review 58/3 (2003) 15-19.
Bower G. G. (2014). “Theory and Practice: Utilizing Dewey's Experiential Learning Theory to Implement a 5k Road Race”. Journal of Hospitality, Leisure, Sport & Tourism Education 15 (2014) 61-67.
Ceylan D. (2017). “Management Shadowing”. II. International Conference on Tourism Dynamics and Trends Proceeding Book (2017) 423-424. Seville.
Chickering A. (1977). “Experience and Learning: An Introduction to Experiential Learning”. Rochelle (1977) 73-75.
Counts G. S. (1978). Dare the School Build a New Social Order?. USA 1978.
Daskin M. (2016). “Tourism Students’ Career Conceptions Towards Service Industry Profession: A Case Study from Human Resource Perspective”. Middle East J. Management 3/1 (2016) 19–33
Dewey J. (1938). Experience and Education. New York 1938.
Elo S., Kääriäinen M., Kanste Q., Pölkki T., Utriainen & Kyngäs H. K. (2014). “Qualitative Content Analysis: A Focus on Trustworthiness”. SAGE Open, DOI: 10.1177/2158244014522633 sgo.sagepub.com
Garavan T., O’Brien F. & O’Hanlon D. (2006). “Career Advancement of Hotel Managers Since Graduation: A Comparative Study”. Personnel Review 35/3 (2006) 252-280.
Gunbayi I. (2018). “Developing a Qualitative Research Manuscript Based on Systematic Curriculum and Instructional Development”. European Journal of Social Sciences Studies 3/3 (2018) 124-153.
Huang Y.-L., & Lin C.-T. (2010). “Management Trainee Core Competencies in the Hospitality Industry: Differences Between Managers and Scholars”. Journal of Human Resources in Hospitality & Tourism 10 (2010) 1-13.doi:10.1080/15332845.2010.500166
Kolb D. A. & Lewis L. H. (1986). “Facilitating Experiential Learning: Observations and Reflections”. New Directions for Continuing Education 30 (1986) 99-107.
Kusluvan S. & Kusluvan Z. (2000). “Perceptions and attitudes of undergraduate tourism students towards working in the tourism industry in Turkey”. Tourism Management 21 (2000) 251-269.
Lincoln S. Y. & Guba E. G. (1985). Naturalistic Inquiry. Thousand Oaks 1985.
Littlejohn D. & Watson S. (2004). “Developing Graduate Managers for Hospitality and Tourism”. International Journal of Contemporary Hospitality Management 16/7 (2004) 408-414. https://doi.org/10.1108/09596110410559096
Mabey C. (2002). “Mapping Management Development Practice”. Journal of Management Studies 39/8 (2002) 1139-1160.
Martin D. & McEvoy B. (2003). “Business Simulations: A Balanced Approach to Tourism Education”. International Journal of Contemporary Hospitality Management 6 (2003) 336-339.
McEwan B. (1995). “On the Road to Quality”. Insider 12/4 (1995) 44-47.
McKercher B., Williams A. & Coghlan I. (1995). “Career Progress of Recent Tourism Graduates”. Tourism Management 16/7 (1995) 541-545. https://doi.org/10.1016/0261-5177(95)96807-U
Miettinen R. (2000). “The Concept of Experiential Learning and John Dewey's Theory of Reflective Thought and Action”. International Journal of Lifelong Education 19/1 (2000) 54-72.
Mullins L. J. (1993). “The Hotel and the Open Systems Model of Organisational Analysis”. Service Industries Journal 13/l (1993) 1-16.
Polit D. F. & Beck C. T. (2012). Nursing Research: Principles and Methods. Philadelphia 2012.
Purcell K. & Quinn J. (1996). “Exploring the Education-Employment Equation in Hospitality Management: A Comparison of Graduates and HNDs”. International Journal of Hospitality Management 15/1 (1996) 51-68.
Raybould M. & Wilkins H. (2005). “Over Qualified and under Experienced”. International Journal of Contemporary Hospitality Management 17/3 (2005) 203-216. doi:10.1108/09596110510591891
Roney S. A. & Oztin P. (2007). “Career Perceptions of Undergraduate Tourism Students: A Case Study in Turkey, Journal of Hospitality”. Leisure, Sport and Tourism Education 6/1 (2007) 4-17.
Spanjaard D., Hall T. & Stegemanna N. (2018). “Experiential Learning: Helping Students to Become ‘Career-Ready”. Australasian Marketing Journal 26 (2018) 163-171.
Unur K. & Köşker H. (2015). “Türkiye’de Turizm Eğitimi Ve Turizm Eğitimi Alan Öğrencilerin Turizme Bakış Açılarına Yönelik Araştırmaların Incelenmesi”. Cag University Journal of Social Sciences 12/1 (2015) 44-71.
Wexley K. N. & Baldwin T. T. (1986). “Management development”. Journal of Management 12/2 (1986) 277-294.
Zopiatis A. & Theocharous A. L. (2013). “Revisiting Hospitality Internship Practices: A Holistic Investigation”. Journal of Hospitality, Leisure, Sport & Tourism Education 13 (2013) 33-46. doi:10.1016/j.jhlste.2013.04.002