Key Skills in Tourism Business Notes PDF

4.1 Time Management Time characteristics: Atypical-Unlike many other measures, it does not vary from one person to another. We all experience time in the same way, regardless of our individual differences. Equitable- Unlike many other measures, it does not vary from one person to another. We all...

4.1 Time Management Time characteristics: Atypical-Unlike many other measures, it does not vary from one person to another. We all experience time in the same way, regardless of our individual differences. Equitable- Unlike many other measures, it does not vary from one person to another. We all experience time in the same way, regardless of our individual differences. Inelastic- Time is not elastic, which means we cannot stretch or shrink it at will. We all have the same 24 hours in a day, and we cannot alter that fundamental quantity. Indispensable- Without it, we could not carry out everyday activities or achieve our goals. It is a fundamental resource that we need to live and accomplish our objectives. Irreplaceable- We cannot exchange it for another unit of measurement. While we can purchase the time of other people, we cannot substitute it with something else. Every lost minute is unrecoverable Inexorable- Once it has passed, it cannot be reversed or changed. Unless time travel technology is developed, actions and moments that have passed are unalterable Acosta's Laws Acosta's Laws, or "Las Leyes de Acosta," are a set of four principles related to time management and personal productivity. These laws provide valuable insights and guidelines for improving efficiency and effectiveness in managing one's time and tasks. 1.​ Interruptions Increase Task Time: Frequent disruptions make tasks take longer. Focus and minimize interruptions to stay productive. 2.​ Short Tasks vs. Long Tasks: Short tasks are easy to fit into a schedule, but long tasks need deliberate planning. Address short tasks quickly and break down longer ones. 3.​ Time Doesn’t Equal Value: Spending more time doesn’t always make a task better. Avoid over-perfecting and prioritize based on importance. 4.​ Focus on Important Non-Urgent Tasks: Effective people work on important tasks before they become urgent, preventing last-minute crises. These laws emphasize focus, planning, and prioritization for better time management. Effectiveness VS Efficiency EFFECTIVENESS- Achieve the expected result. 1.Prioritizing tasks and responsibilities based on their significance and contribution to your goals. 2.Setting specific and measurable objectives that guide your decision-making and actions. 3.Creating well-thought-out plans and strategies to achieve desired outcomes. 4.Maintaining a continuous and purposeful commitment to achieving your aims EFFICIENCY- Achieving the expected result using the minimum possible resources. 1.Identifying and eliminating unnecessary or redundant steps in workflows and processes. 2.Harnessing the power of technology and automation to reduce repetitive tasks and save time. 3.Meticulously allocating resources, such as time, money, and materials, to extract the most value from them. 4.Minimizing waste in all its forms, whether it's time, materials, or effort, to enhance cost-effectiveness and sustainability. Example: A student, Sandra, is preparing for her upcoming “key skills in tourism” exam. She begins by carefully reviewing her notes and documents,creating detailed summaries for each chapter. She also sets aside dedicated study time every day, adhering to a strict study schedule. Sandra frequently consults her professor for clarification on difficult concepts, and she actively participates in group study sessions to reinforce her understanding. Explonation: Sandra is effective because she achieves a thorough understanding of the material and is well-prepared for her exam. However, she is not very efficient, as her approach requires significant time and effort, which could be optimized with more streamlined study techniques. Time thieves Everything that prevents the correct management of your time Internal: related to personal habits and behaviors ​ Procrastination ​ Lack of focus ​ Overcommitment ​ Perfectionism ​ Poor planning External: other factors that disrupt time management ​ Interruptions ​ Meeting ​ Email overload ​ Multitasking ​ Unplanned work Time management laws Productivity Laws 1.​ Perl’s Law: Most worries (70%) are unnecessary as they either have happened or will not occur. Stress over potential negatives can harm productivity. 2.​ Parkinson’s Law: Work expands to fill the time available for its completion. Setting deadlines and committing to them ensures efficiency. 3.​ Murphy’s Law: If something can go wrong, it likely will. Be prepared for unforeseen events with contingency plans to avoid disruptions. 4.​ Pareto’s Law: 20% of your effort yields 80% of your results. Focus on the areas of work that provide the greatest impact. 5.​ Illich’s Law: Overworking leads to diminishing efficiency and poorer outcomes. Identify your productivity threshold and respect your limits.  6.​ Zeigarnik Effect: Unfinished tasks linger in memory and can motivate completion but may also cause procrastination. Use task lists to stay organized and break work into smaller steps to enhance focus and progress. Time management modes Clock mode ​ It is based on using the available time. ​ Based on minutes and hours. Compass mode ​ It is based on goal orientation. ​ Time is planned according to objectives and priorities. Pomodoro technique ​ Technique for managing time in clock mode. ​ It consists of respecting the periods of concentration of your brain. ​ Work is concentrated for 25 minutes, followed by a 5-minute break. ​ You can accumulate several blocks of work and then take a bigger break. ​ It is perfect for tasks that require a great deal of concentration. Time blocking ​ Important tasks are planned first. ​ Then we plan the urgent tasks. ​ We prepare a weekly calendar. ​ Each task has a start date and an end date. ​ We include all tasks to be performed (professional and​ personal). ​ We indicate a start and end time. Task list Avoid to-do lists: ​ They don’t define priorities. ​ They don’t have a completion date. ​ They are endless ​ They focus on the urgent issues, not​ on the important ones. ​ They don’t have context. Urgency vs. Importance ​ Urgency: Requires immediate attention. ​ Importance: Has a high long-term impact. ​ Do: Focus on tasks that are both urgent and important. ​ Plan: Schedule tasks that are important but not urgent. ​ Delegate: Assign urgent but less important tasks. ​ Remove: Eliminate tasks that are neither urgent nor important. Examples 1.​ Urgent and Important: Provide a quick project update for a high-priority client. 2.​ Important, Not Urgent: Plan the team-building event for next week. 3.​ Important, Not Urgent: Create and follow a study plan for your final exam in two weeks. Key Concepts: Procrastination and Productivity Procrastination ​ The act of delaying tasks due to dislike, overwhelm, or challenges, leading to stress and unproductivity. ​ Tips to Overcome: ○​ Prioritize: Use tools like the Eisenhower Matrix to focus on important tasks. ○​ Time Blocking: Schedule specific time slots for tasks. ○​ Minimize Distractions: Create a focused environment. ○​ Tools: Use to-do lists, calendars, and apps for organization. ○​ Set Deadlines: Create urgency and accountability. ○​ Tackle Difficult Tasks First: Gain a sense of achievement early on. Productivity ​ Efficiency in using time and resources to achieve goals. ​ Circle of Productivity: Proper organization leads to satisfaction, reduced stress, and better focus. ​ Key Elements: ○​ Efficient planning and adaptability. ○​ Goal-oriented actions and decision-making. ○​ Realistic scheduling and a positive attitude toward challenges. 4.2 Negotiation Process of communication and interaction between two or more parties with the goal of reaching a mutually satisfactory agreement or resolution Key elements: -​ Communication: listening, speaking, and conveying ideas clearly -​ Conflict resolution: aims to find common ground -​ Compromise: achieve a balanced and mutually acceptable -​ Strategy: ex persuasion -​ Interest-based: Effective negotiation focuses on needs, not positions, to find creative solutions. -​ Contractual agreements NEGOTIATION PHASES Preparation -​ is the most important phase FACTORS THAT INFLUENCE NEGOTIATION -​ Time -​ Place and atmosphere of the meeting. -​ Number of people. -​ Mood of negotiators. -​ Interpersonal relationships -​ Needs of both parties. -​ The power of each party (real and perceived).  Preliminaries & Positioning Minimum acceptable: it is the limit point to which we are willing to reach. Below this point, it is not worth negotiating. Reasonable Objective: It is the profit that, according to the circumstances of the case, we can normally obtain. Tactics: Small steps or partial agreements. -​ This tactic consists in not waiting to reach a global agreement at the end of the process, but in reaching partial agreements in stages. -​ It can be very useful to start the talks with an issue on which it is easy to reach an agreement, in order to create a climate of trust between the negotiators. Get ahead (when necessary) -​ is about starting the negotiation process before the other party. Non verbal communication -​ It consists in not giving signals that could serve the other party to discover our goals. Development Take notes: -​ Taking notes of the most important details of the negotiation allows us to take control of what has happened -​ Taking notes can be essential when our interlocutor is speaking and we do not want to interrupt his argument. Time control: -​ set time limits -​ Time can be a very useful weapon in negotiation.  Development Interruptions -​ Interrupting someone who is presenting their arguments is the best way to make them angry. Exploration -​ Ask questions -​ Make proposals -​ To summarize Exchange Tactics: I give you a gift (a concession) -​ It means doing something to get closer to the deal. Many consider the handling of concessions to be the essence of the art of negotiation.(80%) are usually done at the end) -​ We should receive more / better concessions than we do. Exploration -​ Put yourself in the shoes of the other person -​ To try to understand their point of view Closing and agreement -​ Check understanding -​ Avoid unilateral concessions -​ Document and sign HOW TO DEAL WITH THE DEAD POINT? -​ Additional information -​ change the negotiator -​ Leave time to think -​ Reorganize the entire proposal MANAGEMENT ATTITUDE I LOSE - YOU WIN When the relationship is more important than the business. I WIN - YOU WIN I try to look for both beneficial opportunities. I LOSE - YOU LOSE For example, in couple separations. I WIN - YOU LOSE When there is only one factor in the Negotiation. Personality styles for Negotiation PROMOTER -​ They do not take into account the small details -​ Their goals are not clear -​ They are impatient “They can get "lost" in the process and forget their goals” SUSTAINER -​ They don’t care about the details. -​ They wait for other’s proposals ANALYTICAL -​ They take care of the details. -​ They are aware of the needs, purposes and desires of his own side CONTROLLER -​ They take care of the details. -​ They know what they want to achieve, they have very well defined specific goals. 4.3 Communication Types of learners ​ Visual ​ Auditory ​ Kinesthetic Effective Communication: Has to: -​ GENERATE INTEREST -​ BE COMPREHENSIBLE -​ BE CREDIBLE -​ MOVE TO ACTION Effective presentation: The phases are: Preparation​ (is 90% success) ​ Staging​ Evaluation Who is my audience? -​ To know the public and their attitude to the presentation. -​ Is a public interested / disinterested in the subject that I expose? -​ Is it a critical public with the subject that I expose? -​ Is it an expert or non-specialist public? -​ What do you think they expect from​ your presentation? Goal What am I going to tell and how -​ Define what I want to tell: define key ideas to transmit -​ The language I am going to useDoes that content interest my audience? -​ How can I increase their interest? -​ What is the most appropriate order? -​ Have I chosen the language I am going to use well? -​ Do I use technicalities? (+ versus -). -​ Do I use plain language? Resources -​ Fundamental to adapt the content to the available time. -​ The public does not maintain attention for more than half hour, not even if the subject matter is of interest to them. -​ Not adjusting to time = detriment of the effectiveness of a presentation. -​ The greatest resource to be a good communicator = yourself. -​ Virtues and defects that I have to present. -​ How can I strengthen my virtues? -​ How can I blur my defects? EVERYTHING COMMUNICATES -​ 93% of what we communicate it's non-verbal communication Speaker’s impact on audience is determined Rule of the 3 Vs​ 55% is non verbal language 38% is how we say and what we say 7% are words Staging communication rock : body language has to transmit security (be the rock) mime : use of arms and hands is encouraged smile : sepak smiling, transmit security, sell the message better, improve your image lighthouse : use the power of your eyes silence : dare to shut up ! questions : ask questions Communication tips elevator pitch -​ keep it simple (KISS) -​ enthusiasm Evaluation Get to expose successfully = always evaluate. Use what has been learned in the preparation and exhibition for future presentations. The usefulness of the recordings.​ No one has just learned everything. What to do : -​ short sentences -​ vary the tone of voice -​ speak slowly and change rhythm -​ keep the volume until the end -​ vocalize (pencil technique) -​ pauses : manage silence -​ memorize titles/sections -​ mentally reproduce key ideas -​ use rhetorical questions -​ body language ; smile, look at people, hands -​ pay attention to reactions Don’t : -​ talk very fast -​ dont breathe -​ not looking at public -​ immobility -​ having papers that are not consulted and can make noise -​ repeat “eh” “no” “okay” -​ not answering what is asked -​ not performing impact closure -​ not be yourself -​ say you are very nervous Presentation structure ​ soul and storytelling