This dissertation explored the training experiences of hospitality managers in one segment of the field: the restaurant. Through this examination it was sought to determine the most influential ways of training and how those training experiences influenced how restaurant managers trained others. Most noted in those training activities were on-the-job, job shadowing and mentoring. The use of computer-aided simulation included in this examination but its use was found primarily in academic or corporate settings. The recommendations from the study consisted of probing further into the phenomena presented by the managers including the self-study activities, the generational influences, and a further look at the structured and unstructured training experiences of the managers. It is hoped that this study will serve as an important step toward furthering the understanding of how restaurant managers are trained and help improve on this experience. Additionally, this study exemplified the fact that self-motivation is at the heart of learning from any training experience. And an important element in the learning experience is the individual's ability to learn from mistakes. All of the participants in this study, regardless of whether they had structured or unstructured training experiences, clearly displayed classic qualities of Kolb's experiential learning process; that is, through reflection upon their experiences they came to a deeper understanding about the role of being a manager, and then they actively applied this learning. The result was that they understood their experiences well enough to pass on what they learned when they trained others. In this sense, the results of this study provide a contribution to the organizational management literature as much as it does to the adult education literature.
|Subjects||Management; Vocational education|
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