THE HOTEL SCHOOL

MELBOURNE

Student Name: David Gonzalez Marrero

Student ID No.: 23014194
Unit Name: Business Professional Development 
Unit Code: MNG03236
Assignment No.: 3
Assignment Title: Report
Date submitted: 22nd May 2020

Declaration:

I have read and understand the Rules Relating to Awards (Rule 3 Section 18 – Academic
Misconduct Including Plagiarism) as contained in the SCU Policy Library. I understand the
penalties that apply for plagiarism and agree to be bound by these rules. The work I am submitting
electronically is entirely my own work.

Signed: David Gonzalez

Date: 20th April 2020

 
 

1
1. Executive Summary

The purpose of this report is designed to be a self-assessment exercise that will help me
to develop my career as well as get a suitable employment position for my internship.

The report is divided in two sections: Self-awareness and Problem solving. The first
section covers some theories about personality, values and motivators, emotional intelligence,
leadership and power and politics. The second part focuses on 2 theories of problem solving and
the factors and motivators that made me choose InterContinental Melbourne for my internship.

This report concludes firstly, by summarizing the sections of personality, values and
motivators, emotional intelligence, leadership and power and politics, and the theory of problem
solving, with a personal assessment. And secondly, providing a self-reflection according to the
elements explained in this report.

2
2. Introduction

This report describes in detail an analysis of self-awareness and decision making. Reber,
Allen and Reber (2009) defines self-awareness as the state of being conscious or aware of
oneself. In other words, it is explained as having a sense of objectivity to some extend and
accepting the estimated value of the true nature of oneself (Reber, Allen & Reber, 2009). As
requested, using secondary research I have completed a report to describe and explain some of
the characteristics that will help me develop my career and find an adequate employment
position. This report will describe firstly, Self-awareness, defining Personality, Values and
Motivators, Emotional Intelligence, Leadership, Power and Politics, and an Overall Self-
awareness Demonstration in a professional context in relation to OB theories. And secondly, this
report will address Decision Making and Planning, describing Problem solving and decision
making theory, Individual problem solving factors/criteria, and an Overall self-awareness
demonstration in a professional context in relation to decision making theories

3. Self-awareness
3.1. Personality

According to Hogan and Sherman (2020) personality theory is the principle for all
disciplines based on the concepts about human motivation and that is related to the nature of
human nature. However, Reber, Allen and Reber (2009) claim that the concept of personality is
abroad and that no definition can be made without bias. For that reason, the concept of
personality can be explained through three major theories: Type theory, Traits theory and
Psychodynamic theory (Reber, Allen and Reber, 2009; Hogan and Sherman, 2020). For the
purpose of this report two of these theories will be compared. In regard to the Type theory,
Reber, Allen and Reber (2009) explain that the belief is that each person is the representation of
the sum of different temperaments such as introvert or extravert. Moreover, they also argue that
body types are related to the personality development. According to Reber, Allen and Reber
(2009), Trait theory is effective from the assumption that the personality of oneself is a summary
of characteristic ways of reacting, feeling, thinking and behaving, among others. In addition,
Hogan and Sherman (2020) and Reber, Allen and Reber (2009) state that the Trait theory’s main
goal is to categorise the structure of personality. Furthermore, Reber, Allen and Reber (2009)

3
claim that both theories are related to each other as type theory considers what is common in
individuals while trait theory focuses on what makes them different.

To conclude, I agree that our traits define our personality. I consider myself as an
introvert to a certain extend. Also, I have high levels of commitment for things that interest me,
which I believe makes me successful when starting new projects. Regarding to why I chose
hospitality as my career path, I grew up in a family with different types of businesses, especially
in hospitality. I have developed passion for the hospitality industry and more important for
making customers/guests experience better.

3.2. Values and Motivators

Value and motivators are factors that impact the career paths. According to McKeish
(1993), value is referred as the ‘abstract ideas’ that people have about what is good, bad,
desirable or proper. The author also claims that values are highly influenced by the culture of the
society individual live. Moreover, motivator is defined as forces that gather people together and
make them work efficiently in their goals (Doyle & Englander, 1992). Lavrakas (2008), attitudes
indicate the degree of negativity or positivity an individual feels towards something, in other
words, the overall evaluation.

In my opinion, values and motivators are key to succeed. Your values or principles you
believe in, will define the type of person you are likely to become. In an industry such as
hospitality, value are vital since we are in contact with different people from different
backgrounds. I also believe that being open-minded and respectful with other cultures, grants
you the flexibility required to succeed in this industry. As for the motivators, in my case I chose
this industry because it allows me to travel and get to know other cultures and languages while
working. To conclude, I have experienced how my values and high levels of motivations have
gotten me further than other people on my field. I also considered crucial to show a positive
attitude towards learning different tasks.

3.3. Emotional Intelligence

Ivanovic and Collins (2006) and Lane (2019) define emotional intelligence as the
capability to manage one’s personal feelings, emotions and motivations, as well as demonstrate
empathy for other people’s feelings when making decisions. Lane (2019) claims that those

4
individuals that present high levels of emotional intelligence are more likely to become
successful leaders on their field and achieving a better work-life balance. Moreover, Riopel
(2020) explains that the theory of emotional intelligence of Goleman is composed of five factors.
The first of these elements is Emotional self-awareness, which is being aware of your emotions
and the impact of them on others (Riopel, 2020). Second factor is Self-regulation which is
described as trying to control your emotions and learn to anticipate them (Riopel, 2020). Next
factor is Motivation to overcome difficulties (Riopel, 2020). Empathy to be able to perceive
other people’s emotion (Riopel, 2020). And finally, Social skill to successfully ‘manage
relationships and inspire others’ (Riopel, 2020).

In this past years I have come to realise the importance of emotional intelligence in the
workplace. As a future leader, understanding one’s emotion and controlling them are important,
but I find crucial to be able to empathise with your colleagues. Sometimes I tend to take for
granted other people’s feelings and do not think about the consequences of my actions, which is
something I personally need to work on. Cox and Patrick (2012) observed in a study that group
coaching can improve employees’ autonomy, as the results showed that employees that
developed an awareness on their feeling or emotions were able to improve their performance at
work. Therefore, it is vital to improve one’s emotional intelligence to succeed in our career.

3.4. Leadership 200

Xu (2017) defines Leadership as the approach to influence other individuals,

understanding ‘what needs to be done and how to do it’, and facilitating efforts to achieve shared
objectives. According to Flanagan (2013), leadership is not a characteristic that is limited to a
few individuals, but instead a trait that everyone has and develops in different ways. The author
also adds that leadership is determined not by the magnitude of the opportunity but by ‘the
quality of the response to it’. Butler, Kwantes and Boglarsky (2014) suggest that leaders that
present high level in self-awareness are more likely to be considered as effective leaders. They
also state that developed self-awareness allows leaders to strengthen relationships with followers,
as these present high levels of emotional intelligence. Butler, Kwantes and Boglarsky (2014)
conclude that self-aware leaders are more likely to identify their mistakes as well as meet the
company’s goals.

5
 3.5. Power and Politics 200

Lucas and Baxter (2012) define power as the capacity to enforce something against
others’ will, which is why according to Cairns (2017), power has a negative implication. He also
states that without power, individuals are not likely to achieve a desired outcome. Lucas and
Baxter (2012) also defines influence as driving a change of behaviour without the need to threat
with ‘punishment or promise of reward’ which results on high esteem and respect from others.
According to Thacker and Ferris (1991) companies are considered as ‘arenas’ for the
implementation for political actions, where in order to get a desired outcome one must make use
of power. As for politics, Cairns (2017) explains it as influencing the policies and actions of the
management.

In my opinion power and politics are crucial. I have realised that the management’s
power and influence, employees would not follow the policies and would not get the job done
properly. I believe that when we care about our job, the idea of losing it due to a negative
outcome, makes us improve our performance. Also, without the implementation of political
actions, the standards and values of a company would be lost.

4. Decision making and planning

4.1. Problem solving and decision making theory

Eartistico et al. (2013) defines problem-solving as the capacity of oneself to get through
everyday obstacles. They explain that the Everyday Problem-solving Theory is composed of
three elements: ‘solution generation, problem-solving space, and the problem’s root cause’.
Eartistico et al. (2013) state that the solution generation element is related to the perception and
selection process of relevant strategies, which is the capacity to recognise a range of strategies to
solve the everyday problem. They also explain that the problem-solving space include the
fundamental elements of the everyday problem, which is necessary for an effective solution. The
problem-solving space is a concept to understand the elements of the problem (Eartistico et al.,
2013). Moreover, the root cause makes reference to the ‘events or situations’ that are the main
factor of the problem-space (Eartistico et al., 2013). The authors claim that an individual can
better resolve the problem when the problem’s root causes are understood.

6
 Kubota and Da Rosa (2013) state that the search for creative and innovative solutions is a
problem solving process. They introduce the Theory of Inventive Problem Solving that is an
innovative theory that function by solving contradictions. The methodology of this theory is
formed with a range of calculation, methods and tools to provide innovative exploration and
dealing with technical problems (Kubota & Da Rosa, 2013). Moreover, the authors claim that
tools and concepts that help providing general principles and systematic approaches are used in
the Theory of Inventive Problem Solving to foresee trends and analyse creative ideas and
problems. According to Kubota and Da Rosa (2013) the Theory of Inventive Problem Solving
works as follow. Firstly, an inventive problem is developed as a generic problem (Kubota & Da
Rosa, 2013). Secondly, the theory’s tool analyse and generate a solution (Kubota & Da Rosa,
2013). And finally, a generic solution is introduced to solve a ‘specific inventive problem’
(Kubota & Da Rosa, 2013).

4.2. Individual problem solving factors/criteria

As explained in past assignments, I have been working for InterContinental Melbourne

for almost a year. I have planned to do my internship in the same hotel for a number of reasons.
The most important is that since I am already working there, they can give me that flexibility of
working in different areas of the hotel to increase my experience. Moreover, my plan is to work
as an intern receptionist while also shadowing the duty managers to learn that role for future
employments. Also, since I already have experience as a porter and Club Lounge attendant,
doing my internship there gives the hotel a good opportunity to call me when needed. Second
reason is that this hotel is part of InterContinental Hotels Group (IHG), which offers a great
opportunity to transfer hotels withing the company once I graduate. The company offer more
than 16 different hotel brands in more than 100 countries. Thirdly, I have met large number of
professional of this industry with many years of experience in the hotel, therefore working for
InterContinental provides me a great opportunity to expand my knowledge and experience with
the five stars standards. Forth reason is the employees, there is a great working environment,
which helps facing the working hour in a better mood, which improves the performance of the
team. Finally, as the hotel is located in the heart of CBD, its location is crucial for commuting as
the access for public transport and the time commuting is excellent. All these factors are key
when choosing InterContinental Melbourne for my internship. Once I graduate, I would like to

7
transfer to Hayman Island which offers a resort that is part of the company. Therefore, giving a
great impression during the internship is key to get recommendations from my managers and
making the transfer process easier.

5. Conclusions

This report has demonstrated a reflection of self-awareness and discussed career-related

factors needed to choose the internship/graduate position. What is clear from secondary research
is that our personal traits and characteristics define who we are. In my opinion the employee’s
performance is a result of the different traits and characteristics. I consider highly important to
learn about different cultures and people as this will shape your personality. Moreover, values
and motivators are crucial to succeed in any industry. The values we believe in, define the type
of person that we are, which I think is critical to earn people’s trust. Also, when someone is
motivated, the performance is likely to be better, and as a consequence, opportunities are more
likely to increase. In regard to emotional intelligence, I have come to realised how powerful it
can be. I consider myself as a person with low emotional intelligence as I tend to not consider
other people’s feelings when making a decision. This has been the result of different situation
where I have realised that when feelings are in the way, businesses are compromised. However, I
have been changing that way of thinking and trying to improve my emotional intelligence as it
will be crucial for management positions. Furthermore, I agree and like the statement of
Flanagan (2013) that leadership is not a characteristic that is limited to certain people but is a
trait that awaits to bloom. As for power and politics, these are necessary in any business to keep
the company working with the set standards. I believe that without policies and regulations,
employees would not perform as required. Regarding to the problem solving theories, having the
ability to solve personal and business problem is crucial. I believe that people with problem-
solving skills are more likely to succeed in their field. To conclude, I have a good clue of the
type of person that I am and what my values are. However, as I have been working with different
people from different backgrounds for more than 3 years, I have become a more open-minded
person. It is now that I realise how important is to live and work in different environments. As
for future positions, I am very excited to see what I am capable to do. For now, all I want is to
learn as much as possible as this will allow me to make people’s experience better.

8
6. Reference list

Butler, A, Kwantes, C & Boglarsky, C 2014, ‘The effects of self-awareness on perceptions of

leadership effectiveness in the hospitality industry: A cross cultural investigation’, International
Journal of Intercultural Relations, vol. 40, pp. 87–98.
Cairns, TD 2017, ‘Power, Politics, and Leadership in the Workplace’, Employment Relations
Today, vol. 43, no. 4, pp. 5–11.
Cox, E & Patrick, C 2012, ‘Managing Emotions at Work: How Coaching Affects Retail Support
Workers’ Performance and Motivation’, International Journal of Evidence Based Coaching and
Mentoring, vol. 10, no. 2, pp. 34–51.
Doyle, K & Englander, T 1992, ‘The Motivators’, Incentive, vol. 166, no. 1, p. 15.
Eartistico, D, Emarinilli-Pinto, A, Edouek, J, Eblack, J & Epezzuti, L 2013, ‘The Value Of
Removing Daily Obstacles Via Everyday Problem Solving Theory: Developing An Applied
Novel Procedure To Increase Self-efficacy For Exercise’, Frontiers in Psychology, vol. 4, p. 20.
Flanagan, J 2013, ‘Self-awareness’, Training Journal, pp. 45–49.
Hogan, R & Sherman, R 2020, ‘Personality theory and the nature of human nature’, Personality
and Individual Differences, vol. 152.
Ivanovic, A & Collin, P (eds.) 2006, Dictionary of human resources and personnel management,
London.
Kubota, F & Da Rosa, L 2013, ‘Identification and conception of cleaner production opportunities
with the Theory of Inventive Problem Solving’, Journal of Cleaner Production, vol. 47, pp. 199–
210.
Lane, T 2019, ‘Emotional Intelligence’, Annals of the Royal College of Surgeons of England,
vol. 101, no. 1, pp. 1–1.
Lavrakas, P 2008, Encyclopedia of survey research methods, Thousand Oaks, Sage Publications.
Lucas, J & Baxter, A 2012, ‘Power, Influence, and Diversity in Organizations’, Annals of the
American Academy of Political and Social Science, vol. 639, no. 1, pp. 49–70.
McKeish, K (ed.) 1993, Bloomsbury guide to human thought, London, Bloomsbury.
Reber, A, Allen, R & Reber, E (ed.) 2009, The Penguin dictionary of psychology, London.
Riopel, L 2020, Goleman And Other Key Names in Emotional Intelligence Research, viewed 15
May 2020, < https://positivepsychology.com/emotional-intelligence-goleman-research/>.
Thacker, RA & Ferris, GR 1991, ‘Understanding sexual harassment in the workplace: The
influence of power and politics within the dyadic interaction of harasser and target’, Human
Resource Management Review, vol. 1, no. 1, pp. 23–37.

9
Xu, J-H 2017, ‘Leadership theory in clinical practice’, Chinese Nursing Research, vol. 4, no. 4,
pp. 155–157.

10