| In hospitality management training, it is important | | | | prudent, cautious, and successful manner. |
| to know the different kinds of qualities each | | | | In hospitality management training we often learn |
| employee can bring to the table. Some are helpful | | | | how to identify different personality traits and |
| in the progress of a restaurant or organization | | | | groups. Another type of personality is common in |
| while others may hinder growth. We often learn | | | | a group known as the "late majority." The late |
| about different employee personality types one | | | | majority are very slow to adopt a change. They |
| may encounter within a career in hospitality | | | | don't adopt until almost everyone else has done |
| management. For example, one type of person is | | | | so. They are mostly motivated by peer pressure |
| known as an "innovator." An innovator is a person | | | | and by the opinions of the early majority. |
| who is earlier than others in his or her organization | | | | Adoption may in fact for them be an economic |
| to adopt a new idea or change initiative. This | | | | necessity; they may have few other options for |
| person is usually a bit more venturesome and | | | | employment. They often are skeptical and |
| quick to try new ideas. Oftentimes they are | | | | cautious, and like the early adopters, the late |
| characterized as a risk taker. In fact they may | | | | majority makes up a large percentage of the |
| not even be included in the social network of the | | | | workforce, again about 1/3. |
| organization, a little bit on the outside. Some | | | | The last group is known in restaurant |
| employees may not understand the innovator's | | | | management training as "the resisters." The |
| ideas and actions. | | | | resisters are the last people to adopt a change. In |
| Another type of person that you may often | | | | fact many will never adopt the change. Resisters |
| come across in a career in hospitality | | | | often don't fit into the broader social system |
| management is known as an early adopter. An | | | | either. They tend to look to the past and wish |
| early adopter is a respectable member of a | | | | things could return to the "good old days." In a |
| business. Usually this person is a recognized leader, | | | | career in hospitality management, this group can |
| is connected to the social structure. It's a person | | | | distrust and reject change because they feel the |
| whose opinion is valued in matters when making | | | | new ideas may be in conflict with their own |
| decisions. Typically he or she is regarded as more | | | | values. This way of thinking may be harmful to |
| mature in their judgment than the innovator, is | | | | the growth of a business because resisters are |
| typically more integrated into an organization's | | | | more traditional and may not recognize a good |
| culture. Potential adopters like to look to the early | | | | idea because it is too new or different for them. |
| adopter for advice and information about the | | | | In restaurant management training it is important |
| change. This person is a role model. His or her | | | | to understand that resisters may not be |
| adoption of innovation is generally done in a | | | | conducive to advancing your business. |