Delivery in day(s): 5
Diploma in Hospitality Management
Unit Number and Title
Unit 7 The Developing Manager
The two organisations selected for the discussion of the first section of the assignment are Hilton group of Hotels and the Whitechapel tourism development.
The comparison of the two management styles have been mentioned as below in the tabular form:
White Chapel tourism development
Autocratic management style
The autocratic management style is performed by the managers at the higher level ( CEO ). They do not bother to involve others in the active decision-making process and use to take their decisions and offer others to follow the same. The lack of the trust factor is strongly involved in this aspect(Binder, 2016).
Democratic management style
The departmental managersbelow the CEO use to follow this democratic management styles by allowing the employees in a team in the active decisions making process(Hilton, 2015).
Delegate management style
The team manners below the departmental managers use to follow the Delegate management style in Hilton where they rely on the decision-makingpower of the individuals in theteam to perform the target of the team in an effective manner.
Autocratic management style
As the organisation is not flat in structure, the different management styles are used by the different levelled managers based on the decision-making process. The Deputy chief executive of Tourism department is using this type of the leadership where he used to take the decisions of his own without much intervention of their subordinated. Here, he orders his subordinates to follow is decisions(Information-britain, 2015).
Active management style
The CEO of the hospitality department of this organisation is following this style. In this management style, the manager uses to perform his task of hi alone without reflecting the trust factor to others, This use to havea negative impact on the subordinates for the aspect of the trust factor.
The discussion of the leadership styles used by these two organisations have been demonstrated as below:
Autocratic management style: As per the view ofMoskovich & Palgi (2015), in Autocratic management style, the leaders use to reflect the unilateral decision-making capacity. As the leadership style use to reflect the dominating characteristics, the turnover rate of the employees is high due to this leadership style. No respect is being offered by the employees to the leadersthose who use this style. This leadership style is referred as the demotivator of theemployees.
Democratic management style: In the democratic leadership style, the leaders sue to allow the employees in the active decision-making process. Thus, the employees use to feel value by the behaviour reflected by the leaders using this leadership style. The employees use to get highly motivated, and the turnover rate also is low due to this effect of the leadershipstyle(Burke & Barron, 2014).
Active management style: In the active management style, the leaders are more responsible for doing their task of their alone. They use to set the example for the employees to follow the path. Thus is the positive aspect of the leadership style. On the other hand, as the managers do not allow others in the accomplishment of the task, the employees use to get demotivated though this effect(Pástor, et al., 2015).
Delegate management style: Another name of the Delegate leadership style is the Laiseez fairleadership style. In this leadership style, the leaders are completely dependent on the employees regarding the decision-makingprocess as well asforthe accomplishment of the tasks. Thus, employees feel motivated with the feeling of valued for the organisation. On the other hand, it also has the negative aspect as theemployees make take the disadvantage of this style by misutilization of their power(Benfari, 2013). Thus, based on these characteristics, it can be statedthat there is not a single organisation, those uses the single leadership style throughout the organisation. At the same time, the leadership style uses to get changed along with the changed in time and as per the need of the business organisation .
As per the view ofMiller (2014), there are three different types of the communication processes used by the different organisations. They are up ward communication,downward communication, and the lateral communication. downward communication is referred as the transfer of the messages from the upper-level managers to the lower level managers. The upward communication is referred as the transfer of the information from thelower level to the upper-level managers. At the same time, the lateral communicationis referred as the transfer of the information among the same level managers for the effective business operations.
It is obvious that both the organisations use these three communication processes as per requirement of the business operationsat the different level. The market information is reached to the upper level with the help of the upward communication process from the line managers. The decisions and the marketing processes with the goals and strategies are circulated to the Lower level with the help of the downward communication(Castells, 2013). At the same time, the training and development and the knowledge transfer use to take place among the same levelled managers with the help of the lateral communication process in an effective manner.
Both the organisation are quite capable of using thiscommunicator.As a result, they can cope up with the change in the trend of the travel and tourism and also attract the customers in a large manner.
As per the view of Rachel, et al. (2016), theorganisation culture is referred to as the acceptable norms in the organisation in an effective manner. It also uses to reflect the mission, vision, the workplace conformability of the employees in the organisation in an effective manner. The creation of the safe space in the workplace by maintaining the cultural diversity also is the importantsection in the organisation culture for the enhancement of the production capability as well. There are four different types of the corporate cultures such as Power culture, Role culture, Achievement culture, and the Support culture. Power culture is based on taking the decisions by the owners of the organisation. The role cultureis based on the concept of e assigned roles and the responsibilities of eh different departments. The achievementculture is the organisation culture to achieve the goals by any means, and the supportive couture is to get the support mutually among the different departments for the accomplishment of thegoals.
For the discussion about the organisation culture of White Chapel tourism, the strong hierarchy is maintained in the organisation. The strong hierarchy helps in the swift solution of the problem that use to be encountered in an effective manner. The cultural aspect in the different level of the organisation is different(Uppal, 2016). Thus, the diversity in the culture is strongly maintained in the organisation. At the same time, the role culture, based on the performance and the responsibility is strongly maintained in the organisation.
Regarding the discussion of the cultural aspect of Hilton, it can be stated that empowering the employees is the key cultural aspect of the organisation(Skift, 2014). As the organisation is the family owned business till now, therefore, the power culture is strong here. With the help of the role culture and the power culture, both the organisations are sufficient enough to sustain their brand name in the market in an effective manner by meeting the trends of the market.
By assuming the General Manager of the Dorchester Luxury Hotel in London, this section has discussed regarding the skills and the performance level of the management style used by the general manager in this organisation.
The perfect management skill is the perfect blend of the different skills that the leaders, as well as the managers, should have. The management style that the General manager has is the Democratic management style by allowing his subordinates in the effectivedecision-making process(Daft & Marcic, 2013). The Dorchester Luxury Hotel in London is the five-starhotel, and it is the most famous Hotel at the heart of the London, and the popularity is from post World War II. The management skills that the general manager use is as below:
Making the SWOT analysis of any leaders is the crucial section so that the areas of movement of the leaders can be assessed and proper steps can be taken in an effective manner.
The prioritise objectives and the targets for the potential development havebeen discussed as below:
It is important to lead and motivate a team to achieve an agreed goal or objective for the betterment of an organisationand the better productivity in an effective manner. Being an assistant of the chef of the Janie Oliver, it is important to lead and motivate a tea as below:
Bing into the hospitality industry , it is required to think from the perception point of the employees so that the tea of the employees will get the correct set of information and the training from the managers for the perfect upgradation of the skills of the employees to meet the need and demand of the customers in the restaurant. As the employees in the team are motivated to reflect their innovation skills and their effective decisions making skills to meet their individual target, it can be stated that the democratic managerial style is the most effective style for the managers to be maintained in the restaurant. As the market trend use to get changed with time,therefore, any strict managerial style to take their decisions without letting the lone managers be the part of the decision-making process is not justified. With the help of the democratic managerial style, the managers will be able to meet the different hierarchal needs as the per the Maslow’s hierarchal needs of motivation in an effective manner. With the active supportive nature of the managers along with the good appraisal and reward system can fulfil all the level of the Maslow’s hierarchal needs so that the employees in the restaurant will feel more motivated in an effective manner(Castells, 2013).
Apart from that, it is also recommended to get the feedback from the customers regarding the customer service that they aregetting by the line managers so that the linemanagers will be able to work upon on that with the help of the collaborative decision making an approach with the managers of the restaurant in an positive manner.Thus, the participative managerial style is recommended for the restaurant managers as well.
The managers are the effective resource to support the personal skills and the careerdevelopmentof the employees around.
There are two important steps for the skills and the career development as below:
Development of self-awareness: It is important to influence the employees to perform the SWOT analysis of their own so that they will be able to know their strength, weakness, opportunity and the threat factor to work on that. With the help of the strength factor that they have, the employees are required to be supported by the managers to overcome the weakness and the threat factor by highlighting the opportunity fact in an effective manner. It is also required to focus on the learning style that the employee relations are using to get the effective resource for the market for their self-development. In this manner, the Kolb cycle of learning is an effective one as below:
Figure 1: Kolb Cycle
Skills to develop: It is also required to know, the skills to develop the perfect career development plan for the managers as well as by the employees. After doing the SWOT analysis of the persona trait, it is important to develop the skills such as Time Management, Delegation,Managing the workload and stress, developing the interpersonal communication, development of the assertiveness, and the development of the technological skills along with the technological advancement in an effective manner. After the determination of the required skills, it is required to go through the perfect career development plan for the upgrataion with the required skills in an effective manner.
There are few steps in the personal development plan as below:
Figure 2: Career Development Plan
It is important to collect the information about the needs of eh employees in a team of the restaurant so that the specific objectives can be set for the team to work on as the career development plan. At the first stage regarding the needs of the employees top cope up with the situation to meet objectives along with the current performance of the employees are required to be known, so that the objectives can be set for the effective career development plan for the team as a whole those are having the similar goals to meet in the organisation.Thus, the careerdevelopment plan will act as the effective tool for the personal development of the employees as well(Forray, et al., 2016).
In this aspect, it is important to assess the current performance of the employees and the tea as a whole so that the traits that the teas are lacking can be identified and the effectiveplanning can be made on these sections to facilitate the career development of the individuals. The trainingsessions after the identification of the needs are importantthat to offer them the resources to the employees in the team so that they will be able to meet up the set objectives as well as they can be developed their skills personally which will help them in afuturecareer as well.
Benfari, R., 2013. Understanding and changing your management style: Assessments and tools for self-development.London: John Wiley & Sons.
Binder, J., 2016. Global project management: communication, collaboration and management across borders.London: CRC Press.
Burke, R. & Barron, S., 2014. Project management leadership: building creative teams. London: John Wiley & Sons.
Castells, M., 2013. Communication power. USA: OUP Oxford.
Daft, R. & Marcic, D., 2013. Building management skills: An action-first approach. London: Cengage Learning.
Forray, J., Leigh, J. & Goodnight, J., 2016. Teaching methods and the Kolb learning cycle. Educating for Responsible Management:Putting Theory into Practice, p. 325.
Hilton, 2015. Annual report, London: Hilton.
Information-Britain, 2015. Information-Britain. [Online]
Available at: www.information-britain.co.uk/county16/townguideWhitechapel/
[Accessed 29 October 2016].
Miller, K., 2014. Organizational communication: Approaches and processes. London: Nelson Education.
Moskovich, Y. & Palgi, M., 2015. Cultural Change in A Kibbutz Factory: From Democratic to More Autocratic Management Style.International Journal of Cooperative Studies, 4(2), pp. 27-38.
Pástor, ?., Stambaugh, R. & Taylor, L., 2015. Scale and skill in active management. Journal of Financial Economics, 116(1), pp. 23-45.
Putta, S., 2014. Improving Entrepreneur's Management Skills through Entrepreneurship Training. Journal of Commerce and Management Thought, 5(3), p. 459.
Rachel, D., Pavithra, N. & Imran, S., 2016. The impact of Talent Management on Organisation Culture. The International Journal of Business Management ,4(2), p. 98.
Skift, 2014. Hilton CEO Talks About Building Company Culture That Empowers Employees. [Online]
Available at: https://skift.com/2014/05/04/hilton-ceo-talks-about-building-company-culture-that-empowers-employees/
[Accessed 27 October 2016].