The Developing Manager
This report will implement the principles of management to compare between the Churchill and the Stafford Hotel. Then it will review my personal skills for a managerial position in the Clayton Crown Hotel. The third report will utilise the managerial skills to manage the roles and responsibilities in the Clayton Crown Hotel. Finally, the last task will demonstrate how I will assess and develop my career development plan in the future.
AC 1.1 Compare different management styles
The Churchill is a five-star hotel and provides contemporary British Ambience with bespoke tailoring, subtle nods and refined décor with the life of Sir. Churchill. To maintain the traditional culture and aura, the management styles are more autocratic in nature. The Autocratic management style rests all the power of decision making with the top management. The flow of information is downward rather than being both ways. This allows for more control over the business processes and helps to weed out ambiguity and confusion over individual responsibilities. The policies and processes are developed and meticulously framed so that the employees can implement the processes as per the defined regulations. This type of management style is stiffer and process oriented. The room for innovation and creativity is limited. Further, the employees can suffer from discomfort from time to time.
On the other hand, The Stafford is a hotel that provides a classic cross-over between the contemporary and the classic English elegance. Their appeal requires the staff to provide a customised solution to a number of requests from the diverse elite customers from around the world. Hence, the Human resource department emphasises a democratic management style. In this style, all the members of the team engage in some sort of participative decision-making. This allows for a more diverse portfolio of ideas. . The employees are encouraged to engage in an innovative organisational culture. The participative nature of decision-making is however controlled to restrict ambiguity and confusion. Unlike the Autocratic style of management, in this case, the communication flows both ways. However, the team manager is the communicator between the top management and the team. This type of management is less stiff and more flexible. However, time may be consumed to come to a conclusion. The lack of directive nature may lead to ineffective control of any crisis in the service delivery.
AC 1.2 Discuss leadership characteristics
In these two organisations, the leaders follow different management and leadership styles. Both of them requires some specific set of characteristics to allow effective operations. The critical characteristics of both the leadership style are discussed below:
Decision Making: In the case of The Churchill, an autocratic leader is the one who has the tendency to make the decisions themselves without consultation with the team. Further, they also take responsibility for the actions. This means that there is limited collaboration in terms of decision-making. However, in the case of The Stafford, a democratic leader considers the collaboration of the team in terms of decision making. For a democratic leader hence genuinely seeks the opinion of the others. This means that unlike the autocratic leaders they respect the opinions of other and strive towards developing their own skills.
Delegation: The delegation of the task is defined by the job responsibility and the job role in the Autocratic style of management. They hold each of the individual member responsible for their individual task. Delegation is more systematic and process oriented. However, in the case of a democratic leader, they are able to understand the strengths and weaknesses of each team member and delegates the work according to their strengths. The aim of a democratic leader is to bring the best out of an employee. Whereas the autocratic leader aims to delegates according to the job role and does not concern themselves with the strengths or weakness.
Ability to influence: The Autocratic leader has the characteristics of being strict and employs coercion to influence the team. Whereas a democratic leader uses trust and faith as a tool for motivation. The autocratic leaders favour those who follow orders. Whereas a democratic leader is actively followed as a role model by the employees.
Flexibility: An autocratic leader is the one who is not flexible towards changing or developing their management style. A democratic leader on the other actively engages to develop their management style. Unlike autocratic leaders, the democratic leaders of the Stafford hotel are more open to suggestion and also actively offers guidance and suggestions to the team in need.
AC 1.3 Evaluate communication processes in selected businesses (M1, M2)
There are two basic types of communication which coexists within an organisation. The Informal Communication is that type of communication which is devoid of any formalities. The Formal communication abides the organisational communication policy, ethics, formalities, etc. The Churchill hotel with its autocratic management style allows only formal communication. Here is seldom any room for informal communication. On the other hand, The Stafford hotel allows a degree of informal communication within the organisation to allow for a certain degree of flexibility. There are also written, oral and non-verbal communication based on the communication medium. Written communication is the one which involves communication in writing. They include mail, memo, letters, reports, etc. Both the organisations allow only formal communication in the written medium. Oral communication is the use of the speaking power of individuals while communicating. It is used while speaking, presentation, discussions, etc. While the Stafford hotel allows a certain degree of flexibility to use informal communication through the oral medium, the Churchill strictly adheres to the formal communication only. The nonverbal communication aid to define the oral communication through facial expression and body language. In a formal setting both the organisations use this medium to communicate. Depending on the direction, an Upward communication is where the audience is the reporting authority. Whereas in downward communication the sender is the reporting authority. The Churchill allows only Downward communication in the organisation in terms of decision making. Upwards communication is allowed only for reporting, requests or enquiry. On the other hand, the Stafford hotel allows upward communication for decision making also because it requires the employees to engage themselves in decision making
AC 1.4 Analyse organisational culture and change in selected businesses (M1, M2).
Both the organisations, the Churchill and the Stafford hotel have a formalised organisation structure with certain levels of hierarchy. Both the organisations have a higher focus on the customers and their needs. However, this is not entirely Adhocracy Culture because experiments and innovations are not the only value drivers. Both the Churchill and the Stafford hotel focus on achievement of goals and profitability. This means that both of them may have the market culture. However, they also emphasise teamwork and stability as the long-term goal. hence, both of the organisation have the Hierarchy Culture. However, their leadership styles are different. Hence, the organisation structure is different. The Churchill is more bureaucratic in nature and utilises the Line and staff organisation structure to incorporate specialisations. The vertical relationship dictates the reporting authority. The Staff departments incorporate speciality in the line management. For example, Housekeeping department specialised in maintaining the guest rooms in top order. The structure is same for The Stafford hotel.
The change management is critical for both the organisation especially due to the changing customer expectations in the hospitality industry. In the recent year’s customers require the modern comfort whilst experiencing the tradition. The Churchill refurnished the entire infrastructure to incorporate modern gadgets to provide security and luxury. The Stafford hotel added more value through diversification of the rooms according to the various traditional era. Further, the change in cuisine is also evident in both the hotels. These changes are due to Demographic factors such as customer lifestyle, income and culture. This means that the management has to undergo a planned change to refurbish the entire product and service portfolio.
The Lippitt’s Theory of Planned change has the following steps: -
The need for change has to be recognised. The customer feedback and suggestions form the basic tool for both the organisations.
The goals for change is developed.
A change agent is appointed through the use force field analysis. This analysis allows to identify and assess the driving and the resisting forces and determine the change agent.
The change agent’s motivation and the resources required are assessed.
A progressive strategy for change implementation is developed. Here the risks associated with the implementation are also analysed.
An appropriate role is appointed to the change agent. For example, ‘opportunities for improved aesthetics’ is the change agent. The role of House Keeping coordinator is appointed to this change agent.
The change has to be maintained through the timeline through monitoring of performances.
The termination of the processes is formally concluded through the management of relationships with the key stakeholders.
AC 2.1 Assess own management skills performance (M1).
The Skills Audit will help to identify the skills I possess and the skill gaps I have. To be a manager in the Clayton Crown Hotel London, it is essential to have experience in the application of management skills, leadership skills, technical skills and communication
AC 2.2 Analyse personal strengths, weaknesses, opportunities and threats (M1, M2)
The SWOT analysis will help to understand my Strengths, Weaknesses, opportunities and
From the strength analysis, it is evident that practice in the practical field is required in terms of communication, data analysis, working with high volume of data and delegation of tasks. Further training and knowledge is required in the field of risk management and working in excel for conducting the advanced analysis. I require practical knowledge about the scope of applying the various management concepts in a practical business scenario.
AC 2.3 Set and prioritise objectives and targets to develop own potential (M2).
Based on the Skills analysis and the SWOT analysis of my own potential, the
The New restaurant of Frankie and Benny at Stafford, London has a target for selling of products and services worth £10000 per month for the next quarter. Hence, the agreed upon goal of the restaurant is to sell this value of products per month. The objectives can be developed to achieve the business goal for the restaurant. An effective model that can be used is SMART criteria. This Model helps to develop each of the objectives with the following characteristics: -
Specific: This means each of the objectives will define the work to be done and the desired outcome.
Measurable: The objectives can be measured. This will help to evaluate the deviation and act accordingly so that the overall goal can be achieved.
Achievable: This characteristic incorporates the strengths and weaknesses of the responsible person. In this case, I will assess the strengths and weaknesses of the team before the development of the objectives so that it can be achieved.
Relevant: This means that the object will have a significant impact towards the completion of the goal. For example, the chef will have to cook 5 litres of porridge within 1 hour in the morning. This will help to suffice the daily requirement of Porridge per day. This means that the target for this product for the month can be achieved of the supply is made properly.
Time-oriented: each of the objectives should be associated with a time span so that the business goal can be achieved.
I will utilise the Management by Objective (MBO) strategy to ensure effective and efficient operation daily. This style of management requires SMART objectives and associated timeline for each objective and tasks. The evaluation will be done based on the achievement of the task within the specified timeline. This will help to reduce the pressure of the long-term sale target. The employees will have an impression of a smaller target in the short term. This will help them to have an effective understanding of their responsibilities and will help in the achievement of the goal.
3.2 Justify managerial decisions made to support achievement of agreed goal or objective and recommendations for improvements (M1, M3).
The managerial decision making is based on an evaluation of the deviations of actual performance from the SMART objectives. To accomplish the SMART objectives, the work of the individuals is recorded. The analysis of the records will help to identify the reasons for the deviations. This will help to develop the control mechanism so that the SMART objectives are achieved. This will finally help to achieve the agreed goal. The performance monitoring and evaluation will help to identify the scopes for improvement for the staff and the employees.
4.1 Explain how own managerial and personal skills will support career development.
My managerial skills as per skills analysis will help me to motivate the team, conduct performance review, develop process plans and undertake critical business decisions and the frontline. Further, my developmental plan will also help me to develop myself and overcome the shortcomings. My inter-personal skills to identify the strengths and weaknesses of the team will help me effectively delegate the tasks to the team. The knowledge of business management and team management will help me to take critical decisions regarding any conflict of interests within the team. These skills will be essential in the hospitality industry because it is more labour intensive and requires quick decision making. My shortcomings on data analysis and risk management will be developed through on the job training and practice. Hence, I may have to start my career as an assistant manager.
4.2 Review career and personal development needs, current performance and future need to produce a development plan.
The SMART criteria will help me to create effective personal goals. My SWOT analysis will be effective towards the identification of the developmental needs. The developmental processes available with the organisation will be critical in this aspect. If unavailable, I will procure the services of external help to support my developmental needs. My current performance will be analysed according to the business and personal objectives. The performance evaluation will be based on the deviations from the SMART objectives and actual performance. My achievements through my current developmental plan will form the basis for future development. The developmental needs will be identified through Skills analysis and the SWOT analysis in the future cycle.
This report has effectively applied the management theories and compared the organisation culture, structure, management style between two organisations in the hospitality industry. It has also demonstrated the use of various tools to analyse my own potential and effectively develop may career developmental plan. Further, it has also demonstrated how I will apply this knowledge for my career development to be an effective manager.
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