The Developing Manager

The Developing Manager

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
1.1 Different Management styles.................................................................................................3
1.2 Leadership characteristics......................................................................................................4
1.3 Communication process.........................................................................................................5
1.4 Organizational Culture and Change.......................................................................................6
TASK 2............................................................................................................................................7
TASK 3............................................................................................................................................7
3.1 Lead and Motivate a team......................................................................................................7
3.2 Justifying managerial decisions.............................................................................................8
TASK 4............................................................................................................................................8
4.1 Managerial and personal skills...............................................................................................8
4.2 Review personal development plan.......................................................................................9
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13
2

INTRODUCTION
Developing manager is a concept of management that includes a framework for providing
clarification of leadership skills and managerial skills that must be possessed by potential
management executive. Manager is a personnel responsible for providing guidelines to
subordinates by aligning with appropriate management style. Marriott International and Radisson
Blu are world’s top leading hospitality firms that have a broad portfolio of services provided to
clients. Current performance of both the cited organizations can be accredited to effective
communication system developed by management executives within organizational structure of
number of chains these hospitality companies. The report throws a light upon highlighting the
requirements for personal development as well as focusing on career development plan for
potential management executives who have a interest in pursuing career within hospitality
industry. Lastly, efforts have been laid for highlighting the importance for motivating and
leading a team for ensuring alignment with overall organizational goals and objectives (Isaga,
Masurel, and Van Montfort, 2015).
TASK 1
1.1 Different Management styles
Managing overall organizational activities in a specific manner is determined as
particular management style. Manager is assigned with the task of managing each of the activity
by organizing working environment of an organization. Managers at Marriott International are
extremely efficient in managing activities of each department to keep alignment with
organizational strategies. Executives are expected to deliver best of their skills and core
capabilities by making appropriate and timely decisions by adopting friendly or professional
approach for dealing with employees. These executives have considered the fact that it is
important to understand the extent of impact of different situations and adopt most suitable style
for managing overall activities. Whenever a situation demands change in strategic policies and
major business plans, managers follow directive or coercive style of management. It is the great
managerial style in which managers of cited firm behave sensible in the crises situations.
Managers have great control over the happening in the organization and they direct people well
so that no complexity takes place. So that new strategies and policies are implemented and
3

activities are carried out accordingly. As these changes are deemed to have a greater impact on
overall organizational activities, employees are constantly supervised to check whether they have
have aligned with new policies and plans. This style of management ensures completion of tasks
and projects within targeted time limit. Moreover, as activities are carried out in a strict manner
determined by respective management executive, no overlaps or issues occur. On the other hand,
if minor changes are to be brought up to working behavior of employees and there is no time
available for managers to conduct a meeting that requires ample of time and efforts, then
participative management style is adopted (Milanowski, and Kimball, 2010). Managers follow
this style as they feel recommendations of each individual employee is important to be noted
before implementing new changes. Such type of management style enables respective manager
to gain recommendations and suggestions of each employee so that they feel that their
participation in decision making is equally important. Managers at Radisson Blu, follow
affiliative style of management. In this mangers of cited firm focus on the team building. They
work for creating harmony and connection in the workplace between employees and employers.
Managers understand the value of people and their emotions and always take care of it. as
employees are considered first before implementing any policies. People first and policies
second is the concept followed at cited organization. Managers have laid major attempts for
promoting team integration and increasing coordination level among employees so that major
projects are completed before time predetermined for specific project. It is often observed that
employees enjoy working within friendly organizational environment. Moreover, the cited
hospitality company have attained a leading position by integrated team work within number of
departments. Employees are capable of working in accordance with guidelines given by
managers who follow coaching management style. No punishments are given in case any fault or
issue occurs on employee’s part, rather they are motivated regularly so that they apply best of
their skills and expertise for completing the task assigned. Minor mistakes are not considered as
failure and lots of opportunities are provided so that employees can enhance their career
development plan (Moore, Persaud, and Torchia, 2011).
1.2 Leadership characteristics
Leadership is an art of leading people in such a manner so that maximum efforts are laid
by team members for completing tasks and projects within time specified with ensured results.
4

Personnel who is having set of managerial skills can lead a team if he is in a state of leading his
subordinates. Basic leadership characteristics that enables a potential manager to lead his team
includes motivation, monitoring, teamwork, innovation and evaluation. Marriott International
has a team of management executives who are capable of managing as well as leading respective
team to ensure best of results in general and career development of each employee in particular.
Leadership approaches followed within cited firm is based on action oriented model presented by
Adair. This model functions by coordinating three circles of task, team and individual.
Depending upon situation, managers supervise their subordinates so that proper guidelines are
provided considering complexities and implication of different situation. Moreover, these
management experts have been providing effective leadership by aligning with functional
leadership style, wherein each functional department is controlled by respective leader who has
long track experience in leading a team for completing specific project. Radisson Blu is an
hospitality firm that has provided comfortable working environment for management experts so
that they understand the situation demands for dealing with number of issues in effective manner
(Cozolino, 2014). Managers have executed their image as that of successful leaders by aligning
with contingency style of leadership. Leaders working for cited firm believe that there is no
accurate model or theory of management that can be followed strictly. After measuring the
impact of different issues, suitable structure for instant resolution is designed. Higher level of
confidence is observed to exist among leaders working at different positions as they are provided
with an opportunity to deal with practical issues and apply their own potentials and strengths for
dealing with different situations.
1.3 Communication process
The system of sending important information and details throughout different
departments of an organization is considered as communication process. Number of steps are
followed in a series to complete the process of transformation of information successfully (Leary,
2016). Generally, top level executives initialize the process of sending of information and ends
after a feedback is provided by receiver. However, lower level employees are also appreciated to
transfer important information to top level executives in certain cases. Marriott International
follows modern concept of communication transformation utilizing different means and channels
for sending information to different functional departments. The process begins when a sender
5

develops an idea. New ideas generated by top most executives can be with respect to major
changes to be brought within organizational structure. After detailed discussion among senior
executives, newly generated ideas are converted into accessible format in such a manner so that
it can be easily transferred to potential receivers (Milanowski and Kimball, 2010). Encoding
needs to be done carefully so that appropriate medium for sending the information can be
finalized. Seniors at Marriott usually adopt written as well as readable forms of medium for
sending the information about strategic changes within organizational environment. Clarification
of medium to be adopted gives a sense of confirmation to the top executives that the idea is ready
to be presented before subordinates. Each department has respective communicator assigned
with responsibility for receiving the information and delivering it to the subordinates. These
communicators are experts holding a long track of experience in helping various subordinates to
interpret the information in corrective manner. Communicators have specialized knowledge of
interactive skills as well as presenting the information in most appropriate manner. Finally,
respective communicators are also assigned with the task of sending feed backs to top level
management to provide an idea for how effectively new plans and policies are followed by
subordinates. Any issues faced by subordinates are also noted off, so that required changes can
be brought up by management team (Leary, 2016). On the other hand, Radisson Blu has attained
a leading position in international hospitality and the reason can be accredited to effective
communication system within each of its subsidiary chain restaurant or hotel. Personnel having
effective interactive skills are delegated with the responsibility for ensuring each of the employee
understands the basic idea behind implementation of new strategic plans and policies
(Milanowski and Kimball, 2010). Proper training is provided to each of the employees so that,
they are able to align with new policies for achieving better results. Moreover, each of
subordinate is provided an access to information software wherein they are required to log in
daily so that important information is communicated to them on regular basis. Employees are
provided access to provide feed backs or recommendations for the same (Beamish, 2013).
1.4 Organizational Culture and Change
Common set of beliefs, values, assumptions and ideas followed by human resources
department of an organization defines respective cultural environment. Marriott International and
Radisson Blu are the hospitality organizations that have a unique cultural environment delivering
6