Developing Manager: A Comprehensive Analysis of Management Styles, Leadership, and Career Development

The Developing Manager
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Contents
Introduction................................................................................................................................3
LO1............................................................................................................................................4
1.1 Compare different management styles.............................................................................4
1.2 Discuss the leadership structure.......................................................................................5
1.3 Evaluate communication processes in selected businesses..............................................5
1.4 Analyse organisational culture and change in selected businesses..................................6
LO2............................................................................................................................................7
2.1 Assess own management skills performance...................................................................7
2.2 Analyse personal strengths, weaknesses, opportunities and threats.................................7
2.3 Set and prioritise objectives and targets to develop own potential..................................9
LO3..........................................................................................................................................10
3.1 Lead and motivate a team to achieve an agreed goal or objective.................................10
3.2 Justify managerial decisions made to support achievement of agreed goal or objective
and recommendations for improvements.............................................................................11
LO4..........................................................................................................................................12
4.1 Explain how own managerial and personal skills will support career development......12
4.2 Review career and personal development needs, current performance and future needs
to produce development plan................................................................................................13
Conclusion................................................................................................................................15
References................................................................................................................................16
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Introduction
The following analysis will compare the different styles of management in two different
organizations. The first part of the analysis will compare the autocratic style and laissez flair
style of management in British Airlines and Virgin Atlantic Airlines in United Kingdom. It
will also tell us about the different leadership characteristics followed by the two airline
companies. The selected processes in the two selected organizations will also be analysed.
The analysis will study the culture of the two organizations. The second part of the analysis
will do a SWOT analysis of Clayton Crown Hotel. This part of the study will set and
prioritize the objectives of Clayton Crown Hotel. The third part of the analysis will elaborate
the process of motivating a team for achieving the agreed objective. The fourth and last part
of the analysis will show us how the managerial and personal skills of a manager can support
carrier development. This part of the analysis will also show us how to produce a
development plan by reviewing the personal development needs and future needs of the
organization.
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LO1
1.1 Compare different management styles
The management of British Airways follows the autocratic style of management as well as
leadership. The managers of the British airways unilaterally took the decisions without any
consultation with their subordinates. But with the change in time, the autocratic model has
shifted to a personalized model. More attention is paid to the training module and coaching of
the employees to make them capable to effectively handle the issues within the organization.
The management of the organization is now managing the mutual relationship between the
managers and the subordinates. It put more pressure on the empowerment of the employees
of the organization so that they can contribute to the achievement of the organizational goals.
The managers of the organization are heavily contributing towards the empowerment of the
employees for increasing the capabilities of the employees to take decisions in the non-
standard situations. The managers have become flexible towards the decision making process
and the managers have become optimistic for upgrading the support system.
In comparison to this, the management style used in Virgin Atlantic organization is called
Laissez faire style. This kind of management style is not at all casual but informal in nature.
Virgin Atlantic has reached the peak of success by seriously approaching towards the
business risks and the entrepreneurial management. The capability of the managers in
communicating with workforce and forwarded thinking in a novel way has proven that the
managers of Virgin Atlantic are the biggest assets of the organization. The Virgin Atlantic’s
dedicated and loyal management follows the collaborative structure. In this structure, the
employees and managers are regarded equally and they are involved in the decision making
process for making effective and significant decisions in the organization’s favour. The
workers of the organization are encouraged by the management of the organization to
become innovative and to participate in the decision making process (Biggs, 2010).The
hierarchical structure of the Virgin Atlantic is the secret behind its success as the workforce is
looked upon as the foremost priority that is chased by all the consumers and shareholders of
the organization. On the contrary, the British Airlines follows the traditional structure of
hierarchy. In this structure the main focus is on the share holder satisfaction followed by the
satisfaction of the customers and the workforce at last.
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