This presentation discusses the importance of organizational culture, different management styles, characteristics of leadership, and the communication process. It focuses on Marriott International as a case study.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
DEVELOPING MANAGERS Task 3
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Cover Content Introduction Analysis Of Organizational Culture Comparison Different Management Styles Characteristics Of Leadership Different Communication Process Changes In Company References
Introduction Organizational culture plays a very important role in managing internal environment of a company. This presentation will discuss about organisational culture of Marriott international which is a hotel company that delivers accommodation and other similar services. Additionally, there will be a comparison of different management styles along with characteristics of leadership.
Cont... Role of team Members Team member 1: This member is responsible for collecting data for the presentation through research and data collection. Team Member 2: The respective team member helped in mentoring the team to complete the presentation Team Member 3: One of the most important task is completed by 3rd memberoftheteamwhichistocommunicateandexecutethe presentation.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Analysis Of Organizational Culture The organizational culture of Marriott international has been influenced by various factors. These are mentioned below: Lack of motivation among the employees There is a lack of professionalism in the employees Thebehaviorofstaffmemberstowardstheirjobisimpactingthe profitability of Marriott International.
Comparison Different Management Styles Autocratic Management StyleDemocratic Management Style Inthismanagementstyle,the decisionsaretakenbymanagers withoutanydiscussionswith subordinates. This management style is practices in Marriott International hotel. It is a complete opposite of autocratic style.Inthis,thesubordinatesare involves in decision making.
Characteristics Of Leadership Therearecertainqualitieswhichare requiredforleadership.Theseare mentioned below: Motivation-A leader of Marriott should motivate the employees in order to help them reach their full potential and increase the productivity of the company. Flexibility-Itisimportanttoadjust according to business situations which will helpinmanagingchangesinthe organization Communication-Itisimportantto communicate with the employees in order to guide them and communicate set targets of the company.
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Different Communication Process A typical communication process is consist ofvariouselementssuchassender, encoding, message, channel, receiver and decoding. The sender is the person that will send the message. For that, the individual will have to encode the thought to a message.
Changes In Company TherearevariouschangesthataretakingplaceinhotelMarriott International. The employees of the respective hotel are not motivated enough due to which they are under performing ThisisaffectingtheproductivityandservicequalityofMarriott International. The managers can implement various motivational techniques such as monitory benefits, promotions and training programs which will help in motivating the employees of respective hotel.
Conclusion From the above discussion, it can be analyzed that organization culture is very crucial for the company. Additionally, there are various management styles that are practiced while decision making for the company.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
References Antonakis, J. and Day, D.V. Eds., 2017.The nature of leadership. Sage publications. Prieto, B., 2013. Establishing and building leadership skills.Leadership and Management in Engineering,13(3), pp.209-211.