Developing Managerial Skills: A Comprehensive Guide

Unit 3 –The Developing Manager
1

Table of Contents
Introduction......................................................................................................................................3
Task 1...............................................................................................................................................4
1.1 Compare different management styles..................................................................................4
1.2 Discuss leadership characteristics..........................................................................................6
1.3 Evaluate communication processes in selected businesses...................................................8
1.4 Analyse organisational culture and change in selected businesses.....................................10
Task 2.............................................................................................................................................11
2.1 Assess own management skills performance......................................................................11
2.2 Analyse personal strengths, weaknesses, opportunities and threats....................................12
2.3 Set and prioritise objectives and targets to develop own potential......................................14
Task 3.............................................................................................................................................15
3.1 Lead and motivate a team to achieve an agreed goal or objective......................................15
3.2 Justify managerial decisions made to support achievement of agreed goal or objective and
recommendations for improvements.........................................................................................17
Task 4.............................................................................................................................................19
4.1 Explain how own managerial and personal skills will support career development...........19
4.2 Review career and personal development needs, current performance and future need to
produce a development plan......................................................................................................21
Conclusion.....................................................................................................................................24
References......................................................................................................................................25
2

Introduction
The report has been prepared with an aim to educate and provide insights into the aspects of
developing a managerial personality in an individual. It requires various sets of skills and
attributes in order to develop as a successful and effective manager in the dynamic and
contemporary business environment. Developing a manager is a continuous process which
requires the utilisation and application of various theories and techniques. A manager is a central
person in an organisation that plays a pivotal role in leading, directing, motivating, organising
and monitoring the clubbed activities and efforts of the employees in an organisation.
The assignment is aimed to provide with a clear and evidence based understanding of various
managerial attributes and traits required by an individual. The assignment will draft various
reports based on actual organisations and association in the sectors of hospitality and tourism.
The reports will focus towards managerial aspects and theories along with the managerial styles.
It has also been aimed to execute the SWOT analysis for an individual to identify the strengths
and weaknesses. It will also develop a career development plan to identify the goals and time
period required to achieve the goals.
3

Task 1
Introduction
The report will provide with insights into the various management styles and leadership
characteristics practised in various organisations of the tourism industry. The organisation
undertaken to study the management principles and styles are Thomas Cook and the TUI Group
functioning as one of the biggest tour operators in the United Kingdom.
1.1 Compare different management styles.
There are several management styles that can be practised in the tour operator industry by the
organisation. The comparison between these two organisations is structured as below:
Management style at Thomas Cook
The observations and analysis in the managerial systems of Thomas Cook have depicted a
mixture of various managerial styles and approaches. The various managerial styles adopted at
the Thomas Cook includes for Consultative and Participative managerial styles. In the
consultative style of management, the managers are concerned with consulting the employees in
the areas regarding their functions and activities (Olmedo-Cifuentes and Martinez-LeÓn, 2014).
The managers apply a consultative approach with the employees in order to form the decisions
and policies of the working in the organisation. The managers at Thomas Cook are responsible
for making the decisions at the organisation by consulting and undertaking the viewpoints of the
employees. This approach provides with opportunities to develop an effective employee and
employer relationship.
Another management approach identified at the Thomas Cook is Participative management style.
The Participative style of management allows with the increased scope to involve the employees
in the decision making processes and programs of the organisation. The employees are involved
in the decision making processes which are concerned with their operational and day to day
activities (Szelagowska-Rudzka, 2015). This style of management provides with a team work
approach and is often applied in the flat structured organisation. The Participative approach
allows for greater opportunities for employee engagement.
4

Management style at TUI Group
At the TUI Group, it has been observed a more relaxed and free style of management has been
adopted. The management style accounts for a Laissez-Faire managerial style where the
managers take a back seat and the employees are encouraged to form the policies and procedures
related to various functional and operational processes of the organisation. This style of
management also fosters for development of motivation and encouragement of the employees to
be involved in the decision making processes of the organisation (Bolman and Deal, 2017). The
Laissez-Faire managerial style is practised in the operational areas of day to day functioning. The
style is not incorporated in the strategic decision making process that is related to the higher level
of management. This style of management allows for development and training of the employees
working at TUI Group.
5

1.2 Discuss leadership characteristics.
The organisations undertaken in this report depict differential leadership traits and
characteristics. The leadership traits and characteristics are developed according to the culture
and environment of the organisation. Concurrently there are some specific leadership traits and
characteristics displayed by the leaders of these organisations. These are discussed as below:
Innovation: It is necessary for the tour operations industry to depict the traits of innovation and
an innovative thinking in the business processes and operations. The leader is required to
inculcate the attributes to think with an innovative thinking in order to lead with an effective and
democratic approach. Innovation allows developing new and better services for the consumers.
The leaders at Thomas Cook and the TUI Group depict the traits of innovation in the leadership
styles and approaches adopted by them.
Visionary: It is also necessary for the leaders to depict the characteristics of being visionary. A
Visionary approach towards management and leading the employees at large scale organisations
enables to achieve the goals and aims of the organisation an effective manner (Avolio and
Yammarino, 2013). It is provided with a visionary leadership an empirical understanding of the
goals and execution of the required activities and operations to achieve these goals. The leaders
at these organisations have depicted a visionary approach towards leading and managing the
employees.
Communication: The leaders at Thomas Cook and the TUI Group have depicted the attributes
of effective communication and interaction with the subordinates in the organisations.
Communication is considered as an important attribute for a leader to lead in an effective
manner. It is essential for the leader to entail effective and empowering communication skills in
order to lead the employees (Nichols, et. al., 2015). Communication skills motivate the
employees to achieve the desired goals and objectives in an effective manner. Communication
skills provide with the required zeal and enthusiasm for the employees to work with greater
dedication.
Problem Solving: Leaders are required to demonstrate problem solving viewpoints and
attributes in their leadership styles. The leaders at both the identified organisations have
6