Developing Managerial Skills and Competencies in the Travel and Tourism Industry

This assignment explores the development of managerial skills and competencies within the travel and tourism industry. It examines different management styles, leadership characteristics, and communication processes in selected businesses. The assignment also includes a self-assessment of managerial traits and capabilities, followed by the development of career goals. Additionally, it delves into the roles of managerial decision-making and teamwork, and concludes with a demonstration of managerial career development and the role of personal management in career advancement.

Developing Manager
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Table of Contents
Introduction......................................................................................................................................3
Task 1...............................................................................................................................................3
1.1 Compare different management styles......................................................................................3
1.2 Discuss leadership characteristics..............................................................................................6
1.3 Evaluate communication processes in selected businesses.......................................................7
1.4 Analyze organizational culture and change in selected businesses...........................................8
Task 2.............................................................................................................................................10
2.1 Assess own management skills performance..........................................................................10
2.2 Analyze personal strengths, weaknesses, opportunities and threats........................................11
2.3 Set and prioritize objectives and targets to develop own potential.........................................12
Task 3.............................................................................................................................................14
3.1 Lead and motivate a team to achieve an agreed goal or objective........................................14
3.2 Justify managerial decisions made to support achievement of agreed goal or objective and
recommendations for improvements.............................................................................................15
Task 4.............................................................................................................................................17
4.1 Explain how own managerial and personal skills will support career development...............17
4.2 Review career and personal development needs, current performance and future needs to
produce development plan.............................................................................................................17
Conclusion.....................................................................................................................................19
Reference List................................................................................................................................20
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Introduction
Travel and tourism is one of the rapidly growing industries in the global platform. The industry
is contributing highly in the GDP of respective nations; therefore, it is also responsible for the
growth and development of the overall nation. In UK, the travel and tourism industry has a
significant growth rate, while contributing in the growth and development of the nation, from
various dimensions. However, with changing nature of the businesses, the organizations are
required to adopt competitive strategies to sustain their businesses. In this context, the managers
of the organizations play vital roles in planning, organizing and decision making in the travel and
tourism organizations in UK (Aguinis, 2013). Further, managers are also responsible for shaping
the behavior and potential of the organizational workforce. However, in order to do so, the
managers need to understand their own performance potential and develop skills and
competencies to meet the actual performance criteria of manager. In this context, in the
following assignment, the key focus is upon assessing the leadership style and management
styles; which would be followed by assessment of own performance abilities and skills as a
management. Finally, a self-evaluation would also be done for developing manager’s own career
development plan.
Task 1
1.1 Compare different management styles
It is crucial to adopt the best managerial practices, for which, analyzing different management
styles is also important. Being the Junion Consultant at PKF Hotelexperts, two hotel
organizations, operating in the UK travel and tourism industry have been selected; those are
“White Chapel Tourism Development Company and Hilton Group of Hotels”, in order to
compare and analyze the management styles followed in these organizations.
Definition White Chapel
Tourism
Development
Company
Hilton Group of
Hotels
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Participative
management style
This management
style enables the
manager to
influence the
fellow workers to
participate in
organizational
decision making,
while
continuously
motivating them.
In White Chapel
Tourism Development
Company, the
managers are not
usually familiar with
the participative or
democratic style of
management. It is
because; this
management style
does not have much
alliance with the
organizational
structure of the
company.
The managers in
Hilton Group of
Hotels follow this
management style
often. Especially,
the division
managers and line
managers follow
this management
style, for facilitating
employee’s
engagement in the
organizational
decision making,
while promoting
their innovative
skills and
competence
(Blackwood et al.,
2014).
Autocratic
management style
This management
style is
characterized by
the control of
managers over all
the decisions
undertaken in the
organization,
with no
significant
participation of
The White Chapel
Tourism Development
Company follows this
management style,
aligning with its
organizational
structure. Especially,
the line managers and
senior managers in the
organization follow
this structure. In this
The Senior
managers of Hilton
Group of Hotels
follow this
management style.
This style usually
ensures less
communication
potential with the
lower level
employees; but
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fellow
employees.
Following this
management
style, the
managers are not
motivating
employees in
organizational
engagement.
context, the decision
making power is in the
hand of managers
entirely in the
organization, while
being involved from
employee’s side.
Being a large
organization, this style
is suitable in most of
the contexts, where,
the organization need
to deal with large
investment and this
management style
often safeguard from
errors (Bunăiașu et al.,
2014).
allows the managers
to secure important
decisions for the
company, like
capital investment
in an error free
manner.
Active style of
management
(Organization specific)
Here, managers
in the
organization
follow the active
style of
management,
while making
decision, through
inputting own
contributions in
the decision in
order to
outperform the
In the White Chapel
Tourism Development
Company, the active
style of management is
followed by the
managers. This
management style
allows the managers to
make the decision
based on the situation,
thereby eliminating
any risky decision
making like capital
As it is specific to
the White Chapel
Tourism
Development
Company, it is not
performed in the
Hilton Groups of
Hotels.
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investment
related
benchmark
investments. However,
this management style
does not facilitate
engagement of
employees (Butler et
al., 2016).
Laissez Faire
management style
1.2 Discuss leadership characteristics
Leadership is a crucial aspect for business success and there are some key traits possessed by
leaders, which distinguish them from others. These leadership traits are significantly important
for determining the organizational performance, as leaders contribute highly in shaping the
organizational excellence, through motivating the fellows towards their goals. In this context, the
leadership characteristics of two selected organizations are demonstrated in the following
section.
Enthusiastic and Committed – The leaders are always enthusiastic to explore innovative ways to
improvise the organizational performance, while influencing others to show enthusiasm towards
excellence. Their enthusiasm towards enhancement of business performance makes them highly
committed to achieve the goals and objectives, irrespective to any hurdles (Cunninghamet al.,
2015).
Adaptive and flexible – Leaders are risk tolerable in nature and they are always exploring new
things for improving performance; thus, they need to be flexible enough to adopt in any
situation, where they may need to mitigate conflicts and take difficult responsibilities.
Resourceful – While influencing others, the leader must have enough knowledge and
information. For this, he must be resourceful. The leader must enrich his resources with in-depth
information, through self-development.
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Good communicator – Communication skill is the most crucial skill required by a leader. Here,
to build good rapport with the fellows, the leader must have good communication skill, both
verbal and non-verbal. It helps to explore good interpersonal relationship, which is crucial for a
manager (Daft, 2014).
Self - Confident – Leader is always confident about his decisions, moves and visions, which
fuels the leader to achieve the pre-set objectives within set deadlines, instead of facing any kinds
of hurdles or undergoing any kinds of risky circumstances.
Time management skill – Time management is important in every field and a manager is always
concern about deadlines, who tries to accomplish the objectives within set deadlines, while
influencing others to do so.
Open-minded and motivating – Being open-minded, a leader is able to motivate the subordinates
to take their own decision, give their best effort to achieve their performance goal and explore
their creative talent (Du Brin, 2015).
Risk tolerable – The leader is always visionary in nature and once the leader establishes the
vision, he can take risky decisions to make the dream possible. However, if the leader fails,
usually they do not afraid of that, rather they learn from failure.
Proactive and reactive – Due to leader’s visionary nature, they need to proactive in nature, i.e.
thinking three step advance from others, which can help them to take additional precautions
against risks.
1.3 Evaluate communication processes in selected businesses
The communication process is a crucial part of any, which is often considered as a success factor
of business. DuBrin (2015) defined communication as the “procedure for conveying message
from one person to other, via a communication channel or medium.” However, based on the
nature and purpose of business and the context, the type of communication varies a lot, ranging
in different domain. For instance, communication can be formal or informal, verbal or non-
verbal, linear or lateral, upward or downward.
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In White Chapel Tourism Development Company and Hilton Group of Hotels, the employees
and managers in different circumstances do use of both verbal and non-verbal communication.
The verbal communication includes use of verbal means for communication, which is often done
through meeting, face-to-face conversation, group discussion and video conference (Hoque,
2013). On contrary, the non-verbal communication is also important in organizational context,
which emphasizes on non-verbal communication means, including “listening, writing,
documenting or using technology-based tools”. In addition, manual documentation or sending e-
mails can also be categorized under non-verbal communication. In this context, listening skills
and other non-verbal skills are highly important for a manager for building rapports with team
members, promoting positive team dynamics. Formal and informal communication both can be
done through verbal and non-verbal process. However, managers usually use formal
communication, while communicating with fellows or seniors in meetings or group discussions
(Hoque, 2013). However, in Hilton Groups of Hotels, line managers often prefer to use informal
communication for enhancing the trust and empathy of employees towards the managers. It also
helps to maintain a flexible and positive team dynamic. In case of formal communication
process, there are three key types, which are as follows:
Upward communication – In the upward communication process, information transfers from
lower to upper level, i.e. staff level to managerial level.
Downward communication– In case of downward communication process, information transfers
from lower to upper level; that means managers usually have the information first, which
diffuses to the staff level through the successive layers in down array (Lawet al., 2014).
Lateral communication – In this type of communication, information flows in the same
hierarchical level, in a horizontal way.
The application of these three types of formal communication depends on the context, however,
usually in the large organizations like White Chapel Tourism Development Company, downward
communication process is ignored and lateral communication process is highly preferred.
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1.4 Analyze organizational culture and change in selected businesses
The organizational culture plays a significant role in the travel and tourism business, which is
often shaped by the managerial and leadership attributes. In this context, it is noteworthy that the
organizational culture is highlighted by the identity of the organization. There are mainly four
types of organizational cultures followed by the organizations, based on the organizational
structure, scope and purpose of the organization, which include “role culture, power culture,
support culture and corporate culture” (Lawet al., 2014). Usually, the large and renowned travel
and tourism organizations like the selected ones, i.e. “the White Chapel Tourism Development
Company and Hilton Groups of Hotels” follow the corporate culture, which includes three key
levels, which are as follows:
 “The artifacts, the means through which the team members behave”
 “The espoused values, indicating the ways through which the issues and conflicts are dealt”
 “The essential underlying assumptions”
Following the corporate culture, the managers in the White Chapel Tourism Development
Company is promoting a strong hierarchy, which helps them to find the most appropriate
solution against the issue raised in the organizational context, by exploring their managerial
skills and competencies. On the other hand, in the Hilton Groups of Hotels, besides the corporate
culture, power culture is also observed, relying power in the upper levels of organizational
hierarchy (Appannah and Biggs, 2015).
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Task 2
2.1 Assess own management skills performance
It is necessary for a manager to assess own performance, in order to understand as well as build
on own performance excellence. It also assess the key loopholes in the performance of the
managers, which they can mitigate through developing performance goals in the own
development plan. In this context, being the assistant manager of Clayton Crown Hotel London,
which is a brand of Dalata Hotel Group, I have also assessed my own management skills
regarding my organizational performance, which is demonstrated below.
Leadership skills – Although I am good at motivating my team members as well as I have well
developed interpersonal skills to empower them towards achieving goals, I have a lot to build up
my leadership skills. For instance, I lacking in my skills to resolve conflicts of the fellows, which
is a key responsibility of the leader (Bitencourt, 2016).
Interpersonal skills – As I have worked in team several times, I have developed the
interpersonal skills several times. In this context, it has been revealed that I have adequate
assertive interpersonal skills, which help me to develop good relationship with my subordinates
as well as seniors and creates a good impression at the workplace.
Communication skills – Being a manager, I must have good communication skills to convey the
important message or express my feelings to the fellows or senior management at the right place
at the right time. I have assessed that I am good at verbal as well as written communication. On
the other hand, it is also important to be good at non-verbal communication skills like listening
skill, where I need much improvement (Beausaert et al., 2014).
Feedback skills – Giving feedback to everyone is a key responsibility of a manager, while
working with others, in order to empower them towards exploring their efficiency. It is also
crucial to take own feedback from others. I do the same, while working the travel and tourism
organization, to improve the quality of work.
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Motivating and directing skills – The manager’s key responsibility is to direct the fellow
workers in such a way that they can meet their professional goals, which would ultimately meet
the organizational objectives. In this context, I am good at motivating others; I have directed
team several times in the workplace, which helped me to develop the skill (Goetschand Davis,
2014).
Decision-making and Project management skills – Being at a managerial post, I am responsible
to make the right decision for the sake of the organization. Although I am able to make
decisions, but I have a lot of scope to build in this area. Further, I have work on the projects and
play the leading role, which helped me to develop several project management skills like
resource management and budget development.
2.2 Analyze personal strengths, weaknesses, opportunities and threats
In order to analyze my own strengths, weaknesses, opportunities and threats, I have used an
analytical framework, i.e. the personal SWOT analysis, which helped me to identify both the
internal as well as external factors related to my performance (Huang et al., 2016).
Strength Weakness
 Good verbal and written
communication skill
 Good interpersonal skill
 High flexibility and adaptability
 Proactive and reactive in nature
 Risk tolerable in nature
 Highly committed to work
 Motivating and open-minded
 Resourceful
 Good feedback skill
 Poor reasoning skill and problem
solving skill
 Poor listening skill
 Poor time management skill
 Lack of patience
 Average technical skill
Opportunities Threats
 There is significant chance to build on
leadership skill
 There is considerable need for
 Time limitation is a key threat of
achieving my career goals and
objectives
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improving my reasoning skill
 I have also the opportunity to build on
my technical skill
 I must also develop time management
skill
 There is also scope for advanced
managerial skill development like self-
control
 I may also be subjected to the changing
demands of the fellow employees,
which can hinder my potential to
explore the available opportunities and
build on my career
2.3 Set and prioritize objectives and targets to develop own potential
From the above analysis, I have identified some strengths and weaknesses of my performance,
whereas I have also identified some opportunities and threats as the assistant manager in the
travel and tourism organization I am working for. Along with some strength, I have identified
some weaknesses and opportunities for development, based on which I have set some objectives
and targets for developing my own potential, which are as follows.
Objectives SMART justification Target period
To build on my leadership
skill
S- It is specifically
emphasizing upon
leadership skill
M – It is measurable through
self-evaluation tools
A – It is achievable by
enrolment in leadership
session
R – It is relevant as it is
contributing in overall
career development
T – It would take 2 years to
accomplish
2 years
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To develop effective
reasoning skill
S – It is specifically
emphasizing upon reasoning
skills
M – It is measurable through
self-evaluation and
exploring problems at
workplace
A – It is achievable through
attaining brain storming
activities
R – It is relevant as it is
helping to build managerial
skill
T – It would take 1 year to
complete
1 year
To develop time
management skill
S – Emphasizing upon the
time management skill
development
M – Measurable via
teamwork and meeting
deadlines
A – Achievable through
making tasks priorities and
through the use of time
management tools and
techniques
R – It is reliable as it is
contributing in my future
career development
T – It would take 3 months
to complete
3 months
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To improve my technical
skill
S – It is specifically
focusing upon technical
skills
M – It is measurable via
observing my effective
technical skill
A – It is achievable through
undergoing in-depth
technical training
R – It is increasing my
overall managerial and
personal competency, for
which it is relevant
T – It will take 6 months to
be complete
6 months
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Task 3
In the following task, the team management and managerial decision making for achieving
agreed goal or objectives would be emphasized. In this context, the case scenario of the Frankie
& Benny restaurant has been emphasized. In this context, it is also crucial to understand the
leadership roles.
3.1 Lead and motivate a team to achieve an agreed goal or objective
In order to lead a team in Frankie & Benny restaurant towards the agreed goals and objectives,
adequate motivation is required from the manager or the leaders. In this context, the key
organizational objective is to maintain organizational profit along with the consumer satisfaction
parameter. Therefore, leaders need to take strategic decision on effective teamwork dimension.
In this context, it is required to have adequate competitive advantage to sustain the business in
the competitive hospitality industry. Considering the context, the leaders and managers in the
Frankie & Benny restaurant should empower the employees by developing self-confidence and
trustworthiness. They must clearly define the goals and direct the fellow workers regarding the
path to achieve the goal, which they can do in several ways, like role play, motivating, directing,
supervising, mentoring, coaching or any other way suitable for the employee to achieve the
performance goals (Gilbert et al., 2016). In this context, within Frankie & Benny restaurant, in
the following ways the team can be motivated to meet agreed goals and objectives.
 Following the Belbin’s theory of team development, which is required to perform each task
according to the business standards in the Frankie & Benny restaurant
 Introducing a reward and recognition system for operating the reward scheme in the
organization, which would motivate and empower employees to explore their talent and exceed
their expected goals, in order to be rewarded
 Leaders and managers must clearly explain and justify goals and objectives to have higher
engagement from employees. Leaders need to narrow down and specify the goals for the team,
while specifying the roles and responsibilities of each employees in team, while continuously
measure their performance, to fulfill loopholes as well as influence their self-esteem to improve
their contribution towards achieving the goals
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In addition, Chan et al., (2015) argued that the psychological forces needs to be understood for
getting positive outcomes related to managerial and leadership strategy. These psychological
forces include behavioral direction, effort from the employees as well as persistence of goals.
Motivation is crucial in this context under adequate condition, which needs to be sustained and
enhanced. Via proper managerial effort, employees need to be self-motivated. The motivated
employees are able to meet customers’ needs and make them loyal to the organization along with
high profit margin. in hospitality industry, the employees need to maintain ethics through the
practice to offer standard practice to the customers, for which high quality supervision is
required from leader or manager’s side. According to the Maslow’s hierarchy of needs theory,
leaders must undertake strategic effort for meeting employees’ needs and continuously motivate
them to foster performance excellence and meeting business standards at Frankie & Benny
restaurant.
3.2 Justify managerial decisions made to support achievement of agreed goal or objective
and recommendations for improvements
For improving team operation, managers of Frankie & Benny restaurant have to undertake a
range of decisions to accomplish the agreed goals and objectives. In this context, some key
decisions made by the organizational management regarding service management and production
are as follows.
Strategic planning – Strategic planning is a key domain, where the managers make decisions
with their effective decision making skills upon analyzing all the factors available. The managers
monitor all the processes, review the customer data, assess their feedback and identify their
needs, based on which they develop strategic plan for the business procedures or product
features, which could meet the customers’ needs, in order to make them satisfied. However, the
organization, enable the engagement fellow workers in the decision making, which strengthen
the process (Gilbert et al., 2016).
Relationship building – In order to meet the agreed goals and objectives, developing a
trustworthy and positive relationship within the managers and staffs are required, which can be
done through assertive and transparent communication (Hanik et al., 2018). Therefore, the
managers play a crucial role in making decision regarding the communication style and
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communication network development with the fellow employees, through support,
empowerment, empathy and respect, as a result, the desired outcomes are met.
Recommendation
For improving the managerial decisions, the managers at Frankie & Benny restaurant should
emphasize on feedback system, in order to understand the loopholes in their own performance as
well as identifying the employees’ needs lacking to meet. It will help managers to develop strong
organizational and long term decisions.
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Task 4
4.1 Explain how own managerial and personal skills will support career development
While working as the assistant manager in the Clayton Crown Hotel London, I have developed a
lot of managerial as well as personal skills, which will support my career development
significantly. Several skills and competencies have been developed in the organizational context,
which has shaped my career objectives also. For instance, working as an assistant manager in my
hotel organization, initially I have assessed my skills and I revealed that I was lacking reasoning
skills, which hindered me to take emergency decisions and reduced my maximum competency in
the organization (Vogeland Reyes, 2014). However, with time I attempted to self-evaluate
highly, which enhanced self-confidence and empowered managerial skills. I have significantly
improved my current organizational performance through my own personal skill development
practices. These practices have highly contributed in achieving my long term career goal and
shaping the direction of my career path.
I also lack efficiency in adequate time management and I need to improve this skill to meet my
career goals. Identifying this loophole in my practice, I have attempted to mitigate the issue
through prioritizing tasks, scheduling tasks, setting deadlines for tasks and other ways. These
efforts helped me to improve the skill to some extent. For becoming a successful manager, I must
have a good sense of time and strict to the deadlines. Thus, this skill development also helped me
in supporting my own career development.
4.2 Review career and personal development needs, current performance and future needs
to produce development plan
Upon reviewing my career and personal development needs, I have been revealed that through
own performance management, I have developed several skills, which would shape my career. In
order to review the needs and performance, I have used 360 degree performance evaluation. In
this context, I have used the following process for reviewing the personal and career
development process.
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Figure: Personal and Career Development Reviewing process
(Source: Ratiu et al., 2017)
Reviewing my personal and career development I have successfully identified the objectives at
the initial stage for career development. In this context, it has been identified that the “leadership
development needs” and “reasoning skill development needs” (Vogeland Reyes, 2014). In this
context, I have enrolled in the leadership development program for building my leadership skill.
However, initially, I thought that I would be able to complete it within 2 years but through the
process I revealed that enhancing the time period from 2 to 3 years would be adequate for it.
Further, I have also been revealed that for developing time management skills, I allocated only 3
months period, which was not enough for effective skill development and my self evaluation
identified loopholes after 3months, which influenced me to enhance the period more 3 months
and take supervision from my mentor regarding professional time management skill
development.
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Conclusion
In the above assignment, the key focus is upon managerial skills and competency development.
In this context, managerial skill development and importance of managerial role in travel and
tourism industry has been considered. In this context, initially the assignment focused upon
elaborating different theoretical underpinning regarding management styles and leadership
characteristics. Further, self assessment of managerial traits and capabilities has been done with
the help of analytical framework in selected organizational context, followed by development of
career goals. In addition, the roles of managerial decision making and team work have also been
explored. Finally, the managerial career development and the role of personal management in
career development have been demonstrated.
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