Leadership and Management for Service

This presentation discusses the significance of leadership and management in the service sector and its impact on business growth. It covers different classical management theories, types of organizational culture, and various leadership styles. The presentation concludes with references to further explore the topic.

Leadership and
management for service

Cover Content
•Introduction
•Different classical management theories
•The different types of organisational culture
•Leadership style
•Management Style
•Conclusion
•References

Introduction
Leadership and management is necessary for every organisation, whether service or any
other, as this assist in making performance adequate for business level. In the service
sector, leadership is compulsive to perform for an effective people management along
with enhances motivation of an employees to brings out strategic position for service
firm. In the current era, leadership & management is responsible for a productive
functioning of business and ensures about firms growth.

Different classical management theories
Management is constitutes of the five different function such as planning, organising,
staffing, directing and controlling and this has become part of every organisation
function or service with support of which business can targets goals or target in given
point of time.

This theory was founded by the Frederick Taylor who is still known as Father of
scientific management and with this, he defines several principles with the purpose to
led manager know how to make choices such as increase productivity

Continue….
Science, Not Rule of Thumb: This principal reveals that decisions are to be taken by
the managers which is based on perfect scientific enquiry, it will be prominent and
necessary to take initiatives to get on exact reason for the conflict and based on which,
corrective course of action will be initiates which would assist the managers to have
better relationship with employees.
Harmony, Not Discord: This principle will have to be signifies, that this would be
suitable to make proper understanding between both management and worker and also
both of them must feel, as part of common goals or targets which enables business to
achieves mutual trust & clear attitude for each other.

SWOT analysis for Marriott
Mental Revolution: This principle tells that the change in attitude of superior person
along with subordinate for both
Cooperation, not individualism: Under this principle, explanation is that managerial
person must treat its people with greet and appreciates their effort to enlarge business
functioning and raises business competencies at a productive level of time.

The different types of organisational culture
Power culture: In this type of culture, power is resourced with few common
individuals whose influence is spread in an organisation.
Role culture: Business organisation with role culture is based on defined rules and
regulation. These culture can highly controlled with exact knowledge and information
what actually are the roles and responsibilities of an organisation.

Continue….
Task culture: These type of culture generally formed when teams are formed with
purpose of addressing specific problem or tasks.
Person culture: In this type of culture, individuals are seen themselves as most unique
and relevant to an organisation

Roles of a leader and manager
Leader
• Motivator: The leader's of the firm are used to motivates their team member's to
accomplishes desired goals and targets into the given point of time.
• Inspiration: Leader's of this firm have been acted as big inspiration for their team people
and also comes as lead person to accomplishes business goals at the given point of time.

Manager:
• Resource allocator: This is one of the necessary role of manager to do planning for
resources and also estimates additional resources that will be put to acquire the same.
• Action plan: Manager is focused towards making action plan for business future and
decision making for the same.

• Democratic: This type of leadership is comprises of getting support of team people
into the process of sharing of their views, opinion or idea to gather business
performances to right centric to business objectives or targets.
• Autocratic: In this leadership, all decision making power and authorities are lies in
the hand of top level managerial person.

Laissez faire: In this type of leadership, information, views and idea will be gather by
team people, but final decision will taken by the team leaders.
However, after evaluating different leadership style, democratic style is more effective
and productive for Wal-Pila which will help to gather business objectives to
accomplished and achieves till entire working tenures.

Physiological need: These are some biological requirements for human survival i.e. air,
food, drink, shelter, clothing etc.
Social need: This type of leadership is considered under an interpersonal relationship
which inspires an individual person or people.

Safety need: This need is comprises of elements such as security, order, law, stability, freedom
from fear. This will be an individual to gather its usefulness for longer time period.
Esteem need: This needs involves dignity, achievement, independence, status, prestige etc.
Self actualisation need: This will includes realising self potential, personal fulfilment, seeking
individual growth and peak experience.

From the above report, this is concluded that leadership and management in services
sector is an essential concept with the help of which business can acquires effective
working into the given time period. Also, leadership skill is one of the legal
consideration with help of which kind of an effectiveness can be brought to people of
this firm to gather effective working into the firm.

References
Chen, W. J. and Cheng, H. Y., 2012. Factors affecting the knowledge sharing attitude of
hotel service personnel. International Journal of Hospitality Management. 31(2).
pp.468-476.
Fitzgerald, L., and et. al., 2013. Distributed leadership patterns and service
improvement: Evidence and argument from English healthcare. The Leadership
Quarterly. 24(1). pp.227-239.

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