Leadership and Management for Service Industries

This document discusses the concepts of leadership and management in service industries, with a focus on the TUI Group. It covers classical management theories, leadership styles, factors influencing styles and structures, and current and future skills within leadership and management. The document provides a comprehensive understanding of the subject and its relevance in the service sector.

Leadership and
Management for Service
Industries

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Classical management theories with application.........................................................................1
Leaders roles and various leadership styles.................................................................................2
Numerous roles associated with leadership styles.......................................................................3
Analysis of styles of management and leadership with organisation culture and structure........3
Styles concerned with management and leadership.....................................................................4
Evaluation of styles......................................................................................................................5
TASK 2............................................................................................................................................5
Factors influencing styles with structures associated with management.....................................5
Analysis of factors which influences structures as well as styles................................................7
Critical analysis regarding how particular style changes and are influenced by various factors 7
TASK 3............................................................................................................................................8
Current hard and soft skills within management and leadership.................................................8
Future skills within leadership and management that is required in service industry.................9
Critical evaluation regarding how skills of management and leadership has developed within
selected entity.............................................................................................................................10
TASK 4..........................................................................................................................................10
Comparison as well as contrast of different organisation' change management system along
with leadership which implements change................................................................................10
Analysing ways in which change management affects styles along with skills within managers
an leaders...................................................................................................................................12
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
Leadership is one of the aspect within which superiors stimulate manpower to carry
forward activities with zeal addition to confidence (Adekola and Sergi, 2016). Organisational
leaders binds people together and persuade them for realizing goals. Similarly, management is
distinctive process involving planning actions, organising activities, mobilising resources
together with controlling deviations at premises. Managers determines directions for
accomplishing predetermined values through using human resources addition to other available
resources effectively. Leadership and management have crucial functions for managing and
enhancing talent with creativity among individuals concerned with tourism as well as hospitality
industry by delivering accurate guidance along with directions in particular situation. To develop
knowledge about the concept, TUI Group is preferred. The company is world's leading leisure,
tourism as well as travel group having headquarters at Crawley, United Kingdom (TUI Group,
2019). The report includes information about classical management theories, styles of leadership,
factors influencing numerous styles and structures concerned with management. The report
further demonstrates current and future skills within leadership and management in relevance
with service sector.
TASK 1
Classical management theories with application
Management is considered as backbone of successful firms. It is problem solving
procedure that effectively achieve business objectives by optimising scare resources within
changing environment. It comprises various actions which administer as well as restricts
business transactions despite of their nature, size together with structure. Managers of TUI
Group inspires usage of synergy among operative relationships as well as plans activities in such
manner that integrates manpower objectives with organisational vision. They uses management
theories that illustrates general rules and guides managers to carefully manage business concerns
with the staff members and resources.
Classical management theories
The part of management theory branch which were initiated during 19th century.
Something long established together with traditionally accepted is termed to classical (Akpolat,
2017). Such theories are concerned with thought that staff members have needs like economical
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and physical which satisfies them most. It lacks consideration of social needs as well as job
satisfaction despite advocates labour specification, enhancing bottom line, streamlining
operations, profit maximisation and centralised decision making. In context to TUI Group,
classical management theories are as assessed:
Scientific management theory: Frederick W. Taylor presented this theory with the aim
to examine and amalgams work flows for improving productivity by minimising wastage
together with reducing operational timings to get results. The theory concentrates towards
cooperation as well as developing manpower to greatest efficiency so that they can achieve
objectives timely. When management team of selected firm applies the theory, they can organise
all the workings in systematic manner which will improve productivity and can manage the
talent by rewarding them properly.
Bureaucratic management theory: Henri Fayol as well as Max Weber were main
contributors of this theory. It provides a base for forming entity in systematic manner for
ensuring effectiveness. The theory delivers ideal management framework to operate firm through
hierarchical positions. Bureaucratic management theory has two elements, firstly structure of
company that is made of hierarchical positions and secondly, business members that are
governed through predetermined rational decision making regulations. The elements guides
company to achieve objectives. The theory when applied at TUI Group then managers can
systematically form activities through hierarchical levels with regulations to ensure
effectiveness.
Administrative management theory: The contributors of this theory was Henry Fayol
who made distinct attempts for finding aspects in logical manner for designing the entity as
whole (April and Dalwai, 2019). In other words, such theory is concerned with
departmentalisation concept that calls for clear labour division, formalised administrative
structure and authority delegation to administrators having responsibility areas. Application of
administrative management theory at TUI Group will help managers to organise operations in
systematic manner for enhancing overall efficiency of business with the functions.
Leaders roles and various leadership styles
Leaders are the commander of entity who have superior position as well as exercises
huge controlling grades for influencing people to attain objectives. They discovers answers for
challenges together with inspires manpower during awry circumstances. It other words, leaders
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exercises huge authority during critical situations in order to stimulate individuals for
constructing possibilities for greatness. At TUI Group, following roles are played by the leaders:
Planning ahead: Leaders plans wide approaches along with numerous activities for
managing talents for coming duration. They plans programs such as training and development to
enhancing and developing concealed or invisible talents within workforce. The leaders of TUI
Group plays effective role of preparing futurist activities so to examine concealed competencies
of available talents. In additions, leaders also plan to use various recruiting sources for required
number of talents for upcoming years.
Talent management: Leaders have key role for managing existing along with new
talents through properly implementing thoughtful programmes. The leaders of respective
institution plays role of focusing towards personnel development by providing training sessions
together with mapping career paths. Plans and procedures are executed by leaders for developing
capabilities among talents to manage them effectively.
Numerous roles associated with leadership styles
Leadership styles are methods to implement plans, giving routes for goal achievement
and motivating people (Brunsson and Olsen, 2018). In other words, styles of leadership depicts
behavioural patterns that leaders uses to influence behaviours and performing responsibilities for
task completion.
Authoritative leadership style: Herein, decision making powers and controlling
business activities are with leaders. They formulates decisions as per their own ways as they do
not consult with others. The role that authoritative leadership style plays at TUI Group is to
manage talents effectively, allocating tasks as per manpower potentialities and takes overall
working responsibilities.
Democratic leadership style: During framing policies, leaders influences individuals
through delivering valuables that enhances workforce involvement by sharing authorities with
staff member and decision making powers. At TUI Group, Democratic leadership style performs
role of sharing problem solving responsibilities along with decision-making powers, engaging
manpower by boosting their collaboration through equality.
Analysis of styles of management and leadership with organisation culture and structure.
Within locations of TUI group, administration association prefers to follow functional
organisational structure wherein democratic leadership style is followed by leaders so to share
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powers with various units while making decisions. Leaders in the pertaining structure builds
transparency between all functions that depicts ease for determining results. Similarly, within
organisational structure, task culture is preferred wherein various teams are built to address and
solve critical issues (Campbell, Jardine and McGlynn, 2016). The democratic style in the culture
build ownership form as well as creates open discussion for sharing ideas among functional
teams which further contributes to make decisions.
Management styles are followed by managers at workplace. In context to followed
culture and structure at TUI Group, paternalistic management style is majorly opted by managers
wherein decisions are made as per workforce and their key interest. In this management style,
feedbacks for employees performance are invited along with allocation of work is done as per
labour specialisation that improves their efficiency, morale and productivity.
Styles concerned with management and leadership.
Management styles: At workplace, managers have specific styles for handling together
with dealing with manpower and thus, these styles are termed as management styles. In other
words, the ways managers executes activities to deal with situations and employees are
management styles. Various adjustments are made by good manager as per distinct environment
and manpower. Some management styles are reviews underneath:
Laissez-Faire Style of manager: Delegation management style is another name for it.
Within such style, managers allows team members to make decisions for the problem they are
facing. At TUI Group, managers adopts Laissez-Faire style for delivering experiences to staff
members to shine,motivating individuals to search innovative ideas, creating independent
environment as well as developing manpower skills.
Paternalistic management style: Another style which depicts controlling authoritative
personality in which managers only frames decisions and treats subordinates in condescending
manner (Chon and Zoltan, 2019). The decision making within paternalistic style at chosen firm
are best for institution along with staff members as whole. The subordinates enjoys their
workings irrespective of treated as burden.
Leadership styles: Organisational leaders opts various styles to implement plans,
influence people and deliver directions. The behavioural approach leaders use for integrating
individual with company interest for pursuing towards goals are leadership styles. Few
leadership styles are reviews as :
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Democratic leadership style: In this, all the members have equal participation in path to
reach for final decision. It values affirmation addition to employee collaboration. Such style is
considered as one of effective leadership style as leaders using the style creates environment of
open discussion among higher authorities as well as subordinates so to build bondings along with
good relationships. Using the style, leaders of TUI Group improves job satisfaction, enhances
team knowledge, guides to members and strengthens team bondings with other managers too.
Authoritarian leadership style: Leaders who believe in setting procedures without
involving subordinates is said to authoritarian style. Self isolation, performers passivity as well
as servility are not allowed in this style (De Leede and Heuver, 2016). At selected company,
exchange of information among leaders with their employees is limited due to which manpower
hides their weaknesses along with gaps in deviations in reference with specific data when this
style is implemented.
Evaluation of styles
The existing styles that are opted by managers and leaders of TUI group are paternalistic
management style addition to democratic leadership style respectively. Democratic leadership
style caters various advantages to the entity in context to empowering manpower, building strong
teams, resolving critical issues as well as fosters creative environment. In contrary, the style
needs more timings for properly implementing decisions and various times becomes ineffective
when uncertain crisis occurs resulting in workplace procrastinations.
Within paternalistic management style, selected firm avails benefits of rewarding good
behaviour, fostering trust, enhancing employee loyalty as well as creating open lines of
communication. At same time, the styles results in low staff motivation during unfavourable
decisions fro manpower that results in biases situations among managers.
TASK 2
Factors influencing styles with structures associated with management
Organisational environment is termed as composition of forces that are exists around the
business to influence performance, resources, profits and operations (Deresky and Christopher,
2015). Within dynamic environment, uncountable factors exists that influences management
structure and styles to great level. These factors are such elements that further contributes for
outcomes.
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Internal factors: The internal environment comprises of events, forces, organisational
culture, employee behaviour and conditions that are controlled by administration of business
regardless their tangible together with intangible characteristics are termed to internal factors. In
context to TUI Group, following are some internal factors which hugely influences styles with
structures of management:
Recruitment approaches: Management while sourcing competent candidate uses
effective approaches to attract talents. TUI Group managers have best recruiting approaches that
provides key solutions from where competing talents can be sourced. With effective method,
recruiting department hires competing talent that have ability of perform activities according to
set structure which helps in attaining predetermined outcomes. In addition, the institute also have
productive manpower that pulls attention of distant customers through following set guidelines
that results in influencing management structures in positive aspects as the talented people yields
more outcomes with improving business effectiveness (Dinçer and Hacioğlu, 2016).
Strategic talent management: Another element that is concerned with application of
strategies for selecting competing candidates and nurturing them in such manner that in no
timings they becomes comfortable in working with others. The factor provides opportunities to
management for effectively using their styles for attracting experienced and skilled manpower
that majorly contributes towards improving performances of overall business and thus,
influences management styles in positive aspects.
External factors: The main factors that influences the entity most are external factors.
These factors involves certain elements that management administration can not control and
impacts hugely at business ability for achieving objectives. Management has to make various
adjustments within their structures and styles by considering the changes within external factors.
Few external factors that majorly influences systems addition to structure of management are
analysed underneath:
Digital disruptions: Within travel and hospitality sector, numerous emerging
technologies along with digital disruptions occurs as time passes which impacts frameworks of
management styles and structure to most. Within competing market, upgraded technologies as
well as digital disruptions are available and to adopt all becomes difficult for TUI Group
managers as they have to modify changes according to digital disruptions within their decision
making as per new available choices. Thus, making frequent modifications within decisions will
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show outcomes in changes in manpower quality and thus will impact of their structure too in
negative manner.
Risk exposure: There are various opportunities that are favourable circumstances
junction. These circumstances are termed to exploitable conditions which needs commitment and
comprises various risk exposures. In concern with TUI Group, management has opportunity to
expose the risks concerned with hiring experienced talents. For this, they can use effective
sources of recruitment such as uploading job advertisements within attractive columns of
newspaper and social media sites that will attract wide individuals towards the entity and will
influence management style to effectively exposing risk and managing it.
Analysis of factors which influences structures as well as styles
Organisational environment is surrounded by huge factors that influences styles with
structures concerned with management in negative or positive manner (Eacott, 2015).
Concerning elements around TUI Group, internal factors such as strategic talent management
and recruiting approaches helps management to handle and develop talents efficaciously
resulting in positive influences on their styles and structures. At same time, external factors that
results in more influences on structure with styles are digital disruptions together with exposure
of risks.
Critical analysis regarding how particular style changes and are influenced by various factors
Organisational workplace involves various factors that influences workings, styles,
activities and structures of managers. At TUI Group, management style like paternalistic style is
hugely influenced through internal with external factors. In context to internal factors, business
has strength within recruitment approaches wherein the entity is benefited in hiring personnels
during more needed. In contrary, these approaches consumes more time and adds costs to
organisation. In addition, the threat associated with selected company is that there is more staff
retention that causes hurdles to complete activities on time and as structured for accomplishing
objectives. Similarly, external factors like risk exposure as well as digital disruptions also
influences managers' structure with style (Jumaa and Alleyne, 2017). The strength within risk
exposure are that company can use wide recruitment approaches as well as promotional
measures to select productive personnels. At same time, weakness within such factor is that it
reduces profits by exposing risks as key competing staff charges make demand of huge
compensation. When talent management is applied, these all factors have resulted in changing
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influences towards implementation aspects for styles of managers that contributes in beneficiary
results.
TASK 3
Current hard and soft skills within management and leadership
Skills are outlined to the talent required to execute tasks in unique manner. Working
potentialities to execute tasks to attain determined results are skills. Managers and leaders posses
some skills by birth and they acquire some skills with passage to time that helps them to
carefully fulfil job requirements within TUI Group. The analysis of few skills is as follows:
Hard skills:
Hard skills are measurable abilities which are earned through education addition to
practice. When managers and leaders acquires hard skills they connotes expertise addition to
mastery for executing various tasks for job completion (Küpers, 2016). Some of the current hard
skills among managers and leaders of TUI Group are as analysed:
Hard skill within management: At present, the managers of TUI Group posses hard
skill of proficiency in foreign languages. The managers have learned distinct languages with the
aim to deal with manpower as well as potential clients having belongingness from surrounding
countries.
Hard skill within leadership: The leaders posses strong computer programming skill
which they acquired by taking trainings about programming of computers. With this current
skill, leaders of respective firm handles all types of manpower workings by recording tasks in
systematic manner on computer programmes. They utilises such skill for talent management
through sharing all information on computers as well as recovers when needed.
Soft skills:
These skills are subjective in nature as well as critical to quantify. Soft skills are
renowned as interpersonal skills as they are related to the aspects in which people interacts with
others. Having soft skills shapes working ways of administrative authority. Current soft skill that
leaders and managers of TUI Group posses are as described:
Soft skill among management: Time management skill is the soft skill that managers
have at present. With this skill, managers properly manages their time on productive activities
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along with meeting deadlines of work. Managers majorly emphasis towards time sensitive tasks
by reducing time wastage for non productive operations.
Soft skills among leadership: Leadership of chosen organisation have dominant
persuasive skill in present duration that helps them to change perspective of others for adopting
specific action to perform tasks (McCaffery, 2018). Within such skill, leaders posses better
influencing potentiality as they undertakes opinion of others while identifying other weaknesses
in order to influence others to undertake particular action for completing activity.
Future skills within leadership and management that is required in service industry
In present duration, executives of TUI Group have planned to introduce tourism
packages. For this, certain skills are required among leadership and management for coming
timings. The future skills that are needed to be within TUI Group leadership and management are
discussed under:
Team management skill: With this skill, leaders and managers ill be able to manage
manpower of distinct nature so to coordinate their activities with other members efficaciously.
While implementing new package, leaders will require new operating modes for collaborating
internal team activities with activities of external teams or stakeholders. For such purpose,
organisational leaders and managers requires this skill type for building cultures concerning
modern working environment.
Innovative thinking: To market or promote tourism package, innovative thinking is key.
Hence, for managers and leaders, it is critical to think innovative in order to grab wide customer
base together with providing paths to manpower for executing activities in modern ways. This
skill set will help in searching new techniques for delivering customer experiences in better
ways.
Achievement of skills with strategies of talent management
Following are some talent management strategies through which TUI Group will achieve
future skills among management and leadership:
Ongoing training addition to learning opportunities: Many time, organisation loses
competent skilled individuals due to no career development or fails to think innovative
(Pendleton and Furnham, 2016). For improving innovative thinking potentiality, development
opportunities and continuous training should be provided to manpower, leaders and managers for
effectively rising required skill among them.
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Assessing cultural fit: Various tricky things are involved with business culture that
elaborates the ways individual activities are associated with cultural fit. Using talent
management strategies, leaders and managers can make their objectives as per big visions which
will help in collaborating activities of diverse teams as well as managing properly to accomplish
results. This will result in improving skills of leadership with management for managing teams
in best ways.
Critical evaluation regarding how skills of management and leadership has developed within
selected entity.
As per the views of Einstein, 2013, there are distinct ways through which skills among
leadership and management can be developed. In relevance with TUI Group, skills of managers
addition to leaders has been developed with using continuous training programmes, development
opportunities and proper assessment of cultural fit. These have resulted in enhancement of
existing knowledge of administrators which further help them to retain their key personnels
within firm. Similarly, with assessing cultural fit practice, career skills were achieved effectively.
TASK 4
Comparison as well as contrast of different organisation' change management system along with
leadership which implements change.
In simple language, change is termed to conversion of something. Various phases are
involved which translates on condition in another state level (Ross, 2017). Within travel and
hospitality sector, many factors exists in which change management systems as well as
leadership are different from others. For understanding systems of change management and
leadership implementing change, TUI Group is compared with Heritage Hotel Group:
Comparison basis TUI Group Heritage Hotel Group
Change management system As TUI Group is going through the
issue of Staff retention and to
overcome from it, executives have
made planning to change
compensation policies. For
implementing changes, selected
entity management team applies
Heritage Hotel Group is
facing issue of employee
career development. To
overcome from such issue,
administration authority
have planned to implement
ADKAR's change
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change management system
concerned with model of Lewin's
Change management that have
three phases including freezing,
unfreezing along with refreezing
(Saviano and Et. Al., 2017).
management model that
comprises certain stages.
Leadership implementing
change
In such situation, leadership plays
very important role as it influences
staff members along with business
to adopt changes so to work
accordingly. In freezing phase,
leaders will communicate about
change requirements to top
authorities. In change stage, the
role that leaders will play is to plan
activities for encouraging
manpower for endorsing changes.
Within refreezing phase, leaders
with reinforce new behaviours
through providing recognition as
well as positive reinforcements
which will encourage manpower to
remain with entity and do not
leave.
At the entity, the
leadership for
implementing change
plays various roles at
different stages. Within
ADKAR model, at
awareness stage, leaders
will determine change
requirements (Schwarz,
Hall and Shibli, 2015).
Within desire phase,
leaders supports changes
for better uses. In context
to knowledge stage,
measures for changes are
delivered by leaders. At
ability phase, training
extensions are provided to
employees by leaders.
Various goals are
developed and
opportunities are provides
that develops career of
manpower. At
reinforcement stage,
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efforts are made by leaders
to sustain change.
Regardless differences, both institutions have similarities of carefully analysing change
needs. Then further design plans for implementing effective change system (Spears and
Lawrence, 2016). Both entity has strong leadership that influences manpower to adopt changes
as well as perform activities according to new alterations.
Analysing ways in which change management affects styles along with skills within managers an
leaders.
Change management system impacts on leadership together with management skills as
succeeding changes needs discussion with manpower as well as motivate them to become ready.
For instance, At TUI Group, administrators plans to work as per the set budget but to implement
changes managers have to provide development activities to employees. For this, investment of
huge financial resources is done that shakes pre described budget resulting in impacting skills
with styles (Van van Wart and Dicke, 2016). At TUI Group, while implementing change
strategies, some pessimistic people exists that have negative attitude towards any change and it
results in poor productivity along with demotivation among manpower which hampers styles of
leaders too.
CONCLUSION
The above discussion concludes that the concept and practices of leadership and
management at workplace plays key role in goal achievement. Classical management theories
used at workplaces are Bureaucratic management theory, Scientific management theory as well
as administrative management theory. At organisations, leaders have role of managing talent
addition to planning ahead. Styles that managers precede involves paternalistic management
style together with laissez faire style. At same time, leaders executes workings through
democratic style and authoritarian styles of leadership. Factors influencing styles with structure
are recruitment approaches, risk exposure and strategic talent management. The current skills
within management and leadership are time management skill as well as proficiency in
languages. With time changes, future skills like innovate thinking and managing teams is
required among leaders and managers Change management system like ADKAR model and
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Lewin' Change model are mainly used to implement new changes by leaders to resolve problems
like staff retention and career enhancement.
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Online:
TUI Group. 2019. [Online]. Available through: <https://www.tuigroup.com/en-en>
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