Leadership and Management for Service Industries

This report analyzes the leadership and talent management operations of Marriott International Inc. in the hospitality industry. It discusses classical management theories, leader roles and their leadership styles, and the current management and leadership style of Marriott. It also explores talent management as a contemporary leadership and management model, factors influencing talent management styles, and the future skills required for management and leadership in the industry.

Leadership and Management
for Service Industries

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Classical management theories in relation to the hospitality industry.........................................3
Leader roles and their leadership styles within hotel...................................................................4
Review and determining a specific management & leadership style in Marriott hotel...............5
Management and Leadership Styles at Marriott..........................................................................5
Current Management and Leadership Style of Marriott..............................................................5
Talent Management As a Contemporary Leadership & Management Model.............................5
Internal and External factors that Influence Talent Management Styles.....................................6
External and Internal Factors that Influence Talent Management Structures Identifying Their
Strengths and Weaknesses...........................................................................................................6
Changes in Management Styles Using Talent Management Strategies.......................................7
Management and Leadership Hard and Soft Skills......................................................................7
Future Management and Leadership Skills Required..................................................................7
Role of talent management .........................................................................................................7
Current and future management, leadership skills crucial for company.....................................8
Importance of talent management along with knowledge based approaches..............................8
CONCLUSION................................................................................................................................9
REFERENCES................................................................................................................................1

INTRODUCTION
Talent management is a strategic business process through which a business organisation
procures the right talent from the external environments and engages in their training and
development in an effort to retain them for a sustained period of time. Leadership is the strategic
business process through which an individual called a leader, guides, motivates, encourages and
leads their co-workers towards operating with increased performance and efficiency so that
organisational goals and objectives can be efficiently achieved (Yahaya and Ebrahim, 2016).
This report analyses the leadership and talent management operations of Marriott International
Inc., which is an international diversified business organisation that operates within the
hospitality industry. Marriott was founded in 1927, 93 years ago and currently operates from its
headquarters in Maryland, USA. Through its sustained successful operation within the
hospitality industries, Marriott has expanded and diversified their operations to 131 different
countries around the world and currently operates around 7000 distinct establishments globally.
This has resulted in Marriott becoming the largest hotel chain in the entire world.
MAIN BODY
Classical management theories in relation to the hospitality industry
In context of hospitality industry, by following the principles of two classical
management concepts administration gain many benefits.
Classical management theory: It is based on belief that workers only have physical and
economic needs that take account social needs and job satisfaction aspects based upon decision
making and profit maximisation goals.
.
Scientific management theory by Taylor-
This concept is quite simple and easy to understand by a manager while playing their role
in this sector. It consists with four important principles that can implement in industry
(Arrowood and et.al., 2018).
Science-
This principle refer to new methods or techniques of work that can increase productivity
of an company in effective manner. It stated that by developing new ideas of doing work
manager within Morrison may make work quicker and simpler to do.
Harmony-

According to this principle, management must create a healthy and positive working
environment around workplace where people feel free to share their feeling and idea with
seniors. It gives employees mental revolution and peace which is quite beneficial to both
employer and workers.
Cooperation-
It stated that by working together manager and employees can set appropriate standards
at workplace which makes them able to gain competitive advantages.
Development of each person-
With this principle manager is capable to build strong workforce within hospitality
industry company. They should take care and focus that each worker must be allotted work
accordant to their interest and capabilities.
Bureaucracy theory by Max Weber-
it constitutes the most effective and rational way in which individual activities can be
managed and that systematic procedure and organized hierarchies are important to maintain
order and increase efficiency (Du Gay, 2017). Following features of this concept are-
Hierarchical authority structures- with hierarchical structure firms in sector rank
various positions in descending order from top to bottom.
Division and specialization of work- work is divided into specialized roles, each
candidate role is broken down into easy and simple tasks.
Rules & regulations- accordant to this feature by setting rules management regulate the
behaviour of workers who are working in hospitality industry.
Technical ability guidelines- Management according to this principle or feature have to
maintained files to record activities and decision of companies on daily basis for thr further use.
Impersonal relations- In business everything must proceed according to rules, there is
not place for personal emotions, involvement and sentiments. When an applicant’s come late,
whether a manager or leader, rule must be same for all.
Administration class- Management on the basis of employee’s skills and competencies
cater rewards and incentives, according to this feature that is quite beneficial for business.
Leader roles and their leadership styles within hotel
Leader in Marriott hotel play vital roles, they motivate team and communicate with them
as effective communicator to enhance their performance and productivity level even better.

Coaching is one of the best leadership can use in firm to develop workers for the future.
Furthermore, it can be said that leader play crucial role by using specific leadership style in term
of providing direction to individual candidate. Leader has role to display effective leadership
styles and significantly bring on keen untapped functional goals productively, where leadership
styles such as transformational styles and productive efficacy evolves.
Leadership styles: Authoritarian leadership: In this style leaders have strong authority within delegating
work in teams and to establish rules and systematic order at work for gaining outcomes
from employees. Participative leadership: In this style of leadership, role is enhanced by evolving role
among employees by giving them power to share ideas innovatively and take active
participation which empowers and motivates them. Transformational leadership: In this style of leadership, leader takes actions as per
situations for transformational growth in expertise goals towards expanding key optimum
synergies.
Review and determining a specific management & leadership style in Marriott hotel
It can be said that, within hotel coaching as leadership style and autocratic as
management style can use that cater several benefits in term of managing workforce and
improving their performance rather than before.
Management and Leadership Styles at Marriott
Within Marriott various different leadership and management styles are made use of such
as the contingency leadership style and charismatic leadership style. Transformational
leadership, is also one of the most productive aspect within leadership styles further expanding
key business synergies functionally within teams. Marriot leaders by taking transformational
leadership, expands key efficacy productively and also determines key operational growth
determinants effectively. Contingency leadership is a management style that is based on end
results, with the role of the leader being developing high cooperation levels and teamwork within
the Marriott employees, through which organisational goals and objectives can be effectively
achieved. The advantages of contingency leadership style relates to decision making operations
of Marriott can be undertaken in a quick manner for improving the operational and financial
performance of Marriott. Disadvantages of contingency style relate to its complex nature in

practical applications (Anderson and Sun, 2017). Marriott also uses charismatic leadership style,
through which a leader uses his inherent charisma, effective communication and persuasion to
encourage operational behavior from employees in order to achieve organisational objectives.
Advantages of charismatic leadership style include it creates productive organisational
relationships as the leadership style is quite personal and emotional. Success of this leadership
style is dependent on the energy levels and competency of the leader is a disadvantages of this
leadership style
Current Management and Leadership Style of Marriott
Marriott hotels making use of the charismatic leadership style has its advantages and
disadvantages. On the other hand, Using not all Marriott leaders are able to effectively make use
of this leadership style towards desired results as it depends a lot on the leader's personality and
charisma. For example this style is immensely beneficial when used at new Marriott
establishments to guide and motivate employees, but is not productive when creating strategies
and planning.
Talent Management As a Contemporary Leadership & Management Model
As a contemporary management and leadership model, talent management can be
analysed as an effective tool for developing and advancing hospitality industry, as it places
emphasis on functional efficiency in order to satisfy the needs and demands of the hospitality
industry (Wahba, 2016). Marriott hotels emphasises on its talent management operations as they
are immensely essential towards procuring needed talent from the external environments and
towards the training and development of the existing workforce of Marriott. The management
and leadership models provide as a base for the effective talent management operations of
Marriott, so that it can successfully perform within the hospitality industry for a sustained long
period of time.
Internal and External factors that Influence Talent Management Styles
Talent management styles are influenced by various external and internal factors. The
external factors that influence talent management styles relate to the availability of skilled,
experienced and talented employees in the external environments to be procured by a Marriott's
talent management operations. These factors are not under the control of Marriott's leadership
and management. Internal factors on the other hand are factors that Marriott can control to a
point and the factors that influence talent management styles relate to the changes within the

organisational structure of Marriott which put increased demand and need on its talent
management operations to procure skilled and talented employees or engage in training and
development of current workforce. Management style within company is influenced by factors
such as policies, prioritise, corporate culture, staff skill levels and motivation structures
innovatively for strengthened functional efficacy among business parameters. The management
style is fundamentally influenced by expanding key business optimisation aspects, fundamentally
evolving towards cultural growth goals in management style.
External and Internal Factors that Influence Talent Management Structures Identifying Their
Strengths and Weaknesses
There are present various internal and external factors that influence the talent
management operations of Marriott hotels. Internal factors such as expansion to a market or
implementation of a new strategy influences talent management operations of Marriott towards
training and developing their existing workforce or recruit skilled employees from external
environment. Strength of this relates to training and development of Marriott employees which
motivates and satisfies them (Kasemsap, 2016). Weaknesses of this relates to the financial
resources that have to be allocated towards training and development operations. External factors
like having to update the technologies at Marriott also impact Marriott and influence its talent
management operations towards training the Marriott employees in the use of advanced
technologies. Strength of this relate to the advancements of skills of Marriott's workforce, while
weakness of this pertains to the time and resources spent on training of workforce.
Changes in Management Styles Using Talent Management Strategies
There have been several changes in the management styles of Marriott using talent
management strategies. As a direct result of the talent management strategies of Marriott, its
leadership and management have access to more skilled, experienced and talented employees
and workforce who are now able to meet and achieve challenging goals and objectives, allowing
for Marriott to operate with much increased performance, efficiency, productivity and
profitability than was previously possible (Johennesse and Chou, 2017). Talent management
strategies have also allowed for Marriott employees to be able to fulfil a range of diverse roles
and responsibilities within the business organisation, allowing for Marriott to diversify their
operations.

Management and Leadership Hard and Soft Skills
Hard skills make up the technical knowledge and training that an individual has gained
through their professional and personal experiences. Soft skills are personal traits, habits and
characteristics that effectively come to shape how an individual operates professionally and with
others. Current management and leadership hard skills relate to possessing technical
management knowledge about management and leadership theories, sales management etc.
While current leadership and management soft skills relate to effective management and
communication skills, teamwork and cooperation potential etc. Both hard and soft skills are
immensely important for Marriott's leadership and management to be competent and adequate.
Future Management and Leadership Skills Required
The future skills required of adequate and competent management and leadership of
Marriott relates to possessing effective communication skills while being bilingual or
multilingual, knowledge of all the past leadership and management theories so that they can
effectively be applied and used on the basis of the future operational situations and operational
environments (Zhang and Stewart, 2017). Future skills required from competent leadership and
management also relate to effectively delegating tasks amongst others and being able to manage
and work cohesively with others with teamwork and cooperation.
Role of talent management
Talent management is understood as one of the most important arena where service
industry specifically the hospitality industry is focusing to attain wider scope and rationale for
gaining wider success and strong functionality through which competitive edge can be attained
onto new levels. Employees are highly demanded to have strong technical knowledge, flexibility
at working styles through which they feel highly motivated at work and also encouraged to
showcase wider work potentialities. Training and development also becomes one of the most
important segment for gaining stronger working practices, talent management levels through
which Marriott hotel will be able to attain new working records and leverage onto stringent
targets for attainment of new targets of fundamental progression. Talent management has not
only opened wide scope for stronger working goals, effective retaining potentiality and to
program out higher force of innovating synergy and higher diversity among employee’s strengths
(Boella,. and Goss-Turner, 2019).

Current and future management, leadership skills crucial for company
Current and future talent management are considered to be most wide active working
parameters where necessary skills which are highly crucial for the hospitality industry are
analysed by Marriott hotel which aims all employees to be most developed as per high demand
to attain competitive benchmarks for longer working efficiency. Diversity and age profiles also
play an active role to work onto larger paradigms pertaining onto new synergy of gaining
effective innovation and stronger synergy of marketing functionality through which more
profitable goals and goodwill among consumers can be obtained. This also explains how diverse
age groups are given talent management progression where Marriott hotel focuses to build on
innovative working goals and supremacy in workings styles of subordinates by working on their
weakness and giving them wide platforms to showcase their skills and strengths. While superior
working employees are given practical training for inculcating wide performance metrics for
higher performance avenues and providing them with new skills development as detrimental for
bringing on new synergy of innovation (Collings, Mellahi and Cascio, 2019).
Importance of talent management along with knowledge based approaches
Importance of talent management and leadership skills can be understood as one of the
most important parameter to focus onto higher working goals among marketers and employees
within hospitality industry which aims to bring on new rational working potentialities. Talent
management not only focuses for higher profitability of goals, with continuous targets
completion of strong innovation and higher creative working progression but also gains goodwill
of brand among world consumers where preferences are gaining wide new scope to yield onto
new synergy. Hospitality industry demand high cultural awareness, new functional parameters to
target onto wider platforms where keen marketing strength is focused and also potentially holds
new rational working goals for determinants onto which new technical advancement is focused
and raised onto world competitive levels. The Marriot hotel known for world class amenities and
strong working paradigms where new synergy of innovation and best services are provided to
consumers who book their stay in and leaders are working with high dynamics, to keep all teams
motivated (Meyers, van Woerkom, and Dries, 2020).
CONCLUSION
Learner compared two different change management model. However, the assessment criteria is
to compare different Hospitality organisation using change management model. You need to

pick up another Hospitality organisation and apply any change management model. Also identify
an example how change take place in any organisation.
On this basis of the report's findings, it can be concluded that effectively leadership and talent
management operations are of immense importance towards the sustained successful operations
of Marriott within the global hospitality industry. Marriot hotel by implementing change
business model, Lewin change model will be able to evolve towards functional growth rise
diversely for strengthened rise within productive efficacy competencies. Hospitality services are
being productively enhanced as per keen business goals innovatively, as per key standards and
untapped efficacy goals. This report analyses the different management theories and examines
the roles of leader, different leadership styles in hospitality sectors. Then the report reviews
management and leadership styles at Marriott and evaluates the external and internal factors that
come to influence management styles of hospitality industry. Further the report evaluates the
hard and soft skills required by hospitality leadership and management and identifies the
management and leadership skills required. Finally, through a poster comparisons of service
sector change management systems is provided.

REFERENCES
Books and Journals
Anderson, M.H. and Sun, P.Y., 2017. Reviewing leadership styles: Overlaps and the need for a
new ‘full‐range’theory. International Journal of Management Reviews. 19(1). pp.76-96.
Arrowood, R.B and et.al., 2018. Guest editors' foreword: On the importance of integrating terror
management and psychology of religion.
Boella, M. J. and Goss-Turner, S., 2019. Human resource management in the hospitality
industry: A guide to best practice. Routledge.
Collings, D. G., Mellahi, K. and Cascio, W.F., 2019. Global talent management and performance
in multinational enterprises: A multilevel perspective. Journal of Management. 45(2).
pp.540-566.
Du Gay, P., 2017. A Pause in the Impatience of Things: Notes on Formal Organization, the
Bureaucratic Ethos, and Speed. In The sociology of speed: Digital, organizational, and
social temporalities (pp. 86-101). Oxford University Press.
Johennesse, L.A.C. and Chou, T.K., 2017. Employee Perceptions of Talent Management
Effectiveness on Retention. Global Business & Management Research. 9(3).
Kasemsap, K., 2016. Promoting leadership development and talent management in modern
organizations. In Managerial strategies and practice in the Asian business sector (pp.
238-266). IGI Global.
Meyers, M. C., van Woerkom, and Dries, N., 2020. HR managers’ talent philosophies:
prevalence and relationships with perceived talent management practices. The
International Journal of Human Resource Management. 31(4). pp.562-588.
Wahba, M., 2016. The effect of leadership style on talent management practices comparative
study between public and private sector in Egypt. International Journal of African and
Asian Studies. 19(1). pp.5-16.
Yahaya, R. and Ebrahim, F., 2016. Leadership styles and organizational commitment: literature
review. Journal of Management Development.
Zhang, C. and Stewart, J., 2017. Talent management and retention.
1