Management and Leadership Skills of Staff in Comparison to Dominos

This presentation compares the management and leadership skills of staff in Hazev, Haz and Tas with Dominos. It also discusses the impact of digital technology on the development of hard and soft skills in staff of 3 restaurant chains in comparison to Dominos.

Management and
Leadership Skills of Staff
in Comparison to
Dominos
Name of the Student
Name of the University

Management Skills of Staff
in Hazev, Haz and Tas
The management skills of several staff
in Hazev, Haz and Tas are as follows:
 Effective planning.
 Better Communication.
 Interpersonal or Human Skills.
 Problem Solving.
 Delegation.

The leadership skills of staff in Hazev,
Has and Tas are as follows:
 Responsibility.
 Positivity (Selwyn 2014).
 Trustworthiness.
 Motivation.
 Feedback.
Leadership Skills of Staff
in Hazev, Haz and Tas

Comparison of Management Skills
of staff in 3 Restaurants with
Dominos
 Dominos have acquired unique management
style and skills for managing their staff
(Henderson, Selwyn and Aston 2017).
 These skills are important for succeeding and
achieving the goals and objectives.
 Since, they are dealing with customers, it is
extremely important and significant for all
staff to learn management skills.
 However, the management skills are different
in comparison to 3 restaurants as the
management style here are much traditional.

Comparison of Leadership Skills of staff in 3
Restaurants with Dominos
 The leadership skills in Dominos are the
most important components for positioning
the executives to make effective decisions
regarding organizational mission and
objectives.
 These skills are responsible for properly
allocating the resources in achieving the
directives.
 In comparison to Hazev, Haz and Tas, it is
being observed that Dominos has been
following autocratic leadership skills.

Management Skills of Staff in Hazev,
Haz and Tas after Digital Technology
Digital technology is responsible for reducing
the complexities of work in a business to a
higher level.
Being popular market players in the service
sector, the management skills of staff in
Hazev, Haz and Tas that have been built after
implementation of digital technology are:
 Better decision making.
 Conceptual skills.

Leadership Skills of Staff in Hazev, Haz
and Tas after Digital Technology
Digital technology is extremely important for an organization since it
helps in enhancing the tangible as well as intangible benefits of the
respective organization (Fitzgerald et al. 2014). It allows smaller
businesses to avoid all types of extra expenses even with employee
benefits.
The leadership skills of staff in 3 restaurant chains after implementation
of digital technology are:
 Creativity.
 Innovation.

Digital Technology Developed Hard and
Soft Skills in Staff of 3 Restaurant Chains
in Comparison to Dominos
 Hard and soft leadership power balance needs
self awareness of the leader in 3 restaurant
chains. It even requires situational awareness
and proactive attention to the requirements of
others of that organization.
 These two leadership power are impacted by
organizational resources, such as digital
technology. The entire technological means is
being impacted by this technology.
 After comparing these skills to Dominos, it is
analysed that the staff in Dominos do comprise of
soft skills, however, they do not comprise of hard
skills.

Digital Technology Impact for
Developing Hard Skills in Hazev, Haz
and Tas The development of hard skills in staff
majorly require two resources, which are
coercion and inducement (joo Kim et al.
2015). The staff in these 3 restaurant chains
are much more efficient in comparison to
the other service organizations.
 Organizational capacity is the next
significant skill that is impacted by digital
technology in staff. It manages the
structures and reward systems for shaping
and implementing a strategy.

Digital Technology Impact for
Developing Soft Skills in Hazev,
Haz and Tas
Soft leadership, on the other hand are power
resources, which involve inherent personal qualities
of leader and communication (Selwyn 2014). The
soft skills developed after digital technology in three
restaurant chains are:
 Vision.
 Better Decision Making.
 Creativity.

Achieving Hard and Soft
Skills
 The hard and soft skills are being achieved by
the staff in 3 restaurant chains by understanding
the power resources.
 Since, these staff have responded to change, it is
vital to consider the leadership skills.
 Empathic capacity is yet another significant
requirement that allows an individual to obtain
new discipline and standards like hard and soft
skills.
 On the contrary, staff in Dominos does not
comprise of hard skills and this is because of
lack of empathic capacity.

Analysis of Method used by
Managers for Dealing with Change
 The managers of Hazev, Haz and Tas
have been using some of the basic
leadership and management skills for
dealing with the changes in organization
(Henderson, Selwyn and Aston 2017).
 They have been cultivating a growth
mind set for this change and prioritizing
influence and communication in
comparison to other service sector
organizations.

Examples of Management Styles in Hazez,
Haz and Tas in Comparison to Dominos
The most significant examples of
management styles for dealing with the
changes are:
 Bureaucratic Management.
 Human Relations Theory.
 Theories X and Y.

Examples of Leadership Styles in
Hazez, Haz and Tas in Comparison
to Dominos
The most significant leadership styles
that are being acquired by the
managers for dealing with the change
are as follows:
 Participative Leadership.
 Transactional Leadership.
 Transformational Leadership.

References
Fitzgerald, M., Kruschwitz, N., Bonnet, D. and Welch,
M., 2014. Embracing digital technology: A new
strategic imperative. MIT sloan management
review, 55(2), p.1.
Henderson, M., Selwyn, N. and Aston, R., 2017. What
works and why? Student perceptions of ‘useful’digital
technology in university teaching and learning. Studies
in Higher Education, 42(8), pp.1567-1579.
joo Kim, E., Yamaguchi, A., Kim, M.S. and Miyahara, A.,
2015. Effects of taking conflict personally on conflict
management styles across cultures. Personality and
Individual Differences, 72, pp.143-149.
Selwyn, N., 2014. Digital technology and the
contemporary university: Degrees of digitization.
Routledge.