Organizational Culture - PDF
Added on 2020-12-29
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THE DEVELOPINGMANAGER
TABLE OF CONTENTSINTRODUCTION...............................................................................................................3TASK 1...............................................................................................................................31.1 Comparing different management styles in Thomas Cook Group PLC..................31.2 Leadership characteristics possessed by senior managers....................................31.3 Evaluating communication process within Thomas Cook.......................................41.4 Organizational culture as well as the process of change in Thomas Cook Group..5TASK 2...............................................................................................................................62.1 Evaluating own management skills and performance.............................................62.2 Analysing own strengths, weaknesses, opportunities and threats..........................82.3 Establishing and ranking objectives and targets to develop own potentials............9TASK 3.............................................................................................................................103.1 Leading and encouraging a team to attain agreed goals......................................103.2 Justifying the managerial decisions that would be made to achieve agreed goalsand objectives with recommending improvements......................................................10TASK 4.............................................................................................................................114.1 Own managerial and personal skills supporting the career development.............114.2 Producing a development plan by reviewing career and personal developmentneeds............................................................................................................................12CONCLUSION.................................................................................................................13REFERENCES................................................................................................................14
INTRODUCTIONIn the present scenario, to provide continuous development to employees iscrucial for firms especially those which are operating in hospitality sector. It is importantto develop the managers in an organisation so that their skills to manage the operationsand functions can be improved which will lead employees to achieve the personal andprofessional objectives. In present report, the hospitality firm selected is Thomas CookGroup PLC which is having its headquarter in London, England, UK and known as oneof the leading tourism companies across world. There will be discussion onunderstanding the principles and practices of management behaviour along withreviewing own potential as prospective manager. Further, managerial skills in context ofThomas Cook will be studied here with creating a career development plan foremployment within organisation.TASK 11.1 Comparing different management styles in Thomas Cook Group PLCVarious management styles are there that are being used by the firms dependingon their nature of business. Being the management trainee at Thomas Cook Group,different management styles used by company which I have observed are stated asbelow:Democratic management style – Most of the time, managers and leaders inThomas Cook use democratic management style according to which there ishigh involvement of staff in company decisions which increases their morale aswell as boosts efficiency to perform tasks in a better way. In order to make thelong term decisions that affect the running of business, this management styleproves to be highly beneficial (Exploring Different Management Styles, 2018).However, sometimes, it results in making employees over confident as well as totake their work for granted.Affiliative management style – On the contrary, when there is situation of peakload in business, affiliative management style is being used which is different incomparison to unlike democratic management style as in this, managers andleaders themselves become active team members so that tasks can getcompleted effectually and timely delivery of products and services can be met.This also increases the feeling of respect among employees for managers. Laissez-faire management style – On the other hand, when Thomas CookGroup decides to bring changes at workplace with respect to the workingpractices in order to meet changing demands of market, this management styleis being used by managers where they act as more of mentors and guideemployees for the same with showing high trust on them (Perlmutter, 2017). Thishelps in increasing the motivation, efficiency as well as creativity of employees.This style is not same as democratic and affiliative as neither employees aregiven chance to take part in decision making nor they are forced to speed uptheir work to meet the deadlines as managers here act as the supportivemembers of team.1.2 Leadership characteristics possessed by senior managersIn Thomas Cook Group PLC, senior managers possess many leadershipcharacteristics based on the situations they are dealing with. Some of the commoncharacteristics are like:3
Future oriented – Main characteristic possessed by the senior managers inThomas Cook is that they always think about the future to make it better byassessing where they are going. With this approach, they are able to grab andtake benefit of future opportunities rather wasting time on the problems of past.Positive attitude – Also, senior managers in Thomas Cook carry a positiveattitude towards all issues occurring at workplace and act as long term thinkersso that along with present situation, future can also be improved with immediategratification. Senior managers in this organisation always make efforts to createand exciting future for themselves as well as for their staff (Grenha Teixeira andet.al., 2017).Accountability – Further, being accountable is one more characteristic of seniormanagers in Thomas Cook Group which means that they accept theresponsibility for results gained irrespective of matter whether they are positive ornegative. They never blame others in case if received outcomes are not up to thestandards set and take corrective measures to improve the same. Humility – In Thomas Cook, there is one more characteristic that seniormanagers possess i.e. humility as they are humble towards employees and seekout their feedback with giving due emphasis on their needs (Chiu, Balkundi andWeinberg, 2017). With making sincere efforts to satisfy the needs of employees,they gain their loyalty and willingness towards work.1.3 Evaluating communication process within Thomas CookThomas Cook Group PLC uses an effective communication process for thesmooth and timely flow of information from one department to another or from one unitto the other. The process for communication used by company is given as below:Figure 1: The Communication Process(Source: Communication, 2018)Sender (source) – Whenever there is some information that is to becommunicated to employees, higher authorities of Thomas Cook Group generatethe message including every important information that is to be transmitted andwhich employees need to be aware with (Communication, 2018).Encoding – After that, it is encoded before sending in such a manner that can beeasily understandable to another party i.e. the receiver which means managers,supervisors, team members and workers that are performing their jobs atdifferent levels of management.Channel – Then, the medium is decided through which information is to be sent.These mediums include the methods like e-mails, meetings and conferences with4
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