(P25) The Developing Manager

The Developing Manager

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Management styles................................................................................................................1
1.2 Leadership characteristics......................................................................................................3
1.3 Communication processes.....................................................................................................4
1.4 Organisational culture............................................................................................................5
TASK 2............................................................................................................................................6
2.1 Own management skills performance...................................................................................6
2.2 Analyzing personal ,strength, weakness, opportunities and threats......................................7
2.3 Set and priorities objective....................................................................................................7
Task 3...............................................................................................................................................8
3.1 Lead and motivate a team to achieve goal or objective.........................................................8
3.2 Managerial role to support achievement of goal or objective...............................................9
Task 4.............................................................................................................................................10
4.1 managerial and personal skill support the career development...........................................10
4.2 Review the current and personal development need...........................................................10
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Business organisations function efficiently when appropriate management and leadership
styles are implemented. Thomas Cook Group and TUI Group are two private sector
organisations working in the travel and tourism industry. The basic management level position in
a company is of general manager. This person has to look after general ground level options that
are categorised in a company. Right from this level the entire functioning of business
organisation is developed and maintained. This report aims to provide knowledge about various
personality traits and career attributes of a manager in Thomas Cook Group and TUI Group.
This assessment will depict management styles and leadership characteristics which are
necessary for a person to acquire managerial positions in a company. Moreover, a self-analysis
will be provided for understanding the potentials and objectives of prospective managers. Once a
person gathers such managerial attitudes then it becomes easy to handle organisational
operations and employee relations. In this report, a career development plan is provided and
reviewed for enhancing one’s skills in order to grab appropriate position in a reputed company.
TASK 1
1.1 Management styles
Management is a kind of arrangement that is made in an organisation so that day to day
activities and business objectives are easily accomplished. There are various management styles
which have different impact on company’s performance (Cardinal, 2015). Following
comparative table depicts these management styles in Thomas Cook Group and TUI Group.
Management styles Thomas Cook TUI
Directive style Coercive or directive style of
management is used in
Thomas Cook. Basic
functioning of this style is
based on controlling
employees and subordinates
with close intervention of
managers. The company has
TUI group could not function
well with coercive
management style during the
foundational days because of
underdeveloped employees.
The essence of coercive
management style lies in
dictating orders but this is
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witnessed great development
and growth with directive or
coercive management style.
effective only when crisis
situations occur or quick
decision is required.
Authoritative style Managers that adopt
authoritative style of
management which is implied
with a long term direction or
vision for other members of
the company. Thomas Cook
has authoritative style of
management at ground level
of organisation. In order to
fulfil ground operations
objective, authoritative style is
best with long term effects
(Mujtaba, 2013).
The ineffectiveness of
authoritative management
style is felt when people
require guidance or training
from managers and leaders.
TUI doesn’t function with
authoritative style because of
its interactive atmosphere.
Employees are given
induction training for smooth
functioning of operation.
Moreover, internal
environment of the company
is not structured to allow
authoritative management
style.
Affiliative style The main objective behind
affiliative management style is
developing peace and
harmony amongst employees.
Managers behave like
transformational people who
consider the needs and
requirements of subordinates
before individual preferences.
TUI functions with affiliative
style of management.
Managers depict this style and
help their subordinates by
counselling and guiding them
at each and every stage (Shin
and et. al., 2015). It helps in
performing business activities
efficiently but slows down the
developmental process. Often
conflicts that occur between
different individuals are
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