Report On Thomas Cook - Principals & Practices Of Management Behavior
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Added on 2020-01-28
Report On Thomas Cook - Principals & Practices Of Management Behavior
Added on 2020-01-28
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The Developing Manager
TABLE OF CONTENTSINTRODUCTION...........................................................................................................................3TASK 1............................................................................................................................................31.1 Comparison of different management styles.........................................................................31.2 Discuss leadership characteristic...........................................................................................51.3 Communication process in organisations..............................................................................61.4 Culture and change of organisation.......................................................................................7TASK 2............................................................................................................................................72.1,2.2,2.3 Enclosed in ppt...........................................................................................................7TASK 3............................................................................................................................................73.1 Leadership and motivation styles to achieve desired goals and objectives...........................73.2 Justification of the Management Decisions...........................................................................8TASK 4............................................................................................................................................94.1 Managerial and Personal skills to support career development.............................................94.2 Career and personal development needs, current performance and future needs to producedevelopment plan.......................................................................................................................10CONCLUSION .............................................................................................................................11REFERENCES..............................................................................................................................122
INTRODUCTIONSkills or competency frameworks of the managers assist to evaluate performance oforganization. In the hospitality industry, it becomes essential for the group of people those whoare involved in the decision making process that to ensure the strategic decisions so that desiredoutput can be results. Statistical shows that Travel and tourism business has contributed well inthe economic development of UK (Würzner, Tedesco and Sim, 2015). Managers of this industryare required to have some additional skills so that individuals can carry out all tasks in aneffective manner. Present report is based on Thomas cook which provides travel and tourismservices. Assignment will discuss the principals and practices of management behaviour.Potential of developing manger as a prospective manger will be reviewed in this study.Managerial skills which are required in a developing manger of hospitality industry will bediscussed in this report. TASK 11.1 Comparison of different management stylesIt is the responsibility of managers to direct and monitor the people properly.Organizations select their management styles according to the nature of business. These stylessupport the authorities to handle critical situations effectively (Gibbons, Harold and Oetgen,2013). There are several management styles such as democratic, participative, autocratic, etc. Allthese styles have unique characteristics and features. Thomas Cook adopts participativemanagement style whereas TUI Group goes with Autocratic style. Differences between both areas following:Area of differenceThomas CookTUI GroupSelected management styleparticipativeAutocraticPrimary objectiveThe initial objective of thecited firm of adopting thisstyle is to build commitmentamong all workers of theorganization so that theyperform their duties perfectly.The prime objective of TUIGroup of adopting this style isto give long term direction andvision to its employees (Falen,Alexander and UnRuh, 2013). 3
Power or authorityManager gives power to itsstaff members of takingdecisions so that people feelinvolved and be satisfied withthe organization (Hassan andHatmaker, 2015). It is the management style inwhich power is in the hand ofhigher authorities, people justget informed by their managersbut final decisions is taken bythe mangers of theorganization.Motivation methodPrime focus of developingmanager of Thomas Cookgroup is to motivate people sothat they put their best effortsto accomplish the goal of theentity. For that, the individualgives them rewards and takefeedback from them (Tinlineand Cooper, 2016).Managers of TUI Group usenegative motivation method forinstance rude behaviour so thatpeople analyses their mistakesand try to improve it whichhelps in performing better StrengthParticipate style enhancesmorale and confidence of staffmember of the cited firm.They feel valuable and sharetheir innovative ideas with theorganization.Autocratic leadership style ofTUI group takes effective andquick decisions in the businessenvironment. In this aspect,leaders are responsible to faceconstant change and preventtheir enterprise from falling incompetition at marketplace. WeaknessesIt creates conflicts amongvarious members. This isbecause; organisation cannotconsider views and ideas oftheir employees so that theyhave to concentrate on viewsAutocratic leadership style hasalso weaknesses that it createsburden for taking teamdecisions (Quinn, Bright andMcGrath, 2014). As a result, inHilton high stress and health4
which are beneficial for theenterprise. problems take place within thecountry. 1.2 Discuss leadership characteristicLeadership characteristic of Thomas Cook group and TUI group can be considered as follows:Participative leadership style: Participative leadership style focuses on inspiring, encouragingthe organisation member to make flexible results at workplace (Würzner, Tedesco and Sim,2015). It has various characteristic which are as follows:Intellectual simulation: Participative leaders always take views and ideas from theiremployees for making decisions in the enterprise. In this context, they push theemployees to learn new things and skills within Thomas Cook. Role of each member: In participative style, every employee of the organisation takespart in the decision making process (Gibbons, Harold and Oetgen, 2013). In thisaspect, Thomas Cook can enhance their new targets and operation in other areas.Thus, they will able to generate positive results with determine each employeeparticipation through positive results Motivate to employees: Further, the organisation can motivate their employees forgenerating effective results through encouraging them for achieving the businessresults. In this context, all employees can get knowledge and interaction with variouspeople at workplace (Hassan and Hatmaker, 2015). Autocratic leadership style: Autocratic leadership style emphasizes on the business results bygiving guidance to employees for developing operations of TUI Group. Below are thecharacteristics which are included in the autocratic style:Conflicts resolution: In autocratic style, every decision is taken by the manager of TUIGroup. Thus, they are contributing effective results by generating operations in variousparts of the nation. Positive results: In this style, always positive results achieve by company to operatefunctions in the marketplace. In this context, TUI Group can generate positive revenueand more profits by giving direction to their employees. They never fail to operate thefunctions due to experience (Falen, Alexander and UnRuh, 2013). 5
Quick decisions: Autocratic style also makes quick decision for developing the functionswithin the enterprise. In this context, manager of the organisation know that what is rightand wrong which take very important place for development of company. 1.3 Communication process in organisationsEffective communication is essential for every organisation to function properly. Thereare certain components of communication that prevail when a transfer of information takes place.These are sender, receiver, channel or medium and proper response. When a person gives properfeedback and replies to the sender then communication is said to be effective. Thomas CookGroup and TUI group both function on the basis of communication. Structure of the company isdominant in deciding communication process. There are two types of communication:Formal InformalEmployees and clients communicate in a formal way while interpersonal re3lations aredenoted by informal communication process. There are certain mediums through whichinformation has to be transmitted (Jensen, 2013). These are emails, newsletters, meetings,seminars, presentations, etc. Thomas Cook Group uses proper channels of communication andhave inbuilt telephonic network so that employees can deliver their messages and informationwithout any delay to senior authorities. TUI group has email network which is continuousmonitored for gathering and responding on messages. In addition to that informalcommunication is done among staff members during tea breaks, lunch hours and group meetings.Discussions are made with each other and no systematic approach is used under informalcommunication. Horizontal communication flows from top level to lower level and rules,policies, practices and norms formed by top management are communicated to lower levelemployees (Coombs, 2014). Effective communication channel has been developed in the entityand it supports in making stakeholders aware about diverse range of information related toenterprise. Flow of important facts, knowledge and details becomes easier and operationalactivities of the enterprise are carried out in effective way. 1.4 Culture and change of organisationCulture is the collection of attributes and behaviours that are composed in a community.These beliefs of employees form the corporate culture of a company (Fullan, 2014). According6
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