THE DEVELOPING MANAGER

THE DEVELOPING MANAGER

Contents
INTRODUCTION............................................................................................................................. 4
TASK 1 UNDERSTANDING THE PRINCIPLES AND PRACTICES OF MANAGEMENT BEHAVIOUR.......5
1.1 COMPARING THE DIFFERENT MANAGEMENT STYLES OF ASIAN AIRLINES AND BRITISH
AIRWAYS.................................................................................................................................... 5
1.2 DISCUSSING VARIOUS LEADERSHIP CHARACTERISTICS...................................................7
1.3 EVALUATING THE COMMUNICATION PROCESSES IN BRITISH AIRWAYS AND ASIAN
AIRLINES.....................................................................................................................................8
1.4 ANALYSING THE ORGANISATIONAL CULTURE AND CHANGE IN ASIAN AIRLINES AND
BRITISH AIRWAYS.....................................................................................................................10
TASK 2 ASSESSING OWN POTENTIAL AS MANAGER....................................................................12
2.1 ASSESSING OWN MANAGEMENT SKILLS PERFORMANCE..................................................12
2.2 ANALYSING PERSONAL STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS........13
2.3 SETTING AND PRIORITISING THE OBJECTIVES AND TARGETS TO DEVELOP OWN
POTENTIAL............................................................................................................................... 14
TASK 3 SHOWING THE MANAGERIAL SKILLS WITHIN A BUSINESS AND SERVICES CONTEXT.......15
3.1 LEADING AND MOTIVATING A TEAM TO ACHIEVE AN AGREED GOAL OR OBJECTIVE.......15
3.2 JUSTIFYING MANAGERIAL DECISIONS MADE TO SUPPORT ACHIEVEMENT OF AGREED
GOAL OR OBJECTIVE AND RECOMMENDATIONS FOR IMPROVEMENTS..................................17
TASK 4 CREATION OF A DEVELOPMENT PLAN FOR EMPLOYMENT WITHIN A BUSINESS AND
SERVICES CONTEXT...................................................................................................................... 19
4.1 EXPLANATION OF HOW OWN MANAGERIAL AND PERSONAL SKILLS WILL SUPPORT
CAREER DEVELOPMENT...........................................................................................................19
4.2 REVIEWING THE CAREER AND PERSONAL DEVELOPMENT NEEDS, CURRENT
PERFORMANCE AND FUTURE NEEDS TO PRODUCE DEVELOPMENT PLAN..............................21
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CONCLUSION............................................................................................................................... 22
REFERENCES.................................................................................................................................23
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INTRODUCTION
The travel and tourism industry is one of the fastest growing industries that are also helping the
countries to increase their economy. There are some social responsibilities to be followed by
the organizations serving the travel and tourism industry. People spending their leisure time in
travelling and expending a lot is making the industry expand its business. Airports are also
getting advanced with the growing technology and people’s interest in travelling (Moutinho,
2011). By implementing highly advanced technology and internet facilities, the field of travel
and tourism industry has made the transactions and travelling process of people much simpler
and easier. People are using internet to search and explore places and visit there to understand
and know the culture. Internet has made this exploration and finalizing the travelling plans very
easy.
The developing manager is a solution to the problems faced by the organization. It is a process
where a manager improves his personal skills and knowledge to manage the functions and
operations of the organization with the intention of achieving the organizational goals and
objectives. Various leadership and management skills are involved in this process to maintain
the sustainable development of the organization in the respective industry (David, 2011). To
apply this managerial process in tourism and development industry, two organizations are
considered here in this report. The two organizations are Asian airlines and British Airways. The
report will also describe the personal analysis on the basis of the manager of Clayton Crown
Hotel London. The managerial skills are shown with the help of Frankie’s and Benny’s
restaurant. At last, the career development plan is shown to forecast the future needs
according to the present performance.
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TASK 1 UNDERSTANDING THE PRINCIPLES AND PRACTICES OF
MANAGEMENT BEHAVIOUR
1.1 COMPARING THE DIFFERENT MANAGEMENT STYLES OF ASIAN AIRLINES
AND BRITISH AIRWAYS
According to the theory of Sir Colin Marshall, the manager is responsible for assigning the job
and work to the individuals. He describes that British Airways adopts the leadership style of
Autocratic. It was also considered as the Frederick Taylor’s Scientific Management theory.
Taylor’s robust optimistic legacy described that to make the employees’ performance better, it
is necessary for the organization to divide the difficult tasks into segments and measure the
performance in timely. But his theory came to know for dehumanize the employees.
Afterwards, the model was redesigned to pay more attention towards training the employees
such that they can handle the organizational problems effectively (Boxall and Purcell, 2011).
This made the employees and manager more concentrated towards each other and making the
successors trained towards achieving the goal efficiently.
Coming to the case of Asian Airlines, the management adopts the management style of laissez
faire. The airline has a very informal management style. This approach was considered to be
highly risk taking but also a very serious approach that made the management to lift up the
Asian Airlines at a very high position. The managing style of Asian Airlines was very
communicative with the employees and this style with new and forwards thinking made the
company to grab the highest market position and this became the most valuable asset of the
organization. The mangers of the Asian Airlines followed the approach of collaborative
structure. This approach helped the organization to treat all the managers and employees
equally. This equivalent treatment makes the employees to involve in the decision making
process of the organization which encourages them to work more effectively (Robbins and
Judge, 2012). The departments of the Asian Airlines follow the cross functionality trend which
makes the employees to understand the level of other employees. The hierarchical structure of
Asian Airlines has made the organization to achieve this great height where the employees are
considered as the asset of the organization and are treated very effectively.
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The management techniques adopted by the British airways and Asian Airlines are very
different from each other. The tradition technique of British Airways and collaborative method
of Asian Airlines differ the process of management of both the organization.
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