The Developing Manager: A Report on Management Skills and Career Development

THE DEVELOPING
MANAGER

Table of Contents
INTRODUCTION............................................................................................................................. 2
TASK 1............................................................................................................................................ 3
1.1 COMPARISON OF DIFFERENT MANAGEMENT STYLES.........................................................3
1.2 LEADERSHIP CHARACTERISTICS............................................................................................5
1.3 COMMUNICATION PROCESSES IN SELECTED BUSINESSES...................................................6
1.4 ORGANISATION CULTURE AND CHANGE IN SELECTED BUSINESSES....................................7
TASK 2............................................................................................................................................ 9
2.1 ASSESSING OWN PERFORMANCE OF MANAGEMENT SKILLS...............................................9
2.2 ANALYSING PERSONAL STRENGTH, WEAKNESSES, OPPORTUNITIES AND THREATS..........10
2.3 PRIORITISING THE OBJECTIVES AND TARGETS FOR DEVELOPING THE POTENTIAL............12
TASK 3.......................................................................................................................................... 13
3.1 LEADING AND MOTIVATING TEAM FOR ACHIEVING AGREED GOAL OR OBJECTIVE..........13
3.2 JUSTIFICATION OF THE MANAGERIAL DECISIONS FOR SUPPORTING ACHIEVEMENT OF
AGREED GOAL OR OBJECTIVE AND RECOMMENDATION FOR IMPROVEMENTS.....................14
TASK 4.......................................................................................................................................... 16
4.1 MANAGERIAL AND PERSONAL SKILLS FOR SUPPORTING CAREER DEVELOPMENT............16
4.2 REVIEWING CAREER AND PERSONAL DEVELOPMENT NEEDS, CURRENT PERFORMANCE
AND FUTURE NEEDS TO PRODUCE DEVELOPMENT PLAN........................................................17
CONCLUSION............................................................................................................................... 19
REFERENCES.................................................................................................................................20
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INTRODUCTION
This report helps in the understanding of the various principles of the management of the
behaviour as well as gaining the skills in order to review the potential of the managerial. Along
with this, the roles, as well as the responsibilities of the manager, are described so that the
successful career plan can be developed. The styles, as well as the characteristics of the
leadership needed by the manager, are described reflecting the culture as well as the business
of the Virgin Holidays and Thomas Organisation. The motivation for the team leaders is also
given so that the goals, as well as the objectives, can be attained successfully.
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TASK 1
INTRODUCTION
This report helps in comparing the two organisations of the travel as well as the tourism
industry in order to compare the management styles of the Virgin Holidays as well as the
Thomas Cook organisation through their characteristics, processes of the communication and
their culture.
BODY
1.1 COMPARISON OF DIFFERENT MANAGEMENT STYLES
The manager helps in bringing the growth of the tour operator industry namely the Thomas
Cook as well as the Virgin Holidays. These two organizations have their respective strategies as
well as the methods with the view of developing the business of both the organizations. The
various styles of management are being followed by the two mentioned organisations so that
their goals, as well as the objectives, can be attained by the organizations (Giacalone and
Rosenfeld, 2013). The similar styles of management applied as well as castoff at the two
organisations comprises of the Maslow Hierarchy of needs, Drawbacks as well as Assumptions,
the theory of the scientific management, and the theory of the system. The theories used by
the manager at the Virgin Holidays include assumption as well as drawbacks as well as Maslow
Hierarchy of Needs (Delbridge and Fiss, 2013). At the Thomas Cook, the theories used by
manager comprise the contingency theory, theory of scientific management, and the system
theory.
The Virgin Holidays follows the two styles of the management such as Maslow Hierarchy of
Needs and the second one is the Assumptions as well as the Drawbacks. The needs, as well as
the demands of the consumers and the employees, have been identified using the above-
mentioned theory. This theory is an effective tool to achieve the organizational objectives as
well as the goals (Kossek and Lautsch, 2012). Another name of assumption and the drawback
theory is called the theory X and Y which facilitates the functions of the business. The theory X
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does not consider the responsibility through the manager. The theory Y helps in working
collaboratively so that decisions can be made by motivating oneself for the work.
Figure 1 Virgin Holidays
Source: Admin, 2010.
The system theory is being followed at the organisation of Thomas Cook which is based on the
principle of including the various independent elements that are needed all together for the
working purpose so that the objectives of the organization can be achieved (Trudel and Reio,
2011). The contingency approach helps in evaluating the measure by analysing the situation
encountered in it, therefore, called the situational approach. The theory of the scientific
management helps in increasing the productivity of the organization through the help of the
strategies applying for the workforce of the organization.
Figure 2 Thomas Cook
Source: Smith, 2013.
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1.2 LEADERSHIP CHARACTERISTICS
The organization uses the democratic, action-oriented, autocratic, and the laissez-faire. The
Virgin Holidays managers follow the democratic as well as the laissez-faire style whereas the
Thomas Cook managers follow the action-oriented as well as the autocratic style. The vital role
is played by these styles within the organization.
Another name of the democratic style is the participative style which is based on the concept
that the organization members collaboratively work together by participating in the various
operations as well as the functions of the organization which also includes the decision to be
made for the organization (Peterson, et al. 2012). This is achieved by the sharing of the
thoughts, opinions, as well as the ideas which influence the decisions of the organization and
also helps in tackling the critical situations.
Figure 3 Leadership Styles
Source: Administrator, 2012.
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