Comparison of Managerial Styles in Hilton Hotel

This presentation compares the managerial styles among managers of Hilton hotel, focusing on the HR manager, finance manager, and operational manager. It discusses their leadership characteristics and explores the communication processes and organizational culture in Hilton hotel. Additionally, it highlights the strategies used for leading and motivating teams to achieve goals and objectives. The presentation also justifies managerial decisions made to support the achievement of agreed goals and provides recommendations. References are included for further reading.

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THE DEVELOPING MANAGER

Comparison between managerial styles
among managers of Hilton hotel.
 Hr. manager – Participative leadership style-
involvement of employees in decision making;
employee encouragement to provide solution for
Hr. issues
 Finance manager – Autocratic leadership style –
leader holds authority and responsibility; tight
supervision; no flexibility; sole decision making
by leader.
 Operational manager – Mix of autocratic and
democratic style as per situation. High
workloads leads to autocratic style; new
employees and less load democratic style.

Leadership characteristics in
different managers of Hilton hotel
Hr manager
 Inspirational
 Positivity which aids in motivating and reassuring the employees
 Passion towards the work being done which further energized the
employees to give good efforts.
Finance manager
 Highly focused and organized who plans ahead so as to deal with
unexpected challenges.
 Decisive in order to arrive as decisions with respect to issues faced in
finance team
Operational manager
 Empathetic towards the concerns of employees that increases
productivity and decreases the presence of negative feelings.
 Providing clear direction to employees by presenting goals and vision
 Presence of good communication skills that helped in creating a good
environment for the employees to work in.

communication processes in
Hilton hotel
 Hilton hotel adheres with 2 way
communication process wherein sender
sends the message to another person
who receives it and send back the
response. This helps in generation of a
proper feedback which makes the
process an effective one.

organizational culture and
change in Hilton hotel
 Focus on employee empowerment
 Plenty of opportunities for growth and
development
 Good salary is given to employees which
is slight more than industry standards
 Individuals are made to feel free so that
they can share there innovative or
critical opinion about hotel revitalization
 High level of employee interaction and
exchanging ideas without fear

leading and motivating a team to
achieve an agreed goal or objective
 Global talent strategy – Emphasis is given
on delivering strong leadership pipeline
so that highly skilled and motivated team
members can be developed that assist in
business growth.
 Esprit’ program – Allows staff members to
evolve and develop the skill set through a
series of reward meant for service
excellence.
 Presence of heart of Hilton campaign

justifying managerial decisions made to support achievement
of agreed goal or objective and recommendations
 Strategic organizational changes made
by CEO Christopher J. Nassetta.
( eradication of hierarchical structures
and direct communication) led to an 85
percent increase in room occupancy rate
by 2010.
 Creation of good organizational culture
has led to increase in revenue-per-
available-room growth and a strong
global pipeline.

References
 Buelens, M., and Devos, G., 2012. Art and Wisdom in
Choosing Change Strategies. Dynamics of Organizational
Change and Learning. 3(35). 85-96.
 Chen, Y., Wang, W. and Chu, Y., 2011. A Case Study on the
Business Performance Management of Hilton Hotels
Corporation. International Business Research. 4(2).
 Kleijnen, J. and et.al., 2014. Effective quality management
requires a systematic approach and a flexible organisational
culture: a qualitative study among academic staff. Quality in
Higher Education. 20(1). pp.103-126.
 Rashid, S. and Ghose, K., 2015. Organisational culture and
the creation of brand identity: retail food branding in new
markets. Marketing Intelligence & Planning. 33(1). pp.2-19.