The Developing Manager
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Added on 2020-10-23
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The Developing Manager INTRODUCTION 3 TASK1 3 1.1 Different management styles3 1.2 Leadership characteristics in Radisson Blu and Marriott: 5 1.3 Culture in Radisson Blu and Marriott: 6 TASK 27 2.1 .Assess own management skills |experience 7 Job advertisement:7 Skills Required 7 Skills Audit 9 2.2 Analyse personal strengths, weaknesses, opportunities and threats 9 2.3 Set and prioritise objectives and targets to develop own potential 10 TASK 311 3.1 Lead and motivate a team to achieve organisationalgoalsand objectives 11
The Developing Manager
Added on 2020-10-23
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The DevelopingManager
Table of ContentsINTRODUCTION...........................................................................................................................3TASK1.............................................................................................................................................31.1 Different management styles............................................................................................31.2 Leadership characteristics in Radisson Blu and Marriott:................................................51.3 Culture in Radisson Blu and Marriott:.............................................................................6TASK 2............................................................................................................................................72.1 Assess own management skills performance...................................................................7Job advertisement...................................................................................................................7Skills Required.......................................................................................................................7Skills Audit.............................................................................................................................92.2 Analyse personal strengths, weaknesses, opportunities and threats.................................92.3 Set and prioritise objectives and targets to develop own potential................................10TASK 3..........................................................................................................................................113.1 Lead and motivate a team to achieve organisational goals and objectives...................113.2 Managerial decision made to support the achievement of agreed goals and objectives andrecommendation for improvement.......................................................................................12TASK 4..........................................................................................................................................134.1 Managerial skills and personal skills helps in career development................................134.2 Development Plan of manager ......................................................................................15Performance management....................................................................................................17Development Reward...........................................................................................................17CONCLUSION..............................................................................................................................18REFERENCES..............................................................................................................................19APPENDIX 1.................................................................................................................................21Job Role................................................................................................................................21APPENDIX 2.................................................................................................................................22Skill Audit............................................................................................................................22APPENDIX 3.................................................................................................................................231
SWOT Analysis....................................................................................................................23APPENDIX 4.................................................................................................................................24APPENDIX 5.................................................................................................................................262
INTRODUCTIONThe developing manager is a process of improvisation of skills and abilities of a managerin the organisation. This helps to maximise the effective flow of communication with teammembers. It includes various functions and operations used to control employees and motivatingthem to achieve personal as well as organisational goals (Avgerou and Walsham, 2017).Developing managers include various factors such as training and development, leadershipstyles,cultural and social development,etc. In the following report, there is comparison betweentwo organisations on the basis of behaviour of their management theories and principles,characteristics of leadership, communication process and change in organisation culture. Apartfrom this, description of managers is being described. In addition to this, the career developmentplan for employees within a business for improving their effectiveness for achievingorganisational goals is being discussed.TASK11.1 Different management stylesManager is a person who plans and coordinate in team building, motivating employees,team management and best utilisation of resources of organisation. It is responsibility of a leaderto ensure good performance of employees and smooth functioning in achieving organisationalgoals. Different organisations adopt various managerial styles in functioning of theirorganisation. This can be explained by comparison of management style of two hospitalityindustry organisations naming Radisson Blu and Marriott group.Management style in Radisson BluRadisson Blu uses autocratic style of management. In this type of management onlymanagers are authenticated to provide organisational decisions (Castillo-Manzano, López-Valpuesta and González-Laxe, 2011). Superiors do not require participation of their juniors inmanaging business decisions. Management style in MarriottThe management style used in Marriott is democratic style. In such kind of managementleaders and subordinates collectively take decisions for performing tasks. It is a collective effortof managers and their juniors to provide best decisions to be implied which will maximise profitsto the company.3
Classical Management TheoryAccording to classical management theory, There are three types of managing in anorganisation such as scientific, bureaucratic and administrative, etc. This includes formingmanagerial decision for organisation. Classical theory of Radisson Blu:In this organisation, managing employees includes planning and implementing standardsfor service given to customers. This is helpful for Radisson Blu hotel in providing them to buildcustomer relationship and trust. When customers are given good care and facility in a plannedmanner it is beneficiary for reputation of Radisson Blu.Classical theory of Marriott:Marriott group of hotel uses Bureaucratic approach of management. This theory suggeststhat there is a group of individuals or subordinates who work under a specific manager whoguides and decide various tasks to be performed by employees. This covers organisation's properstructure, specialisation of work, rationality and democracy that helps in achieving short term aswell as long term goals (Latham, 2018). System Approach ManagementIn this management system, organisation is referred as an open system which consists ofdifferent interdependent parts known as subsystem of organisation. Goal of these subsystems arecommon and they are divided on the criteria of operations and tasks given to them. System isdivided into three parts such as input, process and output. In these two organisation systemapproach is applied in following way:Radiddon BluMarriottRadisson Blu uses open system approach. Inthis kind of system approach involvement ofman, material and information takes place.Interaction with external environment isapplicable. For eg. Food Storage tram hasaccess by all staff. In this organisation, closed system approach isused in which departments do not share theirfunctioning process and operations with otherteams. There is no participation of externalenvironment. For e.g. Research team does notallow transfer of information to staff ormanager unless work is accomplished.4
Similarities between Radisson Blu and Marriott Hotel:Both the organisations are working in hospitality sector and provide services tocustomer around the world. They focus on necessary issues to improvise their facilities and buildtrust and good relation among customers.Difference between Radisson Blu and Marriott Hotel:Radisson Blu hotelMarriott hotelAutocratic leadership style is used bymanagers working here. Superiors areresponsible for making decisions andsubordinates are not included in this process.Marriott uses democratic style of leadershipand in this organisation all organisationaldecisions are made by contribution of viewsand ideas given by both managers and theirsubordinates (Lam and LeRoith, 2012).Radisson Blu hotel follows a scientificmanagement approach which includesstandardisation, specialisation, specificationetc. Marriott hotel uses Bureaucratic approachwhich includes various elements such asrationality, democracy etc. 1.2 Leadership characteristics in Radisson Blu and Marriott:Leader is a person who is responsible for accomplishment of various function andoperation of organisation. Leaders or managers have to adopt new changes in businessenvironment caused due to trend, technology and customer preference and function accordingly.Leadership is an art to influence others and make them work for completing tasks. Radisson Bluand Marriott also follows different leadership characteristics which consists of basic attributestowards managerial lead. Some of the features of managers of Radisson Blu and Marriott aregiven as follows:Managers of both organisations guide their staff and people working there and help tounderstand work environment and culture.Leaders are responsible for providing direction to staff members and help in approachingtowards goals and objectives. It is duty of managers and leaders to communicate with their subordinates and keepmotivating them.5
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