The Developing Manager

This report discusses the management and leadership styles at TUI and IAG, along with self-reflection and SWOT analysis. It also covers leading and motivating a team to achieve goals and objectives.

The Developing Manager

Table of Contents
The Developing Manager................................................................................................................1
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Comparison of Different Management Style.........................................................................1
1.3 Communication Process.........................................................................................................2
TASK 2............................................................................................................................................3
2.1 Own management skills performance....................................................................................3
2.2 Personal SWOT Analysis......................................................................................................4
2.3 Objectives and Targets to Develop Own Potential................................................................5
TASK 3............................................................................................................................................6
3.1 Lead and Motivate a Team to achieve an agreed goal or objective.......................................6
3.2 Justification of managerial decisions made to support achievements of agreed goals and
objectives.....................................................................................................................................7
TASK 4............................................................................................................................................8
4.1 Own managerial and Personal Skills' support for career development.................................8
4.2 Career development needs, current performance and future needs to produce Development
Plan..............................................................................................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
This report is based on management and leadership at TUI group (Touristik Union
International) and IAG ( The International Airlines Group). Along with management and
leadership this report also includes comparison and analysis of these two organisations. This
report also includes self reflection and SWOT analysis of self and setting and prioritisation of
objectives and goals to develop potential. Further this report includes how team can be motivated
and lead to achieve target goals and objectives followed by justification of management
decisions which support achievement of agreed goals and objectives of the team. Support of
managerial and personal skills in career development have also been included in this report along
with an review for personal development needs and current performance and future development
plan. This complete analysis and discussion have been based in TUI which is an Anglo-German
travel and tourism company founded in 1923 and headquartered at Hannover, German and is
leaded by Friedrich Joussen CEO of TUI Group.
TASK 1
1.1 Comparison of Different Management Style
Management style refers to pattern of managers to manage employees and organisation.
These styles can be various and styles that management adopt at TUI is Democratic style of
management. This style of management allows employees to express their opinion and
suggestion in management decision-making (Sreih, Lussier and Sonfield, 2019). Democratic
management style offers employees to have their say in decision-making and their opinion is
given equal importance and final decision is taken on the basis of majority. This style of
management is effective in motivating employees as they feel valued and their opinion is
considered for decision-making.
On the other hand Consultative style of management which is exercised at IAG requires
managers to take all the decisions and employees are consulted before any decision but final
decision making authority remains with managers. This style is not very effective and time
consuming as managers may not always find effective what they have consulted with employees
but most of the time ideas that employees come up with are helpful and managers consider that
for their decision.
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1.2 Leadership Characteristics
Leadership characteristics are features that differentiate leader from ordinary people and
success of the organisations depends on these characteristics of leaders. This characteristics also
decide the way and manner in which leader lead the organisation and employees working in the
organisation. In TUI organisation provide specific consideration is provided to employees and
their well being and that refers that leadership in the organisation is democratic and
characteristics of leader includes honesty and integrity because team management at TUI is very
effective and efficient. Delegation and empowerment this can be justified as organisation provide
opportunities for growth to its employees.
In context of IAG some employees have claimed that leadership in IAG is autocratic that
seems inappropriate(Gomberg, 2017). In present business context and growth and development
of company also suggest that this claim is false and characteristics that leadership at IAG possess
are like confidence of leader in their decision making and that also suggest that decision-making
capabilities and quality of leader is also very effective this is also visible from their growth and
success.
1.3 Communication Process
Process that companies use to send and receive messages is known as communication
process. Normal communication process includes stages like sending, encoding, message,
channel, receiver and decoding. In context of organisation this process is implied from the time
management send and delegate their decision to employees and executives decode their message.
In TUI this process of communication starts from the time management take decision. This
decision is then delivered to various executive levels and then is transferred to teams in the
organisation. From this time communication process starts within team, and they decide their
objectives and individual role and responsibility for completion of objectives. There are various
factors that affect communication process like span of control and management style and
leadership also affect communication process.
In context of IAG communication process in the organisation starts form top-level management
and come to operational level passing through various stages of management and organisation
(Ngibe, Lekhanya and Garbharran, 2019). Communication in upward form have the same
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process and goes to top-level management passing through various level of organisational
hierarchy.
1.4 Organisational culture and change
organisational culture refers to values and beliefs of an organisation that differentiate it
from other organisation. These values are driven from promoters and top level management of an
organisation. Culture of TUI is made up of their vision and values that are United in our mission
to engage customers. They claim that their first priority is their customers, and they are
constantly working with each individual of the organisation to working to so something
remarkable so that they can make their customers smile. Their culture also gives importance to
their employees and they are given various opportunities to develop themselves. Company also
stress well-being of its employees and that is why provide many facilities for ease and fun of its
employees. In IAG they also gives priority to their customers which is an important element of
success in present business environment and their other values and vision are value accelerative
and sustainable growth and efficiency and innovation (Callans, 2017). Efficiency is very
important from customers' perspective and for organisations profit perspective and innovation
has become most important contributor of success and that is why IAG includes innovation in
their values and visions.
TASK 2
2.1 Own management skills performance
This includes assessment of skills that I possess which are required and helpful and show
my potential as deputy retail manager at TUI. In this regard I have underwent an assessment to
identify and understand skills that I have and why they are important. The skills I believe I
possess for an deputy retail manager are-
Problem Solving Skills- During internship at TUI various instances were emerged that required
manager to show their problem solving skills and that helped me to understand that I also possess
this skill (McCreadie, 2017). Being a retail manager requires to be in contact with customers and
providing them solution for their travel plans and design personalized service for customers, this
needs problem solving skills.
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Communication Skills- Constant practices to improve communication skills and reviews
received from superiors have helped to understand that I also possess good communication skills
that are mandatory for every manager and specially when they are required to directly
communicate with the customers. This skill help managers to influence and convince customers.
Interpersonal Skills- something more valuable and important for managers is interpersonal
skills managers are required to have this skill as this enables them to relate with others and
interact with others (Gordon, 2017). This enables to understand other point of view and when in
a profession whose success depends on how well one can understand what is required to their
customers, this skill is must and previous feedback and personal experience suggest that this skill
is also possessed by me.
2.2 Personal SWOT Analysis
SWOT which refers to Strength, Weakness, Opportunities and Threats. Analysis of these
four factors enable individual to understand what strength and weakness do individual possess
and what kind of opportunities and threats can be presented by environment to individual that are
based on their strength and weakness. Strength and weakness are internal factors and aims of
individual is to increase strength and reduce weakness. This is because these factors are in
control of individual (Bolden, 2016). On the other hand opportunities and threats are not in
control of individuals, and they are presented by relative environment and individuals strengths
and weaknesses decide whether they are able to grab opportunities and deal with threats or not.
Here, I am required to analyse my strength and weaknesses along with opportunities and threats
that I may have, are as follows-
Strength-
 Professional qualification in travel and tourism.
 Communication and interpersonal skills.
 Internship from TUI.
Weakness-
 Experience.
 Decision-making.
 Lack of confidence.
Opportunities-
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 Increasing number of travel and tourism companies increasing opportunities for job in
tourism sector.
 Chances for growth in organisation resulting from effective performance.
 Networking.
Threats-
 Experienced colleagues who can give strong competition.
 Increasing competition in job market.
 Limited ability to move.
This is my personal SWOT analysis and it suggest that strengths and opportunities that I possess
and avail are more valuable and profitable than what weaknesses and threats may create damage
in my career (Kirkwood, 2019). Threats are such that they can be reduced with practice and
efforts.
2.3 Objectives and Targets to Develop Own Potential
Developing own potential is very important so that I can grow in my career and
professional life. From the SWOT analysis performed above shows that there are various skills
and qualities that I lack and may create hindrance in my career development (Frunză, 2017). This
encouraged me to decide and design objectives and targets for developing own potential so that I
can perform effectively and grow in professional life.
The objectives for developing own potential is as follows-
 To work at TUI, best organisation in the industry.
 To excel at critical task performance.
 Demonstrating leadership.
 Build clients and confidence.
 To improve focus and effectiveness.
Target for Developing Own Potential are as follows-
 To perform task which are critical and prove my potential for growth and promotion in
organisation.
 To increase confidence and resilience by performing critical task successfully.
 To be ready to take leadership position whenever there is an opportunity for the same.
 Make everyone work efficiently who work under my leadership.
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 Building clients so that it increase my networking and strengthen my chances for
promotion and growth.
 To be able to compete with experienced and more skilled co-workers and colleagues.
 Remain self-motivated by performing efficiently and be more focused at my work.
TASK 3
3.1 Lead and Motivate a Team to achieve an agreed goal or objective
For every manager it is very important that they know how to lead and motivate a team.
In this report I am required to discuss how will I lead and motivate team to achieve an agreed
goal and objectives (Knights, 2018). Best practices for motivation and leadership are followed
and exercised at TUI and Most important factor to lead and motivate team is that I know each
and every member of the team in terms of what is their motives and to lead them it is important
to identify and understand that what kind of employees are in the team and on the basis of their I
can adopt suitable leadership style. I prefer and believe that situational leadership is most
effective. This style have been described and explained by Hersey and Blanchard in their theory
of leadership. This suggest that leaders' style should be according their employees and this theory
suggest that leadership styles are of four types which are Telling, Selling, Participating and
Delegating these are based on maturity level of employees from low to high respectively. When
it comes to motivating team members I believe that all the team members do have different
drives that motivate them and about their own and personal achievement regarding to their role
in the team they need to motivated by providing they feel most valuable whether monetary or
non monetary rewards and when it comes to motivate the whole team then providing reward for
team performance. Before that team members are requires to provided challenging and specific
task along with clearly explaining what they are required to do. These things motivate team and
improve their performance.
Along with these leading and motivating techniques there are few factors that I believe are
effective for both leadership and motivation which are,
 Relationship of leader and members, when leader and member share a harmonious
relationship (Al Rahbi, Khalid and Khan, 2017). This makes leadership easy and
effective and team members remain motivated.
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 Communication, open communication also important for both leadership and motivation
and avails leader with many options for decision-making.
3.2 Justification of managerial decisions made to support achievements of agreed goals and
objectives
Managerial decisions that support achievements of agreed goals and objectives in TUI are related
to various aspects of achieving objectives (van Knippenberg, 2017). Objective achievement
requires support of various factors and important aspect is resources and more important are
human resources. Management's decisions related to human resources of TUI are first decision
that support objective achievement. This decisions are following-
Development of Individuals- To achieve goals and objectives those who are concerned with
achievement of goals are required to be effective in their performance and this is equipped by
knowledge and skills that individuals in organisation have. Management's decision to develop
individuals that includes providing required training and development. This is very important as
if individuals do not know what they are required to do and hoe they can do that objective
achievement will become very difficult or impossible.
Resource Allocation- Many physical and material resources are also required to achieve goals
and objectives. Decision of management is very important in this regard like what and how much
resources will be provided to employees. This decision is also important as without adequate
resources employees will not be able to perform and achieve objectives. Even if employees
somehow manage to achieve goals than also these will become difficult for them and may
hamper performance and effectiveness.
Decision for Management Style- Management style is an important decision that management
take and important support for achievement of goals and objectives. Different management styles
are there from which management can chose which is suitable for them but these need to be
friendly for employees too. This facilitates their work and goal achievement (Stigson and
Dahlquist, 2017). Right to have a say in decision-making and authority that employees have in
organisation to make decision both are important aspects of management style and support
achievement of goals and objectives.
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Reward and Motivation of Employees- This is an important decision this is supportive in
manner that employees will not be able to perform well if they are not motivated and rewards for
their performance is not satisfactory.
Here, it is recommanded that decision related to reward and motivation of employees musy
identify and understand individual different in order to be effective.
Information is an important resource required for effective performance and goal achievement
and that is why clear and adequate information should be provided to employees.
TASK 4
4.1 Own managerial and Personal Skills' support for career development
Career which I have chosen to pursue requires many skills that are covered in managerial
skills and personal skills. This part of the report discusses about those skills which I possess and
are able to support in my career development. Career development is a two way process and is
contributed by both individual and company (Matsuo, 2019). In form of constant learning and
development and growth in organisational context. To support this development skills that I
possess are-
Communication- On the basis of analysis it has been found and concluded that my
communication skills are good and the career I have chosen requires to have very good
communication skills. So this is an supportive skill for my career development.
Learning skills- I have found that my learning skills in both form in form of quick learning and
in form of willingness to learn are very effective. Learning is inherent to development and do not
differentiate whether its career or something else. I am a quick learner and retention and
comprehension of my learning is also good that can support in me in my career development.
Technical Skills- Technical skills have become an essential part of successful career. Resulting
from my specific training in technology also known as computer skills my technical skills are
very good and can support me in my career development. Familiarity with processes that are
exercised through technology in my profession is an advance skill that I possess.
These skills are very important and supportive for my career development. These are helpful in
organisational career development and reduce skills that I need to learn for my personal career
development.
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4.2 Career development needs, current performance and future needs to produce Development
Plan
Career development needs refers o needs that require career development. These are-
 Career development increases knowledge that increase and strengthen confidence and
that improve performance of individuals.
 Career development uncover hidden potential.
 It promotes sustainable development of organisation's skills and skills inventory.
 It helps to attract talent in organisation.
 For individual organisations are attracted to hire individuals who are talented and that
talent is resulted from career development.
In context of current performance it has been improved at a very fast rate because of internship at
TUI (Hanson and Casey, 2017). This internship has given me lots of exposure and internship at
such a big organisation is a milestone in my career. This is also very helpful for me if I need to
work at any other organisation of similar nature. Skills and criteria that have improved are-
Confidence.
Technical knowledge.
Practical knowledge of the field I want to pursue as my career and profession.
Future needs for career development are
Management skills- Decision-Making
Leadership skills- Working in team and Team player and delegation skills.
Plan for Career Development
Developing career objectives-
For 2 years- Presently I have completed my internship at TUI and in coming two years I would
like to see myself as deputy retail manager.
For 5 years- In coming five years I would like to see myself as Retail Manager, TUI.
These positions are most relevant to my career goals and chosen profession in tours and
travel industry. TUI is one of the best organisation in industry and that is why I an looking
forward to work at TUI and my internship at the same organisation is an additional positive
factor.
Gap Analysis-
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Required skills are managerial skills and leadership skills and partially which are possessed by
me and skills which are required to learn are
Decision-making.
Team- working.
Delegation skills.
Time management skills.
Improving job related knowledge.
Development Plan-
To develop this skills plan is as follows-
Pursuing professional qualification that support and help in achieving these skills.
Continuous practice and taking challenging task that can help me in development of these skills.
Learning from seniors and co-workers.
CONCLUSION
On the basis of above analysis it can be concluded that management styles at TUI and
IAG are quite different and not just management style but their culture and values are also
different. Culture is supposed to be different but as both the organisation are working in same
industry they can apply same style of management in their organisation. Personal management
skills have also been included in this report and have been analysed with common skills that are
required for management along with this personal SWOT analysis have also been performed in
this report and it is concluded that there are various weakness which requires reduction so that
possible threat can be avoided. Skills and qualities which are required for team management and
motivating team have also been included in this report and have been based on individual
opinion about leadership and management. Finally career development plan have also been
included in this report which is based on analysis of existing skills and performance and required
skills and performance.
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Online
3 Steps To Create Your Own Career Development Plan. 2019. [Online]. Available through :
<https://www.workitdaily.com/how-to-create-career-development-plan>.
Management Skills. 2020. [Online]. Available through :
<https://corporatefinanceinstitute.com/resources/careers/soft-skills/management-skills/>.
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