The Developing Manager

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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