Analysis of Managerial Roles and Leadership Styles in Hilton Hotels

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MANAGEMENT AND OPERATIONS

Contents
LO1 AND LO3..........................................................................................................................4
INTRODUCTION..................................................................................................................4
LEADERSHIP AND MANAGEMENT FUNCTION...........................................................4
MANAGEMENT BY OBJECTIVE......................................................................................5
MANAGEMENT ROLES THEORY....................................................................................5
LEADERSHIP TRAITS THEORY.......................................................................................7
STYLES OF LEADERSHIP..................................................................................................7
HARD MANAGEMENT SKILLS AND SOFT LEADERSHIP SKILLS............................8
TRANSFORMATION PROCESSES....................................................................................9
QUALITY..............................................................................................................................9
FOUR COST OF QUALITY.................................................................................................9
TOTAL QUALITY MANAGEMENT APPROACH..........................................................10
JUST-IN-TIME APPROACH..............................................................................................10
WASTE REDUCTION........................................................................................................10
CAPACITY MANAGEMENT............................................................................................10
CONCLUSION....................................................................................................................11
LO2 AND LO4........................................................................................................................12
INTRODUCTION................................................................................................................12
WORK OF HR DEPARTMENT IN HILTON....................................................................12
BACKGROUND OF MANAGEMENT TEAM IN HR DEPARTMENT..........................12
STRENGTH AND WEAKNESSES OF MANAGERIAL APPROACHES.......................13
THREE ROLES AND DUTIES OF MANAGEMENT IN ORGANIZATION..................13
OCCASION DESCRIPTION AS EVIDENCE OF MANAGEMENT STRENGTHS.......14
OCCASION.........................................................................................................................14
LEADERSHIP STYLES......................................................................................................15

TRANSFORMATIONAL PROCESS.................................................................................15
CAPACITY MANAGEMENT............................................................................................15
RECOMMENDATIONS.....................................................................................................15
REFERENCES.........................................................................................................................17

LO1 AND LO3
INTRODUCTION
Management and leadership are an essential part of any business. They often used
interchangeably but they are different from each other. According to Bolman and Deal
(2017), management is the art of getting things done by coordinating the efforts of people to
accomplish the desired goals using the available resources efficiently and effectively.
Management function includes planning, organizing, staffing, directing and controlling the
group activities to achieve the organizational goal. On the other hand, Antonakis and Day
(2017) define leadership is the ability of one person to influence and motivate other people to
act towards achieving a common goal.
The role of the management is to clearly set the organizational goal and guide the people in
accomplishing the organizational goal. Every organization has mainly three managerial roles.
These are an interpersonal role, informational role and decisive role. Management of the
company focuses on maintaining the interpersonal relationship between the manager and
people both inside and outside the organization. Second is an informational role, this includes
collecting, receiving and circulating all the required information in the organization. The third
is decision role, managers at all level take different kinds of decision such as entrepreneur,
disturbance handler, resource allocator and negotiator. Management plays a different role in
the success of an organization.
Leadership in an organization plays an important role such as it sets a clear vision of the
organization, motivate and guide the employee accordingly. And also build morale by
directing and supporting the employees to achieve the common goal.
LEADERSHIP AND MANAGEMENT FUNCTION
John Paul Kotter argued that management and leadership function are not similar to each
other. Following are the difference between management and leadership:
Deciding what need to be done
The manager focuses on planning, budgeting and setting objectives while the leadership is the
direction or a strategy to complete the target.
Creating networks of people who can accomplish an agenda

Kotter tells that the manager uses the organization and staffing function to build the network
of people. While in leadership, the leader arranges the people with the strategy or vision.
Ensuring people do their work
According to Kotter, the manager uses the controlling and problem-solving methods to
ensure that the work is completed properly. While in case of leadership, leader motivates and
guides the people to complete the assigned targets. (McCrimmon, 2019)
MANAGEMENT BY OBJECTIVE
Management by objective is a model that aims to enhance the organizational performance by
defining the objectives that are agreed by both the management and the employees. The
concept of management by objective is connected with the planning function. The setting of a
goal and the actions plan should be such that it encourages participation and commitment
among the employees. Peter Drucker says that the objectives of the company should not
impose on the employees but the decisions should be made collectively with the top
management.
It is assumed that the employees perform better when they know what the top management
expects from them and it also helps the employees in coordinating their individual goal with
the organizational goal. When the employees are committed towards the organizational goal,
it then provides various opportunities to the manager to implement new ideas and
opportunities from the expansion. Also, by setting challenging but attainable objectives
increases the morale of employees. There will be better communication and coordination in
the organization is the main advantage of management by objective. (Bruccoleri and
Riccobono 2018)
In Hilton Hotel & Resort, the top management of the organization focuses on maintaining the
relationship with the employees. The company is known because of the following
characteristics such as positive environment, work-life balance, and involving them in setting
organizational objectives.
MANAGEMENT ROLES THEORY
H. Mintzberg suggests that the complex role of the manager becomes easy by breaking the
roles and responsibilities into three categories:
 Interpersonal role

 Informational role
 Decision role
1. Interpersonal role: These are roles that allow the manager to interact with his
employees for the purpose of achieving the organizational goal. This includes:
Figurehead: The manager has to carry out the ceremonial duty in the internal and external
environment. He is a formal person to represent the company.
Leader: A manager motivates and guides the employees towards a specific goal. He is
responsible for creating a positive environment.
Liaison: A manager makes contact outside the organization and transfers the necessary
information within the organization.
2. Informational role: The manager shares and generates knowledge for successfully
achieving the targets. There is a vertical and horizontal flow of information sharing all
information to required members.
Monitor: He gathers all internal and external information necessary for the organization and
then analyzes the information to solve the problems.
Disseminator: The manager transmits the factual data with the employees so that they get
benefitted from that information.
Spokesman: The manager represents the organization by communicating the organization’s
plans and policies to the external parties.
3. Decision-making role: Managers at a different level are responsible for taking decisions
in different ways.
Entrepreneur: Manager designs and improves the unit by bringing change and innovation.
The manager solves the problem by thinking about new ideas and implementing them.
Disturbance handler: The manager has the responsibility to respond to any unexpected
problem. Any internal and external disturbance is handled by the manager.
Resource allocator: The manager allocates the different resources such as human resources,
financial resources, materials etc.

Negotiator: The manager act as a negotiator, he negotiates with the employees and other
external organization on behalf of the organization. (Mintzberg 2017)
In the Hilton Hotel & Resort, the manager of an organization plays the same roles as
prescribed above. The manager performs these roles to facilitate the working of the whole
organization. (Kumar 2015)
LEADERSHIP TRAITS THEORY
Nawaz and Khan_ PhD (2016) explain the trait theory as it includes the personal traits and
characteristics of a leader that makes him different from the team members. It is assumed that
a successful leader possesses the following qualities:
 Physical traits such as appearance, good health, energetic.
 Intelligence and creativity such as problem-solving, risk-taking, decision-making
skills.
 Social traits such as interpersonal relations, ability to inspire.
 Moral traits such as will power, tolerance.
In the organization also, a leader of the employees is having these qualities, such qualities of
leader give the inspiration to the employees that they must also possess these qualities for
satisfying the needs of the customer. The employees are the only one who interacts with the
final customer, the reputation of the company is only because the employees are guided by an
effective leader.
STYLES OF LEADERSHIP
1. Autocratic leadership
In autocratic leadership, only the top management has the authority to take the decisions and
does not involve any members in the decision-making process. This type of leadership is
suitable when management requires a quick decision. (Amanchukwu et al. 2015)
In the Hilton hotel also, the critical and important decisions are taken by the top management
without involving the employees such as changing the long term objectives of an
organization, changing the procedure of greeting the clients etc. The major decisions of an
organization are taken by the managers.
2. Democratic leadership

The leader decentralizes the power to take the decision with the employees. The leader takes
the decision after consulting the employees. This increases the morale of employees as they
feel free to communicate their ideas and opinions with the leader (Khan et al., 2015)
In the hotel, the decisions for day to day operations are taken after consulting and taking
ideas from the employees. The satisfied employees show the positive environment and the
care of top management for their employees.
HARD MANAGEMENT SKILLS AND SOFT LEADERSHIP SKILLS
Hard skills of the manager
The management skills are important at different positions and at different levels of the
organization. Following are the hard skills necessary for the manager
1. Planning: The manager is not individually involved in setting the goals and
objectives. But he must be capable to plan the strategies for achieving the goal. The
manager should be good at analyzing the problem, an alternative solution to the
problem, analyzing, analyzing expenditure etc.
2. Organizing: Organizing means creating the structure to accomplish the task. This
includes deciding the organization structure that who will report to whom. The
manager should have the following skills such as persuasion, accuracy, analytical
ability etc.
3. Coordinating: the manager must have the knowledge of what is happening and what
should be the strategy. Coordinating is the skills that merge the whole organization.
The manager should be adaptable according to the situation, good communicator,
honest etc. (Job, 2019)
Soft skills of the leader
Leadership skills are very important to unify the workforce towards achieving a common
goal. The leader should possess the following skills:
1. Communicator- Successful leader has the power to influence the behaviour of the
other people if he communicates properly with the employees.
2. Decision-making skills- To achieve the organizational goal, the leader requires taking
the decision in every problem.

3. Problem-solving skills- Problem-solving along with the decision-making skills is very
important leadership soft skills. A leader has to handle the problems that occur in a
different situation. (Grint et al., 2016)
TRANSFORMATION PROCESSES
The change management processes in operations management involve several steps and for
the same, there are several models that describe the same as Lewin’s change management
model, Kotter’s 8 step model, Kaizen etc. are some of the effective change operations
management model. These models help in understanding the transformation operations and
make better changes in any organisation.
QUALITY
In operation management, quality is the measure of excellence. It is achieved when the
customer receives the minimum requirement of a specified performance standard. The main
aim of maintaining quality is to build and sustain the relationship with the customer (Mahela
and Shaik 2016)
FOUR COST OF QUALITY
Cost of quality is the method that helps the company in determining the cost incurred in the
activities to prevent the poor quality results from internal and external failures. Cost of
quality is divided into four categories:
Prevention cost: Prevention costs are incurred to prevent or minimize the poor quality. It
includes expenses on the training of workers, quality planning etc.
Appraisal cost: Cost incurred for monitoring and measuring activities related to quality. The
manager inspects the quality of different products such as checking of raw material,
identification of defective goods etc.
Internal failure cost: Internal failure cost is incurred when the defective goods are produced
and is not yet deliver to the customer. This can occur when there is a lack in the
communication process, scrap, rework etc.
External failure cost: External failure cost is incurred when the customer identifies the
defects. External failure cost includes warranty claims, customer returns etc. (Cui and
Zhang2018)

These four costs of quality help the manager of the organization in identify the cost that can
be minimized for maximizing the profit. The feedback of customers in the hotel helps the
manager in deciding the strategy that can minimize the cost of quality.
TOTAL QUALITY MANAGEMENT APPROACH
Total Quality Management approach is an approach to improve the quality of product and
services by using the feedback from the customer. (Aquilani et al., 2017)
Following are the roles played by the manager in the total quality management approach:
1. The manager plays the role of a facilitator in helping the employees in implementing
this approach.
2. The manager investigates the changes required to improve the quality of the product
or services.
3. Rather than hiring the individual from outside the organization, the manager acts as a
trainer and helps the employees in their task.
JUST-IN-TIME APPROACH
Just-in-Time approach is an inventory management method used by the manufacturers. This
approach is based on the decision to order the inventory when the customer orders the
product, not before the order. The result of this is low inventory cost and smooth flow of
production. (Yin et al., 2017)
WASTE REDUCTION
Waste reduction is an approach using to minimize the use of raw material because it only
increases the cost of the product or services. For example, unnecessary packaging for a
manufactured product. Waste reduction also motivates to manufacture the products that can
be recycled.
CAPACITY MANAGEMENT
Capacity management is the management of the limit of the organization’s resources such as
labour resource, financial resource etc. capacity management is the procedure to allocate the
resources required to complete the task. It is the balancing of cost and performance that the
future needs should be fulfilled by the available resources. (Olhager et al., 2001)

CONCLUSION
Hereby it can be concluded that operation management is an essential process which can be
carried out in the organization. It has been also found the manager and leader play a distinct
but important role in the organization. Hilton hotel & resort applied different theories and
styles of leadership and operational management which allow them to relish the huge
customer base. Also, there are different internal and external factors that affect the decision of
the managers and leaders. The managers and leaders are applying various theories to achieve
business objectives.

LO2 AND LO4
INTRODUCTION
In every organization, the manager and the leader play a very important role. As they are the
one who manages and leads the organization towards the accomplishment of the goals. The
manager and the leader of Hilton Hotel Corporations are playing a very effective role in the
success of it. It was founded by Conrad Hilton in 1919 and currently leading by Christopher J
Nassetta. It is an American multinational hospitality company offering a number of services
like Gym, Spa, Hygiene factors, pricing and staff. And to manage all the services the human
resource management is working in employee relationship, recruitment and job analysis.
WORK OF HR DEPARTMENT IN HILTON
In every business HR department plays a very important role as it helps to build strong
relationship management, works on employee data maintenance and maintains the loyalty of
the employees. The HR department of Hilton Hotels also plays an effective role as the
hospitality industry is made up of travel and tourism and other experiential services so it is
very important for the HR management to take care of the employees satisfaction and recruit
the effective workforce who can provide better services to the customers so that the
customers come to take the services again and again. HR operation is the concept where the
team engaged in the administrative services and supports management and staff in their daily
business activities. It does not only involve in recruiting the workforce but also ensure the
efficient management of resources and check that operational risk control measures are there
to keep up the activities of the business.
BACKGROUND OF MANAGEMENT TEAM IN HR DEPARTMENT
Managers in the HR department of Hilton are very experienced and have a strong knowledge
of changing the environment and the requirement of the organization. The management team
of Hilton is having a vast knowledge of business understanding and draws a structure to lead
the employees in highly productive and efficient work. The management team of Hilton uses
the communication skills perfectly in order to achieve the targets and objectives and it also
works in maintaining the coordination between the employees (Bolman and Deal, 2017). The
management team always focuses on developing the relationship between the employees for
the growth and development of the organization. The team has a deep understanding and