Accor Hotels: Analyzing Management, Leadership, and Team Development

This report examines the management and organizational behavior within Accor Hotels, a multinational company in the hospitality industry. It explores various leadership and management behavior models, including the situational leadership model, and their application within the hotel environment. The report provides a critical profile of an Accor Hotel General Manager, detailing their roles, responsibilities, salary expectations, and required qualifications. Furthermore, it analyzes team development using the Tuckman model, outlining the stages of forming, storming, norming, performing, and adjourning. The conclusion emphasizes the importance of understanding employee behavior to enhance organizational performance. The report references several academic sources to support its analysis.

MANAGEMENT AND
ORGANIZATIONAL
BEHAVIOR
ACCOR

TABLE OF CONTENT
 Introduction
 Models of management behavior and leadership
 Critical profile of Accor Hotel General Manager
 Tuckman team development model
 Conclusion
 References

INTRODUCTION
Organisational behaviour is the process of understanding the behaviour of individuals and groups in an
organisation. The behaviour of the employees is important for the organisation to make the strategies for
increasing the performance of the employees (Pereira, Malik and Froese, 2017). The employees behave
differently that is affecting the decisions of the organisation for the individuals and groups. The chosen
organisation for the report is Accor which is a French multination company managing, own and have
franchises of hotels and operates in many countries 280000 employees. The focus of the organisation should be
on the communication, performance, leadership, strategies, etc. The report includes the models of management
behaviour and leadership, the role of the manager in Accor and the analysis of the performance of the
employees.

MODELS OF MANAGEMENT
BEHAVIOR AND LEADERSHIP
The behavior of the staff members as well as other people within the hotel plays a very important within the
hospitality business. There are various models of leadership as well as management behavior that can be
applied in order to work with human resources. In order to improve the overall effectiveness of performance,
managers within the respective hotel can include various managerial values.
 Situational model of leadership
This model can be grouped into two categories, Supervision as well as Arousal which provide
direction to the model. In context to the given hotel Accor, this model can be used by the managers to
interact with other employees. This can either be related to business operations or functions. The
primary reason why this model will be used within the hotel is to generate awareness among the staff
members. On the other hand, arousal will be used to determine the level of knowledge of the
employees (Gkorezis and Petridou, 2017).

CRITICAL PROFILE OF ACCOR HOTEL
GENERAL MANAGER
The General manager within a hotel plays a major role in monitoring the overall
performance as of the staff members as well as overlooking the business operations.
They are expected to have a high level of knowledge as well as expertise in hospitality.
Profile
 Roles and Responsibilities
 Plan and organize the accommodation, improve the catering services as per the demand
 Plan and prepare the budget, control the financial records
 Analyze the sales and develop strategies to ensure an increase in the same
 Promote the hotel as well as its services in order to attract a greater number of customers
(Mohammad and et.al., 2015)
 Ensure all staff members comply to the rules, regulations as well as standards
 Deal with the customers’ feedback

CONT...
 Salary
 The salary of the General Manager will start from £19,000 and will vary based on the
level of knowledge as well as skill set of the candidate. Since the general managers of the hotel are
skilled and knowledgeable, they usually receive salaries within £20,000 to £35,000. Additional
advantages will also be offered.
 Qualifications
 The General Manager is expected to have qualification in the hotel industry, leisure,
travel and tourism and business management. Preference will be given to candidates who have a
master’s degree in hotel management.

TUCKMAN TEAM DEVELOPMENT
MODEL
 This model has been identified as one of the most widely used models of team development that helps the managers
in the respective hotel to develop the teams that are highly functional and productive (Chinomona and Dhurup,
2016). The model can also be used in order to enhance the skills of employees within the hotel. The different stages
of group formation in the model are described below –
 Forming – This is the first stage wherein the employees are analyzed based on their skills and capabilities.
They are made a part of a group or team to ensure working in an effective way. The managers interact with the team
members during this stage.
 Storming – During this stage, the team members come up with new ideas that are innovative as well as
creative. Also, during this stage they apply these ideas practically to a project.
 Norming – The roles and responsibilities are allocated to the employees based on their skills and
knowledge. The team members interact with each other to receive feedback.
 Performing – All the team members are motivated to perform in achieve the desired goals and objectives of
the project.
 Adjourning – Once the project is completed, all the team members are adjourned and they go back to their
respective roles and responsibilities.

CONCLUSION
From the above report it is concluded that the organisation wants to increase the performance of the employees.
The organisation is having different methods of promoting goods and services and they will help in
understating the behaviour of the employees. There are different groups and individuals working in the
organisation and they have to understand the behaviour to increase the performance of employees.

REFERENCES
 Pereira, V., Malik, A. and Froese, F.J., 2017. Mapping the impact of
Asian business systems on HRM and organisational behaviour: Multi-
level comparative perspectives. Journal of Asia Business Studies.
 Gkorezis, P. and Petridou, E., 2017. Corporate social responsibility
and pro-environmental behaviour: Organisational identification as a
mediator. European Journal of International Management. 11(1).
pp.1-18.
 Mohammad, J and et.al., 2015. Organisational citizenship behaviour
in the Islamic financial sector: does Islamic work ethic make
sense?. International Journal of Business Governance and
Ethics. 10(1). pp.1-27.
 Wu, C.Y., 2015. The influence of employees' parents on work-family
balance in Taiwan: implications for organisational behaviour and
wellbeing (Doctoral dissertation, University of Nottingham).
 Chinomona, E. and Dhurup, M., 2016. The effects of organisational
commitment and employee perceptions of equity on organisational
citizenship behaviour in Zimbabwean SMEs. South African Journal of
Labour Relations. 40(2). pp.77-98.