Developing Manager Report: Leadership and Management Strategies

This report provides a comprehensive comparison of management styles, leadership characteristics, and organizational culture within Hilton and Marriott hotels. It analyzes various management approaches like autocratic, consultative, democratic, and laissez-faire, while also exploring leadership traits such as empathy, consistency, honesty, direction, and flexibility. The report examines communication processes, organizational culture and change within the two hotel chains. The report also delves into a skills audit, SWOT analysis, and personal development plan for an Assistant Manager. Furthermore, it discusses team leadership, motivation, and the alignment of managerial skills with career development, culminating in a development plan that reviews current performance and future needs. The report aims to provide a detailed overview of managerial roles and their significance in organizational success.

THE DEVELOPING
MANAGER

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Comparison of different management styles within Hilton and Marriott hotels..............1
1.2 Characteristics of leadership within Marriott and Hilton hotel .......................................4
1.3 Communication processes used in Hilton and Marriott Hotel.........................................5
1.4 Organisational culture and change in Marriott and Hilton hotels ...................................7
TASK 2............................................................................................................................................8
Job advertisement and Job description...................................................................................8
2.1 Skill Audit......................................................................................................................10
2.2 SWOT Analysis..............................................................................................................10
2.3 Personal Development Plan............................................................................................11
TASK 3 .........................................................................................................................................13
3.1 Ways in which a team can be lead and motivated to achieve goals and objectives.......13
3.2 Justification of the above mentioned managerial decisions...........................................14
TASK 4..........................................................................................................................................15
4.1 In what ways my own management and personal development skills can support career
development.........................................................................................................................15
4.2 Review of the personal and career development needs, current performance and the future
needs to produce a development plan...................................................................................16
CONCLUSION..............................................................................................................................17
REFERENCES..............................................................................................................................18

INTRODUCTION
It is essential for an organisation to have a good management in order to achieve its
organisation goals and objectives successfully. The topic of the report revolves around the
developing manager. The below report showcases the importance of management and how
effectively it is being done within the context of Hilton and Marriott hotels. The report compares
different management styles within these two organisations in which it discusses their leadership
characteristics, evaluate communication processes and analyse organisational culture and
change. Later, the report analyses personal strengths, weaknesses, opportunities and threats of an
Assistant Manager of Clayton Crown Hotel London. In which as working as an Assistant
Manager the report sets and prioritises targets and objectives in developing his own potential as a
prospective manager. The justification of managerial decisions are made in order to support
achievements of agreed goals and objectives and recommendations for improvement of a new
restaurant has been made (Hunt and Weintraub, 2016).
At last, the report tends to explain the managerial and personal skills to support career
development. The review of career and personal development needs, current performance and
future needs to produce a development plans has been made in report. The report will evaluate a
number of roles and responsibilities of a manager and the importance of managers within the
organisational environment.
TASK 1
1.1 Comparison of different management styles within Hilton and Marriott hotels
Below compared are different management styles used in Hilton and Marriott hotels:
Marriott Hotel Hilton Hotel
Marriott Hotel uses Autocratic managerial
style in which the decisions are made
unilaterally by the managers of the
organisation. This management technique is
known to lead towards faster decision-making
where only a single person's preference are
considered. The autocratic management styles
Hilton Hotel makes uses of Consultative
management style which allows for more
discussion than an autocratic style. The
consultative style is dictatorial. In this
managerial style the leader tends to consult
his/her employees but the final decision is
made by himself. The style helps the
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is best to be used in the time of crisis when
there is a limited time.
organisation to gain loyalty from its employees
in its process of decision making.
Another style of management used by Marriott
hotel is Persuasive, in which a leader tends to
maintain the control of final decision making.
The leader makes the choices based on the
persuasion of its subordinates. Here, the
employees convinces their managers about the
benefits of a decision and he tends to make the
final decision. The persuasive style only works
best when the employees provides necessary
input and trust the made decisions (Smith,
2014).
Hilton uses democratic style of management.
In this style of management, the managers of
the hotel offers it employees the opportunities
to get engaged into the process of decision
making. All the decisions are agreed by the
majority. The communication tends to travel
on both top-to-bottom or bottom-to-top within
the hotel's employees and leaders. The style
has said to slow down the process of decision
making and to be inefficient at times.
Marriott hotels uses laissez-faire style of
management. This style is opposite of the
autocratic style of management. The laissez-
faire allows the employees of the organisation
to make the majority of the decisions. The
employees are provided with guidance from
the management when needed. In this
management style, the manager is considered
as a mentor than a leader. The laissez-faire
style is used in the environment where risks
and risks taking is encouraged. It has been
observed that this style of leadership makes is
hard for the organisation to make its decisions.
Another style of management used by Hilton is
Management by Walking around (MBWA)
style of management. The techniques revolve
around listening. The managers of the hotel
tends to gather information by listening to the
thoughts of their stakeholders working within
the organisation. While using this style of
management the managers are said to be
counsellors but not directors. The made
decision get respected and received by all the
organisational employees and stakeholders.
The style tends to create problems when the
organisations employees do not support the
management (Dixon, 2017).
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(Source: 3 basic types management styles, 2018)
1.2 Characteristics of leadership within Marriott and Hilton hotel
The characteristics of leadership used within Marriott and Hilton hotels are explored
below:
LEADERSHIP CHARACTERISTICS WITHIN MARRIOTT HOTEL
 Empathy: Empathy is one of the first characteristic used by the Marriott hotel leadership
in order to understand its employees effectively. Empathy ensures the fair treatment is
being done within the each and every employee of the hotel and makes sure that their
needs and demands are being understood in a well manner. Empathy makes the
leadership effective in decision making as from empathy the leader would be able to
understand the needs and demands of its organisation and would also allow him to
understand in what ways he can take it further (Renz, 2016).
 Consistency: Another leadership characteristic used within the Marriott is the
consistency of the leadership. It helps the organisation leadership to gain the required
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Illustration 1: Types of management styles

credibility and respect. Along with it, the team will act in the same way when its
leadership is being consistent in its right.
 Honesty: Honesty allows the leadership of Marriott hotels to gain better growth and
assessment. It is one of the another characteristic of the leadership that lends itself to the
credibility. Honest leadership allows Marriott hotels to address the obstacles rather than
avoiding them (Ramazani and Jergeas, 2015).
LEADERSHIP CHARACTERISTICS WITHIN HILTON HOTELS
 Direction: This characteristic of leadership allows Hilton hotel to have a vision in order
to break out from the norm to aim for the things which are great. Good leadership
direction allows Hilton Hotels to create better situations for its employees and the overall
organisation to improve its capabilities and sense of growth.
 Communication: Good communication allows Hilton hotel's leadership to management
its organisations environment in a better way. Having better communication within the
organisation's employee base makes it suffer from less internal risks and keep the
working environment smooth and efficient. It is one of the best leadership characteristic
that Hilton hotel acquires in its leadership.
 Flexibility: Flexibility allows the leadership of Hilton hotels to create such situations
where the overall employees of the organisation can work effectively as per their
potential (Tlaiss, 2014). The characteristic does not hinder the growth of the employees
and makes them use of their skills effectively. Being flexible to new ideas makes the
leadership effectively in decision making and creating a good working environment for
its employees. Flexibility also allows the leadership to find the solutions of the problems
effectively and efficiently. It has been observed that flexibility is one of the most
important characteristic that any leadership should consist of. Hilton hotel ensure their
leadership's success from the usage of flexibility characteristic.
1.3 Communication processes used in Hilton and Marriott Hotel
Below explained is the communication process used within both Hilton and Marriott
hotel: '
The process of communication revolves around three main elements, which are sender,
the message and the receiver. The elements of the process are explained below:
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1. Sender: The sender is one of the main elements of the communication process in
Marriott and Hilton. The sender is known to be the communicator that generates
the message and tends to convey it to the receiver of the message. Also, the
sender is the source of the communication and is the one who starts it.
2. Message: The message is the idea, fact, information, feeling, view etc. which is
generated by the one who is sending it in Marriott and Hilton. The message is
then intended to be communicated further (Steers and Nardon, 2014).
3. Encoding: In the process of encoding the message gets generated by the sender.
The message is encoded symbolically in Marriott and Hilton hotels. It is encoded
in the form of gestures, words, or pictures before it is conveyed.
4. Media: Media is the manner in which the message that has been encoded is
transmitted in Marriott and Hilton Hotels. It is either transmitted in writing or
orally. The communication medium in which the message is transmitted includes
post, telephone, fax, e-mail, internet etc.
5. Decoding: Decoding in Marriott and Hilton hotel is the process in which the
symbols gets encoded by the sender. It is done after the decoding of the message
which is received by the receiver.
6. Feedback: Feedback revolves around the process of Hilton and Marriott hotels
where the receiver after receiving the message confirms the sender that the
messages has been received and has understood properly. Feedback allows one to
understand that the communication is working properly as required and ensures
its smoothness and efficiency (Mintzberg, 2017). The feedback along with it,
helps the necessary understanding of the overall message to the receiver which
later is conveyed to the another receiver if required.
7. Noise: The obstruction that is caused by the message, receiver or the sender in the
process of communication in Hilton and Marriott hotel is referred to as noise.
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(Source: Directing communication, 2017)
1.4 Organisational culture and change in Marriott and Hilton hotels
Below mentioned are the culture and change of both Hilton and Marriott hotels:
Hilton Hotel
Culture: The organisational culture of Hilton hotels is Clan Culture. The working
environment in clan culture is very friendly. The people and employees of Hilton have a lot in
common and its is very similar in nature to a large organisational family. The executives or
leaders of the organisation are seen as father figures and as mentors. The hotel is held together by
its tradition and loyalty, also, there is a great involvement (Martinelli and Milosevic, 2016). The
culture emphasises on Human resource development which is long termed and tends to create
strong bonds within colleagues by using strong morals.
Change: The change that drives Hilton hotel is organisation-wide change. This change
refers to a large-scale transformational practice that impacts the entire company. The change can
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Illustration 2: Communication Process

include leadership restructuring, new policy addition, or introduction of technology enterprise.
This change in general is felt by each working employee in Hilton hotel. This change allows
Hilton hotels to ensure proper growth and advantages over each and every action of it.
Organisational-wide change makes the organisations work smooth and effective and ensure
proper delegation of its activities and tasks to the employees which are skilled and able to hold
the impact of the change (Isaak, 2016).
Marriott Hotel
Culture: The culture used within the Marriott hotel is hierarchy culture. This culture is a
structured and formalised work environment. In hierarchy culture, the leaders are very proud of
the Marriott hotel efficiency based organisation and coordination. Also, it is important that in this
culture the organisation is functioning smoothly and procedures here tend to decide what people
will be doing. The policy and formal rules are kept together and low costs, trustful delivery and
smooth planning defines success. In Hierarchy culture the long term goals are results and
stability which are paired with smooth and efficient task execution in Marriott.
Change: The change that Marriott hotels that implements in situations is personnel
change. In this change, the hotel tends to implement large number of lay-off and hirings. The
change tends to cause an important shift in working employee's engagement and morale. The
change is implemented by the organisation with the usage of various proper strategies and
development technique because this in turn can cause the organisation suffer its overall strengths
and capabilities as well (Rangan, Chase and Karim, 2015). Another change that is used by
Marriott hotel is transformational change. This tends targets Marriott hotels organisational
strategies. The changes are made accordingly and the decisions are set by the leaders as per the
used strategies and their results.
TASK 2
Job advertisement and Job description
Assistant Hotel Manager – Clayton Crown Hotel, London
Come work as an Assistant Hotel Manager at a growing organisation which offers excellent
benefits along with opportunities to learn and advance alongside accomplished hospitality
leaders.
THE COMPANY:
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Clayton International is one of the leading multinational hospitality companies. We are
having more than 6,500 properties in 127 countries across the globe. We serve a large amount
of customers from all around the world and our company is a well known service provider when
it comes to hospitality. The Clayton Crown Hotel, London tends to deliver best guest service in
all over the London (Drucker, 2017).
 We offer best mentoring programs for our managers and leaders.
 We allow our managers to work with the required opportunities and management roles
that allows them to grow with the industry's best standards.
THE POSITION:
We are looking for a full-time Assistant Hotel Manager which holds a good experience
in managing a 5 star property in the past. His job roles and responsibilities would include:
 Team Management
 Operational Management
 Customer service
 Performance Management
 Commercial Delivery
 Complaint resolution
 Deputising
 Change Management
THE LOCATION:
The Clayton County Hotel London is situated in Westminster Bridge Hall, London. The
location provides ease of accessibility of various services. Below mentioned are the nearby
activities that one can get access to:
 Wide selection of top rated schools
 Crime rate is below national average
 Lots of activities to do – such as sporting events, museums, concerts
 The Finest coffee shops
WHY SHOULD YOU APPLY?
 Remote working opportunities
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 Bonus programs
 Excellent advancement and growth opportunities
 Top benefits
2.1 Skill Audit
Skills Required 1 2 3 4 5 6 7 8 9 10
Communicatio
n Proficiency
Efficient
writing
Managing
Change
Planning and
Prioritising
Customer
Service
Complaint
Resolution
Team
Management
Change-
management
2.2 SWOT Analysis
Strengths Weaknesses Opportunities Threats
My qualifications of
being a bachelor of
My limits include not
having efficient or fast
I have observed that
most of the hospitality
I have seen that
recently hospitality
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