Developing Manager: A Report on Leadership and Management Practices

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DEVELOPING MANAGER
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Contents
LIST OF FIGURES.............................................................................................................................3
INTRODUCTION............................................................................................................................. 4
LO1.................................................................................................................................................5
1.1.............................................................................................................................................. 5
1.2.............................................................................................................................................. 7
1.3............................................................................................................................................ 10
1.4............................................................................................................................................ 11
LO2............................................................................................................................................... 13
2.1............................................................................................................................................ 13
2.2............................................................................................................................................ 15
2.3............................................................................................................................................ 16
LO3............................................................................................................................................... 18
3.1............................................................................................................................................ 18
3.2............................................................................................................................................ 22
LO4............................................................................................................................................... 23
4.1............................................................................................................................................ 23
4.2............................................................................................................................................ 24
CONCLUSION............................................................................................................................... 26
REFERENCES.................................................................................................................................27
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LIST OF FIGURES
Figure 1: Leadership Grid...............................................................................................................8
Figure 2: Adair's Centered Leadership...........................................................................................9
Figure 3: Schein’s Model..............................................................................................................12
Figure 4: SMART Objectives.........................................................................................................16
Figure 5: Tuckman’s Model..........................................................................................................19
Figure 6: Belbin’s Typology.......................................................................................................... 21
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INTRODUCTION
For performing activities as a manager in an organization, it is essential for an individual to
identify the key skills required and use them for personal as well as professional development
(Namada, 2018). Through this report, a highlight of the different practices and principles used in
management behavior has been done. The report shall also cover the assessment of own skills
with the perspective of being a manager and identify the opportunities held for further
development. Through this report, the importance of managerial skills for the achievement of
the objective of the organization has also been done and the report shall also assist in the
development of a plan through which growth in personal and professional career shall be
supported.
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LO1
1.1
Management can be defined as an arrangement of the different resources used in an
organization to ensure that its objective is attained. The process of management includes
various activities such as planning, organizing, controlling, etc. so that resources in the
organization can be effectively used and lead to the attainment of the aim of the organization
(Samson et al., 2018). The theories of classical management majorly consist of three theories
being Administrative Management Theory, Scientific Management Theory and Bureaucratic
Management Theory. Marriott Hotels and Radisson Edwardian Hotels are two major
organizations in the travel and tourism industry (Nicotera, 2019). Both organizations have been
able to manage their success through the implementation of different management theories
into their management which led them to establish a huge brand name in the market.
Radisson Hotels have been implementing a scientific theory of management which suggests
that the best method shall be created for completion of any task. Radisson holds a range of
five-star hotels which is known for providing the best services to its customers. With the
application of the scientific theory of management, the manager at Radisson Hotels specifically
selects the employees based on the type of job that has to be done (Haveman and Wetts,
2019). For selecting the appropriate employee for carrying out a specific job, the theory of
scientific management allows the manager of Radisson Hotels in cooperating with the
employees and directs them towards higher efficiency. Through the scientific theory of
management, the main contributors to the organization's success are the employees and
managers (Shafritz et al., 2015). However, this theory assumes that workers shall be working at
their utmost efficiency because of which the use of resources can be misused and management
might lack unity in command.
Marriott Hotels has adopted a bureaucratic theory of management to manage its activities.
Through this theory of management, Marriott Hotels divide the work to the employees and are
required to follow hierarchy in their working (Waring, 2016). The organization is based on rule
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and regulations that have to be followed by the employees while performing their tasks.
Through this theory of management, Marriott Hotels relishes specialized labor and motivates
employees to gain it so that they can lead to the development of their career (Calás and
Smircich, 2018). This theory of management assumes that the personal objectives of the
employees have been met which in certain cases leads to displacement of goals as the
employees do not work towards the organizational aim.
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1.2
Leadership is the ability to influence individuals and motivate them to increase their efficiency
and work at their utmost potential. A good leader has the quality to inspire his followers and
holds good communication skills through which he is able to influence people around him
(Thorpe, 2016). A good leader also has efficient decision-making skills through which he can
handle complex situations and uses his innovation and creativity to resolve problems.
Marriott Hotels has made use of the leadership grid to ensure leadership in their organization.
Through this leadership grid, Marriott Hotels has divided the role of a leader based upon two
major behaviors being a concern for results and concern for people (Hunt and Fitzgerald, 2018).
In the following is the division of leaders by Marriott Hotels into four categories:
 Impoverished Management
This role is found to be least effective by Marriott Hotels as it holds low concern for the
associated people and also drives low results.
 Produce or Perish
This leadership is followed by Marriott Hotels in the case where rigid rules are to be
applied. Though this quality holds low morale, it drives higher results for Marriott Hotels
at the beginning of its application (Rao, 2017). This quality allows Marriott Hotels to be
fewer people concerned but provides high results.
 Country Club
This form of leadership is used by Marriott Hotels which the concern has to be high on
the people and thus creates a relaxed working environment. This form of leadership is
highly people concerned but has poor concentration over results (Hunt and Fitzgerald,
2018).
 Team Management
This is the most effective form of leadership used by Marriott Hotels through which high
concern is kept over the people as well as over the results (Garza et al., 2015). Marriott
Hotels applies this form of leadership in the maximum possible areas to gain higher
overall efficiency.
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Figure 1: Leadership Grid
[Source: Rao, 2017]
On the other hand, Radisson Hotels applies different forms of leadership. Of the major form
which is used by Radisson Hotels is Adair’s Action Centered Leadership. Through this form of
leadership, Radisson Hotels focus on three major parts, which have been described in the
following:
 Achieving the task
Through this, the leaders of Radisson Hotels identify the aim of the organization and
ensure that the resources employed for its completion are efficiently used (Umar, 2015).
They also control the activities so that they are performed in accordance with the set
standards.
 Managing Team
Teams are managed by the leaders of Radisson Hotels through building strong
communication and relationships with them and establishing a healthy environment for
their operation (Bond, 2015). They initiate higher team working into the groups and
enhance their development areas through proper training and development programs.
 Managing Individuals
Individuals are managed by Radisson Hotels through recognizing their abilities and
motivating them to work towards their development (Marshall, 2016). Leaders of
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Radisson Hotels support their subordinates and provide them with opportunities for
appraisal and rewards.
Figure 2: Adair's Centered Leadership
[Source: Umar, 2015]
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1.3
Communication is the process of transfer of thoughts, opinions, information, etc. from the
source to the receiver. Stakeholders refer to all those individuals who are directly or indirectly
impacted by the decisions taken by the organization. It is essential for organizations to build a
strong communication system to ensure that the flow of information is enhanced and is
communicated to the stakeholders efficiently (Lewis, 2019).
In a communication process, there are majorly five components, which have been described in
the following:
 Sender: The source from which information shall be passed.
 Message: The combination of texts and signs which is to be communicated.
 Receiver: The person who receives the message.
 Feedback: Confirmation of transfer of the message.
 Noise: The disturbance or problem incurred during the communication process.
Both Marriott Hotels and Radisson Hotels make use of formal and informal communication
within their organization. Formal communication is being done in the organizations through the
channels established by the firm such as emails, notices, meetings, etc. Informal
communication is not channeled by the organization and flows in an informal manner within
the organization (Mumby and Kuhn, 2018). Being a highly functional organization, Marriott
Hotels follow more of formal communication as the employees are required to maintain the
hierarchy rigidly and thus relishes a secure and proper flow of information. However, Radisson
Hotels, informal communication is also used at a higher extent through which they relish higher
employee satisfaction.
It is essential for both the organizations to ensure that the communication system set up in
their organization is working effectively so that a timely flow of information can be done
(Nicotera, 2019). It increases the clarity of the information passed so that its use can be made
at the required areas. Being a part of the tourism industry, an efficient communication system
is a must by these organizations.
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1.4
An organizational structure refers to the outline of an organization according to which activities
are being conducted. An organizational structure defines the roles and responsibilities to be
allotted based on different levels of management (Haveman and Wetts, 2019). Both Marriott
Hotels, as well as Radisson Hotels, follow a hierarchal organization structure through which
they are able to group the employees in accordance with the functions that are to be
performed. The hierarchal structure allows these organizations in following a chain of
command through which they are able to control the activities (Namada, 2018). Through this
structure, the decisions are taken by the top level of management which is then passed down
to a lower level of management.
It is essential for both the firms to maintain a healthy culture within the organization so that
employees are provided with an appropriate environment to work in and support the growth of
the organization (Driskill, 2018). To understand the organizational culture of Marriott Hotels
and Radisson hotels, Schein’s Model of organizational culture shall be studied. In accordance
with this model, the organizational culture in these respective organizations has not been
formed in just one day but has followed a chain of changes through which a highly efficient
culture has been developed. In the following are the three elements based on which these
organizations have developed their culture:
 Artifacts
These factors include the visual representation of the culture such as logos, facilities,
dress codes, the mission of the organization, etc. Through building these features,
employees can understand the culture followed in the firm (Yanow and Adams, 2018).
For instance, in Marriott Hotels, it is essential for employees to be in their uniforms and
follow the rules and regulations strictly.
 Values
These factors include the code of conduct, values, the attitude of employees in the
organization, etc. as per this feature, the values are thought to be within the employees
and they all together develop the culture of the organization (Driskill, 2018). For
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instance, employees of Radisson Hotels hold a positive attitude and are willing to lead to
the organization to its growth with mutual efforts because of which the firm relishes a
healthy organizational culture.
 Assumptions
These factors cannot be measured as they are understood by the employees by
themselves (Yanow and Adams, 2018). Through this feature, organizations are able to
maintain beliefs and values which might not affect the organizational culture but adds
value to its efficiency.
Figure 3: Schein’s Model
[Source: Yanow and Adams, 2018]
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