Report: Developing Manager - Styles, Skills, and Career Development

This report provides a comprehensive analysis of management principles and practices, comparing management styles and leadership characteristics in Thomas Cook Group (TCG) and TUI Group. It assesses self-management skills through a personal SWOT analysis and formulates a self-development plan. Furthermore, it explores strategies for leading and motivating teams to achieve agreed goals, justifying managerial decisions, and recommending improvements. The report concludes with an explanation of how managerial and personal skills support career development, culminating in a detailed personal development plan, offering insights into enhancing personal and professional growth.

THE DEVELOPING MANAGER

CONTENTS
INTRODUCTION................................................................................................................................2
TASK 01............................................................................................................................................3
1.1 COMPARISONS BETWEEN TCG AND TUI ON THE BASIS OF MANAGEMENT STYLES............3
1.2 LEADERSHIP CHARACTERISTICS WITHIN BOTH ORGANIZATION...........................................5
1.3 COMMUNICATION PROCESS IN TCG AND TUI GROUP..........................................................6
1.4 ORGANIZATIONAL CULTURE AND CHANGE IN TCG AND TUI GROUP.......................................7
TASK 02............................................................................................................................................9
2.1 ASSESSMENT OF SELF MANAGEMENT SKILLS PERFORMANCE.............................................9
2.2 PERSONAL SWOT ANALYSIS.................................................................................................10
2.3 SELF-DEVELOPMENT PLAN..................................................................................................10
TASK 03..........................................................................................................................................12
3.1 LEAD AND MOTIVATE TEAM TO ACHIEVE AND AGREED GOAL OR OBJECTIVE...................12
3.2 JUSTIFICATION OF MANAGERIAL DECISIONS MADE TO SUPPORT ACHIEVEMENT OF
AGREED GOAL OR OBJECTIVE AND RECOMMENDATIONS FOR IMPROVEMENTS....................15
TASK 04..........................................................................................................................................16
4.1 EXPLAIN HOW MANAGERIAL AND PERSONAL SKILLS WILL SUPPORT CAREER
DEVELOPMENT..........................................................................................................................16
4.2 PERSONAL DEVELOPMENT PLAN.........................................................................................18
CONCLUSION.................................................................................................................................21
REFERENCES...................................................................................................................................22
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INTRODUCTION
Every organization in different sectors have some specific goals that motivate their employees
to perform effectively. Every task performed by the employees has the sole purpose to achieve
the organisation’s goal. To perform these tasks, strategic plans are required along with proper
supervision that ensures that the entire department within the organization is moving in the
same direction; this can be considered as the roles of managers (Daft, et al., 2010). The
following module helps in understanding the management principles.
Initially, the principles and practices of management behaviour are understood by comparing
different management style and discussing leadership characteristics. Additionally, by
conducting personal SWOT analysis, self-potential is assessed. In the next section, factors that
can be useful for leading and motivating the team are understood. Lastly, a career development
plan is formed based on the self-potential assessment.
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TASK 01
EXECUTIVE SUMMARY
Based on different factors such as management styles, leadership characteristics,
communication process and organizational structure. the following report provides a described
understanding of principles and practices of management behaviours.
INTRODUCTION
For the following report, Thomas Cook group and TUI group is taken under consideration to
comprehend the principles and practices in both the organizations. Thomas Cook Group (TCG)
is global travel company that employ over 21788 employees worldwide; on the other hand
(Thomas Cook, 2013), TUI group is the world largest travel and tourism company that employ
over 67000 employees worldwide (Nardmann, 2017).
BODY
1.1 COMPARISONS BETWEEN TCG AND TUI ON THE BASIS OF MANAGEMENT
STYLES
Management Style
For managing the tasks and resources in the organization like TCG and TUI group, managers use
different methods to ensure the desired outcome that can benefit in achieving the
organizational goals. As per Daft, et al., (2010), there are several types of methods that can be
chosen by the manager based on different factors. These factors include productivity
requirement, team effectiveness, market condition etc. Since both the groups are widely spread
across the globe, their managers use different management styles based on several factors;
however, Comparison based on different management styles are given below:
Management Styles Thomas Cook Group TUI Group
Directive  The managers generally
use this style when a new
 Managers at TUI group
chose directive management
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moderately skilled team
is formed to attain
objectives within a
limited period.
 For instance, during peak
seasons, when stakes are
high as competitors
comes with various
schemes to attract more
customers (Bratton, and
Gold, 2017)
skills when authority gives
specific instructions that
have to be performed
without alteration such as
special discounts during
peak seasons
 Reward and punishment
method is generally used for
motivating the employees
AUTHORITATIVE
 This is used by the
managers for providing
long-term directions and
vision
 Mostly it is used for
completing departmental
goals in the organization
and feedback process is
used for motivation
 For achieving quarterly
goals, managers use this
style for providing clear
directions to the employees
 Here, based on task
performance, motivation is
provided to the employees
PARTICIPATIVE  TCG supports team
efforts and performance
more than individual
performance, thus
manager uses this style to
encourage the team
members to effectively
participate in the decision
 Here managers use this
method when the company
plans to expand in the near
future since every team
member contributes for task
completion, it becomes
easier for the manager to
detect the potential in the
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making
 Generally used when the
market condition is
normal and employees
are skilled
employees (Derengowski, et
al., 2013)
 Based on the performance,
team members get a higher
chance of promotion and
bonuses
COACHING
 As the business expands,
managers require to
develop the skills of new
entrants, therefore,
managers use this style
for guiding them
 Managers use this method
when potential is detected
in employees and require
guidance in determining
their strengths and
weaknesses
.
1.2 LEADERSHIP CHARACTERISTICS WITHIN BOTH ORGANIZATION
For ensuring high productivity from the team, leaders in both the organization have several
traits that help in successful implementation of the plan. As the business is globally spread,
leaders in the TCG and TUI group have developed several traits that ensure high productivity.
Leaders found in both the organizations have similar traits to influence and guide the team
(Northouse, 2018); these characteristics are described below:
 Leaders in TCG and TUI group understand the importance of positive atmosphere in the
team and its impact on member's productivity; therefore, they have a positive attitude
towards tasks and risks, which creates a relaxed environment (Yukl, 2013).
 In the cutthroat competition, the team faces several setbacks, which have a negative
impact on the psychology of team-members; during such situations, leaders tend to
remain calm and align their actions logically to tackle situations. Leaders at TUI group
are more capable and trained to foresee failures and act accordingly
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 It is found that leaders in both the organizations have the tendency to develop the
recognize and develop skills of their employees and guide them with their experience in
developing their strengths (Daskal, 2017)
 Employees can perform tasks only when they have a proper understanding of the vision
and objectives. Defining clear goals to the employees requires great communication
skills that are found in the leaders of TUI group and TCG (Daskal, 2017)
 Leaders at TUI shows commitment, by becoming the most hardworking person, they set
an example that influences their team members in improving their performance
1.3 COMMUNICATION PROCESS IN TCG AND TUI GROUP
The flow of information in any organization involves three major factors, a sender who is
capable in effectively converting their ideas into words or action, a medium through which the
information flows and a receiver capable of interpreting and responding to the message. In
both the groups, several communication processes are used to communicate within the
organizational members and outside world (Cooren, et al.,2011).
Within the organizations, verbal and non-verbal methods are used, where the message is
communicated within departments in the form of e-mail, moreover, to effectively assign the
tasks to employees, face to face communication method is used by conducting meetings and
conferences. TUI group and TCG uses technological advancement in their organizations, which
allows them in manage their business at different locations. E-mail, letters, memo, drafts are
some common form of written communication that is used by both the groups in their
organizations (Law, et al., 2014). TUI and TCG both use separate platforms for
interdepartmental communication. Apart from this, both the company publishes an annual
report that conveys the goals, objectives, milestones and other relevant information for the
stakeholders. Thomas Cook takes feedback and suggestion from stakeholders by conducting
meeting and questionnaire sessions. Whereas, TUI group also uses video conferencing and
surveys in order to reach their stakeholders. Additionally, TCG uses cascade briefings, CEO
Blogs, face-to-face interactive events to improve the communication with their employees;
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‘HeartBeat’ is another initiative started by the company to streamline the employee
communication (Thomas Cook, 2009).
For communicating outside the organization, both organizations use different methods, this
includes using online platforms such as social media, e-mails etc., Television, print media, and
their official website. Recently Thomas Cook Group has implemented a programme where
customers can get better information about the destination, by adding a ‘Local Label’ section on
their website (FINGERPRINTS, 2018). TUI has formed a sustainability committee that ensures
that information regarding the schemes and discounts are communicated to the employees
through various means such as brochures, print media, social media etc. (Nardmann, 2017).
Failing to communicate proper information within and outside the organization leads to
miscommunication and improper use of available resources that leads to lower productivity
and act as a competitive disadvantage.
1.4 ORGANIZATIONAL CULTURE AND CHANGE IN TCG AND TUI GROUP
As the organization forms, its behaviour and values contribute to creating a unique social
environment. Each organization has a different culture based on their vision and values. As the
customers interact with the business, they experience a glimpse of the organizational culture,
which has the direct connection with customer satisfaction (Schein, 2010).
TUI group engages customers and employees with their values that are, ‘Trusted, Inspiring,
Unique’, these values originates from their employees and customers. As per the managers of
TUI group, they follow leadership culture in their organization to inspire and influence their
employees. They are the customer and employee-centric organization and provide services that
are tailored around customers (TUI Group, 2018).
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Figure 1: TUI Values and Vision
[Source: TUI Group, 2018]
Thomas cook, on the other hand, has PROUD values that stand for, pioneering future, result
oriented, obsessed with customer service, united and driving strong decisions. These values are
embedded in the entire organization and employees work based on this to achieve the vision.
Additionally, the organization makes sure that the work culture remains positive and fun
oriented to provide motivation for their employees (Thomas Cook, 2009).
CONCLUSION
The aforementioned report provides a brief understanding of principles and practices of
management behaviour. It can be concluded that both the organisation uses several
management styles and their leaders possess different characteristics that make their
employees productive. Lastly, the organizational culture of TCG and TUI group is also analysed.
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TASK 02
2.1 ASSESSMENT OF SELF MANAGEMENT SKILLS PERFORMANCE
Self-management skills are key factors that are required in order to manage personal as well as
professional life. As per my understanding, self-management skills help an individual to attain
their personal and professional goals and require performing more and better than expected.
There are three keys to self-management that are followed by me, which are, initiation,
organisation, and accountability. Following angles are covered while assessing self-
management skills performance:
 Providing effective and factual feedbacks to their employees is a basic task that has to
be performed by a manager on a regular basis. I observed that my feedbacks are
leaned towards factual data rather than judgemental analysis (Acharyya, 2017)
 While working with a team, asking right questions during discussions to extract
relevant information from the members is a tricky skill that is essential in an effective
manager; this skill requires improvement and with keen observation and practise this
can be improved (Drucker, 2012)
 I have good listening skills that help me in understanding the scenario; employees feel
valued around me and openly share their ideas and views regarding any plan
 I have good observational skills, that helps me in identifying the potential in any
employee and guide them to enhance their performance; additionally, this also helps
me in foreseeing any issues based on the internal and external factors (Acharyya,
2017)
 As per my assessment, another useful aspect that helps me in performing better in the
organization is my tendency of setting achievable objectives and reviewing my
performance at different levels (Certo, 2018)
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2.2 PERSONAL SWOT ANALYSIS
STRENGTHS
 I have creative thinking and approach any task in a logical
way
 I have significant observational skills that help me in
foreseeing the issues that occur in team
 I have adaptive skills and can change my management
style based on situations and requirement
WEAKNESSES
 Fear of public speaking and addressing to major clients
are some major drawbacks
 The tendency to complete tasks as soon as possible
affects my personal life
 When the workload is high, I rush my work which affects
its quality (Rangkuti, 2015)
OPPORTUNITIES
 Marketing conferences that are going to held in next
quarter will provide me with a chance for networking
 With the upcoming holidays, I have the opportunity to
present a plan to attract and serve more customers
THREATS
 Few of my colleagues have comparatively better
communication skills, which makes them a strong
competitor for the managerial position
 Due to staff shortage, the workload has significantly
increased, which negatively affect my performance
(Addams and Allfred, 2013)
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2.3 SELF-DEVELOPMENT PLAN
In order to become a potential manager, based on the personal SWOT analysis conducted in
above module, I require to set and priories the objectives. For the upcoming 8 weeks and based
on the priority from high to low my objectives are listed below:
ACTION REQUIRED IMPLEMENTATION
METHOD
PERSPECTIVE
OUTCOMES
DURATION
Enhance
communication skills
Participate in group
discussions, public
speaking events
Will able to effectively
present my ideas and
plan in front of the
team
6 weeks
Enhance knowledge
By reading
newspapers, and
implementing
different theories and
models in day-day
work
Will keep me up to
date regarding the
global events and
provide a better
understanding of
different
management and
leadership models
Continuous learning
process
Improved
relationship with
stakeholders
By participating in
meetings and
communicate with
clients on a regular
basis
Will provide me with
a better
understanding of
clients and
employee’s point of
view, which will be
beneficial for
planning strategies
5 weeks
(Pedler, et al,, 2013)
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