Leadership and Management Strategies for Dreamy Destination Task 3

This report provides an analysis of leadership and management strategies employed at Dreamy Destination, a travel and tourism organization, focusing on the role of the Contact Centre Operation manager in mitigating risks and improving organizational profitability. The report highlights the use of cost-benefit analysis to assess investment decisions and addresses potential risks such as high investment costs, employee demotivation, and lack of engagement. It further explores change management strategies, emphasizing proper planning, integration of activities, workload management, and evaluation. A detailed learning plan for employees is also presented, outlining learning goals, sources, strategies, and assessment methods. The report concludes by emphasizing the importance of strong strategies to motivate staff and facilitate effective work practices. References to relevant literature are included to support the analysis.

Leadership and management
(Task 3 )

 Introduction
 Main body
 Conclusion
 References
Table of Content

Dreamy destination is a travel and tourism organization which is operating business in
changing environment and managing the activities. In this organization, Contact Centre
Operation manager is playing important role as it assess to General manager how to
mitigate the risks after identification and how to improve the organizational
profitability. This presentation will help to understand role of both manager and
strategies to mitigate the risks.
Introduction

PN1: Cost Benefit analysis is a technique which is uses by management in their
organization for the purpose of identifying cost and profits. As shown in Task 2, for
achieving the goals there is need to make investment of $150,000 approximately for
getting the return of $200,000 which is not sure. These are based on assumption which
can be challenging point for organisation to take risk and operate the business activities
by using new technology.
Main body

PN2: Contact Centre Operation manager: Sir, in achieving above mentioned goals
there is risk of investing high amounts and resources, increasing employees rate
continuously due to de motivation to employees and lack of employees engagement in
organisational goals which are reducing production and profitability.
Continue….

PN3: General Manager: What are the change element and what risk can be arises
while implementing?
Contact Centre Operation manager: Sir, for completing task and attainment of
goals the change management which are analysed by me that to change the technology
and provide the effective training as well as learning programme should be provided to
all employees.
Continue….

PN4: Contact Centre Operations Manager: Sir, change management strategy is
effective to deal with the entire situation. According to me, relevant key factors related
to change management strategy are proper planning, integration of activities of
employees with superiors, management of workload and evaluation.
Continue….

PN6
 General manager: I am impressed from the explanation you made about key
factors about change management strategy. I allow you to work on these and show me
results as soon as possible. Also, prepare a learning plan for employees so to promote
their benefits and minimize losses.
Continue….

Contact Centre Operations Manager: Sir, I have already devised the plan which is as follows:
Continue….
Assessment of learning
needs
Learning goals Learning sources and strategies Constituents evidence of
learning
Target dates
• Improving skills
• working in
comfortable situations
• adopting preferred
learning style
The learning goals are to
improving knowledge,
understanding and adopting
innovative work habits.
The learning sources are mentors,
supervisors and facilitators.
Resources includes texts or libraries
and technology such as video
conference, phone and internet.
Assessment of learning will be
monitored through case notes,
role playing and case studies.
Moreover, performances of each
individual will me evaluated so
to provide knowledge that
learning has occurred.
The target dates are between
November 15, 2020 to March
25, 2021.

From the above conversation it has concluded that for achieving the goals and using
new technology by motivating staff there is need to formulate strong strategies which
can help to motivate the staff and get ready to work effectively.
Conclusion

 Hassi, A., 2019. Empowering leadership and management innovation in the
hospitality industry context. International Journal of Contemporary Hospitality
Management.
 Jefferies, R. and et.al., 2016. Leadership and management in UK medical school
curricula.
References

Thank You