Management and Leadership Strategies for Imperial Hotel Report

This report provides an in-depth analysis of management and leadership challenges at the Imperial Hotel. It explores various management theories, including contingency, system, and chaos theories, and examines their application in addressing issues such as negative work culture, high sick leave rates, and poor attendance. The report delves into the importance of leadership styles like autocratic and participative styles and their impact on employee motivation and performance. It also highlights the role of human resource management in addressing cultural gaps and implementing performance standards. Furthermore, the report emphasizes the significance of strategic integration and synergy in human resource practices, and the implementation of effective leadership to boost the performance of the hotel. The analysis includes recommendations for improving the hotel's internal environment, employee training, and overall business structure to achieve competitive advantage.

Running Head: INTRODUCTION TO MANAGEMENT
INTRODUCTION TO MANAGEMENT
Name
Institution

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During the 21st century, the managers began coming to grips when they realized that most
experts had computers on their telephones and desks and in their pockets. From that moment, the
managers started to face contemporary challenges in business. Problems such as market forces,
issues of people, leadership competencies, alternative learning and teaching methods, providing
accurate and timely feedback, the creation of realistic practice opportunities and so on impact
large on hotels and managers. The managers need to make strategies based on the improvement
in business structure of London’s Imperial Hotel. Due to high competitive market, the managers
and leaders are preparing themselves by gaining more knowledge which is their biggest
challenge of all. On the other hand, the manager needs to apply theories and hypothesis based on
management for the growth of the hotel (Grint, 2014).
Review of management theories for Negative work culture amongst the staff with high
levels of sick leave and poor attendance
Management theories such as contingency theory, system theory, and chaos theory as well as
theory X and theory Y helped the managers to gain sustainability and stability of the company.
These management approaches are implemented to help increase service quality and productivity
of the Imperial Hotel. For example, system theory is a broad outlook that allows managers to
study and examine the events and patterns in the hotel. Moreover, these principles also helped
the managers to synchronize programs to work as a shared whole for the overall objectives of the
company rather than for remote departments.
People from all over the world with diverse culture are recruited in hotel Imperial by a human
resource manager. During working hours, cultural issues occur among the employees. For
example, an employee from Spain and an employee from Indonesia cannot understand each
other’s language. Consequently, conflict may arise between them. The problem is called

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communication problem. It is not possible for a human resource manager to teach both about
each other’s country’s mother language. Therefore, the human resource managers must create
appropriate strategies by which both the employees can understand each other using any gestures
(Institute Of Leadership & Management., 2016). The managers can also fix a language such as
English by which all the staff of that particular company can communicate with each other
quickly.
Analysis of negative work culture amongst the staff with high levels of sick leave and poor
attendance In Imperial Hotel
Most of the hotels are facing serious issues such as negative work culture amongst the staff with
high levels of poor attendance and sick leave. It happens due to lack of motivation and
knowledge about the work. Therefore, these hotel needs a leader who could motivate and inspire
the employees and supervise them towards goals and objectives of Imperial. The hotel must
appoint an experienced leader for this position. So the leaders need to increase their leadership
competency level. The leaders need to follow leadership theories such as transformational or
great man leadership theories (Liao, 2017). With the help of these ideas, the employees can be
motivated. The teams of Imperial should be developed according to the strategies and plans
made by the leader. Ethical issues such as communication and cultural gap must be solved by the
leader, and for that, the employees need training sessions.
According to me, the manager of a company needs to address the hotel issues by establishing
performance standards, measuring and improving the performance level of employees and staff,
proper application of hotel structure and adopting different styles in leadership. I researched that
top managers should control their company by establishing certain standards based on
performance. Moreover, these performance measures are often just more clearly define

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objectives of a company. The managers also use performance appraisals to discuss where the
employees exceed or fall short on performance (Hoch and Dulebohn, 2013). The executives of a
particular business should strive to create hotel structures that best meet their requirements.
These methods are very useful for measuring the performance of the firm. The training sessions
and recruitment of skilled workers and employees are managed by a human resource manager.
Therefore, the human resource manager of Imperial Hotel must take interviews and provide
training sessions to the employees who lacks skills and knowledge about the job. Strategic
integration, synergy and fit are the fundamental components running through the human resource
management theory. First of all, various human resource practices should be a complement and
coherent each other. Next, there should be fit between the intelligible sets of human resource
practices and other systems within the company. At third, the operation of the human resource
should be in line with the business (Hoch and Dulebohn, 2017). At last, the system of human
resource adopted by a particular business firm should be compatible with its operating
environment.
Implementation of management and leadership styles
Different types of leaders exist in a particular workplace. Therefore, various leaders need
different leadership styles to motivate and control the employees. Some styles are given below:
Autocratic Style: The leaders of this particular leadership styles allows themselves to make
decisions alone without the input of others. I believe that these managers possess total authority
and they impose their will on employees (Hoch and Dulebohn, 2017). Moreover, no one
challenges the decisions of an autocratic leader. Autocratic leadership style benefits employees
who need close administration. The main problem is the productive employees who like to be in
a group meeting dislikes this leadership style. They are more inclined to participative style.

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Participative Style: Participative leadership style is also called democratic leadership style.
These leaders take input from the other members of a particular group. The responsibility of
making the final decision rests with the participative leaders. These leaders boost the morality of
employees since the actions of the employees are listened carefully by these leaders (SETHIBE
and STEYN, 2017). It causes them to feel as if their opinion matters. Participative leadership
style is useful while making decisions within a short period.
The decisions are taken by the management department of a hotel impacts largely in the
performance of business. A proper and a favorable decision helps in improving the performance
of the employees as well as the firm. An excellent internal environment of an hotel also supports
to retain the potential customers and thus helps in achieving competitive advantage (SETHIBE
and STEYN, 2017). A good internal management also helps in making trust and loyalty from the
customers.

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References
Grint, K. (2014). Leadership, management and command. 1st ed. [Place of publication not
identified]: Palgrave Macmillan.
Hoch, J. and Dulebohn, J. (2013). Shared leadership in enterprise resource planning and human
resource management system implementation. Human Resource Management Review,
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Hoch, J. and Dulebohn, J. (2017). Team personality composition, emergent leadership and
shared leadership in virtual teams: A theoretical framework. Human Resource Management
Review.
Institute Of Leadership & Management., (2016). Introduction to leadership. 1st ed. [Place of
publication not identified]: Routledge.
Liao, C. (2017). Leadership in virtual teams: A multilevel perspective. Human Resource
Management Review.
SETHIBE, T. and STEYN, R. (2017). THE IMPACT OF LEADERSHIP STYLES AND THE
COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE
BEHAVIOUR. International Journal of Innovation Management, 21(02), p.1750015.