Developing Effective Management Skills: A Self-Assessment Report

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THE DEVELOPING MANAGER

Table of Contents
INTRODUCTION..................................................................................................................4
TASK 1 PRINCIPLES AND PRACTICE OF MANAGEMENT BEHAVIOUR....................................5
1.1 COMPARE DIFFERENT MANAGEMENT STYLES...........................................................7
1.2 DISCUSS LEADERSHIP CHARACTERISTICS...............................................................8
1.3 EVALUATE COMMUNICATION PROCESSES IN SELECTED BUSINESSES....................9
1.4 ANALYSE ORGANISATIONAL CULTURE AND CHANGE IN SELECTED BUSINESSES. .11
TASK 2 REVIEW THE POTENTIAL AS A PROSPECTIVE MANAGER........................................12
2.1 ASSESS OWN MANAGEMENT SKILLS PERFORMANCE..............................................12
2.2 ANALYSE PERSONAL STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS. . .13
2.3 SET AND PRIORITISE OBJECTIVES AND TARGETS TO DEVELOP OWN POTENTIAL......15
LO3 MANAGERIAL SKILLS WITHIN A BUSINESS OR SERVICES CONTEXT.............................16
3.1 LEAD AND MOTIVATE A TEAM TO ACHIEVE AN AGREED GOAL OR OBJECTIVE.........16
3.2 JUSTIFY MANAGERIAL DECISIONS MADE TO SUPPORT ACHIEVEMENT OF AGREED
GOAL OR OBJECTIVE AND RECOMMENDATIONS FOR IMPROVEMENTS........................18
TASK 4 CAREER DEVELOPMENT PLAN...............................................................................19
4.1 EXPLAIN HOW OWN MANAGERIAL AND PERSONAL SKILLS WILL SUPPORT CAREER
DEVELOPMENT.............................................................................................................19
4.2 REVIEW CAREER AND PERSONAL DEVELOPMENT NEEDS, CURRENT PERFORMANCE
AND FUTURE NEEDS TO PRODUCE DEVELOPMENT PLAN..............................................20
CONCLUSION....................................................................................................................22
REFERENCE.......................................................................................................................23
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LIST OF FIGURES
Figure 1: Communication Process...........................................................................................8
Figure 2: SWOT Analysis........................................................................................................12
Figure 3: Maslow's Hierarchy of Needs.................................................................................15
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INTRODUCTION
The report detailed the concept of management and analysis of various theories of
management. The different styles of management are examined by comparing them with
each other. The report helped in reviewing personal managerial characteristics of the
assistant manager of Clayton Crown Hotel London a brand of Dalata Hotel Group. The SWOT
analysis of the personality of the assistant manager is made which helped in analyzing the
areas of improvement. The report tells us the motivational factors through which the
workers can be put to use efficiently. At last the report featured the development plan as
per the present and past performance of an individual.
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TASK 1 PRINCIPLES AND PRACTICE OF
MANAGEMENT BEHAVIOUR
Management is the process of organizing the activities of the organization in order to
achieve the goals set (Business Dictionary, 2018). It is an act of directing and leading the
various sections of the business by managing the resources. The guidance and control that is
required for the execution of a work plan come from management. Managers are the
responsible authority who organize and motivate staff of the organization. They are main
authorizers of a firm who have the responsibility of getting things done in the right manner
(Gartenstein, 2018).
Management theories are the rules set to manage the business organization and provide a
collection of ideas to the managers for controlling and managing a business organization.
These theories increase the productivity of the organization and the quality of services
provided (Hawthorne, 2018). Management theories are based on different assumptions and
visions on how the business is to be run and how the people and systems operate in the
organization (Gartenstein, 2018). The theories of management are explained below:
Scientific Management Theory
The scientific theory of management is developed by Frederick Taylor which is a useful
theory in the 20th century. This theory helps the managers in running the businesses more
efficiently by using the data and calculating the process in numerical terms (Caramela,
2018). Assumptions of the theory are that efficiency is the main aim of labor and thought,
human judgment cannot be superior to Technical calculation, clear thinking cannot be
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accompanied by subjectivity, expert guide the decisions and affairs of the citizens.
Drawbacks of the theory are lack of unity of command in this theory which leads to
confusion and mismanagement and this theory focuses on particular individual and the
whole team which is an irrelevant approach as the organization operates with the efforts of
the whole team and not only on individual work.
Bureaucratic Management Theory
Max Weber develop the bureaucratic management theory which used the scientific
management theory of Frederick Taylor and applies this to human resource management.
This theory puts emphasis on the roles and duties to be to employees and management
which is a systematic approach to organizing the human resources of the organization
(Caramela, 2018). Drawbacks of the theory are that the theory does not provide flexibility
for human creation and innovation, the benefits of open communication is hindered in the
theory which reduces the efficiency of the business enterprise and this theory stresses on
building procedure-oriented organizational structure rather than goal-oriented.
Human Relations Theories
Human relation theory was developed by Professor Elton Mayo in the early 1920s which lays
emphasis on the capabilities of human resources of the business. The development of
human resources is aligned with the goals of the organization in this theory (Perry, 2017).
Drawbacks of the theory are that the theory believes that human resources are motivated
only by social rewards which are not correct as employees can be motivated by other
factors also. The theory assumed that the workers can be satisfied by providing fridge
benefits to them which will lead to productivity which is not always true.
Administrative Theory
Administrative or management is given by Henry Fayol which include 14 principles of
management. With the help of these principles, he concluded that the employees of the
company can be interacted by the management by commanding, coordinating, controlling,
organizing and planning (Krenn, 2017). Drawbacks of the theory are that the structure of
formal organizations is described by Fayol, he saw the employer as paternalistic and there
was no focus on issues such as individual versus general interest, remuneration and equity
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and Fayol took rational organizational structure issues and not in terms of adapting
structures.
1.1 COMPARE DIFFERENT MANAGEMENT STYLES
Management styles are important for the leaders as well as for the entrepreneurs.
Following are the types of management styles (Kokemuller, 2018).
Autocratic style:
Autocratic style of management includes decisions taken unilaterally by the managers
without regard than for the subordinates. There are two types of autocratic leaders: the
leader who closely supervises the work of its subordinates and makes unilateral decisions is
known as director dictator and the one who also takes unilateral decisions but helps his
subordinates in carrying out their work is known as a liberal dictator.
Coaching Style:
In this style, the managers are concerned with developing the skills of their employees by
training them properly to an optimum performance level. This is done through continuous
communication, feedbacks, appraisal, review and monitoring mechanism. The cultural
emphasis of the organization is the development of the employees.
Participative management style:
Participative management style is known as a democratic style of management where the
manager asks for the participation of their subordinates. This style of management works
very well in motivating the employees who want to take part in the decisions of
management. Limitation of this style is that the subordinates may not respect their
superiors and there are possibilities of delay in decision making.
Laissez-faire leadership style:
This style is similar to the participative style where the subordinates are asked to put their
efforts in the decision-making process. The only difference between the two is that this style
is more liberal than the participative style where the managers give full freedom to the
employees and believe in their capability without doing any intervention in their work.
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1.2 DISCUSS LEADERSHIP CHARACTERISTICS
Leadership is the personality skill of the leader who has wisdom, integrity, and presence. It
is the combination of intangible and tangible traits of the manager who knows his strengths
and weaknesses. Following are the characteristics and qualities of a good leader who is
necessary for a successful organization:
Lead with passion:
A good leader not only works himself by passion but also motivates his subordinate and fill
them with enthusiasm and passion. When the employees are motivated by their leaders
they work more productively (McGurgan, 2018).
Communication:
Leaders understand the importance of communication and he knows how to communicate
with his superiors as well as subordinates. He is always available for any problem faced by
his staff and conducts a timely meeting when there is any change in the management or the
plan (McGurgan, 2018).
Decisiveness:
Leaders are the responsible authority who takes many decisions of the organization from
time to time. They know the cons of any wrong decision and are ready to be accountable for
their actions. The leaders who are not capable of taking decisions wisely are inefficient
leaders (Fries, 2018).
Integrity:
An excellent leader has excellent integrity when it comes to his work as well as his rewards.
He does things which are right even though when it does not seems best for his projector
for a particular situation. He gives proper credit to his staff for their work, accepts his own
mistakes and put quality in work as his first priority (Fries, 2018).
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1.3 EVALUATE COMMUNICATION PROCESSES IN
SELECTED BUSINESSES
Communication is the backbone of an organization which can promote or hinder the
effectiveness of the business that is to be done. Communication is of various types which
are included in internal and external communication (Leonard, 2018).
Figure 1: Communication Process
[Source: Pascal, 2018]
Internal, upward communication is in the form of reports, surveys, templates and other
resources which comes from subordinates to superiors.
Internal, Downward Communication is in the form of a letter, orders, verbal directives or a
memo that comes from a superior to one or more subordinates
Internal, Lateral Communication is cross-department communication which is done among
the co-employees of the same level in the form of talking, messaging and emailing.
External Communication is the communication don with the outside entities and external
parties for partnerships, collaborations, and other business needs.
Good communication needs the participation of all the members of the organization to
work as a team. The communication process is explained below (Wroblewski, 2018).
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Formulate an Idea: The step in the process of communication is the formulation of an idea
or a message that is to be delivered. The message may be in the form of “good news” or
“not-so-good-news”.
Encode and Develop the Message: Encoding is the method of translating the idea into the
message. This is the step where the message is formed by the officials of the company that
is further moved towards the communication process.
Message Travels over a Medium: After encoding the message is delivered to the medium
through which it is to be sent to the receiver. There are various mediums or methods of
communication such as-
 Face-to-face
 E-mails conversations
 Business meetings
 Social media
 Team messaging
Recipient Receives and Decodes Message: This is the most important step of
communication where the effectiveness of communication depends on the decoding of the
message by the receiver.
Feedback from Recipient Concludes the Process: Asking for the feedback is most important
of all which gives the knowledge of whether the message was properly understood or not. It
provides the improvement areas for the next session of communication.
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1.4 ANALYSE ORGANISATIONAL CULTURE AND CHANGE
IN SELECTED BUSINESSES
The organizational structure is the hierarchy under which the business operations are
carried on. The cultural environment of the business is based on the organizational structure
which needs to change with the change in the organizational structure (Bianca, 2018).
Change the Structure at All Levels: In the customer-driven model introduced by Taco Bell,
he said that with the change in every level of the organizational structure, cultural
environment of the enterprise changes.
Change Role Assignments: It is another method of changing the culture of an organization
by reassigning roles of the experts or specialists of the business in each department.
Employee Involvement: Changes are sometimes introduced in the cultural environment of
the organization in order to increase the involvement of the employees in the important
matters of the organization.
Strong Culture: A company with strong organizational faces no difficulty in introducing
changes in the cultural environment of the company. The employees of such organization
are highly committed towards their work and follow their team in the situation of any
change.
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TASK 2 REVIEW THE POTENTIAL AS A
PROSPECTIVE MANAGER
INTRODUCTION
In this report, my managerial skills as the manager of hotel Clayton Crown in London is
analyzed by me. Further, I have done the SWOT analysis of myself by focusing on my
strengths, weaknesses, opportunities, and threats.
2.1 ASSESS OWN MANAGEMENT SKILLS PERFORMANCE
While working as an assistant manager of Hotel Clayton Crown in London I have assessed
some following skills of myself.
Management Abilities
I have the skills of managing the employees as well as the customers of the Hotel. I like to
ask for the participation of my subordinates and take their opinions as well. I possess
participative management skill.
Personal Abilities
I have very good command on many languages which shows my ability to diversification in
different fields. Also, I am very good at communication and has a habit of taking feedback
from the customers. Integrity is another personal quality which I possess as I believe in
doing what is right. This quality helped my Hotel in gaining loyal customers and increased
the popularity of my hotel.
Leadership Abilities
While working at the hotel I subsequently developed by leadership skills over the time. Now
I can manage a reasonably large team and a group of subordinates working under me. I
keep things well-organized and get the work done by my staff on time. This helped the hotel
in less wastage and time utilization in a productive manner.
Technical Abilities
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