Leadership and Management Skills: Report on Hazev, Haz and Taz

This report provides an analysis of leadership and management skills, focusing on hard and soft skills necessary for success in the service industry. The report examines the current and future requirements for managers and employees, including the importance of analytical thinking, risk analysis, and communication. It highlights the significance of adapting to change, particularly with the implementation of digital technology, and discusses the need for skills such as data mining and persuasion. The report also addresses the challenges of change management and the importance of fostering an organizational culture that supports technological advancements. The conclusion emphasizes the need to understand the current skills to effectively prepare for future demands and successfully implement changes within the organization. References are provided to support the analysis.

LEADERSHIP AND
MANAGEMENT FOR
SERVICE INDUSTRIESTask 3

Table Of Contents
 Introduction
 Current Management and Leadership Hard Skills
 Soft Skills
 Future Management and Leadership Skills
 How this skill could be achieved
 Managers Dealing with Change
 Conclusion
 References

Introduction
• Hard Skills refer to those skills or capabilities within an individual which could
effectively be measured, like foreign language proficiencies, computer
programming, etc.
• On the other hand, soft skills are the ones which are associated with personal
traits of individuals, such as leadership and teamwork. Both of these skills are
necessary for employees in response to change.

Current Management and Leadership Hard Skills
• Analytics: One of the most evident management skill
which is found in the staff of Hazev, Haz and Taz is
analytical thinking.
• Risk Analysis: Employees as well as the managers of
Hazev, Haz and Tas perform risk analysis to determine
the need of change and best alternative to implement
change within the company.
• Politics: If used effectively, this could be an essential

Soft Skills
• Communication: An effective leadership soft skill present in managers of Hazev,
Haz and Tas is communication skill.
• Flexibility: While business environment is dynamic, it induces changes in the
structure and functioning of the organisation.
• Patience: It is essential for employees working in service sector to possess patience
in terms of effectiveness witnessed through change.

Future Management and Leadership Skills
• Digital Technology has been an important component in recent times where
service industry organisations are concerned.
• With its implementation in Hazev, Haz and Tas, it has effectively carried out
need for its staff to develop new soft and hard management and leadership skills.

Continue…
• Data Mining: This skill is very much important for managers and employees of
Hazev, Haz and Tas to effectively collect accurate and precise data for the
organisation.
• Persuasion: Perhaps one of the most crucial skill to be developed for digital
technology is persuading the employees to work towards supporting the change
and implementing digital technology in Hazev, Haz and Tas.

How this skill could be achieved
• Both the skills could be achieved in Hazev, Haz and Tas by developing an
organisational culture which is in favour of changes, especially in terms of
technology. This is because with changing market and new advancements, it is
essential that employees and managers stay ahead to manage their firm better and
provide effective customer service.

Managers Dealing with Change
• According to the finance manager of Hazev, Haz and Tas, change within the
organisation in terms of digital technology caused resistance.
• It is natural as employees become accustomed to work in a specific way.

Conclusion
Thus, it is essential to gather a grasp at the current leadership and management hard
and soft skills which effectively helps in determining future requirements of the
same. It would help in better response to change and implementation of digital
technology.

References
 Rupam, K., Ali, F. and Kashif, H., 2018. Empowerment in hospitality service
leadership: a moderated mediation approach. Asia-Pacific Journal of
Innovation in Hospitality and Tourism. 7(2). pp.21-38.
 Mardani, A. and et. al., 2016. Proposing a new hierarchical framework for the
evaluation of quality management practices: a new combined fuzzy hybrid
MCDM approach. Journal of Business Economics and Management. 17(1).
pp.1-16.