Developing Manager: An Analysis of Managerial Skills in Hospitality

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The Developing Manager

Table of Contents
Introduction......................................................................................................................................1
1.1 Compare different management styles..................................................................................2
1.2 Discuss leadership characteristics..........................................................................................3
1.3 Evaluate the communication process in a selected business.................................................4
1.4 Analyse changes in culture and organisational changes........................................................5
LO2..................................................................................................................................................7
2.1 Assess own management skill performance..........................................................................7
2.2 Analyse personal strengths, weaknesses, opportunities and threats......................................8
2.3 Set and prioritize the objectives and targets to develop own potential..................................9
TASK 3..........................................................................................................................................11
3.1 Lead and motivate a team to achieve an agreed goal or objective......................................11
3.2 Justify managerial decisions made to support the achievement of agreed goal or objective
and recommendations for improvements...................................................................................11
TASK4...........................................................................................................................................13
4.1 Explain how own managerial and personal skills will support career development...........13
4.2 Review career and personal development needs, current performance and future needs to
produce development plan.........................................................................................................14
Conclusion.....................................................................................................................................16
References......................................................................................................................................17

LIST OF TABLES
Table 1: SWOT analysis of assistant manager................................................................................8
Table 2: Career Development Plans..............................................................................................14

LIST OF FIGURES
Figure 1: picture of hotel Hilton......................................................................................................2
Figure 2: Picture of Marriott hotel...................................................................................................3
Figure 3: Handy's Model of organizational culture.........................................................................5
Figure 4: SMART objectives...........................................................................................................9

Introduction
This report has reviewed the potential of managers through an analysis of managerial skills in
context to organisations belongs to hospitality industries. Hilton and Marriott are considered in
task 1 in which Hilton is a global brand that operates its business with more than 500 hotels
across different parts of the world. Marriott is a leading multinational hospitality organisation
that offers its services in more than 100 countries through its properties, hotels and resorts.
Moreover, in task 2, Clayton crown hotel is taken while in task 3, a case study of Frankie and
Benny’s restaurant is considered in which the effectiveness of the team is analysed. The role of
managerial and personal skills is identified at the end, for the career development of a manager.
In this report, SWOT analysis helps the managers to evaluate their performance and identify
their lacking areas so that required improvements can be implemented.
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1.1 Compare different management styles
Management consists of various activities regarding planning, organising, controlling and
administering so that the common goal of the business organisation can be effectively attained. A
particular way of managing organisational activities is considered as a management style.
Management styles vary, as per different persons, levels of management, and organisation.
Presently, management’ styles of hotel Hilton and Marriott are compared as are:
Management style adopted in Hotel Hilton
Hilton is serving its hospitality services in more than 90 countries, and therefore, in every hotel
managers of Hilton have adopted innovative management styles that suits there working
environment. The most common management technique of motivating employees towards their
work is performance appraisal, in which the performance of manpower is evaluated, and rating is
done as per the set benchmark (Hilton Hotel, 2018). Hence, accordingly, In addition, there are a
“happy employees awards” which is provided to those individuals in the Hilton who serve the
customers with pleasing attitude and calm behaviour. This award ensures that every employee
strives to excellence in a healthy and happy environment. There is a “special weeks” program for
every department in the Hilton that ensure that employees of each department get appropriate
training and learning sessions so that they can attain their objectives with more efficiency.
Figure 1: picture of hotel Hilton
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Management style adopted in Hotel Marriott
Figure 2: Picture of Marriott hotel
This hotel has adopted the contingency management theory as it is flexible to different strategic
decisions and pertains to different employees in the organisation. Marriott gives higher
importance to its employees, as they are the main contributor to its brand development at the
international level. Managers arrange brainstorming sessions where employees are encouraged to
participate and share their creative ideas on key issues (Girma, 2016). This helps to enhance
productivity and excellence in performance, along with creating a happy and enthusiastic
working environment. In Marriott, managers are aware that employees are required to be
awarded some level of responsibility so that they can attain their targets to enhance profitability.
1.2 Discuss leadership characteristics
For this task Hilton Plc and British Airways is taken into consideration. Leadership styles
adopted in this organisation is directive and participative. A brief discussion of the leadership
characteristics has been mention below:
In the context of Hilton, generally democratic leadership style is followed by the leaders. In this
leadership style, leaders encourage employees to participate in the decision-making process of
key issues and motivate them to perform their tasks with creativity. The leaders in Hilton allow
subordinates to identify different ways of attaining targets; however, there is limited control on
their activities is kept (Odumeru and Ogbonna, 2013). Employees in the Hilton are required to
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attend regular training sessions that groom up their current potential and make them more
specialised in their tasks. Democratic leadership style is more fruitful when employees pose
specialised knowledge in performing their job.
The leadership style adopted in Marriott is autocratic in nature, in which leaders supervise the
activities of the employees and ensure that they perform their tasks as per the instructions given
to them. There is a disciplined hierarchy followed in the organisation so that the efforts of the
team can be coordinated to attain the organisational goals of profitability. Leaders are passionate
and committed towards their work in the Marriott that inspire their subordinates to focus on their
goals through hard work (Al-Ababneh, 2013). Autocratic leadership does not allow employees to
participate in a vital decision-making process. However, in some areas, the democratic
leadership style is also followed.
1.3 Evaluate the communication process in a selected business
In an organisation, communication refers to the transmission of information from one department
to another to ensure better conversation and effective sharing of vital data. Internal strength of
the employees and positive relations largely depends on the excellence level of communication
in Hilton (Chathoth et al., 2013). There are various modes of communication used by the Hilton
that vary as per the needs arise in the internal working environment:
Communication: On the basis of structure
A standardised format is used to ensure formal communication within the working environment
of the Hilton hotel. Formal channel ensures the exchange of information within the employees
smoothly so that work can be performed without any interruptions. Informal communication is
the unofficial form in which information is exchanged between the individuals without following
defined rules, processes and formalities of the hotel.
On the basis of Lines of communication
When employees of the hotel are needed to communicate to the top management, then, upward
communication is followed. For example, weekly meetings are conducted in the Hilton that
allows employees to convey their queries and issues regarding the job to the top management.
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However, it is followed by sending e-mails to the designated top management (Jani and Han,
2014).
High level of management shares information to the staff members of the Hilton with the help of
downward line communication. For Example, conferences, notice boards, e-mails, etc. are the
medium of exchanging such information.
The employees of the same level of department utilise horizontal communication through
group discussions, e-mails, etc. This helps to create a positive and healthy environment in the
organisation. While the vertical line of communication is utilised when different levels of
employees in the hierarchy are required to communicate.
1.4 Analyse changes in culture and organisational changes
Different types of organisational cultures as per Handy’s model:
Figure 3: Handy's Model of organizational culture
Power Culture: Power culture in an organisation ensures power is kept in the hands of few
individuals, which control the activities of other staff members.
Task Culture: This type of culture ensures that team members align their activities to
accomplish the goals of a specific project.
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Role Culture: In this type of culture, roles and responsibilities are clearly defined, and power is
delegated as per the position of the individual.
Person Culture: Person-oriented culture considers the manpower as vital for the business, and
therefore the power lies as per the expertise and proficiency of the individuals (Chou, 2014).
Hilton is an international brand in the hospitality sector, and therefore its employees have to
interact with millions of people to create a good relationship with them. Hence, Hilton has
created its working environment that supports role culture among the employees. In such a
culture, detailed rules and policies are provided to the employees that direct their behaviour and
attitude in the hotel. Appropriate formal procedures are defined that regulate employees’
interactions with the different departments and event to the customers. Employees manuals are
provided that demonstrate the workflow and decision-making process (Luck and Lancaster,
2013).
Hilton has eradicated traditional long hierarchical structure that has created a working
environment of direct communication among the manpower across different levels of the
organisation. This has helped the hotel to become more productive and efficient in the service
industry. Direct communication leads to boosting up of high morale among the employees, as
they can effectively conversant with their top management (Dawson et al., 2014). In addition,
employees are allowed to involve in various matters and suggest their opinions in key areas. This
develops a creative working environment in the organisation.
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LO2
2.1 Assess own management skill performance
Timely evaluation of personal skills is essential to identify the strength and weakness of the
individual. As an assistant manager, I have developed my potential while working in the Clayton
Crown Hotel; however, I also lack in some of the areas. Following are the assessment of my
performance skills:
Management Skills
As an assistant manager, I ensure that all the tasks get effectively done through subordinates.
This requires proper guidance and support to them along with strategic decisions of allocating
the tasks to the employees as per their specialisation (Aissa and Goaied, 2016).
Leadership Skills
I lead my team members with full of commitment and hard work. This inspires my team
members to perform their tasks enthusiastically so that organisational goals can be effectively
attained. I encourage my subordinates towards the betterment of their performance through the
effective approach of performance appraisal and rewards.
Personal Skills
I ensure that a friendly working environment exists in the Clayton Crown Hotel, through creating
a regular conversation with my team. In addition, periodically healthy discussions, informal
meetings, etc. are conducted that enables employees to share their values, philosophies, and
beliefs among them that create an effective relationship among them (Tavitiyaman et al., 2014).
Organisational skills
Responsibilities are delegated to the subordinates with some amount of power, and this helps
them to take their own decisions in some matters. However, I properly control their activities by
supporting them in completing their tasks with efficacy.
Decision making and planning skills
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Planning is done in advance before initiating for any tasks, as it helps me to identify the potential
risks and errors in the proposed project. Also, planning helps to set the deadlines within which all
the tasks must be completed to attain a competitive advantage in the hospitality market (Block,
2016).
2.2 Analyse personal strengths, weaknesses, opportunities and threats
The identification of personal strength and weakness can effectively be analysed with the help of
SWOT analysis. With an effective approach of SWOT analysis, an individual can identify their
weakness and threats and improve their skills that lead to professional growth (Addams and
Allfred, 2013). Following is the SWOT analysis of me as an assistant manager in Clayton Hotel:
Table 1: SWOT analysis of assistant manager
STRENGTH WEAKNESS
 My strong communication skills help
me to influence staff members and
customers positively.
 I am proficient in risk identification
and management technique, as I have
gained relevant experience in my
previous job.
 I am polite and friendly with mu
colleagues and employees that enable
them to share their ideas and queries
without hesitation.
 I am a good listener (Vicky Webster
and Martin Webster, 2019).
 Public speaking skills are essential for
a manager, but I feel nervous while
delivering my speech among large
public.
 I have not experienced in a field of
marketing that affects my marketing
skills negatively.
 Inefficient time management skills
affect my performance.
OPPORTUNITIES THREATS
 There are various educational and
vocational programs from which I can
 Increased workload has created a high
pressure and stress in my working life.
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