Developing Manager: A Comparative Study of Marriott and Hilton

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THE DEVELOPING MANAGER

Table of Contents
INTRODUCTION...........................................................................................................................................3
TASK 1..........................................................................................................................................................4
AC 1.1 COMPARISON BETWEEN MANAGEMENT STYLES OF MARRIOTT INTERNATIONAL AND HILTON
WORLDWIDE...........................................................................................................................................4
AC 1.2 LEADERSHIP CHARACTERISTICS OF THE ORGANISATIONS............................................................6
AC 1.3 COMMUNICATION PROCESS USED IN MARRIOTT INTERNATIONAL AND HILTON WORLDWIDE..7
AC1.4 ORGANIZATIONAL CULTURE AND CHANGES IN THE MARRIOTT INTERNATIONAL AND HILTON
WORLDWIDE...........................................................................................................................................9
TASK 2........................................................................................................................................................11
AC2.1.....................................................................................................................................................11
AC2.2 PERSONAL SWOT.........................................................................................................................13
AC2.3 SETTING AND PRIORITIZING OBJECTIVES AND TARGETS.............................................................14
TASK 3........................................................................................................................................................15
AC3.1 WAYS TO LEAD AND MOTIVATE EMPLOYEES TO ATTAIN OBJECTIVES AT CLAYTON CROWN
HOTEL....................................................................................................................................................15
AC3.2 MANAGEMENT DECISIONS TO SUPPORT SET GOALS AND RECOMMENDATIONS FOR
IMPROVEMENT......................................................................................................................................17
TASK 4........................................................................................................................................................19
AC4.1 MANAGERIAL AND PERSONAL SKILLS THAT SUPPORT CAREER DEVELOPMENT PLAN................19
AC4.2 REVIEWING CAREER AND PERSONAL DEVELOPMENT PLAN........................................................21
CONCLUSION.............................................................................................................................................24
REFERENCES..............................................................................................................................................25

TABLE OF FIGURES
Figure 1: MANAGEMENT STYLES.................................................................................................................5
Figure 2: COMMUNICATION PROCESS.........................................................................................................8
Figure 3: HANDY'S CULTURAL MODEL.......................................................................................................10
Figure 4: MASLOW HIERARCHY OF NEEDS MODEL....................................................................................17
Figure 5: MOTIVATION THEORIES..............................................................................................................18

INTRODUCTION
Travel and tourism industry is very popular and prominent today and in order to understand
the growth of the industry and to make sure the sustainability of the industry, it is necessary to
evaluate the management and leadership styles of the organisations (Evans, 2015).
In this assignment, two organisations, Marriott International and Hilton Worldwide are taken
as the case-study and comparison between their management and leadership styles and their
communication style and organizational culture is made in order to understand the working of
the hospitality industry (Matthews, 2016). With the case of Clayton Crown Hotel in London, a
reflective report on the skills of management and SWOT analysis on prospective manager are
laid down. Afterwards, a managerial report is presented on the leading and managing a team
and the decisions are taken to fulfil the goals. In the last task, a reflective report is produced
and a career development plan is designed to review the performance.

TASK 1
As the Assistant Duty Manager at Clayton Crown Hotel, a report is prepared to compare
management styles and leadership features and communication processes of Marriott
International and Hilton Worldwide in order to understand the managerial practices.
AC 1.1 COMPARISON BETWEEN MANAGEMENT STYLES OF MARRIOTT
INTERNATIONAL AND HILTON WORLDWIDE
In the organisations, management style refers to the way in which managers motivate the
employees, guide them, implement plans and delegate work to the employees in order to
achieve the objectives. Managers use several styles of management depending on the structure
of the organization, type of tasks, nature of employees and leader and other such features
(Bratton and Gold, 2017). Through the case studies of the taken organisations, the styles of
management are given below:
Figure 1: MANAGEMENT STYLES
Source: (Bratton and Gold, 2017)
MANAGEMENT STYLES OF MARRIOTT INTERNATIONAL
In Marriott International, managers use Consultive style of management as the organization
believes in a good relationship between employees and management and feels that through
consultation better and innovative ideas can come that can lead to the development of the
organization but the final decision is taken by the managers. When there is more workload and

some major decisions and policies are implemented for the organization, the company shifts to
an autocratic style of management in order to achieve the objective and to motivate the
employees and to show the management authority (Anderson and Sun, 2017).
MANAGEMENT STYLES OF HILTON WORLDWIDE
Hilton Worldwide uses a participative management style in which employees participate with
the manager in the decision-making process. Through this type of management style, the
organization believes in the culture of teamwork and motivating employees (Bratton and Gold,
2017). The use of affiliative style of management is done in Hilton Worldwide in order to
develop the sense of belonging in the employees and to avoid conflicts but when there is the
need such as major workload and poor employee performances, the management style shifts
to persuasive in which the managers persuade the employees that the decision taken by them
is correct (Anderson and Sun, 2017). In this way, the management styles of both organizations
are different and the organisations use different management styles according to the situation
of the company.

AC 1.2 LEADERSHIP CHARACTERISTICS OF THE ORGANISATIONS
Leadership is the process practised by the leaders of the organization in order to lead, guide
and motivate people of the organization through effective communication and by setting
examples. Leadership is a practical skill and it helps the employees in the personal as well as
professional development.
Leadership qualities
The qualities of good leaders are their commitment towards work, inspirational, good
communication skills, intuitive and so on. These qualities together form characteristics of good
leadership that can help the employees and organization to achieve desired results (Mencl,
Wefald and van Ittersum, 2016).
LEADERSHIP CHARACTERISTICS AT MARRIOTT INTERNATIONAL
The leadership characteristics at Marriott International is transactional where different
motivational factors are utilized to ensure effective management such as rewards and
incentives for better work, performance management, duty and work management. These
motivational factors lead to job satisfaction and encourage employees to perform well. The
leadership style is used to boost the employee morale and to motivate them to perform better
for good rewards and this also makes employees feel valued within the organization (Mencl,
Wefald and van Ittersum, 2016).
LEADERSHIP CHARACTERISTICS AT HILTON WORLDWIDE
In Hilton Worldwide, the democratic style of leadership practices is employed that enables
employee participation and harmonious work environment. This type of leadership style leads
to better and innovative ideas that help in the development of the organization. Hence, the
leadership characteristics at Hilton Worldwide motivate the employees to actively participate in
the activities of the organization and this leads to better and effective management (Mencl,
Wefald and van Ittersum, 2016).

AC 1.3 COMMUNICATION PROCESS USED IN MARRIOTT INTERNATIONAL AND
HILTON WORLDWIDE
Communication is the process of sending and receiving the message in the form of verbal and
non-verbal forms. The main components of communication are sender, receiver, channels,
noise, feedbacks, etc. There are formal and informal modes of communication.
COMMUNICATION PROCESS
The communication process is a continuous process where a message is sent from the sender
to the receiver. There are a set of steps that include in the communication and those steps form
a communication process and there can be many different types of communication processes
but the most common one is depicted in the figure below:
Figure 2: COMMUNICATION PROCESS
Source: (Adler, Rodman and Du Pré, 2016)
COMMUNICATION PROCESS AT MARRIOTT INTERNATIONAL
The communication process used in Marriott International is via e-mails, presentations, written
forms, meetings and other such modes. As the formal mode of communication is followed in
the organization, the communication is effectively done through different mediums (Adler,
Rodman and Du Pré, 2016).

E-mails: it is an electronic mode of communication where the sender sends written messages to
the receiver and receiver after receiving the messages provide appropriate feedbacks. It is the
most common mode of communication at Marriott International. The employees and managers
use this mode as the basis of communication (Barnlund, 2017).
Meetings: Meetings are held in Marriott International to carry out face to face conversation in a
formal way. This form of communication is carried out in order to effectively allocate resources
and to implement and decide new policies and plans. In this type of communication, the sender
i.e. the head of the meeting sends the message through verbal or non-verbal modes. The
receiver encodes the message and then discusses with the sender in the form of feedback
(Barnlund, 2017). The communication can be disrupted because of technical jargons or other
external noise but the communication ends when the receiver receives the appropriate
message sent by the sender and derives the conclusion (Adler, Rodman and Du Pré, 2016).
Presentations: this form of communication is used in the organization in the form of notices,
posters and slides in order to announce important information to the whole organization.
COMMUNICATION PROCESS AT HILTON WORLDWIDE
At Hilton Worldwide, the communication process involves both the upward and downward
forms of communication where managers employ a downward form of communication in order
to send messages and to delegate a task and provide important information whereas
employees and subordinates follow upward form of communication to tell their grievances and
ask for suggestions (Barnlund, 2017). There are also informal modes of communication in the
organization between the peers and at the break times at Hilton Worldwide. In this type of
communication, the process is not as such visible but the sender that can be either the superior
or the employee send the message and after careful decoding and encoding the receiver
resends the response (Barnlund, 2017).

AC1.4 ORGANIZATIONAL CULTURE AND CHANGES IN THE MARRIOTT
INTERNATIONAL AND HILTON WORLDWIDE
Organizational culture
Organizational culture refers to the culture and values of the organization that maintains
positive work environment and manage activities of the organisations in an effective way and
promote employee motivation and efficiency and provide job satisfaction (Tutor2U, 2017).
Handy’s cultural model
Charles Handy described organizational culture as four different ways that are power, role,
people and task. The organisations follow different culture according to their type and nature of
work. These cultures differ in their structures. On the basis of Handy’s model, the organizational
culture of Marriott International and Hilton Worldwide is discussed below:
Figure 3: HANDY'S CULTURAL MODEL
Source: (Tutor2U, 2017)

ORGANIZATIONAL CULTURE AND CHANGES AT MARRIOTT INTERNATIONAL
Marriott International follows task culture the main focus is on achieving the delegated task
more than the development of the employees. This type of culture motivates employees to
achieve the task within the set time frame. Task culture enables the authorities of the
organization to achieve the set objective as employees are trained and motivated in a way to
achieve the set task diligently (Tutor2U, 2017).
The changes that have taken place in Marriott International are its sustainability policies and
innovative culture to provide the best travel experiences to the people. It has started fostering
start-ups for better growth and development and for market changes.
ORGANIZATIONAL CULTURE AND CHANGES AT HILTON WORLDWIDE
Hilton Worldwide follows role culture where work is delegating among employees and
hierarchy is followed. With more than 20,000 employees, Hilton Worldwide manages its culture
in a way to better performance and to ensure quality and professional work and in order to
easily manage the good working environment. Role culture is followed in the organization and
there are set rules that every employee follow and power is in the hands of the people who are
on the top of the hierarchy. Hilton Worldwide in order to achieve efficiency in working
environment delegates the work to the employees according to their skills and qualifications
(Tutor2U, 2017).
Hilton Worldwide generated Property improvement document in order to take proper
feedbacks for improvement. It conducted surveys together with the employees in order to find
technological advancement and changes and more innovative thoughts and ideas.

TASK 2
In this task, a reflective report is prepared in order to review my potential as the manager at
Clayton Crown Hotel, London and to analyze my skills through SWOT. To assess my skills,
objectives will be set along with task prioritizing and address settings.
AC2.1
Through my management skill assessment, I will be able to learn about my present skills and
the required skills as a professional manager of the Clayton Crown Hotel, London. This will
enable me to know my strengths and weaknesses and motivate me to have an improvement in
my skills and help me in the development of new skills (Hoffman and Tadelis, 2018).
As a Duty Manager at Clayton Crown, I will need to be passionate about my work and to have
good management and motivational skills. I will have to assist the Deputy Manager and General
Manager, which will ensure my operating and reporting skills and help me in forming links
(Hoffman and Tadelis, 2018).
I will require communication skills, networking and delegation skills, technical skills and
especially leadership and motivational qualities as a Duty Manager in Clayton Crown.
I should have customer handling skills in order to solve customer’s issues and grievances and to
resolve conflicts in the hotel. I will need to manage the operational functions of the hotel and to
oversee staff performances (Hoffman and Tadelis, 2018).
I will need the knowledge of hospitality industry standards in order to maintain quality and
requirements of work and to ensure work consistency. I also need to have experience in hotel
management in order to ensure efficiency in operations and to complete work efficiently
(Hoffman and Tadelis, 2018).