Developing Manager Report: Management Styles and Career Planning

This report provides a comprehensive analysis of management principles and practices, focusing on the behavior of managers and the development of individual potential within the context of Oakman Inns & Restaurants. It begins by comparing various management styles, including autocratic, democratic, consultative, and laissez-faire approaches, and then examines the leadership characteristics of senior managers, emphasizing communication, vision, dedication, creativity, and results-driven approaches. The report evaluates the communication processes within Oakman Inns & Restaurants, highlighting both upward-downward communication and the impact of customer feedback. Furthermore, it analyzes the organizational culture, including recent changes such as customer feedback surveys and online booking apps. The report then includes a self-assessment of management skills, a SWOT analysis, and the setting of development objectives. Finally, it discusses strategies for leading and motivating a team, justifying managerial decisions, and making recommendations for improvement. The report concludes with a review of personal and career development needs and plans.

The Developing Manager

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Comparison of different management styles....................................................................1
1.2 Leadership characteristics of senior managers.................................................................2
1.3 Evaluation of communication process..............................................................................3
1.4 Analysis of organisational culture and changes taking place...........................................3
TASK 2............................................................................................................................................4
2.1 Assessment of own management skills and performance................................................4
2.2 Analysis of own strengths, weaknesses, opportunities and threats..................................4
2.3 Setting and prioritising objectives and targets for development of own potentials.........5
TASK 3............................................................................................................................................5
3.1 Leading and motivating a team for achieving a goal.......................................................5
3.2 Justification of managerial decisions made for achieving goals and recommendations for
improvement...........................................................................................................................6
TASK 4............................................................................................................................................7
4.1 Explanation of own managerial and personal skills that will support career development. .7
4.2 Review of career and personal development needs, current performance and future needs
in order to develop plans........................................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Management is a process of forecasting and planning, organising, coordinating and
controlling business operations in an organisations. Managers are required to perform these
functions in order to run a company effectively and efficiently (Schoar and Zuo, 2017). They are
responsible for guiding the employees and implementing various strategies for achieving
organisational objectives. Oakman Inns & Restaurants is a famous hospitality company in UK,
with chains of hotels and restaurants across England. It was founded in 2005. They have over
150 employees and earned a revenue of £14 million in 2017. This report will understand
principles and practices regarding behaviour of management and review a manager's own
potential. It will analyse the managerial skills of employees at Oakman Inns & Restaurants and
prepare a career development plan in order to employ an individual at this organisation.
TASK 1
1.1 Comparison of different management styles
There are various types and styles of management that can be adopted byan organisation.
It helps in the management of employees so that they can improve productivity of work. The
different styles of management are as follows:
Autocratic Management:
This is the oldest and strictest style of management in which managers exercise full
control over employees (Staats and et.al., 2018). They make decisions without consulting
anyone. Subordinates work with fear due to the strictness of managers, which stops them from
sharing their opinions and ideas with the manager.
Democratic Management:
This is the most favourable style of management in which managers discuss with their
employees about various decision that are to be made for the organisation. Everyone is entitled to
give their opinions and unanimously implement actions and strategies. But this style can be
inefficient at times. Oakman Inns & Restaurants follows democratic management style as it is in
hospitality industry and employees' opinions are valuable to managers.
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Consultative Management:
Consultative managers are like autocratic ones, but they do consult their employees
regarding decision and ultimately decide the final one (Chan, Sit and Lau, 2014). This causes an
increase in the loyalty by subordinates because these managers look after their best interests.
Laissez Faire Management:
These managers let employees make decisions and guides them when required. They act
as a mentor, and encourage everyone to take risks which gives them a chance to be creative.
1.2 Leadership characteristics of senior managers
Senior managers are the leaders of an organisation and it is their responsibility to make
strategic plans along with various decisions for accomplishing the organisation's goals and
targets (Saeed and et.al., 2014). Given below are the leadership characteristics of senior
managers:
Being effective at communication: Senior leaders of Oakman Inns & Restaurants are the ones
that guide employees and their communication has to be effective, so that organisational
goals can accomplished by everyone. They clearly explain as well as listen to subordinates
while discussing various plans.
Visionary: Managers have to create a vision of the company that can be shared with everyone.
(Yang, Cho and Han, 2016). They need to prepare long term goals and create strategies for
achieving them so that organisation can succeed and grow.
Being Dedicated: Senior managers of Oakman Inns & Restaurants are dedicated towards the
visions and goals that they have created. They always strive to enhance their performance as
well as the team's.
Creative and innovative: Their creativeness encourages employees to gain knowledge and ideas
from them (Top Qualities of Successful Senior-Level Managers, 2015). This helps create
strategies for growing the organisation and lets everyone be open minded and flexible about
accomplishing goals.
Result driven: Senior managers work towards achievement of results. They aim to complete the
vision which they create and do so in an effective manner through proper utilization of
resources. 2
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1.3 Evaluation of communication process
Communication is vital for proper functions of management at all levels. Managers have
to effectively communicate important information regarding Oakman Inns & Restaurants' goals
and how they are to be achieved. The process of communication starts with the information that
has to be communicated to employees. It is transmitted by manager and received by subordinates
through verbal, non-verbal and written means (Mosadeghrad and Mojbafan, 2017). Generally,
Oakman Inns & Restaurants exchange messages through announcements, meeting or emails.
Oakman Inns & Restaurants follows upward- downward communication process, in
which information from subordinates of each department move up to managers and their seniors
provide notices which consists of suggestions, performance analysis, feedbacks (Evans-Lacko
and Knapp, 2014). The downward method is then used by top level management to delegate
authority to lower departments and provide various instructions regarding the budgets and goals
of company. They send letters of motivations to certain employees and any relevant news is
communicated through this process as well. (Schoar and Zuo, 2017). Ground level staff of the
restaurant and hotel also communicate about various things that have to be taken into account.
With this process of communication, Oakman Inns & Restaurants systematically work together
and accomplish goals.
1.4 Analysis of organisational culture and changes taking place
Oakman Inns & Restaurants follows hierarchy culture in which staff are passionate about
the work that they do and feel satisfied when their guests leave with happy faces and regularly
come back for their services. The managers are confident, motivating and have the best
personalities. When new employees are hired, management first analyses their attitude and
emotional understanding towards hospitality (Chan, Sit and Lau, 2014). They believe that leaders
have to be honest, loyal and trustworthy so that they can guide subordinates in such a way that
they can achieve goals. Oakman Inns & Restaurants' has an environment where support and
encouragement is given to employees, for their ideas and opinions, which brings out the best
qualities in them.
The recent changes that are taking place in hospitality, is the taking of feedback from
customers, through survey cards that are given to them at the time of visit. Initially, Oakman Inns
& Restaurants did not ask guests for feedbacks, which did not help managers in analysing their
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weak areas that require improvement (Ipsen and Nielsen, 2017). With the advancement of online
bookings, company has created their own app so that customers can make reservations easily.
Also, training and motivating staff timely ensures that they work with care and affection towards
company and their customers.
TASK 2
2.1 Assessment of own management skills and performance
I believe that in order to succeed at Oakman Inns & Restaurants, certain skills of
management have to be present in me. My communication skills are excellent and I'm able to
understand and explain things to various individuals. This has helped me in effectively
performing my duties to communicate important information by oral or written form to my
managers. I have to be flexible about my work timings as I know that work timings will be
during unconventional hours.
My team management skills are good and contribution towards team work is great. I help
in making decisions and completing my share of tasks on time as well as guide my teammates
when required. I support their choices and we are productive when performing our tasks.
My time management skills are average, I am organised and can manage my time very
well. I can perform tasks in an effective and efficient manner, but within a certain time period.
2.2 Analysis of own strengths, weaknesses, opportunities and threats
I have conducted a SWOT analysis of myself so that I can analyse my strengths,
weaknesses, opportunities and threats in order to determine my effectiveness as a manager at
Oakman Inns & Restaurants.
Strengths Weaknesses
 Good at communicating with people.
 Good team management skill
 Ability to multitask.
 Good at being organised
 Time management
 Poor technical skill
 Not flexible with work timings.
 Not confident about self.
Opportunities Threats
 Training programs for development.  Competition from experienced
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 Globalisation of company.
 Available job opportunity.
employees.
 No involvement in social life.
2.3 Setting and prioritising objectives and targets for development of own potentials
With the help of own SWOT analysis, I am able to identify areas where improvement is
needed in order to be a successful manager at Oakman Inns & Restaurants. I have set the
following targets and objectives that will develop my potential.
To improve my confidence
To increase my knowledge about new technologies
Be more confident: I need to increase my confidence as I am unable to concentrate on my work .
I remain stressed about not getting things done properly. I have made it my goal to be more
confident as well as build my self-esteem.
Read and learn about different cultures: I am not well versed about the variety of cultures that
are present around the world, which will hinder my ability to communicate well with guests. I
have made it a target to read and learn about the different cultures of people while working at
Oakman Inns & Restaurants.
Adapt to inconvenient timings: I am not flexible with timings and this may cause inconvenience
while working at Oakman Inns & Restaurants. I have made it a priority to make myself flexible
with the work timings.
Learn to use technology: Due to frequent changes in technology, I will have to learn using
computers and smart phones in order to work smoothly and perform my job functions
effectively.
Motivate self: I don't have an enthusiastic spirit and will have to motivate myself in order to
develop my potential to be a good manager at Oakman Inns & Restaurants.
TASK 3
3.1 Leading and motivating a team for achieving a goal
Managers have to set goals that have to be shared with subordinates and accomplish them
together (Garnero, 2015). It is important to motivate and lead the team of Oakman Inns &
Restaurants, so that success can be attained. This has been done by me through:
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 Leading by being an example: Managers can work together with subordinates
instead of just delegating the work (Schulte Steinberg, Kunisch and Ambos,
2015). I can increase creativity and be accessible at all times and my contribution
is important to motivate other to complete tasks so that goals of Oakman Inns &
Restaurants can be achieved.
 Stressing on company's goals: I have to clearly communicate the goals and keep
emphasising on it regularly. This will help subordinates keep focus on the
achievement of the targets . I can conduct brainstorming sessions to find new
ideas that can be beneficial for Oakman Inns & Restaurants.
 Recognition: Managers can assess subordinates and evaluate their performance.
Manslow's heirarchy of needs helps in finding out who is working hard and
recognition can be given to them through incentives (Krueger, 2015). They will
get motivated to perform better and achieve goals.
 Encourage creativity: I can lead teams to achieve goals by encouraging creativity
so that my subordinates can find new ways to complete tasks effectively .
3.2 Justification of managerial decisions made for achieving goals and recommendations for
improvement
While working at Oakman Inns & Restaurants, I have decided to implement changes in
the technology due to introduction of new innovations. I have asked for an app to be created, in
which it would be easier for customers to book rooms and tables at their hotels and restaurant. I
have asked for the installation of new laptops with updated software for staff to use. Employees
found it difficult to adapt to these rapid changes and this managerial decision that I took led to
resistance of staff and some wanted to leave their jobs as well.
For the purpose of retaining them, I have decided to start a training program, in which
employees that require developing their skills in technology, would be trained to used it
efficiently. Those who completed it would be given incentives, promotions or increase in pay.
This decision to reward them after completion of program helped me to retain a high number of
staff at Oakman Inns & Restaurants. This led me to achieve goals in an effective manner. I can
use a variety of motivational theories and techniques to inspire employees and increase their
work productivity.
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TASK 4
4.1 Explanation of own managerial and personal skills that will support career development
Manager and personal skills are required for developing a career at Oakman Inns &
Restaurants. I am good at communicating and interacting with people that work with as well with
the guest that come to visit. My ability to understand client's requirements is good and it is easy
for me to help them out if they face any difficulties. This skill will help me in building trust with
customers and colleagues when I work. It will also aid me in developing my social skills and I
can socialise with my peers without much difficulties. My ability to work effectively in a team is
an advantage as Oakman Inns & Restaurants requires managers to work together to achieve their
tasks. With teamwork, goals can be achieved effectively and efficiently.
It is easy for me to multitask when I work and it can help support in my career
development as a manager. Organising my work is an easy task and I am able to manage my
time accordingly. I don't get worried about not completing things as my targets are achieved
efficiently. I can manage my personal life as well. I will be able to increase my knowledge due to
my interaction with many guests from across regions. It creates a comfort and understanding
between people which will make them feel welcomed at Oakman Inns & Restaurants.
4.2 Review of career and personal development needs, current performance and future needs in
order to develop plans
My career and personal development needs have to be evaluated and improved in order to
become an effective manager. I need to work on my knowledge of cultures, self-confidence,
computer skills and work experience. I will use proper strategies so that I can improve them.
Skills to be
improved
Current
proficiency
Target proficiency Strategy Time scale
Knowledge about
cultures
I am not aware
about different
cultures.
I would like to
learn about them.
I can research and
read books about
various cultures.
1 month
Time
management
I still need
improvement with
managing time.
I will have to use
techniques to
manage it.
I will divide my
tasks beforehand.
1 week
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Self Confidence My confidence is
low.
I need to be more
confident.
I can attend
seminars about
improving self-
esteem and
confidence.
10-20 Days
Work
Experience.
I have little
experience of
work.
I have to gain
experience in work.
I can volunteer or
intern at hotels and
restaurants.
2- 3 Months
Computer skills I do not know how
to properly operate
computers.
I will have to learn
how to use
computers.
I can attend
computer classes.
2 weeks
CONCLUSION
This report on developing manager concludes that, Oakman Inns & Restaurants has a
democratic management style and their senior managers are visionary and have good
communication skills. They have a good organisational culture and take proper decisions
according to the changes that occur in the industry. There are many ways of analysing and
improving an individual's skills, which can make them a good manager so that they are able to
lead and motivate their teammates. This will help Oakman Inns & Restaurants to achieve their
goals effectively and efficiently.
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REFERENCES
Books and Journals
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Evans-Lacko, S. and Knapp, M., 2014. The role of managers in promoting social acceptance
among people with depression in the workplace. LSE Health and Social Care.
Garnero, A., 2015. Workforce diversity, productivity and wages in France: the role of managers
vs. the proprietary structure of the firm. Working Papers CEB. 15.
Ipsen, C. and Nielsen, K., 2017. The role of managers in organizational interventions and non-
interventions–at intra and inter-organizational work places. In Work, Stress and Health
2017.
Krueger, G., 2015. Enterprise Restructuring and the Role of Managers in Russia: Case Studies
of Firms in Transition: Case Studies of Firms in Transition. Routledge.
Mosadeghrad, A. M. and Mojbafan, A., 2017. Conflict Management Styles of Nurse Managers
in Hospitals Affiliated to Tehran University of Medical Sciences: 2015. Iran Journal of
Nursing. 30(107). pp.62-73.
Saeed, T. and et.al., 2014. Leadership styles: relationship with conflict management styles.
International Journal of Conflict Management. 25(3). pp.214-225.
Schoar, A. and Zuo, L., 2017. Shaped by booms and busts: How the economy impacts CEO
careers and management styles. The Review of Financial Studies. 30(5). pp.1425-1456.
Schulte Steinberg, A., Kunisch, S. and Ambos, B., 2015. Organizational Practice Adoption in
the MNC: The Role of Managers' Core Self-Evaluations. In Academy of Management
Proceedings (Vol. 2015, No. 1. pp. 16746). Briarcliff Manor, NY 10510: Academy of
Management.
Staats, S. and et.al., 2018. Longitudinal Transmission of Conflict Management Styles Across
Inter-Parental and Adolescent Relationships. Journal of Research on Adolescence. 28(1).
pp.169-185.
Yang, H. C., Cho, H. Y. and Han, S. H., 2016. Effects of Franchise Management Styles on
Taskfocused Conflicts, Procedural Conflicts and Dissolution Intention. Proceedings of
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Asia-pacific Proceedings of Applied Science and Engineering for Better Human Life
(ASEHL).
Online
Top Qualities of Successful Senior-Level Managers. 2015. [Online]. Available through:
https://www.intelligenthq.com/resources/4-top-qualities-of-successful-senior-level-
managers/>.
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