Factors Influencing Management Style and Structure in Service Sector

This report examines the multifaceted factors that shape management styles and organizational structures within the service sector, particularly in the context of hospitality. It delves into both internal elements, such as financial management, organizational culture, and internal relationships, and external factors, including technological advancements, globalization, and evolving customer expectations. The report also explores the characteristics of effective managers in the face of increased technology, emphasizing adaptability, a willingness to learn, and strong communication skills. Furthermore, it touches upon the concept of multigenerational leadership, highlighting the importance of leveraging the diverse perspectives and capabilities of different generations to achieve progressive social change within organizations. The analysis draws upon research to provide insights into the challenges and opportunities presented by these various influences, offering a comprehensive understanding of the dynamic nature of management in the modern service industry.

P 4 Internal and extremal factors which influencing the style and structure of management in service sector organisation
P 4 Internal and extremal factors which influencing the style and structure of
management in service sector organisation
1.
Multigenerational leadership and its characteristics
Multigenerational leadership is an organizational, network, and movement
stance in which leaders of all ages prioritize their shared values and leverage
the perspectives and capacities of all generations to achieve progressive
social change together.
From the Deloitte research, it was found that millennial were not good at
social media. They might well good at social media but this does not imply
that they understand the concept of digital technology concept. Gen Y and
Gen Z are more tech savvy. On the relative grounds, people from Gen X and
Y have a better grasp of digital technology.
Characteristics of effective manager in hospitality industry in the face
of increased technology
 An effective manager is characterised by its nature of being
adaptable to the challenging situations for meeting the demands
of the hospitality business.
 Eagerness of learning something is new makes a manager highly
effective in the business organisation. Learning how new
technologies can help in making the business more efficient lifts
up the productivity of the company.
 Being able to communicate with your team is required when
being an effective manager. This not only means communicating
job responsibilities and expectations, it means listening to your
team and working with them to produce results within their
position. This helps the manager in facing the challenges and
opportunities imposed by the increased technology.
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Ma, C.E.C.I.L.I.A., Shek, D.T. and Li, P.E.C.K.Y., 2016. Promoting service
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External Technological factors are the factors which are outside of the
organisation and also influence the management style dan the
organisational structure in long way. these include managing of the
changed and diverse talent, customers, stakeholders, police of
government, globalisation. Any digital and innovation disruptions
etc.,are some of the factors which are considered to be the external factor
son which organisation have no control and they need to take changes
and adjust according to the changes, if they want to
survive in the competitive environment.
There are many different factors which affect the management
style and structure of the Wa-Pila Hotels as these are the
factors which influence the mangers . the factors are classified
as internal and external factors .
Internal Technological factors :
These are considered to be those factors which
includes difficult financial and investment management,
organisational structure, organisational culture, internal
relationship s, etc,. that is any mismanagement in the
financial decision that is wrong and inappropriate
section of the investment opportunity might bring sever
loss to the company.
This will result in directly blaming the planning
decision of managers. improper allocation of resources,
chaos, confusion, individualism etc. are also some of the
caused which directly relate to the functions of the
manager and all are considered to be the internal factors