Unit 3 - The Developing Manager: Skills, Leadership and Development

This assignment provides a comprehensive analysis of management principles and concepts within the travel and tourism/hospitality industry. It includes a comparison of different managerial styles applied in the sector, a personal development plan, and an examination of the importance of managerial and personal skills. The assignment features a SWOT analysis to identify individual strengths and weaknesses for future management roles. It also justifies the learning and development of a manager, covers leadership characteristics, evaluates communication processes and organizational culture in Thomas Cook and TUI group, assesses personal management skills, sets objectives for personal development, and explains how managerial skills support career advancement. This student-contributed document is available on Desklib, a platform offering a range of study tools and resources for students.

Unit 3 - The Developing Manager
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Table of Contents
Introduction......................................................................................................................................3
Task 1...............................................................................................................................................4
1.1 Compare different management styles..................................................................................4
1.2 Discuss leadership characteristics..........................................................................................6
1.3 Evaluate communication processes in selected businesses...................................................7
1.4 Analyse organisational culture and change in selected businesses.......................................9
Task 2.............................................................................................................................................10
2.1 Assess own management skills performance......................................................................10
2.2 Analyse personal strengths, weaknesses, opportunities and threats....................................11
2.3 Set and prioritise objectives and targets to develop own potential......................................12
Task 3.............................................................................................................................................13
3.1 Lead and motivate a team to achieve an agreed goal or objective......................................13
3.2 Justify managerial decisions made to support achievement of agreed goal or objective and
recommendations for improvements.........................................................................................14
Task 4.............................................................................................................................................15
4.1 Explain how own managerial and personal skills will support career development...........15
4.2 Review career and personal development needs, current performance and future needs to
produce development plan.........................................................................................................16
Conclusion.....................................................................................................................................18
References......................................................................................................................................19
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Introduction
In this assignment, a deliberative effort has been made to understand the behaviour of the
management. The assignment will provide in-depth details of the management principles and
concepts. The assignment is focused towards the travel and tourism or the hospitality industry.
The assignment will provide several written reports depicting the different managerial style
applied in the sector, the development plan, importance of the managerial and personal skills etc.
The assignment will provide with SWOT analysis of the individual in order to identify the
capabilities and weakness to become a future manager. The assignment will enable to justify the
learning and development of a manager in the travel and tourism industry.
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Task 1
Introduction
The report will present with anticipative thoughts about the concepts of management, leadership,
communication processes and organisational culture with the two organisations in the travel and
tourism industry. The organisations undertaken are Thomas Cook and TUI group. The report will
be presented by the Junior Consultant of PKH Hotelexperts.
1.1 Compare different management styles.
There are various management styles that are adopted by the organisations in the travel and
tourism industry. The management styles applied by both the organisations are compared as
below:
Particulars Descriptions
Directive This style of management is based upon immediate compliance from the
employees. The style involves a close supervision of the employees and
motivates them by discipline and threat. The style of management is effective
when the risk factor is high and the deviations in the performance are
excessive in nature.
Authoritative This style of management directs towards long-term direction and
supervision of the employees. The manager provides employees with clear
directive progress (Olmedo-Cifuentes and Martinez-LeÓn 2014)
The motivation is provided by feedbacks and persuasion to improvise the
task performance.
Affiliative In this management style, a stable relationship is built between the
employees and the managers. Harmony and coordination are practised
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between the different levels of management.
The manager tries to avoid the situations and conditions of conflict and
motivates the employees by a healthy work relationship and environment.
Participative This management style is based on the concept of teamwork. The strategy is
to an emphasis on the inputs of each employee. The employees are
encouraged with their input into the decision making process.
The motivation is provided by rewarding the team efforts and recognising the
inputs form each employee.
Pacesetting The management style is based on enabling the employees to accomplish the
task by setting higher standards of excellence (Szelagowska-Rudzka, 2015).
The manager performs the tasks with his personal direction and motivates the
employees to follow him as an example.
The motivation is provided by setting higher standards of performance and
encourages for self-direction from the employees.
Coaching In this style of management, the motive is long-term development of the
employees through the managerial activities and programs. The manager
plays the role of a developmental manager.
The manager aids the employees in developing their strengths and improving
their task performance. The motivation is provided to the employees by
supporting opportunities for professional development.
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1.2 Discuss leadership characteristics.
The leadership characteristics observed between the two organisations are as follows:
 Innovation- In the hospitality industry innovation is the key to success. The eminent
leaders in both the organisations reflect the innovative skills. The leaders emphasise over
the quality of the services and the products rather than the quantity of the services and
products. They are open to accepting the ideas of innovation from the lower level to the
top management of the organisation.
 Visionary- The leaders focus towards the vision they have stated in order to achieve their
goals and objectives. The leaders of both the organisations provided with behaviour that
sparked other to work in the same direction of goal achievement (Bolman and Deal,
2017). The leaders provide ample opportunities and tools to make the employees envision
the goals and aims as clearly as they do.
 Inner Values- Hospitality industry is all about instilling the feeling of home. The
eminent characteristic of a successful leader in the travel and tourism industry to make
sure there is a work-life balance. The leaders depicted a good understanding of the
strengths and compassion towards working in their development.
 Inspiration- The leaders are perceived as a main source of inspiration. The subordinates
and associates look up to them to achieve their levels of performance and self-ability. The
leader in the organisations provides with their share of understanding and explanation of
the goals, vision and mission and the tools required to meet these sets of aims (Avolio
and Yammarino, 2013).
 Communication- The leaders are posed as strong communicators. The leaders are the
individuals who communicate with the different aspects of the organisation in order to
motivate them towards the accomplishment of the goal and objectives. The leader is also
required to articulate the ability to be a good listener with open ears and eyes to perceive
the future.
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1.3 Evaluate communication processes in selected businesses.
The communication process identified in the two chosen organisation is working on the steps or
structure described as below:
Development of the idea- The first stage is identified as the development of the idea by the
sender. The sender develops the thoughts and information that is to be communicated to the
receiver.
Encoding- The next step is to encode the thoughts and idea into transmissible information and
content.
Developing the message- The message is developed into written, oral, symbolic, non-verbal
communication etc.
Selection of the medium- The next step is to select the medium through which the
communication will take place. The medium can be speaking, signalling, writing, gesturing etc.
(Nichols, et. al., 2015).
Transmission- The sender transmits the message encoded through the selected medium of
communication.
Receiving the message- This stage involves the receiver to receive the message through the
selected medium that is hearing, seeing, reading etc.
Decoding- The stage is involved with the receiver to decode the message received. It is the
interpretation of the information by the receiver communicated by the sender.
Feedback- The last step is to receive a feedback from the receiver. The sender must initiate to
receive a feedback in order to establish the correct interpretation of the information
communicated. Without a feedback the process of communication is incomplete.
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(Figure1: Communication Process
Source: Nichols, et. al., 2015).

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1.4 Analyse organisational culture and change in selected businesses.
The organisational structure is the policies, practices, values, ethics etc. that re followed in an
organisation. The organisational culture is of various kinds such as normative, pragmatic,
academy, club, fortress etc. The organisational culture identified at these two organisations is a
mix of academic and pragmatic culture. Academic culture practices to hire skilled individuals.
These individuals provide high level services to the organisations (Carlström and Ekman, 2012).
The duties and accountabilities are delegated according to the skill and educational levels of the
individuals. The pragmatic culture emphasises on the consumer satisfaction and focuses on
external parties of the business environment. These organisation TUI group and Thomas Cook
has engaged a mix of these cultures to accomplish the goals and objectives.
The changes that take place in the organisational culture are of demographic, economic,
legislative etc. These are the factors that influence the culture which is established in an
organisation.
Conclusion
The report has conversed on the main characteristics of the leader in the travel and tourism
industry along with the different managerial styles adopted in the organisations of Thomas Cook
and TUI group.
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Task 2
Introduction
The report will be presented by the assistant manager of the Clayton Crown Hotel. The report
will identify the management skill performance of the individual, the SWOT analysis of the
individual and establishment of the own targets and objectives to develop the potential.
2.1 Assess own management skills performance.
The assessment of the management skill performance can be done in various aspects. The
management skills include delivering a feedback to the subordinates and associates. To be able
to give a constructive feedback which entails the requirements of alternatives and also motivates
the person to enhance the performance is skill ability. The ability to apply leadership skills in
order to lead a group of individuals and motivate them to work in the direction of goal
achievement is an integral part of own management assessment (Boella and Goss-Turner, 2013).
The assessment of management skill performance can also be performed by assessing the ability
to listen to the viewpoints and opinions of the others’ and inculcate their suggestions for the
development of the organisation.
Correctly identifying the areas of development is also involved in the skill assessment. This can
assist the team to develop according to the dynamic challenges. The ability of a manager to strike
a right balance between the stretching their capabilities and providing them with opportunities to
develop and evolve is another parameter of assessment (Alexander, 2013). The managerial skill
can be assessed with the ability to set performance objectives. The performance objectives are
the sets of goals that are to be achieved while the performance. The manager must be able to set
SMART objectives which serve a link between the individual and the organisational goals and
objectives. Thus the above-mentioned aspects serve as the best criteria to assess the own
management skill.
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2.2 Analyse personal strengths, weaknesses, opportunities and threats.
Strengths
 Creative
 Communication skills
 Commitment
 Ability to justify the actions
Weaknesses
 Compulsive
 Non-performance under pressure
 Fear of public speaking
 Stressing
Opportunities
 Poor performance of the competitors
 Marketing Conference
 Career development
Threats
 Competition
 Negative impact on creativity
 Employee retrenchment
From the analysis of the above SWOT, it can be identified the major strengths lies within the
creativity and new perspective of different concepts. The ability to communicate the thoughts
and ideas effectively is another major strength. The weakness is identified as the hasty
performance of the task and coming under stress due to the work pressure. The nervousness to
present and communicate the ideas to the clients is another weakness. The opportunities are
identified as the undue response of the competitors as an advantage to the organisation.
Attending the marketing conference will enhance the strategic networking and performance.
Future opportunity to lead the team in the absence of the art director is an opportunity. The
threats are identified as stronger communication skills of the competitors, overworking and
employee retrenchment.
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2.3 Set and prioritise objectives and targets to develop own potential.
The development of the own potential SMART objectives and targets must be set forth. SMART
objectives are the objectives which are specific, measurable, achievable, and realistic and time-
bound. To develop the own potential smart objectives and targets will provide with correct
direction and motivations. The objectives must be specific in nature and defined according to the
needs of development. The objectives must entail activities and programs that enhance the
performance of the individuals. The specific objectives aids in providing with specific sets of
skills and knowledge that enables to enhance the required areas of development. The specific
objectives help to achieve the goals in a specific and structured manner. The objectives and
targets must also be measurable (Tempest, 2012). Measurable objectives enable the individual to
evaluate his/her performance. The objectives must be set in such a manner that can be measured
by some pre-determined sets and standards of performance. The measurability criteria of the
objectives require being in accordance with the sets of objectives framed.
The objectives set forth should be achievable. The objectives should be framed in a manner that
allows the individual to achieve them in the prescribed or some determined time. The objectives
must not be too high or undermined for the individual. The objectives and targets must also be
programmed in a manner that enables the individual to achieve them and develop their potential.
The objectives must be realistic and actual, that is possible to achieve in the dynamic
environment. The objectives and targets must also be time-bound (Carlström and Ekman, 2012).
The time duration and the time frame in which the objects are to be achieved must be stated in
the self-development plan. Ample and certain time must be allocated to the different activities
and tasks regarding their nature of performance. The time could be set for days, weeks, months
etc. It must not be too lengthy or too short.
Conclusion
The report has conversed over the self-development and potential development of the individual.
The report has concluded with the importance of the objectives and targets to be SMART and the
SWOT analysis of the individual.
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