Developing a Manager - Term Paper Example

DEVELOPING A MANAGER By Students Name Course Professor University State Date Contents 1.0Introduction 4 An effective manager is all about knowing when to apply management styles. Some management styles are people oriented will others have an increased focus on a product service or a project. The management style selected depends on individuals skills, available resources, knowledge and the task in place. The key issue, in this case, is to choose the management style that best works out well in a given situation and environment. A management style that is not geared to a certain set of circumstances can fail to work out or even result in costly mistakes (Leas, 1997). A management style refers to an overall leadership method used by managers. A management style required in an individual organization is influenced by numerous factors such as the industry, employees and the location among others. The organization policies and procedures guide the organization to adopt a leadership style that is best for the organization. Apart from the organization acting as a guideline every individual manager should choose a style that assists him in getting the job done. In many occasion one style may not be effective enough; thus one has to combine different techniques to achieve the set organization goals. Management in the hospitality industry is highly characterized by the aspect of being there style which acts as a source of intervention, operations control and interactions between members of the entire organization (Benfari, 1999). The management style of being there and hands on are considered prevalent in the hospitality industry as far as obtaining employee’s satisfaction is concerned. However, there is no single management style that is preferred in the hospitality industry. This paper aims to develop a manager by focusing numerous aspects related to this area and an increased emphasis on the five-star hotels. 1.1 Different management styles used in a hospitality organization As stated above there are management styles applied in many organizations. However, organization processes and guidelines play a key role in determining the kind of management style to be used in any situation. These includes the following; 1.1.1 Participatory Style This style requires the manager to have skills to allocate each employee with a task to complete. This sis a trying task because the manager must be able to place employees in operational areas that are compatible with their skills and competencies. In addition tradition and cultural aspects must be put into consideration during the task. For instance, in case of a hotel or restaurant placing Muslim in a place where he or she handles food stuff such as pig meat will be perceived as an act against his or her religion. In such a case, an employee job satisfaction is not achievable and may not be able to achieve the set goals. This style equips employees with every detail concerning their role. In this case, managers give his employees a sense of value (Robbins, & Robbins, 2008). The manager should be able to coordinate each and every employee and make concerted efforts to eliminate obstacles and difficulties that arises in the course of work. A manager in this style should also make it clear that he or she is ready and willing to help and in such a case any problem that arises information will reach his or her desk in a timely manner. This style is crucial in the hospitality sector where the tangible and intangible services dominate. In such a state employees motivation and job satisfaction plays a vital role. That is a manager should not only reward jobs that are well done, but the motivation should be the key point. This maintains their momentum and strives to make their duties a success. 5 1.0 Introduction An effective manager is all about knowing when to apply management styles. Some management styles are people oriented will others have an increased focus on a product service or a project. The management style selected depends on individuals skills, available resources, knowledge and the task in place. The key issue, in this case, is to choose the management style that best works out well in a given situation and environment. A management style that is not geared to a certain set of circumstances can fail to work out or even result in costly mistakes (Leas, 1997). A management style refers to an overall leadership method used by managers. A management style required in an individual organization is influenced by numerous factors such as the industry, employees and the location among others. The organization policies and procedures guide the organization to adopt a leadership style that is best for the organization. Apart from the organization acting as a guideline every individual manager should choose a style that assists him in getting the job done. In many occasion one style may not be effective enough; thus one has to combine different techniques to achieve the set organization goals. Management in the hospitality industry is highly characterized by the aspect of being there style which acts as a source of intervention, operations control and interactions between members of the entire organization (Benfari, 1999). The management style of being there and hands on are considered prevalent in the hospitality industry as far as obtaining employee’s satisfaction is concerned. However, there is no single management style that is preferred in the hospitality industry. This paper aims to develop a manager by focusing numerous aspects related to this area and an increased emphasis on the five-star hotels. 1.1 Different management styles used in a hospitality organization As stated above there are management styles applied in many organizations. However, organization processes and guidelines play a key role in determining the kind of management style to be used in any situation. These includes the following; 1.1.1 Participatory Style This style requires the manager to have skills to allocate each employee with a task to complete. This sis a trying task because the manager must be able to place employees in operational areas that are compatible with their skills and competencies. In addition tradition and cultural aspects must be put into consideration during the task. For instance, in case of a hotel or restaurant placing Muslim in a place where he or she handles food stuff such as pig meat will be perceived as an act against his or her religion. In such a case, an employee job satisfaction is not achievable and may not be able to achieve the set goals. This style equips employees with every detail concerning their role. In this case, managers give his employees a sense of value (Robbins, & Robbins, 2008). The manager should be able to coordinate each and every employee and make concerted efforts to eliminate obstacles and difficulties that arises in the course of work. A manager in this style should also make it clear that he or she is ready and willing to help and in such a case any problem that arises information will reach his or her desk in a timely manner. This style is crucial in the hospitality sector where the tangible and intangible services dominate. In such a state employees motivation and job satisfaction plays a vital role. That is a manager should not only reward jobs that are well done, but the motivation should be the key point. This maintains their momentum and strives to make their duties a success. 1.1.2 Directing Style The hospitality industry in most cases calls for a direct management style. This style is relevant especially where a tight deadline looms, or a task requires many employees and a top-down management approach. In this case, a manager seeks to answer questions of why, how, where, what, and when. This style may look like impersonal, and cold, however, it offers a manager with a chance to appear as a motivating and accessible manager. For instance, in the case of assigning roles and responsibilities, a manager under this style should provide tips or even share certain experiences that he or she may have encountered and which must be related to the situation at hand. This style helps a manager to set specific expectations and standards. Therefore, the manager’s communication should be unambiguous, detail oriented, and free from jargon’s and buzzwords (Sandoff, 2012). Additionally, the manager should be willing and ready to make quick decisions for instance due to the nature of services in hospitality industry, making quick decisions can be applied through telling a person to stop doing one task and handle an urgent one first. All that is necessary, in this case, the administrator to let the workers know from the outset that such shift may occur, and this will make their transition smoother. 1.1.3 Teamwork Style The hospitality industry is all about team work and in most cases managers need to expedite a project and optimize a procedure for completing a project. This technique is crucial because a manager can motivate people pool their knowledge to achieve increased results. In most cases, teams stand a better chance to tackle projects more quickly compared to an individual. The managers ill adopting this style should keep in mind that teamwork mostly depends on coordinated efforts between the staff and solid communication skills. The reports must be concise and clear and nay form of presentation should be conveyed in a manner that does not leave anything and answered (Woods, & King, 1996). The most crucial aspect of its case is he managers willingness to credit the team for its independence and success rather than his or her savvy management skills. In addition, in the case of employees evaluation those who had the ability to collaborate and maintain a team spirit, especially under pressure must be identified. 1.2 leadership characteristics of a manager in hospitality organization that he should possess to conduct his roles successfully Each person personality validation is done through three indispensable elements; emotional, cognitive intelligence and character. The role is mainly referred to as the person infrastructure. Managers in the hospitality industry should posses characteristics such as Predominance characteristics. This is the quality or degree to which a decision maker wants to influence others. The success of hospitality organization is based on managers ability to control the efforts of others in order to deliver and meet the set goals. Another leadership character that is relevant in the hospitality industry is perseverance. This character is connected to behaviors that have a relationship with endurance executing the set assignments, performance and confidence in line with the rules and strategies set. This characteristic has a direct relationship with an energy capacity of each. It need dedication and aspiration and has four constituent parts with features such as set goals harmonization, orientation towards achievement, credibility and organization (Iverson, 2001). Real confidence is another crucial characteristic. For a manager to attain the set goals and surmount all impediments towards it this character is crucial. It presents conviction on the basis of future orientation, knowledge, as well as, proved success work. A manager with this level of confidence has also a studied understanding that individual personal views and aims are the actual directions that lead to solving problems. Agree-ability. This character relates to cooperation where it is clear that a person who is highly agreeable is usually cordial, warm and accessible. However, the opposite is a cold and sullen individual. There a manager once in possession of these characters he or she consisted of three features; empathy, popularity, and optimism. Adaptability characteristics; this refers to how people react during stressing times or in case they fail or during personal criticism. This dimension among managers involves self-criticism and emotional stability. People with high emotional stability rarely lose control whereby those who are emotionally unstable continuously quetch about the situation, criticize team members and have emotional outbursts. Managers in the hospitality organization should be people of high sensibility. This means that they should have a high degree of intelligence, imagination, exploitative and curious. This sis compared to the low degree of sensitivity among managers that is characterized by people who keep on trying what they did earlier and did not work out. Managers with the high degree of sensitivity are likely to succeed in the hospitality industry because they are not rude and have consideration for others. They are far away from arrogance, over-ambitiousness, and interpreters problems wisely to offer the best solutions. 1.3 Evaluate the communication process within the organization. Communication and more so internal communication is crucial within an organization. This form of communication is the aspect of treating employees with an immense value through with the practices of programs to achieve organizational objectives. Managers should ensure that employees receive strategies copies mission, plans and goals on time. Face to face communication with the internal public can help maintain an effectual communication. 1.3.1 Communication in the five-star hotel Development of hotels is due to the effect of communication patterns and needs. The hotel has a study foundation in effective internal communication that enables it to communicate in an effective way to the public. This is in the view that their activates are likely to be jeopardized in case the staff does not communicate. Their communication consists of structured form of communication, which has a direct relationship to the achievement of the work goals. It comprises of inventory and sales reports which conducts daily communication with the respective departments within the hotel. The departmental managers then inform the superiors and subordinates of crucial information (Davidoff, 1994). This is the prime method of passing out information on this hotel based on the cascading downward information model. There are numerous communication techniques used include; CD's, newsletters, press release, bulletins and memos. These techniques pass information to both employees and hotel customers. These forms of communication develop employee’s communication skills. As a result of effective communication, the hotel has managed to shine its ability to bring brand along to its internal and exterior audiences. The following diagram indicates the flow; Diagram 1: Cascading downward information model Top Down 1.4 Organizational culture and change in five-star hotel As people work and live together in this hospitality environment, a culture has developed. These are the beliefs attitudes and values that define the hotel. Since five-star hotel is a hospitality organization, its staff directly serves people making its customers have a taste of what the hotel is all about every time they interact with the hotel staff. Trough a clear mission and values the hotel has managed to establish it has acquired the right culture it requires. The major factor that has contributed to this is through its increased effort to search for people who are committed to these principles. That is choosing the right people has improved retention rates as well as service level. Fostering commitment hiring the right people who are fit for the hotel culture securing a long term commitment from them has become possible. The company has a study believe in continuous service improvement; as a result it inspires the employees through continuous improvement. That is the company invest in developing employees by sending them to training, conferences, as well as continuous education courses (Robbins, & Robbins, 2008). Developing a story is crucial in organization culture and change. The hotels equip employees with their previous stories of their past and their aspired future. This makes the workers feel that they are among a group that experts something bigger. This sis also crucial to the customers as it helps them understand where the organization values evolve from. 3.1 Ways managers motivate the team to achieve a set goal Set goals and objectives offer employees with a framework to excel in their workplace. However there is some staff that still needs assistance in achieving the set goals. Goals must be achievable, and relevant in order to keep employees interest high towards achieving them. The following steps are followed in order to motivate an employee strive to achieve a set goals in the hotel. Managers write the organization goals initially with the employees to get him or her invested more in attaining them. In the assistance of the manager, the employee is helped to narrow every goal to measurable, specific objectives. Finally, a time frame is defined clearly for completing the objective. Managers then meet with employees individually regularly in order to evaluate the extent to which they have reached in attaining their goals. In his case suggestion are made on how to remain and go back on track in the event of difficulties. Then the managers adjust the goals details that are necessary in order to ensure that they look more realistic (Nykiel, 2005). There are set goals that managers have personally and for the entire company. They demonstrate their efforts towards achieving them and the motivation level towards completing them. There is a recognition system within the organization that used in celebrating employees who attain their goals. For instance, announcements are made, and there is a billeting board, being published in the company newsletter. There are also small incentives for achievers Employees are paired along with certain careers that enable them reach their goals. For instance, staffs are encouraged to feed one another as a push forward towards their goals. The last method is the managers ensure that they offer the employees with the relevant tools to achieve their goals. For instance, training, software programs that makes the task easier in the hotel and effective information tools. This information can be illustrated in the diagram below 3.2 Managerial decision made to support achievement of agreed goals and objectives The organization has a history of where it started to where it is currently standing at now. Most employees gained experience through job training and a bit of knowledge in hospitality management. On the other hand, the communication flow followed was complex and getting feedback on any issue took a lot of time to reach the relevant parties. The method that was installed and which employees used to air their grievances was not effective enough all the issue affected the achievement and effectiveness of the organization (Hinkin, 2006). The management has come up with a clear communication flow that was explained earlier in this paper. In the case of employees gaining experience through job training the organization has organized training programs for its employees in order to improve their skills and competencies. In the case of employees grievances, there are suggestion boxes in respective places where they can drop their issues that are handled effectively by the management. 3.2.1 Recommendations and Improvements The above issues disused above have been handled in the best way possible. However, the issue of employee grievances can improve further. The management can be organizing dinners for its employees where they are given a chance to express their concerns. This will facilitate in getting easy and fast feedback. Another issue that requires improvement is on the rewards and incentives. The management should invest more in this area to ensure that their employees remain motivated always. 3.3Conclusion Managers are the success pillars of most organization. The hospitality industry is a delicate environment to deal with. Once an organization adopts unpopular management styles, it is likely to get out of business. As they adopt various management styles, their customers should the priority. The employees motivation and job satisfaction should also be key areas where managers should direct resources towards. Reference List Benfari, R. 1999. Understanding and changing your management style. San Francisco, Jossey-Bass. Davidoff, D. M. 1994. Contact: customer service in the hospitality and tourism industry. Englewood Cliffs, N.J., Prentice Hall. Ford, L. 2005. Transform your workplace: 52 proven strategies to motivate, energize, and kick productivity up to the next level. New York, McGraw-Hill. Hinkin, T. R. 2006. Cases in hospitality management: a critical incident approach. Hoboken, N.J., John Wiley & Sons. Iverson, K. M. 2001. Managing human resources in the hospitality industry: an experiential approach. Upper Saddle River, N.J., Prentice Hall. Leas, S. 1997. Discover your conflict management style. [Washington, D.C.], Alban Institute. Mcclain, G. R., & Romaine, D. S. 2007. The everything managing people book quick and easy ways to build, motivate, and nurture a first-rate team. Avon, Mass, Adams Media. Nykiel, R. A. 2005. Hospitality management strategies. Upper Saddle River, NJ, Prentice Hall. Robbins, S. P., & Robbins, S. P. 2008. The truth about managing people. Upper Saddle River, N.J., Pearson Education/FT Press. Sandoff, M. 2012. How Humanism Can Contribute to the Development and Uniqueness of Service Management. Journal of Human Values. 18, 7-17. Woods, R. H., & King, J. Z. 1996. Quality leadership and management in the hospitality industry. East Lansing, Mich, Educational Institute of the American Hotel & Motel Association. Read More