Assessment 4: Reflecting on Management (25%)
Length: Part A – 500 words, Part B – 800 words
Your final assessment asks you to bring together the various elements of the previous 3 assessments and reflect on your journey towards Management Mastery thus far. It is also about creating a snapshot of the Manager you are today. This is the beginning of a process we hope you will continue to review throughout your studies and into your management career.
Part A: Complete the CVF ‘spiderweb’ activity and write a reflective commentary with reference to the changes (if any) from your first attempt. Be sure to use the literature, participation and learning from your Blogs and the results from both ‘spiderwebs’ to support your reflection.
Part B: Choose either Community Blog 1 (Assessment 2) or Community Blog 2 (Assignment 3) and identify examples of competing values, paradoxical views and complementary models identified by your community of MTLs. Prepare a report on your findings remembering to include the importance of these elements to the function of management within a tourism, hospitality, events, gastronomic, business organisation and from the perspective of a Master Manager.
You should also include reference to the additional question / topic that we covered in the 3rd week of Blog #2.
Read the Introduction and Conclusion sections of the text (Quinn et al. 2015).
Complete the 36-statement Competing Values Management Practices Survey
Then press ‘show result’ – where your scores are plotted on the CVF wheel
Reflection: Look at the shape of your ‘spiderweb’, focusing, as we did previously, on the Quadrants, rather than the individual 'roles'
Save a copy for review, discussion and presentation with your reflective commentary.
Compare your ‘spiderweb’ results to the one completed in your first assignment.
Using the guidelines of reflecting writing, prepare a commentary that considers the following:
Have you experienced areas of significant and/or minimal or no change, between your 1st and the 2nd CVF ‘spiderweb’?
What circumstances (personal, learning, work) influenced changes (or lack of) throughout your management journey to date?
Did the community interaction and more specifically, the management team learners influence any outcomes of your second survey (chaged your views, reinforced your views?)
Which areas of the CVF do you feel requires some improvement? Why?
If you were asked to consider your own Master Manager competencies, how would you best describe them?
Choose either Blog 1 (Assessment 2) or Blog 2 (from Assignment 3).
Think about the outcomes of your chosen Blog and the views of management, and learning about management held across the group.
Include reference to the additional question / topic that we covered in the 3rd week of Blog #2
Identify examples of competing values, paradoxical views and complementary models identified by the community of MTLs.
Prepare and submit an analysis, including the importance of these elements to the function of management within a tourism, hospitality, event, gastronomic, business organisation and from the perspective of a Master Manager.
SOUTHERN CROSS UNIVERSITY
ASSIGNMENT COVER SHEET
Unit Name: Tourism and Hospitality Management
Unit Code: MNG01907
Assignment No.: 4
Assignment Title: Reflecting on Management
According to Quinn et al. (2015), the competing value of the Spider web can be used to analyze the competency role of the manager in an organization. Comparing the two CVF spider webs that I have generated by taking the test, I have observed highly significant changes in the overall shape of the spider web. The shape of the second spider web is more uniform compared to the shape of the first spider web, which is dented in the first quadrant. The second web is more consistent in shape in all quadrants, making almost a perfect circle and fuller which signifies improvements from the first spider web. However, the results showed that for the second web, the managerial roles in 3rd and 4th quadrant have slightly better scores making the circle wider in these quadrants compared to the scores of roles in the 1st and 2nd quadrant which signifies considerable improvements on the director role and broker roles [refer to appendix]. Contrastingly, in the first web, the results in 2nd and 3rd quadrants reflected worse scores making the web dented in these areas compared to 1st and 4th quadrant.
Throughout my management journey, I have faced a few circumstances that have influenced changes. For instance, in relation to work when I was handling a project, I build my capacities of leadership and as well as teamwork. As I had to involve in various negotiations with the vendors during the project tenure, I improved my capacities in broker role for which I think when I took the second test, I observed that my score in this area improved to 7 from 4.7 of the previous CVF. On the other hand, I have observed that my scores in the innovator role have reduced to 6.7 from 7 in the 2nd CVF compared to the first [refer to appendix]. This I think has been influenced by my need to stick to a set schedule and following established process while I was working in the team because I had to be compatible with the way others work. This left me with little chance to experiment with innovative ideas.
In relation to community interactions, more specifically working in a team had indeed influenced several of my outcomes in the second survey. Being a part of a team meant individual responsibilities were reduced and all members worked together. Thus, not very frequently, I needed to take in facilitator or director roles for which scores in these areas improved to 6.8 from 6.4 during the 2nd test. I learned to delegate responsibilities for which I developed more teamwork capacities over leadership capacities. This is evident from the almost comoarable scores of the facilitator role and the director roles which shows that I have become more efficient in managing the team and manage them.
In relation to management capacities, in future, I think I would need to become a better mentor. As I reach higher positions, I would have many new novice workers under my leadership command; thus, I need to mentor and groom them towards excellency. For this, I think I need to improve my capacities as a mentor as I have scored less in this area significantly in the 2nd CVF although the scores have improved. The scores have improved slightly and I need to work harder to enhance myentorship skills.
In my opinion, my own master management capacities are innovator role, director role and coordinator role. I think I have an innovative mind that inspires me to come up with unique solutions to critical problems. This is necessary as managers are frequently required to solve critical situations. Moreover, I am a good coordinator for tasks requiring team effort while I can direct those in need in the right direction but my scores have diminished a little. From this exercise, I think I have gained much insight into my key competencies and areas of improvement in relation to the master manager to maintain a perfect balance and become an efficient management professional.
This report is aimed at identifying the examples of competing values, paradoxical views and complementary models identified by the community of MTLs. Here Blog 1 is chosen for analysis. In this analysis, the importance of the identified elements to the function of management within tourism, hospitality, event, the gastronomic, the business organisation has been discussed and from the perspective of a Master Manager.
The discussion topic for blog 1 was “Management is the pursuit of flexibility.” The outcomes of blog 1 presented a number of management views regarding management flexibility. Initially, two major views of flexibility have been identified, namely, numerical flexibility and functional flexibility. As suggested by Carrasco-Hernández& Jiménez-Jiménez(2016), functional flexibility is associated with managing community-oriented aspects, while numerical flexibility is required for managing hard HRM aspects. With regard to the tourism and hospitality industry, both types of flexibilities in needed and significant. Being a service provider industry, the functional areas of tourism, hospitality, event management and gastronomy, the quality of service establishes community relations, and this can be achieved through high functional flexibility. On the hander, for ensuring high quality in managing the internal operations, numerical flexibility is also required.
Another management view regarding the aspect of employment flexibility that has been identified is management flexibility which suggested that it ensures that organizations adjust with continuous economic, social and behavioural changes in order to facilitate a learning environment for employees so that high-quality services are delivered to the customers. For the different service sectors associated with tourism and hospitality, customer satisfaction is the key goals as it enlightens the path towards growth and profitability. On the other hand, as per the views of Carvalho& Cabral-Cardoso (2008), the blog 1 suggested that learning environment created through employment flexibility helps in keeping a work-life balance for the organisational employees as well as inspires them to deliver the best potential for business growth.
As per the views of Pardey (2016), the competencies of a manager plays a very important role with respect to the manager remaining flexible. A flexible manager helps the subordinates so that staffs are more engaged in work. Such a manager motivates the subordinates to achieve their goals. Moreover, because flexibility encourages a learning environment in the organisation, employees can engage in active and continuous on the job learning through training sessions and day to day tasks resulting in improved employee efficiency. At the same time, improved efficiencies encourage competitiveness within the workplace(Quinn et al. 2015).
According to Taylor et al. (2017), the tourism manager promotes tourism delivering a number of services to the customers such as by advertising and providing information about the places. In a tourism service providing organisation, employees and managers work together and provide a range of tourism services and products to different tourists from across the world, and thus different types of things must be kept in mind. A tourism manager manages the information alongside ensuring supervision of the staff and the development of the various office systems (Quinn et al. 2015). The main motive of the Tourism Manager is to ensure that the tourist gets all their desired services such as proper information when they inquire for. To illustrate this aspect, an example can be used. The popular destination in Australia includes the coastal cities like Sydney, Brisbane, and so on. According to Bal & De Lange (2015), the Australian political situation has an impact on Singaporean travellers. The tourism manager being flexible in the working styles, motivates its employees towards understanding the external environment conditions and influence over Australian tourism. Therefore, when Singaporean tourists enquire regarding which destinations would be safe for their travel, employees can provide that information appropriately. Furthermore, when the Master Manager is flexible and promotes flexible work environment, he or she is able to work with different kinds of people. The hospitality manager is responsible for helping the employees to reach their desired goals (Bal & De Lange 2015) must have the flexibility to coordinate with different activities to help the employees.
With respect to an event manager, flexibility is the key towards success because each even that the manager needs to organise is different. The manager should be flexible enough to entertain client expectations and demands and motivate the staff accordingly to come up with innovative solutions that can meet such demands. A manager in this area who is not flexible risks being inappropriate for various job situations and incompetent to handle critical situations or new demands from different clients.
The report can conclude that flexibility is a major element that connects to a number of other elements to ensure the success of tourism, hospitality, event, or gastronomic business organisations