Interpreting your management style
An essential element of management is self improvement, leading to what Quinn et al. (2015) define as Mastery. To achieve this requires recognising your own managerial strengths and weaknesses. Assessment 1 highlights your current managerial type/style, providing a benchmark as you move towards management ‘mastery’.
Identify and describe your management style in an interpretative report, using the CVF conceptual framework (Quinn et al. 2015). The steps involved let you situate yourself within the parameters of management mastery and draw out aspects of your style which are evident from the following exercise.
Read the Introduction and Conclusion sections of the text (Quinn et al. 2015)
Interpret your findings, identifying strengths and weaknesses as a tourism and hospitality manager. Look for areas of prominence. Make reference to the wider literature and to the Introduction and Conclusion sections from the Quinn et al. (2015) text. For example, are the four quadrants equal in your spiderweb? Are you already in balance? What does this mean for management mastery according to Quinn et al. (2015)? Are there obvious areas of strength and opposing weakness? What are these areas? Why might this be so?
Compile these findings into an interpretative report on your management style, explaining elements you see in your CVF ‘spiderweb’. Be sure to include context in this interpretation. That means you should anchor the interpretation in discussions of your actual work and potential role as a 'manager' or reference to other managers you might know. This will help explain ‘what’ and ‘why’ the spiderweb reflects what it does about you as a manager.
TOURISM AND HOSPITALITY MANAGEMENT
INTERPRETING OWN MANAGEMENT STYLE
The competing value survey is associated with indicating how an organisation can operate, what the corporate values are, and how employees can collaborate (Nagayoshi and Nakamura, 2018). According to the competing value survey, there are mainly four different quadrants that are collaborate, create, compete and control (Quinn et al. 2015).
By considering the result of CVF survey, I can say that that there are two areas where I have strengths, whereas, there are two different areas where I have weaknesses. The result has shown the fact that I have efficiencies in control and compete section. However, I have observed that I have some shortcomings in collaborate and create section. As one of the team leader in a tour conducting organisation, I believe that I must have an adequate level of efficiencies in compete section so that I can develop a better customer service. I am extremely goal-oriented person that helps me in generating better team-related efficiencies. As a team leader, my primary role is to ensure an accomplishment of team-related goal so that the team can secure a better outcome. I always have a good focus on the achievement of the target so that I can ensure a better outcome. For the attainment of team-related goal with more efficiency, I closely follow the activities of the subordinate who work under me so that I can assess my team performance. This approach is also helpful in assessing the need of training. For increasing the efficiencies, I encourage my team member to compete with other member so that everyone can secure a better performance. During developing a strategy to ensure a better team outcome, I always provide focus toward the customer service.
The survey result has made me understand that I have an adequate level of efficiencies in the control section. As a team leader, this professional skill is highly useful for me in organising work process efficiently so that I can make everything under my control. This professional skill is highly helpful for me in running my team more efficiently. I always maintain formal policies and rules that are effective in stabilising my team which so that I can facilitate smoother task execution.
The result has also made me in developing the understanding that I follow the internal process model, along with the rational goal model during the present stage of my career. The internal process model has made me providing stresses on the management of information and maintaining better communication, control and stability. On the other hand, following the rational goal model helps in emphasising my control, setting a goal, developing a plan, and improving efficiencies as well as productivity (Newton and Mazur, 2016). The result of the survey clearly shows that I do not follow human relation model and open system model, therefore, I must secure a better balance in create and collaborate section so that I can secure advancements in my career.