Understanding Behavior Management Principles
In order to serve for an organisation belonging in the hospitality industry, it is extremely needed for a candidate to possess certain personal qualities and professional skills. In the competitive global market, these skills are helpful for the candidate to perform well for the organisational benefit. Specifically for the post of a manager in a renowned company attached to the hospitality industry, certain qualities and experiences play one of the most active roles in the functional development of the organisation. In fact, the qualities are both interpersonal and professional as well. In the organisational decision-making process, these qualities have their utmost contribution in enhancing the organisational position in the market and among the customers.
Task A: Report
Comparing and contrasting between two management styles used in hospitality organisations (1.1):
Management styles in the business organisations, especially in the sector of hospitality industry, have their specific functions in controlling and maintaining the internal employees and their performance standards. It has been noticed by Safi and Kolahi (2016) that the managements and the organisational leaders are the most responsible figures regarding the maintenance of the entire workflow and functional activities of the business organisations.
In the particular context of the hotels and resorts, the contribution of the UK industry has been identified as one of the most influential and developed one. It has become very popular and customer satisfactory due to the improved and appropriate management styles. The performance of the organisational leaders within the context of Hilton UK is quite satisfactory. The main two management styles that have been observed within the hospitality organisations are autocratic and the democratic management styles. Among these, the application of the features of the autocratic leadership style has been noticed in Hilton UK.
Figure 1: Leadership management styles
(Source: Edelenbos et al. 2013, p.140)
According to the concept of the democratic leadership style, the authority to take any organisational decision is delegated among the employees and subordinates. They take one of the most active parts in organisational decision-making process through their spontaneous involvement. However, on the other hand, the concept of autocratic leadership shows the fact that there is one supreme individual at the top of the hierarchy of decision-making process and this person has the ultimate power to take any organisational decision (Edelenbos et al. 2013). In this process, other associates are generally ignored. Similarly, due to the collaboration among all the organisational staffs within the organisation, a better communication develops among them.
However, Reio and Trudel (2013) has identified that a clear communicative distance takes place among the different positions in autocratic style. In fact, the effort for positive working is also better n democratic style rather than the autocratic style. Although it has also been noticed that due to the involvement of a number of employees in the organisational decision-making process, complicacies and conflicts generate in democratic management, whereas, the scope of this in autocratic leadership is less. Even, the time management process in autocratic style is also more beneficial than that of democratic style.
Successful leadership characteristics of manager of hospitality organisation (1.2):
In order to continue and maintain the performances of the employees within the organisations in hospitality industry, it is quite necessary for the managers to have certain qualities and efficiencies. These qualities lead a manager to organise own team to a successful productivity. According to Hassan and Hatmaker (2015), one of the major characteristics that is necessary for an organisational manager is to possess the quality to develop strategies in order to avoid issues and problems in the organisational functioning. Through this, they can able to create a healthy working environment for the internal employees. Second, the manager needs to be flexible towards the demands and requirements of the internal employees in order to achieve their spontaneous support. This is effective for the development of both the quality and quantity of the organisational production.
On the other hand, the manager also needs to have some inner qualities, such as, enthusiasm, respect, self-confidence, open-mindedness, consistence, organised and a good communicative power as well. In fact, Daft (2014) has argued that these qualities help a manager to motive the employees and encourage them to identify the ways in order to improve the current quality and standard of their performances. Through a good communication, the managers can interact effectively with the subordinates and they can also share their own opinions and feedback to the manager as well. In order to create working environment full of unity and collaboration, this qualities of the manager is quite necessary. As the success of the hospitality industry is greatly depended on the quality of the services provided by the organisational employees, these qualities of a manager is healthy for the entire development of the organisational functioning in order to meet its purposes and goals.
Evaluating communication processes within hospitality organisations (1.3):
Through the communication strategies, the managers within a business organisation can successfully develop an interaction process with the subordinates. The importance of the communication processes is embedded in the creation of a smooth and healthy relation among different positions regarding the hierarchy. As mentioned by Nguyen and Fussell (2013), there are mainly two processes of communication, such as, the verbal communication and the non-verbal communication process.
Figure 2: Communication processes
(Source: Nguyen and Fussell, 2013, p.30)
According to the concept of the verbal communication process, the interaction is built on the basis of direct and face to face communication. Certain languages ate use in this process to communicate with one another. The managers in Hilton UK generally use this process during providing official directions to the employees and in meetings as well as conferences (hilton.com, 2017). Even through this, the employees and customers can also communicate directly with the management. On the other hand, non-verbal communication processes are those that explain someone’s feeling, thoughts, attitude and emotion through written, body gesturers and eye contacts. Kjærgaard et al. (2015) has stated that through all these communication process, different types of views and ideas are exchanged among a huge number of people within an organisation.
There are four basic elements in the communication process in the hospitality industry, such as, the sender, message, receiver and the feedback. Through the first communication, the managers deliver necessary messages to the audiences using verbal and non-verbal processes, whereas, in the next step, the audiences also provide their feedback through necessary communication strategy. Through the continuation of this process the management of Hilton UK can maintain a healthy as well as helpful and collaborative working environment in this hotel.
Analysing organisational culture as well as change within a selected firm (1.4):
The term organisational structure and culture denotes the internal system and environment of a specific organisation in which the employees continue their functional activities. There is the higher authority as well as the subordinates in a business organisation. On the other hand, there are also the specific roles and responsibilities of all the associates through the maintenance of which the organisational functions are performed quite successfully. However, Huhtala et al. (2013) has stated that in order to cope up with the changing situation of the industry at global basis, it is also necessary for the managements of the business organisations to implement necessary changes in the organisational structure and culture with the agreement and support of majority of the associates. In the particular case of Hilton UK, it has been noticed that through the implementation of effective changes, the management has been maintaining a balance with the changing external environment.
At the beginning of the business as an organisation in the hospitality industry, Hilton UK was small in structure (hilton.com, 2017). However, with the change of time, the structure of this company has transformed into a huge one in order to cope up along with to maintain a balance with other organisations in the same industry. Even, with the advancement of time, the board of directors and the hierarchy in the management and other positions of the employees have also been generated. This systematic structural order has enabled the management of this company to continue the smooth flow of service for the customers (Cadden et al. 2013). On the other hand, changes have also taken place in the organisational culture, such as; there are specific dress codes for people in different positions. The specific formal dress codes and uniforms have enabled to bring unity among the employees. Similarly, the friendly and collaborative working scenario has also encouraged people to serve their best effort in the organisational activities.
The ways by which a manager in a hospitality firm leads and motivates the employees for achieving the business objectives and goals (3.1):
The managers in any of the organisations related the hospitality industry have their specific tasks in order to motivate their employees within the organisations. Their functional roles as a manager towards the employees to motivate are more than to satisfy the needs and requirements of the customers. Wang et al. (2014) has supported the previous statement through the fact that the production and service quality of a hospitality organisation for the service users are entirely depended on the performance level of the employees.
Within the context of Hilton UK, it has been noticed that the managers of this company has been performing their roles and responsibilities as the mentors of the employees. Frequently, they use to gather the employees and mentor them with new attractive customer-service strategies in order to motivate them. In this process, they generally act as the role model for the staffs. On the other hand, through the leading of the employees, a compact team is developed with the employees that are helpful for maintaining a collaborative working within the company (Boella and Goss-Turner, 2013). Even, the managers of Hilton UK go through the entire counselling of the employees in order to identify their functional drawbacks and to suggest them the appropriate way through which they can improve the status of their functional performance.
Along with these, in order to achieve the business goals and objectives, the application of Tuckman’s Team Development Stage Model is also quite helpful. According to the concept of this model, a functional team is generated with a number of individuals through Forming and the managers involve themselves to elaborate the aim and objectives of the team. In the Storming stage, individual purposes of the tram members are disclosed and due to this contradictions occur. Therefore in this stage the managers of Hilton UK ct through the application of mix authoritative style. The Norming stage discloses the establishment of organisational rules, agreements and processes with the employees through which necessary decisions can be taken up and the employees are instructed to perform their skills according to those (Benavides-Velasco et al. 2014). After this, the Performing stage exhibits the individual performances of the employees and the impact of that on meeting organisational purposes. Finally, Adjourning refers to the demolition of the team after the completion of the entire task by meeting the organisational purposes.
Justification of managerial decisions taken in order to support achievement of agreed goals and objectives and recommending improvements (3.2):
As stated by Aggerholm and Asmuß (2016), the hospitality industry includes hotels, travels, tourism, entertainment, sports as well as other recreational sectors. In majority of the organisations, the managements take the ultimate responsibility to derive an organisational decision. It is a common fact that unless there is an effective strategic planning based on the organisational purposes; no performance can be played by the employees. The managers act as the figure head in the process of the development of the functional plan. Even, through the effective decision-making process the purposes of the organisations are highlighted and therefore these help to meet the organisational goals. The managers evaluate the current status of the organisations and according to that they use to take necessary decisions.
As per the personal efficiencies of the managers, their monitoring skills, directing skills, standard of performances and self knowledge are also helpful for the achievement of the organisational purposes (Hadidi et al. 2015). Through this, an effective customer service process can be maintained and the purposes of the organisations are reached. In fact, through the organised and systematic controlling skill of the managers for the employees in order to drive their activities towards the organisational benefit is beneficial for meeting the agreed goals and objectives.
However, it is also a fact that according to the current competitive scenario, improvements are needed in management performances in the hospitality organisations.
- The managers of the organisations are needed to be more flexible towards the needs of the internal employees. They are not expected to impose some new policies and functional strategies that are beyond their capacities.
- On the other hand, analysis of the current market scenario is also to be improved in order to decide the application of the most beneficial process.
- The managers are also needed to be more inspirational and the embodiment of enthusiasm rather than the autocratic figure.
- In the contradictory situation, the managers need to have the mental and professional strength to handle the situation and satisfy all of them through the development of suitable strategy.
Task B: Individual portfolio
2.1. Assessing own management skills performance
|Professional Skills||Current Level|
1 = weak
|Best Current Example||Ways to Improve|
|Communication Skills||3||I have been able deal with consumers with my current communication ability|
|Listening Skills||4||Due to my ability to act after listening the entire conversation, I can easily solve problems of other employees|
|Leadership Skills||5||I am able to encourage my team members to do work independently|
|Planning and Organising||3||When a new meeting was about to conduct, I have helped other members of the company to arrange the meeting and scheduling it in such a way that everyone can join it|
|Presentation Skills||2||I have presented the new sales strategy with the help of presentation tools in the annual meeting|
|Problem Solving||3||I have rectified the conflicts among few of the team members in the last week|
|Professional knowledge||5||I am always professional in conducting activities on time|
|Self- Management||4||Recently, I have developed a plan for myself regarding the activities that I need to carry out each day|
|Team work||5||I have managed to brought other team members to help the new member in our team to understand the work activities and has successfully completed the given activity to the new employee with a team effort|
|Technology Skills||4||I have presented a suggestion to the top management to establish a conferencing system in the office so that communication gap|
|Time Management||2||I have gone through a training session to understand the importance of time management. Now, I do activities based on a schedule I have developed|
Table 1: Own management skills performances
(Source: Developed by the learner)
2.2 SWOT TASK
Table 2: SOWT task
(Source: Developed by the learner)
2.3 Targets and Objectives
1, Aim and time frame
|To improve the presentation skills||4 months|
|To improve listening skills||2 months|
|To improve time management skills||5 months|
Table 3: Short-term target and objectives
(Source: Developed by the learner)
2, Aim and time-frame
|To improve communication skills||10 months|
|To improve technological skills||1 year|
|To improve leadership skills||1 year|
Table 4: Long-term target
(Source: Developed by the learner)
4.1 Professional Development Plan
What do you want from the BTEC HND?
From the BTEC HND, it is required to have a good educational background with satisfactory working experience in any of the relevant companies. As this degree is considered as the equivalent to the second year standard in a 3-years degree course, the candidate is expected to apply own knowledge and practical skills in own professional career.
What will you do immediately after?
After the BTEC HND, it is expected from the candidate to join a relevant organisation in order to gain practical experience. Through this, the candidate can able to understand own skills and efficiencies in the professional field and can also identify the factors in which further improvement is needed.
What do you want to be doing in 2 years’ time?
I want to gain the theoretical knowledge regarding the management and leadership through my learning and also want to adopt the knowledge regarding the application of the skills in practical field.
What do you want to be doing in 3 years’ time?
In 3 years’ time, I want to apply my theoretical knowledge in the practical field in full fledged. I personally believe that through this I can improve my practical performance skill that can help me to apply in my future career.
What do you want to be doing in 5 years’ time?
As 5 years is a long duration to gain both the theoretical as well as practical knowledge and experiences, this is helpful for me to work in different types of organisations in order to gather knowledge regarding the application of different types of leadership. Even through this, I can also maintain a balance with a new working environment with improved self confidence.
I have my own working experiences in a hotel cum restaurant as a service manager. Therefore, I have practical experience of working in this hospitality sector.
Current Employment Status
I have been working in the hotel as a service manager since last 5 years and for the last 3 years I am a full time service person in the hotel.
Work Skills Profile
As a new candidate, I have the capacity to offer the employer about my personal skills such as my punctuality, maintenance of responsibility, technological knowledge, team management, and understanding of current status of customer needs along with my reliability towards the organisational needs.
How will you skills play a role in becoming a manager?
I personally believe that my personal skills including my practical experiences have their capacity to become a manager because in order to be an organisational manager, it is needed for a candidate to have a leadership quality, reliability and responsibilities to perform a task within allotted time. My punctuality is also helpful in this regard. On the other hand, my technological knowledge along with team management skills is also effective to enhance the scope for future improvement of service quality through understanding the changing customer needs.
4.2 Professional Development Plan
|Improving communication skills||Not highly effective||Want to develop all types of communication skills including verbal and non verbal||Can join training programs|
Can gather knowledge while working in a workplace setting
|Handling employees, clients and customers||1 year||Organisational success regarding customer handling and employee satisfaction|
|Developing IT skills||Effective but not satisfactory enough||Highly effective||Training sessions|
Hard work and learning on the subjects
|Operation of all the software of the firm||2 years||Management of organisational systems and prevention from cyber attack|
|Leadership attributes||Not satisfactory||Satisfactory and impressive||Understanding the requirements of employees|
Focusing more on ethical behaviour and compassionate towards others
|Employee satisfaction and organisational performance improvement||1 year||More satisfied customers|
Finally, it can be concluded that in the organisational decision-making process and also in the smooth functioning of the organisational activities, the impact and influence of the certain qualities of the manager is quite significant. They take the most important role in the finalisation of the application of the most effective policy through their personal and professional skills and knowledge. On the other hand, through fixing certain target, they can also improve the current status of their functional qualities. Team working is helpful in this process to identify own functional drawbacks and advantages through comparative ways. Through evaluating self strengths, weaknesses, opportunities and threats, they can better understand about their personal skills and efficiencies.