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Leadership and Management

Leadership and Management

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Leadership and Management

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  1. Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e Leadership and Management John R. Walker Chapter 14

  2. Leadership • Leaders can and do make a difference when measuring a company’s success. • Few groups can accomplish much without an individual who acts as an effective leader. • The leader can and often does have a significant influence on the group and its direction

  3. Leadership Traits • Courage • Decisiveness • Dependability • Endurance • Enthusiasm • Initiative • Integrity • Judgment • Justice • Knowledge • Loyalty • Tact • Unselfishness

  4. Identifiable Practices Common to Leaders • Challenge the process • Inspire a shared vision • Enable others to act • Model the way • Encourage the heart

  5. Definitions of Leadership • “Leading is the process by which a person with vision is able to influence the activities and outcomes of others in a desired way.” • Leaders know what they want and why they want it—and they are able to communicate those desires to others to gain their cooperation and support

  6. Transactional Leadership • Process by which a leader is able to bring about desired actions from others by using certain behaviors, rewards, or incentives • In essence, an exchange or transaction takes place between leader and follower • A hotel general manager who pressures the food and beverage director to achieve certain goals in exchange for a bonus is an example of someone practicing transactional leadership

  7. Figure 14-1 Transactional Leadership Model

  8. Transformational Leadership • Eliciting performance above normal expectations • Three important factors: • Charisma • Individual consideration • Intellectual stimulation

  9. Examples of Excellencein Leadership • Dr. Martin Luther King, Jr. • Herb Kelleher • Bill Fisher • Richard P. Mayer

  10. Demands Placed on Leaders • Includes those made by owners, the corporate office, guests, employees, regulatory agencies, and competitors • Figure 14-2:

  11. Common Traits Among Leaders Include: • High ego strength • Strategic thinking ability • Orientation towards the future • Belief in principles of human behavior • Strong connections • Politically astute • Know how to use power

  12. Approaches to Becoming a Hotel Leader • Be decisive • Follow through • Select the best • Empower employees • Enhance career development

  13. Hospitality Management • Managers plan, organize, make decisions, communicate, motivate, control the efforts of a group to accomplish predetermined goals, and establish direction • Managers focus most of their time on strategic planning and the organization’s mission • Most top managers do not get involved in the day-to-day aspects of the operation

  14. Hospitality Management • Management is simply what managers do: Plan, organize, make decisions, communicate, motivate, and control • Management is defined as “the process of working with and through others to accomplish organizational goals in an efficient and effective way”

  15. What is Management? • Efficiency is getting the most done with the fewest number of inputs • Effectiveness is “doing the right thing.” • As an example, cooks do the right thing when they cook the food correctly according to the recipe and have it ready when needed.

  16. Who Are Managers? • Managers are often classified into three levels: • Front-line managers are the lowest-level managers—they manage the work of line employees; they may also be called supervisors • Middle managers are akin to department heads—they fall between front-line managers and top management; they are responsible for short- to medium-range plans, they establish goals and objectives, and manage front-line managers • Top managers are responsible for making medium- to long-range plans and for establishing goals and strategies

  17. Key Management Functions • Planning involves setting the company’s goals and developing plans to meet or exceed those goals • Organizing is the process of deciding what needs to be done, who will do it, how the tasks will be grouped, who reports to whom, and who makes decisions • Decision making includes determining the vision, mission, goals, and objectives of the company

  18. Key Management Functions • Communication with and motivation of individuals and groups are required to get the job done • Human resources and motivating involves attracting and retaining the best employees and keeping morale high • Controlling is the final management function which includes the setting of standards and comparing actual results with those standards

  19. Key Management Functions Leading to Goal AccomplishmentFigure 14-5

  20. Managerial Skills • Managers also need other major skills: • Conceptual skills enable top managers to view the corporation as a complete entity and understand how it is split into departments to achieve specific goals • Interpersonal - Managers need to lead, influence, communicate, supervise, coach, and evaluate employees’ performances • Technical - Managers need to have the technical skills required to understand and use modern techniques, methods, equipment, and procedures

  21. Manager’s Changing Role • Today’s successful manager takes more of a team leader/coach approach • Managers wear a variety of hats, including: • Figurehead role • Leader role • Liaison role • Spokesperson role • Negotiator role

  22. Sustainable Leadership • Many business leaders, including hospitality ones, are becoming increasingly more concerned about sustainability. Not only are they concerned about the environment but also social responsibility • Leaders and managers need to steer the organization on a path of sustainability for all associates to follow

  23. Managers Working in the system React Control risks Enforce organizational rules Seek and then follow direction Control people by pushing them in the right direction Coordinate effort Leaders Working on the system Create opportunities Seek opportunities Change organizational rules Provide a vision to believe in and strategic alignment Motivate people by satisfying basic human needs Inspire achievement and energize people Distinction Between Leadershipand Management

  24. Ethics • A set of moral principles and values that people use to answer questions about right and wrong • Ethics and morals have become an integral part of hospitality decisions, from employment (equal opportunity and affirmative action) to truth in menus • Many corporations and businesses have developed a code of ethics that all employees use to make decisions

  25. Trends • Leading a more diverse group of associates • Many entry-level employees do not have basic job skills • An increasing need for training • The need to create leaders out of line managers • Managing sales revenue all the way to the bottom line • Establishing independent business units to make their own profit, or subcontracting out that department

  26. Trends • Instead of keeping a person on payroll for a function that is only needed occasionally, outsourcing that service to specialists • Cutting down on full-time employees and hiring more part-time employees to avoid paying benefits • An increasing challenge to keep up with technological advances and their benefits • Social and environmental issues continuing to increase in importance • A greater emphasis placed on ethics

  27. The End