Principles Of Hospitality And Tourism Management PDF

HM 1100 PRINCIPLES OF HOSPITALITY AND TOURISM MANAGEMENT TOPIC 1 - MANAGER ROLES AND RESPONSIBILITIES OF A MANAGER WHAT DO MANAGERS DO? ➤ Managers are in constant action ➤ they “switch frequently from task to task, changing their focus of attention to respond to issues as t...

HM 1100 PRINCIPLES OF HOSPITALITY AND TOURISM MANAGEMENT TOPIC 1 - MANAGER ROLES AND RESPONSIBILITIES OF A MANAGER WHAT DO MANAGERS DO? ➤ Managers are in constant action ➤ they “switch frequently from task to task, changing their focus of attention to respond to issues as they arise, and engaging in a large volume of tasks of short duration.” ➤ The interactive nature of management means that most management work is conversational. ➤ When managers are in action, they are talking and listening. ➤ These verbal conversations, according to Eccles and Nohria, are how managers gather information, stay on top of things, identify problems, negotiate shared meanings, develop plans, put things in motion, give orders, assert authority, and develop relationships  negotiate Assert authorit y Gathering information Stay on top of things MANAGERS Develop plans Identif y problems Develop relationships Give orders Put things in motion MANAGER’S ROLE 1. INTERPERSONAL ROLES ➤ Managers must interact with many people during a workweek. ➤ They host receptions; take clients and customers to dinner; meet with business prospects and partners; conduct hiring and performance interviews; and form alliances, friendships, and personal relationships with many others. ➤ Numerous studies have shown that such relationships are the richest source of information for managers because of their immediate and personal nature. MANAGER’S ROLE 2. INFORMATIONAL ROLES ➤ Managers are required to gather, collate, analyze, store, and disseminate many kinds of information. ➤ they become information resource centers, often storing huge amounts of information in their own heads, moving quickly from the role of gatherer to the role of disseminator in minutes. ➤ Although many business organizations install large, expensive management information systems to perform many of those functions, nothing can match the speed and intuitive power of a well-trained manager’s brain for information processing. MANAGER’S ROLE 2. DECISIONAL ROLES ➤ Ultimately, managers are charged with the responsibility of making decisions on behalf of both the organization and the stakeholders with an interest in it. ➤ Such decisions are often made under circumstances of high ambiguity and with inadequate information. ➤ Often, the other two managerial roles—interpersonal and informational—will assist a manager in making di cult decisions in which outcomes are not clear and interests are often con icting. fl ffi MANAGER’S ROLE Monitor - Seek and receive information from a variety of sources (web, industry journals, reports, and contracts) Disseminator - Pass information on to others in the organization INFORMATIONAL Through memos, emails, phone calls etc. Spokesperson - transmits information to people outside the Organizations through speeches, interviews, and written communication. Figurehead - perform formal duties like greeting visitors, signing Contracts and other legal documents. INTERPERSONAL Leader - motivate, train, counsel, communicate, and direct subordinates Liaison - maintain and manage information links inside and outside The organization. Entrepreneur - initiate projects that lead to improvements; delegate idea -generation responsibilities to others and identify best ideas to act on. Disturbance Handler - take corrective action during conflicts and crises; DECISIONAL Resolve disputes among subordinates Resource Allocator - decide who receives resources, manage Schedules and budgets, and set priorities. Negotiator- represent a team, department or organization regarding contracts, union negotiations etc. MANAGER’S ROLE Provide information INTERPERSONAL Process Information INFORMATIONAL DECISIONAL Use information LEVELS OF MANAGEMENT LEVELS OF MANAGEMENT ➤ Refers to a line of demarcation between various managerial positions in an organization. ➤The number of levels in management increases when the size of the business and workforce increases and vice vers ➤The levels of management can be classi ed into three broad categories 1. Top level / Administrative level 2. Middle level / Executory 3. Low-level / Supervisory / Operative / First-line managers : fi a 1. TOP LEVEL/ADMINISTRATIVE LEVEL It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time to planning and coordinating functions. The role of the top management can be summarized as follows - a. Top management lays down the objectives and broad policies of the enterprise. b. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. c. It prepares strategic plans & policies for the enterprise. d. It appoints the executive for middle level i.e. departmental managers. e. It controls & coordinates the activities of all the departments. f. It is also responsible for maintaining a contact with the outside world. g. It provides guidance and direction. h. The top management is also responsible towards the shareholders for the performance of the enterprise. 2. MIDDLE LEVEL / EXECUTORY The branch managers and departmental managers constitute the middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as a. They execute the plans of the organization by the policies and directives of the top management. b. They make plans for the sub-units of the organization. c. They participate in employment & training of lower level management. d. They interpret and explain policies from top-level management to lower level. e. They are responsible for coordinating the activities within the division or department. f. It also sends important reports and other important data to top-level management. g. They evaluate the performance of junior managers. h. They are also responsible for inspiring lower-level managers towards better performance. 3. LOW-LEVEL / SUPERVISORY / OPERATIVE / FIRST-LINE MANAGERS Also known as supervisory / operative level of management. It consists of supervisors, foreman, section of cers, superintendent etc. According to R.C. Davis, “Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees”. In other words, they are concerned with direction and controlling function of management. Their activities include a. Assigning of jobs and tasks to various workers. b. They guide and instruct workers for day to day activities. c. They are responsible for the quality as well as quantity of production. d. They are also entrusted with the responsibility of maintaining good relation in the organization. e. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. fi 3. LOW-LEVEL / SUPERVISORY / OPERATIVE / FIRST-LINE MANAGERS f. They help to solve the grievances of the workers. g. They supervise & guide the sub-ordinates. h. They are responsible for providing training to the workers. i. They arrange necessary materials, machines, tools etc for getting things done. j. They prepare periodical reports about the performance of the workers. k. They ensure discipline in the enterprise. l. They motivate workers. m. They are the image builders of the enterprise because they are in direct contact with the workers. MANAGERIAL SKILLS  MANAGERIAL SKILLS There are four skills of managers are expected to have the ability of: 1. Technical skills: Technical skills that re ect both an understanding of and pro ciency in a specialized eld. For example, a manager may have technical skills in accounting, nance, engineering, manufacturing, or computer science. 2. Human Skills: associated with manager’s ability to work well with others, both as a member of a group and as a leader who gets things done through other. 3. Concept Skills: Conceptual skills related to the ability to visualize the organization as a whole, discern interrelationships among organizational parts, and understand how the organization ts into the wider context of the industry, community, and world. Conceptual skills, coupled with technical skills, human skills, and knowledge base, are important ingredients in organizational performance. 4. Design Skills: It is the ability to solve problems in ways that will bene t the enterprise. Managers must be able to solve the problems. fi fi fi fl fi fi MANAGERIAL SKILLS TOP MANAGEMENT CONCEPT AND DESIGN SKILLS MIDDLE HUMAN SKILLS SUPERVISOR TECHNICAL SKILLS