Chapter 11 Leadership and Management PDF

CHAPTER 11 Leadership and Management  Chapter Objectives After reading and studying this chapter, the student should be able to do the following: 1. Identify the characteristics and practices of leaders. 2. Define leadership. 3. Identify the characteristics of management....

CHAPTER 11 Leadership and Management  Chapter Objectives After reading and studying this chapter, the student should be able to do the following: 1. Identify the characteristics and practices of leaders. 2. Define leadership. 3. Identify the characteristics of management. 4. Define management. 5. Differentiate between leadership and management. continued on next slide  Leadership Leaders can and do make a difference when measuring a company’s success. In addition to these leadership traits, the following identifiable practices are common to leaders: – Challenge the process. Be active, not passive; search for opportunities; experiment and take risks. continued on next slide  Leadership In addition to these leadership traits, the following identifiable practices are common to leaders: – Inspire a shared vision. Create a vision; envision the future; enlist others. – Enable others to act. Do not act alone; foster collaboration; strengthen others. – Model the way. Plan; set examples; strive for small wins. continued on next slide  Leadership In addition to these leadership traits, the following identify practices are common to leaders: – Encourage the heart. Share the passion; recognize individual contributions; celebrate accomplishments.  Definitions of Leadership In terms of hospitality leadership, the following definition is appropriate: – Leading is the process by which a person with vision is able to influence the activities and outcomes of others in a desired way. continued on next slide  Definitions of Leadership In terms of hospitality leadership, the following definition is appropriate: – 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. – Leadership may be identified as transactional or transformational.  Transactional Leadership Transactional leadership is viewed as a 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. continued on next slide  Transactional Leadership An example of a transactional leader is a hotel general manager who pressures the food and beverage director to achieve certain goals in exchange for a bonus.  Transformational Leadership Transformational leadership describes the process of eliciting performance above and beyond normal expectations. A transformational leader is one who inspires others to do more than they originally thought possible, by raising their commitment to a shared vision of the future. continued on next slide  Transformational Leadership Transformational leaders have a hands-on philosophy in terms of encouraging their followers individually, not in performing day-to-day tasks. Transformational leadership entails three important factors: charisma, individual consideration, and intellectual stimulation. Example: Executive chef in hotel will develop certain recipes with their sous chef in order to get a good final product in production. continued on next slide  Transformational Leadership It is possible to be a charismatic transformational leader as well as a transactional leader. It takes substantial effort but guarantees success.  Examples of Excellence in Leadership Dr. Martin Luther King, Jr., was one of the most charismatic transformational leaders in history, dedicating his life to achieving rights for all citizens by nonviolent methods and winning the Nobel Peace Prize in 1964. continued on next slide  Demands Placed on Leaders Other demands on a leader in the hospitality industry include the owners, the corporate office, guests, employees, regulatory agencies, and competitors. The leader must balance two additional forces: how much energy to expend on getting results and how much to expend on relationships. continued on next slide  Demands Placed on Leaders Common traits of leaders include: high ego strength, the ability to think strategically, an orientation toward the future, a belief in certain fundamental principles of human behavior, strong connections they don’t hesitate to display, political astuteness(quickly understand situation), and the ability to use power for efficiency and the larger good of the organization. continued on next slide  Demands Placed on Leaders Peter Drucker identifies four common traits of leaders: they have followers, their followers do the right things regardless of the leader’s popularity, they are visible and set examples, and they are concerned with responsibility, not rank or money. continued on next slide  Demands Placed on Leaders According to Drucker, leaders ask what needs to be done and what they can do to make a difference, taking into account their strengths. Effective leadership skills include: being decisive, following through, selecting the best, empowering employees, and enhancing career development.  Hospitality Management Managers forecast, plan, organize, make decisions, communicate, motivate, and control the efforts of a group to accomplish predetermined goals. Managers establish the direction the organization will take. continued on next slide  Hospitality Management Managers obtain the necessary resources for the tasks to be accomplished and supervise progress toward goal accomplishment. Top management focuses on strategic planning and the organization mission; middle and supervisory management are responsible for day-to-day operations.  What is Management? Management is defined as the process of “coordinating and overseeing the activities of others so that their activities are completed efficiently and effectively” with and through other people. continued on next slide  What is Management? Efficiency is getting the most done with the least amount of inputs; managers work with scarce resources—money, people, time, and equipment. Management is also about being effective; effectiveness is “doing the right thing,” as in cooking food correctly and having it ready on time.  Who Are Managers? A manager is someone who works with and manages others’ activities to accomplish organizational goals in an efficient and effective way. continued on next slide  Who Are Managers? There are three levels of managers. – Frontline managers are take charge of a shift and supervises the guest services – Middle managers, such as department heads, are responsible for short- to medium-range plans; they manage frontline managers. – Senior managers are responsible for medium- to long-range plans.  Key Management Functions The key management functions are:- 1. Planning 2. Organizing 3. Decision-making 4. Communicating 5. Motivating 6. Controlling. They are interdependent and frequently happen simultaneously or at least overlap. continued on next slide  Key Management Functions Planning involves setting the company’s goals and developing plans to meet or exceed these goals. Organizing decides what needs to be done. It involves assigning task, grouping tasks into departments, delegating authority and allocating resources across the organisation. continued on next slide  Key Management Functions Decision-making includes determining the vision, mission, goals, objectives of the company, and it also includes scheduling employees and responding to guest needs. continued on next slide  Key Management Functions Communicating gets the job done, it is a process of transmitting information, ideas, thoughts, opinions and plans between various part of an organization. Motivating gets the job done includes maintaining morale, molding corporate culture and managing conflict. Controlling involves setting standards, monitoring, comparing and correcting results.  Managerial Skills There are three core managerial skill areas: 1. Conceptual 2. Interpersonal 3. Technical. Conceptual skills enable senior managers to view the corporation as a complete entity and yet understand how it is split into departments to achieve specific goals. Conceptual skills allow a senior manager to view the entire corporation, especially the interdependence of the various departments. continued on next slide  Managerial Skills Interpersonal skills involve dealing with people. Managers need to lead, influence, communicate, supervise, coach, and evaluate employees’ performances. This necessitates a high level of interpersonal human skills. The abilities to build teams and work with others are human skills that successful managers need to cultivate  Managerial Skills Technical skills involve using techniques, methods, and equipment. Managers need to have the technical skills required to understand and use modern techniques, methods, equipment, and procedures. These skills are more important for lower levels of management. As a manager rises through the ranks, the need for technical skills decreases and the need for conceptual skills increases  Managerial Skills As a manager rises, the need for conceptual skills increases and the need for technical skills decreases.  The Manager’s Changing Role Managerial duties also encompass various roles, including figurehead, leader, liaison, spokesperson, and negotiator. – The figurehead role involves performing ceremonial duties. – The liaison role includes contact with people in other departments. continued on next slide  The Manager’s Changing Role Managerial duties also encompass various roles, including figurehead, leader, liaison, spokesperson, and negotiator. – As negotiator, a head of a company may negotiate with a union. The two most important changes right now are technological advances and internationalization. continued on next slide  The Manager’s Changing Role The manager’s role is not only internal but also external. For instance, a manager must be responsive to market needs and income generation. Managers must continually strive to be innovative by realizing efficiencies in their respective areas. Distinction Between Leadership and Management Managing is the formal process by which organizational objectives are achieved through the efforts of subordinates. Leading is the process by which a person with vision is able to influence the behavior of others.