ambition in action. ambition in action lead and manage people competency unit: sitxhrm005c...
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Ambitionin Action
Ambition in Action
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Lead and manage peopleCOMPETENCY UNIT: SITXHRM005C
Presented by : Philip Maw
Ambition in Action
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Lead and manage people Unit Outline:
This unit deals with the skills and knowledge required by managers, supervisors and team leaders to lead and manage teams of people in the workplace
The unit focuses on leadership, motivation and teamwork.
Ambition in Action
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Introduction The unique nature of the hospitality industry is a major
consideration for managers to optimize (to make the best of) employee motivation by positively leading and managing staff and building strong workplace teams.
Many employees working in the hospitality industry are earning income to support study or other pathways and commitments which provides a significant leadership challenge for the hospitality manager.
Ambition in Action
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Cont. Many of them are working as casual employees, they are
often young, diverse, and have no career ambition in the industry.
Hospitality industry is a service industry in which optimal customer contact is the ideal & teamwork is essential in creating a positive and enjoyable experience.
Therefore, the manager’s challenge is to meet the
motivational needs of his staff, career-minded supervisors and frontline staff, as well as those of the less committed transient employees.
Ambition in Action
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Week (1) Topic 1.
Model high standards of performance and behaviour
Ambition in Action
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Leader A leader is a person who guides or directs
others.
Leaders are the heart of the business;
they influence others, motivate and persuade people to achieve the goals of the business.
It is important to understand that team leaders or supervisors work with a team in supportive workplace relationships.
Ambition in Action
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Cont.
Often this involves directing others and delegating tasks and taking responsibility for the achievement of team objectives.
That means setting a direction, communicating effectively and keeping staff morale high, even at difficult times.
Ambition in Action
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Effective team leaders’ attributes
The ability to communicate effectively
The ability to set goals and focus on tasks
A high level of problem solving skills
The ability to delegate effectively
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Cont.
The ability to work as part of the team and to provide a positive influence on team members
The ability foster trust and confidence
The ability to resolve conflicts
The ability to make informed decisions
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Leadership styles There are three broad styles of leadership:
The authoritarian, (Autocratic)
The participative (Bureaucratic) The laissez-faire. (Delegative/ Democratic)
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Styles of leadership
HIGH LEVEL OF CONTROL LOW LEVEL OF CONTROL
AUTOCRATIC Bureaucratic ( Democratic
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Authoritarian leaders Authoritarian leaders provide clear expectations for
what needs to be done, when it should be done, and how it should be done.
There is also a clear division between the leader and the followers.
Authoritarian leaders make decisions independently with little or no input from the rest of the group.
Ambition in Action
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Cont.
Researchers found that decision-making was less creative under authoritarian leadership.
It was also found that it is more difficult to move from an authoritarian style to a democratic style than vice versa.
Abuse of this style is usually viewed as controlling, bossy, and dictatorial.
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Cont.
Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group.
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Participative leaders Participative leaders interact with their teams,
actively looking for input and encouraging team members to take a direct role in team decision-making.
In participative theories, however, the leader retains the right to allow the input of others.
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Delegative (Laissez-faire) leaders
Delegative (Laissez-faire) leaders offer little or no guidance to staff members and leave decision-making up to them.
While this style can be effective in situations where team members are highly qualified in an area of expertise, it often leads to poorly defined roles and a lack of motivation.
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Situational Leadership There is no definitive answer which style is best,
but democratic seems to be most effective in most situations.
Situation Leadership = when the leader modifies their style to suit the specific situation
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Situational Leadership – Factors to be considered
Time pressures to complete task Complexity and importance of the task Existing skill and knowledge of the team and
individuals Level of risk involved if not completed well Culture of organization and management styles
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Situational Leadership
Directive behaviour – clearly telling the person what, when and how they must complete a task.
Supportive behaviour – providing support and encouragement to lift the skill level, more involved in problem solving and decision making process
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Management functions
Directing This leadership style is suited to new or
inexperienced workers who need specific directions and close supervision. It should be used when the worker:
has a low skill level lacks commitment, experience and/or enthusiasm.
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Cont.
Coaching This leadership style is suited to workers with
limited experience and skills. They still need direction and supervision but decisions are explained to them and they are given limited opportunities to participate in decision making. It should be used when the worker:
has a modest level of skill but lacks commitment.
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Cont.
Supporting This leadership style is suited to workers that have
good skill levels and experience. They don't need close supervision or direction because of their current skills and experience but they need support to build their confidence and motivation. The responsibility for making decisions is also shared with them.
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Delegating
Delegating This style of leadership is suited to workers that
have high levels of skill and experience. These workers are usually willing and able to work on their own with no supervision or direction. They are also given the responsibility for making relevant decisions.
Ambition in Action
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Ambition in Action
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Five Practices of Exemplary Leadership – Kouzes & Posner
When leaders are at their best, they exhibit the following behaviours…
1. Model the way: establish principles, create standards of excellence and demonstrate that behaviour, set smaller goals for a bigger objective, create opportunities for success.
2. Inspire a shared vision: envision the future, are passionate about change, get people to share exciting ideas for the future.
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Cont. 3. Challenge the process: search for chances to
change, look for innovation within an organization, experiment and take risks, use failures as learning experiences.
4. Enable others to act: build effective teams, actively involve others, value mutual respect, strengthen others.
5. Encourage the heart: recognize individual contributions, share in rewards, make people feel like heroes
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Characteristics of a Successful Leadership Style
Be the person others choose to follow.
Provide vision for the future.
Provide inspiration.
Make other people feel important and appreciated.
Live your values. Behave ethically.
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Cont. Set the pace through your expectations and
example.
Establish an environment of continuous improvement.
Provide opportunities for people to grow, both personally and professionally.
Care and act with compassion.
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Supervision Supervision means that an individual is in charge of
providing direction and oversight for other employees.
The successful supervisor provides recognition, appreciation, training and feedback to reporting employees.
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Cont.
Many supervisors are held accountable not only for the actions of their staff, but also what their staff accomplishes, particularly if they work in front line positions.
Supervisors can be found at all levels of an organization. Often they are at the level of the junior most managers.
The term team leader is sometimes interchangeable with supervisor.
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What Do Supervisors Do?
Supervision of a group of employees often includes: 1. Conducting basic management skills (decision making, problem solving, planning, delegation and meeting management)2. Organizing their department and teams3. Noticing the need for and designing new job roles in the group4. Hiring new employees
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Cont.
5. Training new employees
6. Employee performance management (setting goals, observing and giving feedback, addressing performance issues, firing employees, etc.)
7. Conforming to HR policies and other internal regulations
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Week (2)
Managerial roles and responsibilities
(Monitor workplace operation)
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Session Outline
Unit Orientation Purpose, units of competency, assessment program
Roles & Functions of Departments Management Foundations
Pyramid of Management Managers Skills Identifying Managerial Roles & Responsibilities Five Functions of Management Responsible Manager
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Management It is the process of ensuring that a group of
employees work together efficiently and effectively to achieve the goals set by the organisation in which they work.
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Traditional Pyramid of Management Levels
p.7
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Management Functions
Planning
Organizing
Staffing
Directing/Leading
Controlling
Lead and Manage People, Monitor Work Operations and Develop and Implement Operational Plans
Lead and Manage People, Monitor Work Operations and Develop and Implement Operational Plans
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Management FunctionsManagement Functions
PlanningPlanning OrganizingOrganizing
LeadingLeadingControllingControlling
ManagementFunctions
ManagementFunctions
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Ambition in Action
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Planning
Planning involves setting direction and operating organisational strategies.
In order for work teams to achieve their goals, management needs to plan a pathway and decide what is needed and how it should be done.
This short-term plan is essential for providing consistent professional service on a daily basis.
(For example, careful planning of hotel operations is needed to maintain cleanliness, control cash, manage stock levels and ultimately provide excellent service to the guest.)
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Different types of planning
There are several different types of plans that a hospitality manager must perform and these are:
strategic plans,
operational plans,
specific plans and
standing plans.
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Strategic plans
Strategic plans have a long-term view, providing future direction for the hospitality business for several years ahead.
They are often developed by the most senior level management or the board of directors.
This type of plan relies on a detailed understanding of the external (including the economy) and internal environment.
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Operational plans
Operational plans are undertaken to meet business objectives.
(For example, if the objective is to increase revenue by 10%, managers would need to develop ways of increasing efficiency, such as turning over customers more quickly.)
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Specific plans
Specific plans are developed for one activity only, such as renovating a kitchen or installing new front office software.
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Standing plans
Standing plans are in place for specific situations such as bomb threats and fires.
Such plans cover evacuation and are strongly influenced by regulations and standards
(e.g. Australian standards for emergency evacuation of buildings).
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2. Organising
Organising needs to be performed in order to achieve the service vision of a hospitality organisation, these tasks need to be allocated to individuals in the service team.
This is known as task analysis. Good organisation ensures that every task is performed effectively and efficiently.
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Cont.
For example, if tablecloths and napkins have not been collected from the laundry, tables cannot be set in time for opening. Such situations occur if there is confusion as to whose job it is to make the collection on a particular day.
Sometimes, important tasks, such as lodging tax returns before the deadline or analysing stock variances, are simply not given the attention they deserve.
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Cont.
Developing organisational charts and allocating duties to appropriate individuals are important responsibilities of a hospitality manager.
Managers also need to make sure that there are enough trained staff on duty to provide a superior level of service, which may involve advertising for additional staff, interviewing them, selecting the most suitable candidates and training them.
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3. Leading
Leading involves giving instructions or delegating tasks for staff to perform. In the current hospitality work environment, both management and staff prefer a coaching style of directing.
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4. Controlling
Controlling as the name suggests means that the hospitality manager needs to check that everything they are responsible for is been completed.
(For example, if physical resources, such as housekeeping supplies are constantly running low, then standard orders need to be updated; or if staff are not performing to the required standard, the reasons for this need to be investigated and resolved.)
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Cont.
Managers need to carefully balance these functions. Too much time spent on planning and too little on controlling means that they will not know if their plans are working until customers complain.
Too little time spent on planning will lead to chaos in the directing phase, and the controlling process will eventually reveal that things are going wrong.
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5. Monitoring
Monitoring - Major areas where monitoring is required:
production quality (discuss quality assurance initiative
including formal and informal) financial inventory/stock
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Organisation’s Monitors
Who are the organisation's monitors?
The Board Executive Management Departmental manager Line manager/supervisor Staff
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Cont. The monitoring process should provide: Regular monitoring to check if objectives are being met
Early warning signals of problems that might occur
resolution to problems
An assurance that organisation standards of service are maintained employees with feedback on how they are performing
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Cont. Regular and consistent monitoring
Effective use of time and finances
Accurate information
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Cont.
Steps in the monitoring process: establish areas where monitoring is necessary establish what needs to be measured compare actual performance with desired result take corrective action
Skills for Effective Management
Part (2)
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Skills for effective management
There are three areas of skills required to be an
effective and competent manager. These skills are:
technical skills
people skills and
Conceptual skills
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Managers Skills
Conceptual Skills The ability to think analytically and achieve intergrative problem solving – to view the organisation as a whole and find the best solution
People Skills The ability to work well in cooperation with other people
Technical Job Related Skills The ability to apply expertise and perform special tasks proficiently
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Technical Skills Technical skills are required to simply get the job
done. Since training is such an important part of a manager’s job, it is essential that management have sound technical skills in all areas for which they are responsible.
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(For a restaurant manager for example, these skills may include menu planning, budgeting, food service and taking computer reservations. As troubleshooting is an important element of the role, managers need to be proficient in the technical skills of the job to solve problems as they arise.)
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Applying Management Skills
Technical Job Related Skills Middle management use less of the ‘technical skills’ required at the operative level eg changing a beer keg.
They develop different technical skills that relate to their current position eg marketing, human resources management, accounting, information systems etc.
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These then assist the manager to be more effective when using their conceptual abilities
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People Skills
People skills are very important skills to have as a manager. The whole idea of being people skilled is knowing or finding how to bring out the best in others in any situation, rather than their worst.
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By mastering these essential people skills (listening, questioning, managing conflict and providing support), management can dramatically increase their chances of achieving the best outcomes and create cohesiveness within the team in order to achieve their mutual agreed goals.
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Applying Management Skills
People Skills Quality assurance is a new management philosophy
entering our industry. It involves implementing major organisational
changes. These will directly affect all levels of employes and
management. For them to work effectively, management require advanced communication and interpersonal skills to assist the organisation with these changes.
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Conceptual skills
Conceptual skills are those that enable a person to visualise something in its entirety and identify the cause of a problem rather than just recognising the symptom.
In other words, decision-making and problem solving are good examples of conceptual skills.
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Cont.
Managers do a lot of thinking, especially when planning or analysing why things are not performing as expected.
Supervisors require a level of conceptual skill appropriate for short term planning while senior management on the other hand require more complex conceptual skills that will enable them to carry out more long term strategic planning.
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Applying Management Skills (cont)
Conceptual Skills Planning and developing systems and procedures to improve financial control within an organisation.
The full ramification fo the plans within the context of the organisation must be understood for the new systems and procedures to work effectively.
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Characteristics of the ‘Ideal’ Modern Manager
A strategic thinker
Visionary
Flexible and adaptable to change
Able to manage themselves
Ethical
Able to solve complex problems and make decisions
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Characteristics of the ‘Ideal’ Modern Manager A strategic thinker
Visionary
Flexible and adaptable to change
Able to manage themselves
Ethical
Able to solve complex problems and make decisions
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The responsible manager
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Next week lesson ( communication and leadership)