Course: Z1748 – Services Information System

Year : 2017

Leadership and Management

Session # 12
 Objectives

• Identify the characteristics and

practices of leaders and managers
• Define leadership and management
• Differentiate between leadership and
management
• Describe the key management
functions
 Leadership Traits

• Courage • Judgment
• Decisiveness • Justice
• Dependability • Knowledge
• Endurance • Loyalty
• Enthusiasm • Tact
• Initiative • Unselfishness
• Integrity
 Identifiable Practices
Common to Leaders
• Challenge the process
• Inspire a shared vision
• Enable others to act
• Model the way
• Encourage the heart
 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
 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
Figure 14-1 Transactional
Leadership Model
 Transformational
Leadership
• Eliciting performance above normal
expectations
• Three important factors:
– Charisma
– Individual consideration
– Intellectual stimulation
 Examples of Excellence
in Leadership
• Dr. Martin Luther King, Jr.
• Herb Kelleher
• Bill Fisher
• Richard P. Mayer
 Demands Placed on
Leaders
• Includes those made by owners, the corporate
office, guests, employees, regulatory agencies,
and competitors
• Figure 14-2:
 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
 Approaches to Becoming a
Hotel Leader
• Be decisive
• Follow through
• Select the best
• Empower employees
• Enhance career development
 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
 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”
• Efficiency is getting the most done with the fewest
number of inputs
 Hospitality
Management
• 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
 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
 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
Figure 14–5 Key Management
Functions Leading to
Goal Accomplishment
 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
– Managers need to lead, influence, communicate,
supervise, coach, and evaluate employees’
performances
– Managers need to have the technical skills
required to understand and use modern
techniques, methods, equipment, and procedures
Figure 14-6 Management
Skill Areas
 Manager’s
Changing Role
• Managers wear a variety of hats, including:
– Figurehead role
– Leader role
– Liaison role
– Spokesperson role
– Negotiator role
 Distinction Between Leadership
and Management
• 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
 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
 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
 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
 REFERENCE

• John Walker. (2012). Introduction to

Hospitality. 06. Prentice Hall. ISBN: 978-
0132814652.