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Chapter 14: Leadership and Management

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Presentation on theme: "Chapter 14: Leadership and Management"— Presentation transcript:

1 Chapter 14: Leadership and Management

2 Chapter 14 Leadership and Management
Hospitality Management Distinction Between Leadership and Management Ethics Trends

3 Leadership Traits Courage Judgment Decisiveness Justice 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 Excellence in 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” Efficiency is getting the most done with the fewest number of inputs

15 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

16 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

17 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

18 Figure 14–5 Key Management Functions Leading to Goal Accomplishment

19 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

20 Figure 14-6 Management Skill Areas

21 Manager’s Changing Role
Managers wear a variety of hats, including: Figurehead role Leader role Liaison role Spokesperson role Negotiator role

22 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

23 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

24 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

25 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

26 The End

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