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Lead and manage people COMPETENCY UNIT: SITXHRM005C

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Presentation on theme: "Lead and manage people COMPETENCY UNIT: SITXHRM005C"— Presentation transcript:

1 Lead and manage people COMPETENCY UNIT: SITXHRM005C
Presented by : Philip Maw

2 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.

3 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.

4 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.

5 Week (1) Topic 1. Model high standards of performance and behaviour

6 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.

7 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.

8 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

9 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

10 Leadership styles There are three broad styles of leadership:
The authoritarian, (Autocratic) The participative (Bureaucratic) The laissez-faire. (Democratic)


12 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.

13 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.

14 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.

15 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.

16 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.

17 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

18 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

19 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

20 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.

21 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.

22 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.

23 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.


25 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.

26 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

27 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.

28 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.

29 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.

30 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.

31 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 teams 3. Noticing the need for and designing new job roles in the group 4. Hiring new employees

32 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

33 Managerial roles and responsibilities
Week (1) Managerial roles and responsibilities

34 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.

35 Traditional Pyramid of Management Levels p.7

36 Management Functions Planning Organizing Directing/Leading Controlling
Staffing Directing/Leading Controlling


38 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.)

39 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.

40 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.

41 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.)

42 Specific plans Specific plans are developed for one activity only, such as renovating a kitchen or installing new front office software.

43 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).

44 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.

45 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.

46 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.

47 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.

48 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.)

49 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.

50 Skills for Effective Management
Week (2)

51 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

52 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. (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.)

53 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. 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.

54 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.

55 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.

56 Characteristics of the ‘Ideal’ Modern Manager p.16
Able to manage themselves Ethical Able to solve complex problems and make decisions A strategic thinker Visionary Flexible and adaptable to change


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