1. Ambition in Action

2. Ambition in Action www.sit.nsw.edu.au Lead and manage people COMPETENCY UNIT: SITXHRM005C Presented by : Philip Maw

3. Ambition in Action www.sit.nsw.edu.au 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.

4. Ambition in Action www.sit.nsw.edu.au 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.

5. Ambition in Action www.sit.nsw.edu.au 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.

6. Ambition in Action www.sit.nsw.edu.au Week (1)  Topic 1.  Model high standards of performance and behaviour 

7. Ambition in Action www.sit.nsw.edu.au 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.

8. Ambition in Action www.sit.nsw.edu.au 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.

9. Ambition in Action www.sit.nsw.edu.au 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

10. Ambition in Action www.sit.nsw.edu.au 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

11. Ambition in Action www.sit.nsw.edu.au Leadership styles  There are three broad styles of leadership:  The authoritarian, (Autocratic)  The participative (Bureaucratic)   The laissez-faire. (Delegative/ Democratic)

12. Ambition in Action www.sit.nsw.edu.au Styles of leadership HIGH LEVEL OF CONTROLLOW LEVEL OF CONTROL AUTOCRATIC Bureaucratic ( Democratic

13. Ambition in Action www.sit.nsw.edu.au 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.

14. Ambition in Action www.sit.nsw.edu.au 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.

15. Ambition in Action www.sit.nsw.edu.au 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.

16. Ambition in Action www.sit.nsw.edu.au 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.

17. Ambition in Action www.sit.nsw.edu.au 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.

18. Ambition in Action www.sit.nsw.edu.au 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

19. Ambition in Action www.sit.nsw.edu.au 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

20. Ambition in Action www.sit.nsw.edu.au 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

21. Ambition in Action www.sit.nsw.edu.au 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.

22. Ambition in Action www.sit.nsw.edu.au 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.

23. Ambition in Action www.sit.nsw.edu.au 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.

24. Ambition in Action www.sit.nsw.edu.au 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.

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26. Ambition in Action www.sit.nsw.edu.au 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.

27. Ambition in Action www.sit.nsw.edu.au 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

28. Ambition in Action www.sit.nsw.edu.au Characteristics of a Successful Leadership Style  Be the person others choose to follow.  Provide vision for the future. Provide vision for the future.  Provide inspiration. Provide inspiration.  Make other people feel important and appreciated. Make other people feel important and appreciated.  Live your values. Behave ethically. Live your values. Behave ethically.

29. Ambition in Action www.sit.nsw.edu.au 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.

30. Ambition in Action www.sit.nsw.edu.au 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.

31. Ambition in Action www.sit.nsw.edu.au 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.

32. Ambition in Action www.sit.nsw.edu.au 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

33. Ambition in Action www.sit.nsw.edu.au 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

34. Ambition in Action www.sit.nsw.edu.au Week (2) Managerial roles and responsibilities (Monitor workplace operation)

35. Ambition in Action www.sit.nsw.edu.au 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

36. Ambition in Action www.sit.nsw.edu.au 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.

37. Ambition in Action www.sit.nsw.edu.au Traditional Pyramid of Management Levels p.7

38. Ambition in Action www.sit.nsw.edu.au Management Functions  Planning  Organizing Staffing  Directing/Leading  Controlling  Lead and Manage People, Monitor Work Operations and Develop and Implement Operational Plans

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41. Ambition in Action www.sit.nsw.edu.au 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.)

42. Ambition in Action www.sit.nsw.edu.au 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.

43. Ambition in Action www.sit.nsw.edu.au 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.

44. Ambition in Action www.sit.nsw.edu.au 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.)

45. Ambition in Action www.sit.nsw.edu.au Specific plans  Specific plans are developed for one activity only, such as renovating a kitchen or installing new front office software.

46. Ambition in Action www.sit.nsw.edu.au 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).

47. Ambition in Action www.sit.nsw.edu.au 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.

48. Ambition in Action www.sit.nsw.edu.au 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.

49. Ambition in Action www.sit.nsw.edu.au 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.

50. Ambition in Action www.sit.nsw.edu.au 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.

51. Ambition in Action www.sit.nsw.edu.au 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.)

52. Ambition in Action www.sit.nsw.edu.au 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.

53. Ambition in Action www.sit.nsw.edu.au 5. Monitoring Monitoring - Major areas where monitoring is required:  production  quality (discuss quality assurance initiative including formal and informal)  financial  inventory/stock

54. Ambition in Action www.sit.nsw.edu.au Organisation’s Monitors  Who are the organisation's monitors?  The Board  Executive Management  Departmental manager  Line manager/supervisor  Staff

55. Ambition in Action www.sit.nsw.edu.au 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

56. Ambition in Action www.sit.nsw.edu.au Cont.  Regular and consistent monitoring  Effective use of time and finances  Accurate information

57. Ambition in Action www.sit.nsw.edu.au 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

58. Skills for Effective Management Part (2)

59. Ambition in Action www.sit.nsw.edu.au 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

60. Ambition in Action www.sit.nsw.edu.au 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

61. Ambition in Action www.sit.nsw.edu.au 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. 

62. Ambition in Action www.sit.nsw.edu.au  (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.)

63. Ambition in Action www.sit.nsw.edu.au 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.

64. Ambition in Action www.sit.nsw.edu.au  These then assist the manager to be more effective when using their conceptual abilities

65. Ambition in Action www.sit.nsw.edu.au 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.

66. Ambition in Action www.sit.nsw.edu.au  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.

67. Ambition in Action www.sit.nsw.edu.au 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.

68. Ambition in Action www.sit.nsw.edu.au 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.

69. Ambition in Action www.sit.nsw.edu.au 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.

70. Ambition in Action www.sit.nsw.edu.au 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.

71. Ambition in Action www.sit.nsw.edu.au 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

72. Ambition in Action www.sit.nsw.edu.au 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

73. Ambition in Action www.sit.nsw.edu.au The responsible manager

74. Ambition in Action www.sit.nsw.edu.au Next week lesson ( communication and leadership)