COMPETENCY UNIT: SITXHRM005C
Presented by : Philip Maw
 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.
 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.

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.

 Topic
1. Model high
standards of
performance and
behaviour
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.

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.
 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
 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
 There
are three broad styles of
leadership:
 The
authoritarian, (Autocratic)
 The
participative (Bureaucratic)


The laissez-faire. (Democratic)
HIGH LEVEL OF CONTROL
AUTOCRATIC
DEMOCRATIC
LOW LEVEL OF CONTROL
LAISSEZ FAIRE
 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.
 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.
 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.
 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.
 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.
 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
 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
 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
 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.
 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.
 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.
 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.
 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.
 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
 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.
 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.
 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.
 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.
 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
 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
Managerial roles
and
responsibilities

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.

Planning

Organizing
Staffing

Directing/Leading

Controlling





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.)
 There
are several different types of plans
that a hospitality manager must perform
and these are:
 strategic plans,
 operational
 specific
plans,
plans and
 standing
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.
 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.)
 Specific
plans are developed for one
activity only, such as renovating a kitchen
or installing new front office software.
 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).
 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.
 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.
 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.
 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.
 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.)
 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.
Week (2)
 There
are three areas of skills required to
be an effective and competent manager.
These skills are:
 technical skills
 people skills and
 Conceptual 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.)
 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.
 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, decisionmaking and problem solving are good
examples of conceptual skills.
 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.

A strategic thinker


Visionary

Flexible and adaptable
to change


Able to manage
themselves
Ethical
Able to solve complex
problems and make
decisions