Hospitality, Lodging
and
Food Services Operations
John R. Walker
Leadership and Management
Chapter 14
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Learning Objectives
1
2
3
4
5
6
The Importance of leadership in management
Define management-related terms such as effectiveness,
efficiency, authority, responsibility, and span of control.
Describe the roles and functions of managers.
Differentiate among technical, human, and conceptual skills.
Draw an organizational chart for an organization.
Sustainable management and trends in management
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Leadership
• Leaders can and do make a difference
when measuring a company’s success.
• Few groups can accomplish much
without an individual who acts as an
effective leader
• The leader can and often does have a
significant influence on the group and
its direction
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Leadership Traits
•
•
•
•
•
•
•
Courage
Decisiveness
Dependability
Endurance (strength)
Enthusiasm
Initiative
Integrity
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•
•
•
•
•
•
Judgment
Justice
Knowledge
Loyalty
Tact (polite)
Unselfishness
(sacrifice)
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Identifiable Practices - Common to Leaders
•
•
•
•
•
Challenge the process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heart
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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
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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
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Figure - Transactional Leadership Model
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Transformational Leadership
• Eliciting performance above normal
expectations
• Three important factors:
– Charisma
– Individual consideration
– Intellectual stimulation
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Demands Placed on Leaders
• Includes those made by owners, the
corporate office, guests, employees,
regulatory agencies, and competitors
• Figure 14-2:
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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 (smart)
Know how to use power
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Approaches to Becoming a
Hotel Leader
•
•
•
•
•
Be decisive
Follow through
Select the best
Empower employees
Enhance career development
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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
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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”
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Managerial Efficiency and Effectiveness
Authority
Accountability
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Responsibility
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Management requires coordination of human and material
resources while maintaining concern for morals, ethics,
and ideals.
• A manager’s job is unpredictable and full of challenges,
but it is also filled with opportunities to make a
difference.
– Authority, responsibility, and accountability are
concepts important to the process of management.
– Authority is delegated from the top level to lower
levels of management and is the right of a manager
to direct others and take actions because of his or her
position in the organization.
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• Responsibility is the obligation to perform an
assigned activity or see that someone else
performs it.
• Because responsibility is an obligation a
person accepts, it cannot be delegated or
passed to another; essentially, the obligation
remains with the person who accepted the
responsibility
.
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• Accountability is the state of being responsible
to one’s self, to some organization, or even to
the public.
– In the systems context, management was
described as a process for accomplishment
of objectives, implying, therefore, that
accountability is an integral aspect of the
managerial role.
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• Managers must show results in an era when scarce
resources are an increasing concern.
– Efficient and effective use of these resources to
produce desired results is a requisite for a viable
organization.
• Efficiency is “doing things right” and is getting
the most done with the fewest number of
inputs
• Effectiveness is “doing the right things”
As an example, cooks do the right thing when they
cook the food correctly according to the recipe and
have
it
ready
when
needed.
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Roles of Managers
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Roles of Managers
The formal authority of a manager gives rise to
interpersonal, informational, and decisional roles.
• Interpersonal Roles. Interpersonal roles of figurehead,
leader, and liaison (connect) focus on relationships.
– The figurehead role has been described by some
management experts as the representational
responsibility of management.
• By virtue of a manager’s role as head of an
organization or unit, ceremonial duties must be
performed and may involve a written
proclamation (anouncement) or an appearance at an
important function.
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Roles of Managers
• The manager in charge of an organization or unit also
is responsible for the work of the staff; this constitutes
the leader role.
– Functions of this role range from hiring and training
employees to creating an environment that will
motivate the staff.
• The manager also must assume the interpersonal role
of liaison by dealing with people both inside and
outside the organization.
– Managers must relate effectively to peers in other
departments of the organization and to suppliers
and clients.
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Roles of Managers
– In the disseminator role, the manager transmits
information to subordinates who otherwise would
probably have no access to this information.
• An important aspect of this role is to make
decisions concerning the information needs of
staff members.
– The spokesperson role of the manager is closely akin
to the figurehead role.
• In the spokesperson role, the manager transmits
information to people inside and outside the
organization or unit.
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Roles of Managers
• Informational Roles. The informational roles of a
manager are those of monitor, disseminator, and
spokesperson.
– As monitor, the manager constantly searches for
information to use to become more effective.
• The manager queries liaison contacts and
subordinates and must be alert to unsolicited
information that may result from the network of
contacts previously developed.
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Roles of Managers
• Decisional Roles. The decisional roles include
those of entrepreneur, disturbance handler,
resource allocator, and negotiator.
– As entrepreneur, the manager is the
voluntary initiator of change.
• The entrepreneur role may involve, for
example, a decision to change the menu
after networking with other restaurateurs
or customers.
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Roles of Managers
• In the role of disturbance handler, the
manager responds to situations that are
beyond his or her control.
– In this role, the manager must act because
the pressures of the situation are too severe
to be ignored; for example, a strike looms,
or a supplier fails to provide goods or
services.
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Roles of Managers
• As resource allocator, the manager
decides how and to whom the resources
of the organization will be distributed.
–In authorizing important decisions, the
manager must be mindful of the needs
of the unit while considering priorities
of the overall operation.
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Roles of Managers
• In the negotiator role, the manager
participates in a process of give-and-take until
a satisfactory compromise is reached.
– Managers have this responsibility because
only they have the requisite information
and authority to develop complex contracts
with suppliers or less formal negotiations
within the organization.
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Management Skills
Skills
Technical
Human
Conceptual
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Management Skills
Managers need three basic skills – technical, human and
conceptual.
• A skill as an ability that can be developed and that is
manifested in performance.
– Technical Skill. A technical skill involves an
understanding of, and proficiency in, a specific kind of
activity, particularly one involving methods or
techniques.
• Such skill requires specialized knowledge, analytical
ability, and expertise in the use of tools and
procedures.
• Managers need to have the technical skills required
to understand and use modern techniques,
methods, equipment, and procedures
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Management Skills
• Human Skill. Human or interpersonal, skill
concerns working with people and understanding
their behavior.
– Human skill, which requires effective
communication, is vital to all the manager’s
activities and must be consistently
demonstrated in actions.
– Managers need to lead, influence,
communicate, supervise, coach, and evaluate
employees’ performances
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Who Are Managers?
• 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 headsthey 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
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Management Skills
• Conceptual Skill. Conceptual skill is the ability to view
the organization as a whole, recognizing how various
parts depend on one another and how changes in one
part affect other parts.
– Conceptual skill also involves the ability to
understand the organization within the
environmental context; a good example is the
relationship of the organization to other similar
organizations and to suppliers within the
community.
– enables top managers to view the corporation as a
complete entity and understand how it is split into
departments to achieve specific goals
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Management Functions
Planning
Organizing
Directing
Decision Making
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Staffing
Controlling
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Management Functions
The five management functions are planning,
organizing, staffing, directing, and controlling.
• Managers perform these functions in the
process of coordinating activities of the
subsystems of the organization.
– Planning. Plans establish organizational
objectives and set up procedures for reaching
them. involves setting the company’s goals
and developing plans to meet or exceed
those goals
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Management Functions
– Organizing. Organizing is the process of
grouping activities, delegating authority to
accomplish activities, providing for
coordination of relationships, and
facilitating decision-making and 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
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Management Functions
• Staffing, Human resources and motivating
involves attracting and retaining the best
employees and keeping morale high.
• Among the most critical tasks of a manager is
staffing, the recruitment, selection, training,
and development of people who will be most
effective in helping the organization meet its
goals.
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Staffing
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Management Functions
• Decision making includes determining the vision,
mission, goals, and objectives of the company
• Controlling is the final management function which
includes the setting of standards and comparing
actual results with those standards
• Controlling is the process of ensuring that plans are
being followed.
– It involves comparing what should be done with
what was done and then taking corrective action,
if necessary.
– Controlling must be a continuous process that
affects and is affected by each of the other
managerial functions.
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Management Functions
Leading to Goal Accomplishment
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Organizational Structure
Traditional
Organizations
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Innovative
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Organizational Structure
An organization is defined as a group of people working
together in some form of coordinated effort to attain
objectives.
• An ideal organization results in the most efficient use of
resources.
• The organization structure is based on the objectives
that management has established and on plans and
programs to achieve these objectives; different types of
structures will be required for traditional and new
organizations, each with different objectives.
– The Traditional Organization
– The Innovative Organization
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The Traditional Organization
Organization chart and job descriptions or position guide
Differentiation or departmentalization
Integration
Delegation of authority
Administrative systems
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The Traditional Organization
One of the primary reasons for organizing in the
traditional organization is to establish lines of
authority, which create order.
• The traditional organization frequently is defined in
terms of the following:
• Organization chart and job descriptions or position
guides - pattern of formal relationships and duties.
• Differentiation or departmentalization - assignment
of various activities or tasks to different units or
people of the organization.
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The Innovative Organization
Empowered Decision Making
Self-Fulfillment
Sociability
Flat Hierarchy
New Bases of Management Power
Emphasis on Vision & Values
Personal Consideration
Managers as Change Agents
Team-Based with Group Recognition
Technologically Savvy
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The Traditional Organization
• Integration—coordination of separate
activities or tasks.
• Delegation of authority - power, status, and
hierarchical relationships within the
organization.
• Administrative systems - guidance of activities
and relationships of people in the organization
through planned and formalized policies,
procedures, and controls.
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The Innovative Organization
In innovative organizations, employers are
challenged to improve the quality of work life and
to develop a corporate, or organizational, culture.
• Innovative organizations are characterized by
several general precepts:
– Empowered Decision Making: Employees, not
just managers, are involved in decision-making.
– Sociability: A sense of belonging to the
organization is created for all members.
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The Innovative Organization
– New bases of management power: A shift has
occurred from use of only downward authority to
inclusion of upward and lateral lines of authority
and input.
– Personal consideration: Greater recognition is
given to the importance of individual employees,
not just the job they perform.
– Team-based with group recognition: Formation of
teams of employees and/or managers working
together to accomplish goals with more emphasis
on team rather than individual recognition.
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The Innovative Organization
• Flat hierarchy: The number of managerial
levels has been reduced.
• Self-fulfillment: Employee job satisfaction and
sense of accomplishment is more valued.
• Emphasis on vision and values: Companies are
finding it more important to formulate clear
visions and values to which employees can
commit themselves.
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The Innovative Organization
• Managers as change agents: Change is viewed
as a critical component in organization
success, and managers are expected to
stimulate and facilitate change.
• Technologically savvy (insight): Effective use of all
forms of technology and a presence on the
Internet are necessary components of
organizations.
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Corporate Culture
Integrity
Bottom-up Style of Management
Having Fun
Community Involvement
Emphasis on Physical Heath & Fitness
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Corporate Culture
Corporate culture, or organizational culture, is defined
as the shared philosophies, values, assumptions,
beliefs, expectations, attitudes, and norms that knit an
organization together.
• Positive cultures have the following qualities in
common:
– Integrity: Building trust between people in the
organization
– Bottom-up style of management: Involving
employees as part of the team
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Corporate Culture
– Having fun: Finding ways both at work and
outside of work for fun
– Community involvement: Participating in
community service programs
– Emphasis on physical health and fitness:
Practicing a belief that a sound mind goes
along with a sound body.
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Sustainable Leadership
• Many business leaders, including hospitality
ones, are becoming increasingly more
concerned about sustainability. Not only are
they concerned about the environment but
also social responsibility
• Leaders and managers need to steer the
organization on a path of sustainability for all
associates to follow
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Sociocultural Differences
• The sociocultural environment includes the culture and values
that exist in each country; many differences can exist.
– Assertiveness: The degree to which assertiveness and
toughness versus caring and tenderness is valued.
– Future orientation: The extent to which future oriented
behaviors such as planning and delayed gratification are
valued.
– Gender differences: The amount of status and decision
making responsibility given to females.
– Humane orientation: The extent to which altruistic,
generous, caring, and kind behaviors are valued and
rewarded.
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Sociocultural Differences
• Individualism vs collectivism: The degree to which
ties between individuals are loose or close.
– In some countries the expectation is that each
looks out for oneself (individualism)
– In other countries, the expectation is that each
looks out for many others (collectivism).
• In-group collectivism: The extent to which
membership in groups such as family, friends, and
employing organizations are valued.
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Sociocultural Differences
• Performance orientation: The degree to which
group members are encouraged and rewarded
for performance improvement and excellence.
• Power distance: The extent to which less
powerful members of an institution expect and
accept that power will be unequally distributed.
• Uncertainty avoidance: The degree to which
people are comfortable with the unknown and
having unexpected things happen.
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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
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• 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
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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
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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
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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
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End of Chapter Slides
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