COMPETENCY UNIT: SITXHRM005C Presented by : Philip Maw Slide 2
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. Slide 3 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. Slide 4 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
managers 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. Slide 5 Topic 1. Model high
standards of performance and behaviour Slide 6 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. Slide 7 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. Slide 8 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 Slide 9 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 Slide 10 There are three broad styles of leadership: The
authoritarian, (Autocratic) The participative (Bureaucratic) The
laissez-faire. (Democratic) Slide 11 HIGH LEVEL OF CONTROLLOW LEVEL
OF CONTROL AUTOCRATICDEMOCRATICLAISSEZ FAIRE Slide 12 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. Slide 13 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. Slide 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.
Slide 15 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. Slide 16
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. Slide 17 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 Slide 18
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 Slide 19 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
Slide 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. Slide 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.
Slide 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. Slide 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. Slide 24 Slide 25 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. Slide 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 Slide
27 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. Slide 28 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. Slide 29 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. Slide 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. Slide 31 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 Slide 32 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 Slide 33
Managerial roles and responsibilities Slide 34 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. Slide 35 Slide 36 Planning Organizing Staffing
Directing/Leading Controlling Slide 37 Slide 38 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.) Slide 39 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. Slide 40
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.
Slide 41 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.) Slide 42
Specific plans are developed for one activity only, such as
renovating a kitchen or installing new front office software. Slide
43 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). Slide 44 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. Slide 45 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. Slide 46 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. Slide 47 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. Slide 48 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.) Slide 49 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. Slide 50 Week (2) Slide 51 There are three
areas of skills required to be an effective and competent manager.
These skills are: technical skills people skills and Conceptual
skills Slide 52 Technical skills are required to simply get the job
done. Since training is such an important part of a managers 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.)
Slide 53 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. Slide 54 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. Slide 55 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. Slide 56 A strategic thinker Visionary Flexible and
adaptable to change Able to manage themselves Ethical Able to solve
complex problems and make decisions Slide 57
