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INTRODUCTION TO HOSPITALITY
Unit VII Article Critique
Initially, review the issues discussed in this unit, such as marketing, hospitality management styles, planning, organizing, leadership or other topics from the three textbook (See Study guide attached) chapters in your required reading. Then, choose two of the issues listed above, and search the CSU Online Library for two articles pertaining to each of two issues. This will give you a total of four articles to critique in this assignment. The chosen articles should be less than three years old and should exceed three pages in length.
Analyze and evaluate the articles as to their relevance in today’s marketplace, and organize your Article Critique as follows:
Part 1 of the critique consists of the identification of the two issue areas that you have selected and the articles that pertain to each issue or topic. Be certain that you provide readers with enough information about the articles through proper APA formatting in in-text citations and in your references list at the end of your submission. This way, the reader can find the articles themselves if he or she wishes to read them.
Part 2 presents an abstract of each article in which you briefly summarize the main points the author(s) established.
Part 3 offers your actual critique of the articles. You are to provide your reaction (insightful, critical, and logical) to the points the authors made in their respective articles. A simple statement of agreement or disagreement is not sufficient. While you may make such a statement by way of an introduction to your reaction, you must clearly and logically state the reasons for the position you have taken toward the data presented within the articles.
Your critique should be a minimum of 1,000 words. Be sure to utilize proper APA formatting throughout your critique, including citations and references.
Explain the differences between leadership and management.
https://columbiasouthern.adobeconnect.com/_a1174888831/article_critiques/
link for Critique guidance Please see it
Course Textbook(s)
Walker, J. R. (2013). Introduction to hospitality management (4th ed.). Upper Saddle River, NJ: Pearson.
BHM 3010, Introduction to Hospitality 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
5. Determine marketing strategies within the operations of hospitality and tourism entities.
5.1 Create a marketing program for a new hospitality product introduction.
8. Distinguish necessary components of management styles for successful hospitality/travel industry
professionals.
8.1 Explain the differences between leadership and management.
Reading Assignment
Chapter 14: Leadership and Management
Chapter 15: Planning
Chapter 16: Organizing
Unit Lesson
In this unit, we will look at the management, leadership, planning and organizing of hospitality operations. The
initial focus is to differentiate leadership and management. To make it simple, leadership is the more formal
aspect, while management is the working side of the big picture (Walker, 2013). The leader must organize his
or her troops and get them ready for action. The leader has a strong and significant influence on the group
and the direction in which they will be moving. Rather than get into the complex issues of leadership, which
have been defined and redefined over the years, the simple definition of a leader is one who has followers.
Management or managers are charged with the task of accomplishing predetermined goals through the
utilization of others. The managers must empower employees to make decisions to achieve these goals, all
the while verifying that they have the resources to do this. Managers will not necessarily become involved in
the day-to-day operations; however, they will supervise and monitor group progress. Leaders and managers
will not work behind the counter at their units; their time and expertise are more effective at making the
company operate more efficiently and preparing it for the future. In management, it is said that managers
work with the 5 Ms: money, machinery, manpower, materials, and market (Walker, 2013).
Today’s trends in leadership and management include the following: managing diverse groups, training a new
generation in basic job skills, reducing the number of full-time employees, hiring more part-time employees,
keeping up with the benefits of technological advances, emphasizing ethics in the workplace, and maintaining
global security and safety. The functions of leadership and management must withstand increased demands
and responsibilities and still achieve the pre-determined goals (Walker, 2013).
A major portion of both leadership and management is effective planning and organizing to achieve goals.
Things do not happen by themselves, at least not the way you want them to, but the proper planning and
organizing will allow the desired results to be achieved. The utilization of long term planning (strategic) and
short term planning (operational) will establish the forward path for the organization (Walker, 2013). Both
types are critical in the development of a successful hospitality operation.
The planning and organizing process is a major function of project management. A project has critical
mandates for completion time and budget—both of which must be met. Increasingly, hospitality companies
utilize project management to achieve a rapid response to opportunities. Taking into account the rapid
changes occurring in the hospitality business and the trends in sustainability, technology, and global
UNIT VII STUDY GUIDE
Leadership and Management,
Planning, and Organizing
BHM 3010, Introduction to Hospitality 2
UNIT x STUDY GUIDE
Title
communication, the planning and organizing processes must keep pace. The education and training of
leaders, managers, supervisors, and the majority of the organizational chart must be a priority, particularly in
the principles of efficiency and effectiveness.
As we mentioned the organizational structure, we must discuss the important elements in its design. The
structure of the organization is intended to divide work into functional areas. Formal lines of authority and
communications are established for development of a framework in which job functions are grouped. In the
hospitality business environment, the trend is to have flatter organizational structures or fewer levels. This
allows more flexibility in decisions and actions, which is a good thing for the guests and their satisfaction. If
there is an issue with a guest, employees are empowered and/or have fewer hoops to jump through to obtain
a resolution decision by management, or they can make one themselves.
The organizational chart will also visualize the chain of command. Departments and titles are shown so that
the line of authority can be traced top to bottom or vice versa. The size of the organization will determine the
levels and reporting structure. Whether it is 30 employees or 10,000, there will be an organizational structure
that is best to achieve designated goals.
Think of a small hospitality company, such as a local hotel in your town, as compared to a large, national
chain of hotels. They must operate in a similar fashion, and the number and methods of their employees will
be organized and grouped by functional area, even though the small hotel may have one person in a group
(Walker, 2013). The goals can be the same, but it will be a different management process to make it to the
top of the mountain.
Leadership cannot be defined as a one-size-fits-all convention. Constructing the best ensemble with the
correct choices and the right style, at the right time and proper situation, is a primary key to being successful
and effective. Choosing an inappropriate leadership style can lead to negatives such as misunderstandings,
production decline, poor work performances, absenteeism, and high turnover (Motowidlo, 2003). As stated by
Goleman (2000), there should be awareness by leaders in recognizing how their leadership style is
synonymous with organizational success.
Successful leaders are unambiguous in their ability to get things done through others. Conversely, their
leadership style will influence their competency level, just as the subordinate’s performance will determine
their competency to perform assigned tasks. According to Bennis (2002), the primary goal of an effective
leader is the ability to articulate vision and instill trust, belief, and loyalty, and it should lead towards achieving
goals. In order to be successful, the leader must cultivate trust and form relationships with employees to
complete directives. This will be the determinant of a leadership style(s) (Kelloway & Barling, 2000). The
selection of a leadership style ultimately concerns the necessities of the people and the organization being led
(Goleman, 2000). Goleman (2000) discusses three leadership styles: transformation leadership, transactional
leadership, and situational leadership.
Transformational Leadership
Choosing a transformational leadership style, leaders establish values for their subordinates that will motivate
and persuade them to achieve goals (Jung, 2000). Transformational style allows a sense of mission, vision,
pride, respect, and trust. Mulla and Krishnan (2011) theorized an association between transformational
leadership and a subordinate’s moral values. The positive effect of transformational leadership is that it
enhances self-knowledge and increases the performance expectation value to the financial performance of
the teams.
These leaders are visible and inspirational, since they expect the best, hold themselves accountable, and
have good conflict resolution skills. They generally possess high emotional intelligence, demonstrate
leadership qualities in a group, and are generators of increased morale, motivation, and morals (Zafra,
Retamero, & Landa, 2008). Transformational leaders are highly visible, know how to delegate, and spend a
lot of time communicating. Transformational leaders generate positive change that emphasizes the
characteristics of task-goal efforts and the importance of values.
In its ideal form, transformational leadership creates valuable and positive change in its followers, with the
end goal of developing followers into leaders—enhancing motivation, morale, and performance through a
variety of mechanisms. These include connecting the follower’s sense of identity and self to the mission and
the collective identity of the organization; being a role model for followers that inspires them; challenging
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BHM 3010, Introduction to Hospitality 3
UNIT x STUDY GUIDE
Title
followers to take greater ownership for their work; and understanding the strengths and weaknesses of
followers so the leader can align tasks that optimize their performance (Bass, Avolio, Jung, & Berson, 2003).
As written by Berson, Shamir, Avolio, and Popper (2001), the concept of transformational leadership
facilitates innovation and maintains a smooth, positive-forward momentum during these changes—
establishing value in the changes while encouraging employees to pursue the shared vision.
Transactional Leadership
The transactional leadership style is utilized by organizations transacting pay increases, recognition, and
promotions for strong performers, and punishment for weak. Individuals consent to obey this type of leader
upon acceptance of the job. The role of effective leaders in the transactional style is rewarding subordinates
on a contingency, handing out incentives and various honors for those who have met their promise of fulfilling
the goals of the organization. All roles are clarified since individuals are judged on performance.
Those motivated by external rewards often thrive. The environment can be negative, leading to high turnover.
Knowledge-based and creative work is generally non-existent. This type of leadership lends itself more
towards the management side of the spectrum and works by creating an economic exchange in which
employees’ material needs are met in return for services rendered for the company. Transactional leaders are
often put into a position where followers are obligated to act, such as in government, the military, or schools.
Observations have demonstrated the effectiveness of transactional leadership when organizations are
desirous in achieving goals and objectives. Drawbacks include the propensity of leaders to exploit workers by
abuse of their power (Franke & Felfe, 2011).
Situational Leadership
The situational leadership theory presents the argument that there can be a customization of leadership styles
dependent upon team members. As written by Hersey and Blanchard (1977), the theory denotes there is not
a singular ideal or effective style of leadership to lead employees to their set goals, which indicates that any
style can be applied, affording the situation in which it has to work effectively. Maturity level is the deciding
factor. Immature individuals require a more direct approach, while higher maturity levels require a more
participative or delegating leadership style. This tags itself as a critical component in any organizational
structure, and the reason why the best leaders concentrate on the development of future leaders for
mentoring and relationship building (Gadot, 2007).
Hersey and Blanchard (1977) have performed extensive research and writings on situational leadership, the
basis being that the better and most effective method for leaders is task relevant. Successful leaders
customize their leadership to the maturity level of the group(s) or individuals in their purview (Hersey &
Blanchard, 1977). An effective leader should demonstrate flexibility in order to change his or her method per
the varying scenario. Leaders must also be aggressive in the introduction of enthusiasm for the work being
performed and demonstrate this behavior to their followers (Hersey & Blanchard, 1997).
The claim cannot be made that situational leadership is correct for all situations. Certain situations may
indicate a preferred model of leadership such as autocratic, democratic, or transactional. This concludes that
even if the method of leading people is flexible, this does not guarantee a positive result since there are
situations which may require a rigid and strong style to be more successful (Hersey & Blanchard, 1997).
Eventually, the decision is made to choose the best leadership theory. This will encompass a combination of
them all to create a custom approach that demonstrates your personality and involves learning. This will
establish you as a strong leader (Zafra et al., 2008).
References
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing
transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218.
Bennis, W. (2002). Become a tomorrow leader. In L. C. Spears (Ed.), Focus on Leadership: Servant-
Leadership for the 21st Century (pp. 101-109). New York, NY: Wiley.
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Berson, Y., Shamir, B., Avolio, B. J., & Popper, M. (2001). The relationship between vision strength,
leadership style, and context. The Leadership Quarterly, 12(1), 53-73.
Franke, F., & Felfe, J. (2011). How does transformational leadership impact employees’ psychological strain?:
Examining differentiated effects and the moderating role of affective organizational commitment.
Leadership, 7(3), 295- 316.
Gadot, E. V. (2007). Leadership style, organizational politics, and employees’ performance. Leadership Style,
36(5), 661-683.
Goleman, D. (2000, March). Leadership that gets results. Harvard Business Review
Hersey, P., & Blanchard, K. (1977). Management of organizational behavior. New York, NY: Prentice-Hall.
Jung, D. I. (2000). Transformational and transactional leadership and their effects on creativity in groups.
Creativity Research Journal, 13(2), 185–195.
Kelloway, E. K., & Barling, J. (2000). What we have learned about developing transformational leaders.
Leadership & Organization Development Journal, 21(7), 355-62.
Motowidlo, S. M. (2003). Job performance. Handbook of Psychology, 12.
Mulla, Z., & Krishnan, V. (2011). Transformational leadership: Do the leader’s morals matter and do the
follower’s morals change? Journal of Human Values, 17(2), 129-143.
Walker, J. R. (2013). Introduction to hospitality management (4th ed.). Upper Saddle River, NJ: Prentice Hall.
Zafra, E., Retamero, R., & Landa, J. (2008). The role of transformational leadership, emotional
intelligence, and group cohesiveness on leadership emergence. Journal of Leadership Studies,
2(3), 37-49. 135-154.
Suggested Reading
Click here to view the Chapter 14 PowerPoint presentation or here to view a PDF of the presentation.
Click here to view the Chapter 15 PowerPoint presentation or here to view a PDF of the presentation.
Click here to view the Chapter 16 PowerPoint presentation or here to view a PDF of the presentation.
Use the Business Source Complete database to locate and read the following article:
cre•a•tive•ship. (2013). T+D, 67(4), 15.
https://online.columbiasouthern.edu/bbcswebdav/xid-73721304_1
https://online.columbiasouthern.edu/bbcswebdav/xid-73721322_1
https://online.columbiasouthern.edu/bbcswebdav/xid-73721305_1
https://online.columbiasouthern.edu/bbcswebdav/xid-73721323_1
https://online.columbiasouthern.edu/bbcswebdav/xid-73721306_1
https://online.columbiasouthern.edu/bbcswebdav/xid-73721324_1
Leadership and Management
Chapter 14
John R. Walker
Introduction to Hospitality, 6e
and
Introduction to Hospitality Management, 4e
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Leadership Traits
• Courage
• Decisiveness
• Dependability
• Endurance
• Enthusiasm
• Initiative
• Integrity
• Judgment
• Justice
• Knowledge
• Loyalty
• Tact
• Unselfishness
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Identifiable Practices
Common to Leaders
• Challenge the process
• Inspire a shared vision
• Enable others to act
• Model the way
• Encourage the heart
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Figure 14-1 Transactional Leadership Model
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Transformational Leadership
• Eliciting performance above normal
expectations
• Three important factors:
– Charisma
– Individual consideration
– Intellectual stimulation
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Examples of Excellence
in Leadership
• Dr. Martin Luther King, Jr.
• Herb Kelleher
• Bill Fisher
• Richard P. Mayer
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Demands Placed on Leaders
• Includes those made by owners, the
corporate office, guests, employees,
regulatory agencies, and competitors
• Figure 14-2:
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
• Know how to use power
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Approaches to Becoming a
Hotel Leader
• Be decisive
• Follow through
• Select the best
• Empower employees
• Enhance career development
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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”
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
What is Management?
• Efficiency is getting the most done with the
fewest number of inputs
• Effectiveness is “doing the right thing.”
– As an example, cooks do the right thing when they
cook the food correctly according to the recipe and
have it ready when needed.
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
heads—they 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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Key Management Functions
• Planning involves setting the company’s
goals and developing plans to meet or
exceed those goals
• Organizing 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
• Decision making includes determining
the vision, mission, goals, and objectives
of the company
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Key Management Functions
• Communication with and motivation of
individuals and groups are required to get
the job done
• Human resources and motivating
involves attracting and retaining the best
employees and keeping morale high
• Controlling is the final management
function which includes the setting of
standards and comparing actual results
with those standards
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Key Management Functions
Leading to Goal Accomplishment
Figure 14-5
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Managerial Skills
• Managers also need other major skills:
– Conceptual skills enable top managers to
view the corporation as a complete entity and
understand how it is split into departments to
achieve specific goals
– Interpersonal – Managers need to lead,
influence, communicate, supervise, coach, and
evaluate employees’ performances
– Technical – Managers need to have the
technical skills required to understand and use
modern techniques, methods, equipment, and
procedures
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Manager’s Changing Role
• Today’s successful manager takes more of
a team leader/coach approach
• Managers wear a variety of hats, including:
– Figurehead role
– Leader role
– Liaison role
– Spokesperson role
– Negotiator role
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
• 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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
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
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
The End
Planning
Chapter 15
John R. Walker
Introduction to Hospitality, 6e
and
Introduction to Hospitality Management, 4e
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
What is Planning?
• Planning involves selecting the various goals
that the organization wants to achieve and the
strategies (actions) to be taken to ensure that
those goals are accomplished.
• In organizations, executives determine where
the organization is and where it wants to
go.
Goals are established for each of key operating
areas.
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
What is Planning
• Key Operating Areas are:
– Guest satisfaction
– Employee satisfaction
– Productivity
• All managers do some form of planning,
whether informal or formal.
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
What is Planning
• Informal planning is often done at the last
minute, and there is little or no sharing of goals
and strategies with others in the organization
• Formal planning occurs when specific goals
covering a period of up to several
years
are
identified and shared with all associates, and
strategies are developed stating how each goal
will be reached.
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
What is Planning
• Planning can also help identify potential
opportunities and
threats.
• Planning helps facilitate the other functions of
management—organization, decision making,
communication, motivation, and especially
control—because planning establishes what
needs to be done and how it is to be done, and
control looks at how well we have done
compared to how well we expected to do
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
The Purpose of Planning
• Planning gives direction not only to top
management but to all associates as they focus
on goal accomplishment.
• The purpose of planning is to determine the best
goals and strategies to achieve organizational
goals
• Top executives do most of the strategic planning
and first-line managers do most of the
operational planning.
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
The Purpose of Planning
• Planning provides the road map of where the
organization is going.
• Planning also helps coordinate the efforts of
associates toward goal accomplishment.
• Planning assists in risk reduction by forcing
managers to look ahead and anticipate change
so they can plan scenarios to react to those
potential changes
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Hierarchy of Planning in Organizations
Introduction to Hospitality, 6e and Introduction to
Hospitality Management, 4e – Walker
© 2013 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 • All Rights Reserved
Strategic Planning
and Strategic Management
• Strategic planning creates the long-range
plans that steer an organization toward its goals
in the accomplishment of its mission and vision.
• The strategic planning process involves top
management, who, in simple terms, identify
where the organization is and where it wants to
go.
• There is a strong link between strategic planning
and strategic
management.
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Strategic Planning
and Strategic Management
• There are three main strategic management
tasks:
– development of a vision and a mission statement
– translating the mission into strategic goals
– crafting a course of action to move the
organization to where it wants to be
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Strategic Planning
and Strategic Management
• The difference between strategic planning and
strategic management is that strategic
planning is a systematic process whereby the
top management of an organization charts the
future course of the enterprise.
• Strategic management is the process of
guiding the organizational strategic plan and
acquiring the necessary resources and
capabilities to ensure successful
implementation of the plan
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Strategic Planning
and Strategic Management
There are six steps to strategic planning:
1.Build your vision.
2.Understand your customers.
3.Examine your operating environment.
4.Determine the key issues.
5.Identify strategies for the future.
6.Create your action plan.
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Strategic Management Process
Introduction to Hospitality, 6e and Introduction to
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Strategic Planning Process
• Most of the strategic planning that takes place at
the top management level is called corporate-
level strategy
• It begins with identifying the organization’s
mission, goals, and objectives.
• It then goes on to analyze the environment and
the organization’s resources and to identify
strengths, weaknesses, opportunities, and
threats.
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Corporate-Level Strategies
There are three corporate strategies:
1.Growth: market penetration, geographic
expansion, product development, and horizontal
integration
2.Strategic alliances and joint ventures
3.Diversification
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SWOT Analysis
• SWOT analysis is used to assess the company’s
internal and external strengths and weaknesses,
seek out opportunities, and be aware of and
avoid threats.
• It is conducted in comparison with a company’s
main competitors.
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Environmental Scanning
• Environmental scanning is the screening of large
amounts of information to anticipate and
interpret changes in the environment.
• Environmental scanning creates the basis for
forecasts.
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Forecasting
• Forecasting is the prediction of future outcomes.
• Information gained through scanning is used to
form scenarios.
• These establish premises for forecasts, which
are prediction of future outcomes.
• The two main types of outcomes that managers
seek to forecast are future revenues and new
technology breakthroughs.
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How do Manager’s Plan?
• Operational plans are generally created for
periods of up to one year and fit in with the
strategic plan
• Most hotel, restaurant, and other hospitality
managers plan for periods from hourly, daily,
weekly, monthly, and up to 90 days
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How do Manager’s Plan?
There are seven steps in operational planning:
1. Setting goals.
2. Analyzing and evaluating the environment.
3. Determining alternatives.
4. Evaluating alternatives.
5. Selecting the best solution.
6. Implementing the plan.
7. Controlling and evaluating results.
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Operational Goal Setting
• Goal setting is the process of determining
outcomes for each area and associate.
• No one can work effectively without specific
goals and monthly evaluation reports to gauge
whether the effort is moving toward goal
accomplishment, or whether adjustments must
be made to change course.
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Operational Goal Setting
• Another example of goals is productivity goals
that measure the amount of labor required to do
a task.
• Productivity is measured in labor costs, which
are expressed as a percentage of sales, for
each department
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Management Concepts
and Approaches
• Management by objectives (MBO) is a
managerial process that determines the goals of
the organization and then plans the objectives,
that is, the how-to’s of reaching the goals.
• With MBO, associates usually establish the
goals and objectives and review them with
management.
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Management Concepts
and Approaches
• Total Quality Management (TQM) not only
involves planning but also touches on the other
functions of management, the idea of improving
efficiency and increasing productivity while
placing a larger emphasis on quality.
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Management Concepts
and Approaches
• Benchmarking identifies the best way of doing
something and which companies excel in that
area (best practices companies).
• The best practice is noted and emulated or
improved on by other companies.
• Successful companies sometimes swap
information.
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Policies, Procedures, and Rules
• Policies, procedures, and rules are examples of
standing plans.
– Policies set broad guidelines for associates to use
when making decisions.
– Procedures specify what to do in given situations.
– A rule is a very specific action guide that must be
followed.
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Budgeting
• A budget is a plan allocating money to specific
activities.
• There are budgets for revenues (sales) and
costs (expenses) for capital equipment—
equipment that has an expected life of several
years
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Scheduling
• Scheduling associates is a planning activity that
involves taking the business forecast and
allocating an appropriate number of staff to give
the necessary level of service
• The hospitality industry, in order to keep costs
down and remain competitive, uses a large
number of part-time employees
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Project Management
• Project management is the task of getting the
project completed on time and within budget.
• Hospitality companies are using project
management because the approach fits well
with the need for flexibility and rapid response to
market opportunities
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Trends
• Planning needs to be done on time, yet
methodically to keep pace with rapid
environmental/global changes.
• Technology, especially the Internet, can be used
to overcome time and distance, allowing for
more people to have input into the planning
process.
• Associates can contribute to the planning
process online instead of going to meetings.
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The End
Organizing
Chapter 16
John R. Walker
Introduction to Hospitality, 6e
and
Introduction to Hospitality Management, 4e
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The Purpose of Organizing
• The purpose of organizing is to get a job done
efficiently & effectively by completing these tasks:
– Dividing work.
– Assigning tasks.
– Coordinating diverse organizational tasks.
– Clustering jobs into units.
– Establishing relationships.
– Establishing formal lines of
authority.
– Allocate & deploy organizational resources.
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The Purpose of Organizing
• Organization refers to the arrangement of
activities so that they systematically
contribute to goal accomplishment.
• No one person can do all the things
necessary for a hospitality organization to be
successful.
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Defining Organizational Structure
• An organizational structure is like a skeleton
in that it lends support to the various
departments in an organization.
• It provides the total framework by which job
tasks are divided, grouped, & coordinated.
• See next slide.
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The New “Upside-Down” Organizational Chart
Figure 16-1
Book Title
Author name
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Work Specialization/
Division of Labor
• Work specialization is the extent to which
jobs in an organization are divided into
separate tasks.
– One person does not do the entire job.
– Instead, it is broken down into steps & a
different person completes each step.
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Departmentalization
• Once jobs have been divided up by work
specialization, they have to be grouped back
together so that the common tasks can be
coordinated (departmentalization).
• Methods of departmentalizing:
– By function
– By product
– By guest need
– By territory
– Any combination of the above
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Organizational Chart for a Theme Park
Figure 16-2
Book Title
Author name
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Authority & Responsibility
• Authority is closely associated with chain of
command because it gives the right to
managers to exercise their power in a given
situation.
• Authority should be commensurate with
responsibility.
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Chain of Command
• Outlines those with authority from the top down:
– BOD
– CEO
– Vice-president
• The chain of command is helpful for associates
who have questions or need advice because they
will know whom to ask.
• They also know to whom they are responsible for
their work performance.
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Increasing Span of Control
• Number of employees a supervisor can
efficiently manage.
– The answer used to be between 8 & 12.
– Now, however, the answer is likely to be 12 to 18!
• Factors:
– Type of work
– Skill level of employee
– Level of training
– Technology available
– Leadership style
– Management experience
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Empowerment
• Giving employees a degree of decision-making
authority.
• Allows employees to be flexible when dealing
with difficult situations that do not necessarily
require management attention.
• Increase in guest satisfaction.
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Centralization vs. Decentralization
• Some organizations make most of the decisions
at the corporate office & inform unit managers of
them.
– This process is called centralization.
– Top managers make the organization’s key
decisions with little/no input from subordinates.
• Decentralized organizations make most of the
decisions at the unit level or with input from
associates.
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Centralization versus Decentralization in an Organization
Figure 16-4
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Organizational Design Decisions
• Coordination of Activities:
– Departments need to communicate quickly & often
to keep up with guest requests.
• Contingency Planning:
– Contingency factors deal with what hospitality
organizations refer to as the what-ifs.
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Contemporary
Organizational Designs
• The first is a work team
structure.
• Either the complete organization or a part of it
is made up of teams that perform the duties
necessary to delight the guest.
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Contemporary
Organizational Designs
• There are two main types of work teams:
integrated and self-managed.
• Integrated work teams are given a number of
tasks by the manager, and the team gives
specific assignments to members.
• Self-managed work teams are assigned a goal,
and the team plans, organizes, leads, and
controls to achieve the goal.
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Matrix & Project Structures
• The matrix structure is an organizational
structure that assigns specialists from different
departments to work on a project.
– For example, a new attraction, restaurant, or hotel
opening.
• Project structures are those in which employees
continuously work on projects.
– Unlike a matrix structure, members of a project do not
return to their departments after project completion.
– They go on to the next project.
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Independent Business Units
• Encourages departments to not only delight the
guest but also to watch the money all the way to
the bottom line.
• In other words, the IBU becomes its own
independent business & makes decisions
accordingly with little or no need to get approval
for routine operational decisions.
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Boundaryless Organizations
• An organization whose design is not defined
by, or limited to, the horizontal, vertical, or
external boundaries imposed by a predefined
structure.
• Seeks to eliminate the chain of command, to
have appropriate spans of control, & to
replace departments with empowered teams.
Book Title
Author name
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The Four Types of Contemporary Organizational Designs
Figure 16-5
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Team & Employee Involvement
• Teams are task-oriented work groups; they can
either be formally appointed or may evolve in-
formally.
• Teams are great for doing work that is complex,
interrelated, or of a volume larger than one
person can handle.
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Team & Employee Involvement
• Why are some groups more successful than
others?
• Why does a team of mediocre players
sometimes beat a team of superior players?
• Why & how this happens is called group
dynamics & includes:
– The abilities of the group’s members.
– The size of the group.
– The level of conflict.
– The internal pressures on members to conform to
the group’s norms.
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How Companies Use Teams
• One way is to structure the organization into
teams from the start.
• Through TQM programs that involve associates
working in teams to constantly improve the
guest experience.
• Self-managed teams make decisions that were
once made by managers.
– This saves managers time, allowing them to
concentrate on more important things.
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How to Build Productive Teams
• Productive teams are built by:
– Giving associates the authority, responsibility, &
encouragement to come together to work on
guest-related improvements.
– Leadership.
– Setting goals & objectives.
– Interaction.
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Job Rotation, Enlargement
& Enrichment
• Job Rotation: creates interest & assists in
developing associates to take on additional
responsibilities.
• Job Enlargement: increases the scope of the
associates’
work.
• Job Enrichment: adds some planning &
evaluating responsibilities to a position. It
gives associates greater control over their
work.
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Trends
• Computerized scheduling programs save the organizer
time & limit the error margin for being over- or
understaffed.
• The fact that recipes are just a click away on the Internet
helps speed the organizational process tremendously.
• The new dynamic of multitasking has caused a drastic
change in the organizational chart.
• A new trend following the September 11, 2001, tragedy
is to decentralize organizations.
• Reduced occupancies at most hotels have led to a
reduction in staff & managerial positions. This in turn
has led to more decentralized organizations with fewer
levels of management.
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Trends
• Another trend is the outsourcing of some hospitality jobs
like accounting, which can be done in India and the
Philippines for a much lower cost.
• There is a trend of utilizing outsourced employees for
some departments such as housekeeping. This reduces
payroll and benefits are not offered as these workers
are not actually hotel employees..
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The End
Running Head: LEADERSHIP AND MANAGEMENT IN HOSPITALITY 2
LEADERSHIP AND MANAGEMENT IN HOSPITALITY 2
Leadership and Management in Hospitality
Julio A. Tellechea
Introduction to Hospitality (BHM 3010)
Professor: Karen Francisco
Columbia Southern University
2 February 2020
Introduction
promotion of innovation and learning in a hospitality organization, integration of leadership and management aspects should get effectively executed. The two essential elements in the hospitality industry should not be a must that they are in equilibrium. Real teams in an organization come to existence with good managerial leadership. A significant distinction exists between the administration and administrative leadership. A manager in a hotel, for instance, in help from other departmental managers within the organization, remains to be the integral center from which performance teams originate. The manager, through learning, promotes job improvements challenging the employees to become innovative to enhance security solutions to the problems encountered by the given hospitality organization. For management to be effective must incorporate the aspect of an appropriate leadership style. On the same note hence needs to possess the potential of controlling Ego since the primary role of the manager is to promote innovation. Therefore, considering this, the manager becomes the mirror from whom enumeration from junior workers comes. Managers still exist who do not possess the security element in themselves and their strengths. A manager of this type performs better while using the managerial leadership style of o=command and control. Some also exist selfish to the extent of executing the empowerment roles useful to their workers hence deviating from a manager’s primary purpose. They do not readily share their leadership skills. The management strategies on the other side, such as evaluation, coordination, budget formulation, among others, also remains essential as far as realization of hospitality organization goals are concerned (Net, 2020). When executed hand in hand with leadership skills, management strategies, as mentioned, forms vital organizational tools to promote innovation. Also, in small daily organization activities, management strategies get used in making short-term decisions. Crafting an art in management hence becomes vital to balance the priorities in the present and the overall organizational vision. Therefore, this forms the distinction in leadership and management in as much as they get used together. The later subsections in this context provide critiques on articles about leadership and management as separate entities.
Article 1 Abstract
The topic discussed by this article is about research in strategic management in the hospitality industry. The author in the report identifies and considers research to form an essential tool to enhance governance in the hospitality industry. The literature in which this article is built on bases the view of strategies of planning, competition as well as the development of research in the hospitality industry. According to this article, sustainable performance in the hospitality industry incorporates strategies that propose organizations to utilize environmental forces. Conceptualization and empirical evidence form the essential approach with which research should get carried out to enhance management. The author outlines competing and competition development should determine the type of research to get carried out.
The article critiques
Conceptualization and empirical evidence research strategies employed in the hospitality industry are primarily models that are approach- related models. However, according to the author, the strategy got developed from other sectors (Koseoglu, Law, & Dogan, 2018. The plans hence get in the hospitality industry without conducting a thorough empirical investigation realistic with the needs of the hospitality industry. Therefore, here comes a challenge and one source of error in the findings of the research when applied to the hospitality industry. Using research strategies that are not in line with the actual needs of a problem create faults and ineffective problem solution of the concerned issues. Hence the plan formulated and used in the hospitality industry should be developed through consideration of the actual problems in the industry for them to be specific. In recent times, the strategy-oriented type of research focuses much on the organizational methods of competition used. The competitive method in the hospitality industry got developed in 1994 by Murphy and 1996 by Jogaratnam for the restaurants.
Further research with the identification of these competitive methods has, therefore, led to the new development of more classification methods of research analysis. However, the results of the research done with the suggested methodologies were not able to establish the relationship that existed between the competitive techniques and the firm performance despite being in existence. Required rigorous testing of the relations also was never conducted. Hence the study was never successful in the establishment of the critical relationship that exists between the competitive methods and the firm performance. To enhance organizational hospitality performance calls for a thorough understanding of the practical completion methods needed to be employed to make the objectively real. The study hence becomes less relevant to the hospitality industry trends and the general performance.
Article 2 Abstract
This article outlines five keys to successful hospitality leadership by Sarah Andersen. The author came up with this article after completing a hospitality leadership course and got a chance to reflect on the previous class teachings about leadership in hospitality. Based on class teachings, the author explains the earlier explored levels of leadership. Understanding the mission, vision as well as values an organization has forms essential leadership skills by a manager. Administration refers to the ability to translate vision into reality. Guidance gets developed by first realizing and understanding the goal to make others follow them. Implementation of company goals forms the bottom line of its success as well. A company has a leadership level through which its actions and beliefs get manifested.
The article critiques
Basing on balancing accountability and autonomy, different leadership in different industries revolves around the formulated core values. These values, in turn, build leadership integrity and transparency. People working in the company form the core values as outlined by the author, and which encourages flexibility and conducive environments for them to do their jobs effectively. A leadership culture that creates empowerment and confidence in the company associates makes them become leaders and hence promotes self-determination. However, the strategy may not be fully active and positively get affected by monotony and lack of developmental ideas. When a company employee gets promoted to be a leader may face a challenge from the following employees who take time to develop the transition because they once worked in the same. Level. Also, the newly put into place leader crested in the equal company may not have new leadership ideologies. Hence the significant leadership weaknesses that existed before still prevail because the leader lacks new leadership solutions, which makes a company stagnate in terms of performance. Accordingly, when a company intends to build and employ leaders developed from the junior staff should first create an external leadership training session to the chosen employee (Andersen, 2018). The strategy helps bring new and innovative leadership skills from external. Modeling by example, as another leadership aspect discussed in this article, means an organization leader is educating others on the primary purpose of the organization as well as the reason the organization matters. However, this aspect of leadership has challenges as some leaders may not be able to become role models to the people they lead. Hence a company instead ought to have in place a clear outline of leadership guidelines and responsibilities. At any given time, a leader in area should only operate within the stipulated guidelines and rule out the aspect of role model. The strategy would also help to build professionalism and understanding the roles of a leader.
Article 3 Abstract
This article is a thesis about what makes an exceptional leader in organizational hospitality done by Lucia. The author in the article aims to bring an understanding of the attributes that make an excellent leader in the hospitality industry, as well as the influence of gender, has in the process of making a leader. Indeed, the hospitality industry gets dominated by the female gender who get believed to make excellent servants and but not leaders. The author hence carries out research to answer a question on the view of stereotypical description and the leadership aspect in the hospitality industry. Interviews get used as the methodology in this research where the results get analyzed.
The Article critiques
By definition, leadership gets considered to undergo a constant evolution hence challenging to have a standard definition. The complex nature of leadership gives researchers and their popular literature a challenge to carry a scientific study about it. Significantly, this problem cuts across the whole leadership aspect, even in practice. Lack of standard definitions on what leadership is possess a challenge in the development of new leadership ideas based on researches and literature review. The author outlines in the findings of the study that, indeed, males get associated with leadership more compared to the female gender. The female, however, dominates the hospitality industry but do not get a chance to exercise their leadership skills (Harbuláková, 2018). As stated earlier by the author, the literature review does not give a sufficient definition and an understanding of leadership. Hence it affects researches related to leadership topic as both the researcher and the correspondent may not have a thorough insight on what direction entails. The questions asked in the research interviews hence do not have a proper answer. This aspect also makes the leadership research done by the author in this article to have areas of weaknesses. Suggestively leadership-oriented investigations should hence use other methodologies that are quantitative and deviate away from using the oral interview. The strategy mat help in developing more accurate findings relating to the leadership research problems.
References
Andersen, S. (2018). https://www.bu.edu/bhr/files/2018/02/5-Keys-to-Successful-Hospitality-Leadership
Harbuláková, L. (2018). https://www.modul.ac.at/uploads/files/Theses/Bachelor/Undergrad_2018/Thesis__1511022_HARBULAKOVA__Lucia
Koseoglu, M. A., Law, R., & Dogan, I. C. (2018). Exploring the social structure of strategic management research with a hospitality industry focus. International Journal of Contemporary Hospitality Management. doi:10.1108/ijchm-11-2017-0764
Net, H. (2020, February 1). The new paradigm for leadership and management in hospitality: the humble and self-confident Boss. https://www.hospitalitynet.org/opinion/4059690.html
