Introduction to hospitality fifth edition john r. walker Chapter 14: Leadership and Management.

introduction to hospitality

fifth editionjohn r. walker

Chapter 14: Leadership and Management

Introduction to HospitalityFifth EditionJohn Walker

Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458

All rights reserved.

Chapter 14Leadership and Management

• Leadership

• Hospitality Management

• Distinction Between Leadership and Management

• Ethics

• Trends




Leadership Traits

• Courage• Decisiveness• Dependability• Endurance• Enthusiasm• Initiative• Integrity

• Judgment• Justice• Knowledge• Loyalty• Tact• Unselfishness




Identifiable Practices Common to Leaders

• Challenge the process

• Inspire a shared vision

• Enable others to act

• Model the way

• Encourage the heart




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




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




Figure 14-1 Transactional Leadership Model




Transformational Leadership

• Eliciting performance above normal expectations

• Three important factors:– Charisma– Individual consideration– Intellectual stimulation




Examples of Excellencein Leadership

• Dr. Martin Luther King, Jr.

• Herb Kelleher

• Bill Fisher

• Richard P. Mayer




Demands Placed on Leaders

• Includes those made by owners, the corporate office, guests, employees, regulatory agencies, and competitors

• Figure 14-2:




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




Approaches to Becoming a Hotel Leader

• Be decisive

• Follow through

• Select the best

• Empower employees

• Enhance career development




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




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”

• Efficiency is getting the most done with the fewest number of inputs




Hospitality Management• 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




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




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




Figure 14–5 Key Management Functions Leading to Goal Accomplishment




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

– Managers need to lead, influence, communicate, supervise, coach, and evaluate employees’ performances

– Managers need to have the technical skills required to understand and use modern techniques, methods, equipment, and procedures




Figure 14-6 Management Skill Areas




Manager’s Changing Role

• Managers wear a variety of hats, including:– Figurehead role– Leader role– Liaison role– Spokesperson role– Negotiator role




Distinction Between Leadershipand 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




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




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




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




The End

Introduction to hospitality fifth edition john r. walker Chapter 14: Leadership and Management.

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