Developing Manager Assignment Sample

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LO2 Be able to review own potential as a prospective manager

Introduction

In this report, I have made an attempt to assess my management skills and performance. As a prospective manager, I have done the SWOT analysis of myself as a part of the self-assessment. The report does not end here as I have set and enlisted my targets and objectives in order to develop my own potential as a future manager.

2.1. Assess own management skills performance

There are many performance review methods that can be used. One of such methods is asking questions to the subordinates about my performance and analyse their responses in order to check out my productivity. Since management of an organisation is solely responsible for reviewing process of productivity and performance of employees, there is no evaluation process to review manager performance (Ko, 2012). It is always an unanswered question for the management to monitor the growth of team leaders. My promotion for the managerial post is based on the performance evaluation and my contribution to the company’s growth. There should be a well-structured appraisal system for evaluation of a manager’s skill.

As a part of skills audit, there can be various skills that can help the top management of Clayton Crown Hotel London to evaluate my performance. These skills are mentioned are given below:-

Supervisory Skills: To succeed in their career, every manager requires top-notch supervisory skills. Therefore, the organisation should promotes manager’s ability to leverage supervisory skills. Once the responses from the employees are recorded, the top management should determine whether I rely upon the coaching skills or intimidation for getting the work done.

Planning Skills: As an assistant manager, it is my duty to identify the desired results and direct the organisation’s momentum towards the established goals. It is quintessential for the organisation’s success from my part. I should be rated on my planning, organising, and controlling abilities. As a manager, it is expected from me to understand the business plan. Based on that plan, my abilities to identify the talented workers and focus on their performance via some tactical and operational plans can also be the evaluation criteria. My abilities to set priorities, exert motivational pressure over workers to adhere to the business plan can also serve the purpose.

Leadership skills: It is the most sought-after skill in a managerial candidate. It includes the capabilities to communicate and interact with subordinates, guide them to achieve their individual goals. I should be judged on my contribution in embracing the organisational mission, setting up the goals, and tracking the progress. Moreover, manager’s ability to inspire workers to grow professionally can also be an evaluation criterion.

Communication Skills: Communication is the backbone for the organisation. A poor communication takes away the useful information from employees upon which they can act. For this reason, I should be evaluated on my abilities to communicate task-related information (Ko, 2012).

2.2. Analyse personal strengths, weaknesses, opportunities and threats

As a part of management, the basic tools that all managers are acquainted with is SWOT analysis. Analysing myself using such as great framework helps in understanding my strengths (things I do well), weaknesses (area I am weak at), opportunities, and threats. Strengths usually comprise things a candidate do perfectly and that provide him/her an edge. Weaknesses are hindrances in the career. These thinks affect the career graph of an individuals as they slowly damages your strengths. Opportunities are the chances to advance your skills and rectify the weaknesses (Testa and Sipe, 2012). This can be done either through self-improvement process or by working with the persons having some complimentary skills. Threats could be the competition from others, inability to recognise the weakness, etc. The purpose of an honest personal SWOT analysis is to make the managers understand their set of skills to accomplish goals and succeed in their field. A SWOT analysis is provided in here as a part of self-assessment?

Strengths

Ambitious

Commanding

Compulsive

Strong Follow-Through

Balanced Work-life relationship

Multi-interested

Weaknesses

Inability to handle multitude of immediate competing demands.

Impatient in serious working environment.

Strong desire to get my work done and off my list.

Deadlines make me nervous and emotional.

Opportunities

Coaching for improving leadership qualities.

Learning from the best and experience within the organisation.

Enhancing the abilities to provide the work quickly and carefully.

Getting feedback from the subordinates regarding their personal experience of me.

Threats

Time Pressure makes me nervous and derail my follow-through and plans for self-improvisation.

Increasing aspects (scope) of everyday demands.

2.3 Set and prioritise objectives and targets to develop own potential

In many research, it has been found that for the organisation to succeed, each and every employee and leader should contribute to organisational objectives. Workers may face many difficulties in narrowing in on the particular tasks fulfilling their need to contribute. The first step in this direction is an overview analysis of the needs of the organisation and the teams associated with it. Certain unique steps are there to set and define the priority of personal SMART objectives that are discussed below in this section.

Connecting the Job to Organisation Success: Whatever an employee or a leader do is directly associated with company’s success. Making a list of the chores and their impacts on the bottom line can help in defining the job objectives (Testa and Sipe, 2012). It also helps in linking the company’s goals and the employee’s personal objectives.

Identification of Goal Categories: Setting up the organisation-oriented goals requires brainstorming the ideas of leader’s like and dislikes. It is a self-introspection process where the motive is to figure out the connection between the employee’s role and company’s objectives. It directs the focus on the areas of interest before narrowing down on particular topic.

Defining the SMART goals: Setting up the SMART goals leads to clarification of the ideas, time management, improvisation of productivity, etc. SMART stands for Specific, Measurable, Achievable, Relevant, Time Bound. Turning the role objectives into SMART goals can help in knowing the organisational objectives more clearly.

Prioritising the Goals: Prioritising the personal goals based on the company’s objectives help employees and the company in improving the overall position. Many researchers suggest to promote SMART goals over personal goals.

Conclusion

This report was created by me in order to assess my management skills and performance as a prospective manager at Clayton Crown Hotel London. Looking into the requirements of this report, I did the SWOT analysis of myself as a part of the self-assessment. The report enlisted my targets and objectives in order to develop my own potential as a future manager.

LO3- to be able to show managerial skills within a business and services context

3.1 Lead and motivate a team to achieve an agreed goal or objective

There are two ways of motivating a team, namely Maslow’s theory and McClelland's theory of motivation.

Maslow Pyramid:

(Figure 1: The Maslow Pyramid)

(Source: The management journal, 2015)

In Maslow pyramid, the hierarchy of needs is arranged in the form of pyramid with the most basic needs at the bottom and self-actualisation needs at the top.

Physiological needs include need for sleep, food, drink, breathe, etc.

Safety needs: these contain personal security, financial security, health and well-being.

Social Needs: These consists of needs for family, intimacy, friendships, etc.

Esteem: Esteem needs are basically ego or status needs, such as respect, recognition, status, etc.

Self-Actualisation: This is the desire to achieve one’s full potential.

McClelland’s Motivational Needs:

Figure 2: McClelland's Motivational Needs

(Source: Management Pocket Books, 2014)

McClelland argued that there are three needs extant of which varies from person to person.

  • The need for power: In this, the individual would seek power to impress peers.
  • The need for achievement: In this stage, an individual seeks acquiring the power as a marker of success.
  • The need for Affiliation: In this stage, the person would try to be a part of a team or a group.

As given in the case study that Frankie & Benny's restaurant is planning to open new restaurant in Stratford, London. Therefore, it requires a team to operate that franchise. There are certain features that makes up a team. Firstly, it is action-oriented and the members work altogether inclusively and willingly to complement each other’s strength. There are qualities that a manager should induce while managing an effective team:-

A Clear Motto: As a team leader, the overall objectives to identify and set goals which suit to both employee and organisation’s interest. Leader defines a clear motto of what is expected from a team (Sethuraman and Suresh, 2014). Leader rectifies every confusion or misunderstandings caused by the miscommunication by proper use of managing techniques.

Strong Leadership: Leadership should be based on the requirements of the task need to be completed. In other world, the leaderships should be flexible enough to tackle the current changes. Leadership plays an important role making the best use of employee’s skills to develop the team and maintain the pace of the work.

Suitable Membership: A team should have the right mix of qualities and range of knowledge, skills, and experience. Each and every member is valued based on his/her contribution in building the team. The main emphasis is given on the positive strength of the individuals.

Learnings: The final objective is to learn from the experiences. Employees commit mistakes and learn from them. Manager should not put heavy penalties over them, motivate them instead. Company must put faith in its workers and support them whenever needed.

Innovative Techniques: Leader should motivate the team to dedicate time to develop some innovative working techniques and procedures. This would help in achieving the organisation’s objectives efficiently. The techniques consist of methods for decision-making, problem-solving, and generally discarding the stress caused by work load.

3.2 Justify managerial decisions made to support achievement of agreed goal or objective and recommendations for improvements.

While operating the organisational operations, there are numerous redundant elements affecting the business effectiveness. Managers have to take some decisions regarding the services and products of Frankie & Benny's restaurant in order to achieve the organisational goals. Those attempts are discussed below:-

Strategic Planning: For an effective implementation of the operational plan, planning activities and assigning roles and jobs are important in order to run a business. It includes the analysis of historic data of a company and identification of the factors affecting the performances. After analysing these factors, manager will try to suggest changes in the communicating, delivering services, and at last monitoring them. This strategic planning helps in achieving the business objectives.

Building Long-term Relationship: Employee relations are crucial in every organisation irrespective of its scale. A healthy relationship between the organisation’s management and employees is needed in order to achieve the organisational goals efficiently. To ensure the efficiency in the business operations, managers conducts meeting after meetings in order to get the idea of relations of employee with each other. Respecting each other’s interest, the workers of the restaurant can produce the expected results. This also improves the organisational performance (Sethuraman and Suresh, 2014).

Providing the training and skill development sessions to the employees of the Frankie & Benny's restaurant can be an effective way of improving the performances. The restaurant is among the finest eating hubs, but the outlet is new. Therefore, it needs an effective leader and manager for staffing and controlling the everyday operations. For that purpose, the manager should take advice from the experienced person within the organisation. Manager should also take regular feedback from the staff and the customers to make business plan and rectify the issues in shortest possible time.

Recommendations for improvement

  • The management should reflect a positive attitude towards its employees. This can boost up and inspire them.
  • Promoting transparency with the employees. This can make them feel connected with the organisation.

 

LO4 Be able to create a career development plan for employment within a business and services context

Introduction

In this report, I have created the career development plan in context of business and services. Apart from this, I have also tried to explain the role of managerial and personal skills in supporting the career development. Furthermore, the career and personal needs, current and future needs have reviewed by me in order to create a development plan.

4.1. Explain how own managerial and personal skills will support career development.

The leadership role changes with the type of task and demand of the situation. A team leader is normally responsible for the success and failure of the team. For that purpose, it is important for me to hone my managerial skills so that I could be able to contribute and get rewarded from the top management (Sethuraman and Suresh, 2014). In this section, the prime skills that are essential for managerial activities have been discussed:

  • Setting the team values: As a manager, I understand that I am the instrument in setting up team values, such as performance standards, procedures, and behaviour.
  • Provide a model: I understand the manager’s role is crucial for the team. He/she is responsible for managing relationships, promoting the working environment, and developing some innovative models. As a manager, it is my duty to set the trends for the team’s behaviour towards the organisational goals.
  • Identification of member’s strength: As an effective team leader, my duty includes the talent identification that would help in optimising the use of resources. I am obligated to acknowledge the member’s strength and make use of it for the benefit of the business.
  • Time Management: Time management is the most important criterion for the businesses in current time. The hospitality industry depends on the timely delivery of the services in order to satisfy consumers and accomplishing the business goals.
  • Adaptability: The working environment and the company’s trends are ever-changing. Business organisations have to make some appropriate changes in accordance with the environment. As a manager of a restaurant, I am responsible to direct my team to adapt the changes in the business environment. This kind of skills is helpful in incorporating the changes and exploring the business world. It will help me in building my career in hospitality industry and will secure it in here.
  • Leadership Quality: It is the most crucial skill in a managerial candidate. It includes the capabilities to communicate and interact with subordinates, guide them to achieve their individual goals (Aaker and Joachimsthaler, 2012). I should be judged on my contribution in embracing the organisational mission, setting up the goals, and tracking the progress. Moreover, manager’s ability to inspire workers to grow professionally can also be an evaluation criterion.
  • Top-notch Communication Skills: To work in hospitality industry, it is required from me to have a quality communication skills. Hospitality industry depends on both national and international guests. Communication skills help in serve them in the best way possible. Based on the SWOT analysis, I came across that I have a good command of different languages, such French, German, English, etc. This help me in interacting the guest from different countries.

4.2 Review career and personal development needs, current performance and future needs to produce development plan

The career development plan comprises long and short-term goals that workers have to achieve in their current and future jobs. It also contains a sequence of both informal and formal experiences that help the workers to achieve their personal goals. As a manager, it is my duty to link the development plan with employees’ strengths and potentials.

The key objective behind the development of a Career Development Plan is to help the employee to attain their goal. It helps the organisation in retaining their workers as it provide opportunities for the employees to achieve their goals within the organisation instead of achieving them somewhere else (Aaker and Joachimsthaler, 2012). The career development objectives should be supported by managers and the goals should be realistic instead of hypothetical. As a manager, it is my duty to encourage the use of Career Development Plan for each and every employee. Once it is done, the employees would start taking responsibility for creating the plan by themselves.

Objectives

Timeline

Action Plan

Meeting External demands

(e.g., travelling, etc.)

1 month

Carefully assessing the necessity to travel once the invitation is reached to me. Explaining the travel demands to the accounts department; delegating the responsibility for making the decision.

Developing an awareness of how I am

perceived

2 Months

Assuring the both winners and losers stand equal to me while creating the new department. I will make sure that one winner must be working with a loser in order to serve the organisation with the employers with complementary skills.

Removing the Communication Gap

1 months

Assuring that I communicate effectively the major points multiple times. It is my duty to make sure that I present them to the whole team instead of one individual close to me. I will put my whole focus on increasing the social interactions in order to make sure that new joiners in the group know the older ones.

Analysing the difficulties in engaging others for tasks

Continuous Process

Challenging myself so as to make ways by which I can present the issues and ask the team to develop and propose solutions for the challenges.

Time management

1 months

Delegating my responsibilities for the time when I am out of station and announce those delegations publicly; announcement to subordinates and invite their relevant suggestions in order to improvise the delegations.

Time as stressor

1 month

Evaluating my time management skills; bringing employees closer to organisations.

Seen as aloof

Continuous Process

Emphasising and stressing my availabilities; keeping my reach to each and every employee and in case I am not available, I will coordinate with them via phone

Conclusion

This report highlighted the importance of management behaviour. A comparison between different management styles had been drawn in here. In addition to this, various leadership characteristics were discussed along with the evaluation of different communication processes. An analysis of organisational culture was also done. Later section covered the self-assessment report of a prospective manager, wherein the assessment of management skills was done. In addition, a SWOT analysis of manager was explained along with the importance of setting up and prioritising the target objectives. The third section covered the significance of managerial skills in the business environment. In addition this, the ways to motivate the team to achieve goals were elaborated. Moreover, the managerial decisions that support the achievement of agreed objectives were justified. In the last section, a career development plan for employment in the working environment had been discussed. It covered how managerial skills supports employee’s career. The report ended with a review of career development needs and future needs to create a development plan.

References

  • Aaker, D. A. and Joachimsthaler, E. 2012. Brand leadership. Simon and Schuster.
  • Chen, T.L. and Shen, C.C., 2012. Today's intern, tomorrow's practitioner?—The influence of internship programmes on students' career development in the Hospitality Industry.Journal of Hospitality, Leisure, Sport & Tourism Education,11(1), pp.29-40.
  • Eslami, J. and Gharakhani, D., 2012. Organizational commitment and job satisfaction.ARPN Journal of Science and Technology,2(2), pp.85-91.
  • Foster, E.C., 2014. Human resource management. InSoftware Engineering(pp. 253-269). Apress, Berkeley, CA.
  • Karatepe, O.M., 2012. Perceived organizational support, career satisfaction, and performance outcomes: a study of hotel employees in Cameroon.International Journal of Contemporary Hospitality Management,24(5), pp.735-752.
  • Ko, W.H., 2012. The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan.International Journal of Hospitality Management,31(3), pp.1004-1011.
  • Moriano, J.A., Molero, F., Topa, G. and Mangin, J.P.L., 2014. The influence of transformational leadership and organizational identification on intrapreneurship.International Entrepreneurship and Management Journal,10(1), pp.103-119.
  • Sethuraman, K. and Suresh, J., 2014. Effective leadership styles.International Business Research,7(9), p.165.
  • Strom, D.L., Sears, K.L. and Kelly, K.M., 2014. Work engagement: The roles of organizational justice and leadership style in predicting engagement among employees.Journal of Leadership & Organizational Studies,21(1), pp.71-82.
  • Testa, M.R. and Sipe, L., 2012. Service-leadership competencies for hospitality and tourism management.International journal of hospitality management,31(3), pp.648-658.
  • Uhl-Bien, M., Riggio, R.E., Lowe, K.B. and Carsten, M.K., 2014. Followership theory: A review and research agenda.The Leadership Quarterly,25(1), pp.83-104.
  • Wang, Y.F. and Tsai, C.T.S., 2012. Analysis of career competency of food and beverage managers in international tourist hotels in Taiwan.International Journal of Hospitality Management,31(2), pp.612-616.
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