Leadership and Management in The Hospitality Industry Chapter 2
Creating goals and objectives, as well as programs of action to reach those goals and objectives
Assembling limited resources to attain organizational goals. Involves establishing the flow of authority and communication among people.
Using resources efficiently to meet organizational goals objectives. Consists of assigning work and organizing people and resources.
Completing the cycle of human resources activities: determining human resource needs and recruiting, selecting, hiring, training, and developing staff.
Directing (or Leading)
Influencing divisions, departments, and individual staff members to accomplish the organization’s goals and objective.
Assessing actual performance against standards to determine whether the organization or a staff member is on target for reaching goals and taking corrective actions as necessary.
A traditional management role performed when a manager acts as an ENTREPRENEUR, DISTURBANCE HANDLER, RESOURCE ALLOCATOR, or NEGOTIATOR.
The role a manager plays when they initiate changes within a department or organization.
The traditional management role in which the manager resolves conflicts among staff members and solves problems that arise in day-to-day operations.
Manager is responsible for distributing resources to achieve organizational goals and departmental objectives. These resources include staff members, money, time, work procedures and methods, energy, materials, and equipment.
Management role in which a manager bargains with unions, contracts with suppliers, or sets up goals with individual staff members.
A traditional management role performed when a manager acts as a MONITOR, DISSEMINATOR, or SPOKESPERSON
a traditional management role in which a manager scans the environment for information, questions personal contacts in other departments, or listens to staff members
The informational role managers play when they pass information along to members of their staff who otherwise would not have access to it.
Management role performed when a manager sends information through speeches, letters, reports, or memos to people outside the department or organization.
A traditional management role performed when a manager acts as a FIGUREHEAD, LEADER, or LIASON
A traditional management role in which the manager performs ceremonial or symbolic acts as the formal representative of a department or of an organization (Ex: hosting a luncheon, entertain important customers, present employee awards, even attending a staff member’s wedding)
A role in which the manager acts to create a productive atmosphere in the workplace. Encourages and motivates staff members by helping align their individual needs with the overall goals of the department and organization.
A traditional management role in which a manager networks with peers and others outside the organization’s vertical chain of command.
A manager who typically stresses immediate, short-term results over concerns about people in a department or organization.
A manager who typically makes decisions by enforcing rules, regulations, policies, and procedures that are already in place
A manager who focuses more on a participative process than on short-term, immediate results.
Specialized knowledge of tools, techniques, methods, procedures, or processes associated with a specific type of activity.
An ability to see beyond the technical aspects of a job. This includes viewing the organization as a whole, understanding how the various parts are interdependent, & assessing how the organization relates to its external environment.
Human Relations Skill
An ability related to working effectively with people at every level in the organization
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