LEAD & MANAGE SITXHRM003

PEOPLE By B. D. Thomas
ELEMENTS

•Model high standards of performance

and behaviour.
•Develop team commitment and
cooperation.
•Manage team performance.
ASSESSMENTS

•Assessment ONE
• Project
•Assessment TWO
• Case Study
•Assessment THREE
•Project Présentation

Due Date ___/___/___

BE A LEADER
WHAT IS A LEADER?
SKILLS
You will need to acquire the necessary people
management skills. People management skills
are the “soft skills”

Soft skills are interpersonal and broadly

applicable
Hard skills which are about a person's skill
set and ability to perform a certain type of
task or activity
BACKGROUND

Hospitality industry relies on providing quality

products and services to their customers
An effective way of providing consistently
high levels of service is by creating a strong
team
When people act individually, the service can
become uneven and inconsistent
As a manager you will need to foster a team
environment
MANAGEMENT
A key to successful management is to recognise team
and individual contributions
As a leader and manager you will spend most of your
time dealing with people
Operational issues will always be important
As responsibilities increase you will find people issues
take up more of your time
This requires you to be more adapt at solving
operational issues efficiently
 Manage
ment
Goal Qualities

setting

Focu Orga
s nised

Disci Struc
pline ture

Creat Know
ivity ledge
Intuit Comm
ion itment
LEADING V MANAGING
Manager Leader
Administrator Innovator
Maintains Develop
Focus system & structure Focus on people
Rely on control Inspire trust
Ask when and how Ask what and why
Imitates Original
Do the thing right Do the right thing
MANAGEMENT OR
LEADERSHIP?

The biggest difference between

managers and leaders is the way they
motivate the people who work or follow
them.

This sets the tone for most other

aspects of what they do.
MANAGEMENT OR
LEADERSHIP?
Leadership and management must go hand in
hand
Workers need their managers not just to
assign tasks but to define purpose
Managers must organize workers, not just to
maximize efficiency, but to nurture skills,
develop talent and inspire results
 Leadersh
ip
Sense Qualities
of
humour

Openne Asserti
ss veness

Excellent
Integrit
communi
y cator

Inspire Visionar
others y
Passion
ate
RESOURCE
MANAGEMENT, TEST.
Resources Instructions
5 x A4 pieces of paper Create a free standing
tower
2 x Meters of sticky
tape Tallest tower wins
HOW TO BE A GOOD LEADER?
WHAT QUALITIES MUST A LEADER HAVE?

Analyse a situation as it occurs and make

clear decisions
Maintain a view of the overall picture when
making decisions
Keep communication open, don’t be secretive
with certain staff members
Share the workload equally
HOW TO BE A GOOD LEADER?
WHAT QUALITIES MUST A LEADER HAVE?

Speak to people in private if encouraging or

reprimanding is necessary
Keep your promises
Plan for the future
Communicate the business’ goals and
expectations
Keep frontline staff up to date with anything
that concerns them or will affect their jobs
HOW TO BE A GOOD LEADER?
WHAT QUALITIES MUST A LEADER HAVE?

Do not ignore poor performance, deal with it

quickly
Give individuals some freedom, don’t
constantly look over their shoulder
Challenge the team to improve or exceed
expectations
Make decisions quickly, do not talk endlessly
and pompously
LEADING BY EXAMPLE
•Sets a benchmark for your team
•Clearly demonstrate your expectations
•Opportunity to capture and demonstrate best
practices
•Create open lines of communication

Your team will respect you more and work alongside

you
MODELLING QUALITIES TO STAFF

Direction and values: You know what you

want, where you want to go, and what's really
important to you

Emotional stability: You have a calm and

focused approach to how you are yourself and
how you are with other people as you tackle
challenges. You notice difficult emotions such
as anger and anxiety, but you work with them
rather than letting them overcome you
MODELLING QUALITIES TO STAFF

A positive mindset: You have the ability to

stay optimistic and see the bright side even
when you encounter setbacks. You hold
positive regard for yourself as well as other
people

Self-awareness: You know what you are good

at, how capable you feel, and how you look
and sound to others. You also acknowledge
that you are a human being, and you don't
expect to be perfect
MODELLING QUALITIES TO STAFF

Flexibility in behaviour: You adapt your

behaviour according to circumstance. You can
see the bigger picture as well as paying
attention to details. You take other people's
views on board in making decisions
Eagerness to develop: You enjoy stretching
yourself, treating each day as a learning
experience, rather than acting as if you are
already an expert with nothing new to find
out. You take your discoveries to new
experiences
 GOALS & VISION
Establishing goals and objectives
Long term goals
Short term goals
Evaluation
Communicate business direction with team
SMART
• Specific
• Measurable
• Achievable
• Realistic
• Time
GOAL SETTING BENEFITS

Sets a direction and pathway

Can be used to help you get organized
Helps improve performance
Makes you and your team more effective and
efficient
Keeps the business on track with short and long
term goals
Establishes a starting point and an end point
Defines your daily, weekly and annual work plan
GOAL SETTING BENEFITS

Recognition and reward for ideas

Trust in your team
Allow team to express innovation
An 'open door' culture in which managers are
approachable
Varied and interesting work
High-quality training and development
Authentic management and leadership whose
behaviour is consistent and genuine
CHALLENGES FOR MANAGERS

Working within a budget

Keeping stakeholders and staff happy
Long hours and working under pressure
Staff related issues
Staff availability
Staff commitment to allocated rostered shifts
Turn over of staff
Staff conflict
Customer disputes
LEGISLATION & MANAGEMENT.
HOW DOES THE LAW IMPACT ON MANAGEMENT OF
STAFF?
 Working
Equal
conditions
employme
nt ops

Fairwork Rate of
Australia pay

Benefits- Superan
Entitleme
nts nuation

Penalty
rates
TREATMENT OF STAFF AFFECT
LEADERSHIP?

Leadership can have a negative impact on

organizational performance
Leaders who are overly dominant or become obsessed
with achieving goals can overlook various details in the
business organization
Employees may also be less willing to help dominant or
extremely critical leaders with accomplishing goals and
objective
Dominant leadership creates negative relationships
Can managers be everyone's friend all the time?
Can managers be seen as playing favourites?
DAMAGE CONTROL
WORKPLACE GOSSIP

At the end of year office party, Jane and a

few of her colleagues are enjoying a few
drinks and start to become a little rowdy.
An employee approaches you and says
“Jane seems to enjoy a few, doesn't she?”
You respond by saying “yes, she is
putting a few away tonight.” The next day
at work, Jane approaches you in tears
asking you why you were telling people
that you think she’s an alcoholic.
DAMAGE CONTROL
WORKPLACE GOSSIP

How would you handle this

situation with Jane?

What would you do differently

next time?
DEVELOPING A TEAM
ENVIRONMENT
TOGETHER
EVERYBODY
ACHIEVES
MORE
TYPES OF TEAMS?
Reception teams: reception, concierge
Housekeeping teams: look after all the
rooms in the hotel
Administration teams: Management,
Finance, Human Resources and Marketing
Food and beverage teams: fine dining,
banqueting & breakfast
Cookery teams: events, bistro & a la carte
Cross –functional teams: special events or
business needs
Maslow
’s Morality, Ethics

Hierarch Growth , Learning

y of
Needs Esteem, Feeling Valued

Intimacy, companionship

Safety & Security

Eating, Sleeping, Drinking, Sex

TEAM
CHARACTERISTICS
For a team to be effective it must be
well organised
Have clear goals
Team must posses and commit to team
work skills
TEAM MAKEUP
Team maybe made up of people of equal status
It may have a leader and several members who play a
similar role
It may have a specific role for each individual
In a service context, a team will have usually 1 or 2
experienced roles
5 or 6 staff underneath them
 EFFECTIVE TEAM
LEADERSHIP
Managing self - emotional intelligence, leadership,
management and relating styles
Managing time- priorities and workload
Managing people's performance - planning, appraising,
development and coaching
Achieving through others - diversity, delegation and
empowerment
Communications - planning, strategy and tactics, styles
and barriers
Leading and managing change - change models, people
factors, project impacts
COMMUNICATION

Accurate
Easy accessible
Shared goal
Work Culture
WE MUST COMMUNICATE
IMPORTANT & NECESSARY

Information is shared within team

Team members have knowledge
Knowledge is power
Sense of power gives members sense of
belonging and dedication
Dedicated members will contribute more and
feel valuable to the team
CREATING TEAM
COMMUNICATION

Ensure that goals are clearly defined

Interaction is aimed at solving
problems and achieving team goals
Ensure team members trust each other
by having open communication
CHARACTERISTICS
OPEN COMMUNICATION
Members are encouraged to solicit input from
others
Disagreement is invited and dealt with as a
vital part of making sound decisions
Team members share responsibility for
communicating effectively
Everyone is pro-active to understand team
goals
GUIDELINES TO TEAM
COMMUNICATION
Be specific: include facts and details to avoid
being vague

Be accurate: as much as possible be sure that

the information you are giving is true and
reliable

Be honest: be truthful with those you are

communicating with and do not use
questionable information
GUIDELINES TO TEAM
COMMUNICATION
Be logical: make sure messages are easy to
follow
Be complete: give all needed information in
regards to your ideas.
Be concise: be brief- not unnecessarily wordy.
Be relevant: stay on task and give information
that is needed.
Ask for feedback: have recipients give
comments on information
 Failed
Commu
nication
Loss of
producti
vity

Drop in Wasted
time
staff and/or
morale energy

Deadlin
Lack of
es are
not met trust
Misunder
standings
HOW DO MANGERS SET
GOALS AND WHY?
Goals must align with the organization’s mission and
strategy
They must be clear and easy to understand
They must be accepted and recognized as important by
everyone who will have to implement them.
Progress towards goals must be measurable
Goals must be framed in time, with clear beginning and
ending points
They should be supported by rewards
They should be challenging, but achievable
SMART
BUSINESS GOALS INTO
SMALLER TEAM RELATED GOALS

Long term goal may appear to far away

S-Breaking the larger goal into manageable steps becomes far
more realistic

M-Goals must be measured for performance

A- Goals must be set at an appropriate standard

R-Goals must be realistic

T-Goals must be time framed for relevance

GET STAFF INVOLVED IN
THE DECISION MAKING
PROCESS.
Allows for staff input
Ownership
Contributing to overall business success
Motivates staff/increases staff morale
Allows for innovation
Allows team insight into business
Builds trust and relationships
Builds a strong team
INNOVATION?

Innovations can be in the form of new

products or services, or cost-reducing process
improvements, or innovative business models
and methods, technology or improved
procedures

Innovation, in its purest form, means change.

And while change can be forced upon people,
the best changes, the kind that make an
organization excellent, comes from the heart
of a person.
HOW CAN ENCOURAGING
INNOVATION BE SUCCESSFUL?

Motivational tool
Staff are aware of business strengths
and weaknesses
Staff operate the business and can
offer appropriate suggestions to make
change
Company and staff grow together
 STAFF
PERFORMANCE
RECOGNISING & REWARDING
PEOPLE

• Positively reinforces excellence in behaviours and

performance,
• Builds staff engagement, and therefore increases job
satisfaction,
• Leads to higher retention rates of key staff,
• Reduces stress and builds an environment where
people are
encouraged to explore innovative approaches to their
work,
• Sends a message to prospective staff that staff are
valued, and
• Supports a culture of Performance Excellence
REWARD VERSUS
CRITICISM
Most employees who are criticized but decide to remain
will find a way to balance the scales. To "even things
out" they may:
take longer lunches
make more personal phone calls
take extra days off
go on sick leave
come in late
leave early
simply not try as hard
EMPLOYEES REWARDS

Salary increase
Benefits
Job security
Challenging work
Sense of accomplishment
Flexible work schedule
Recognition for a job well done
EMPLOYEES REWARDS
As long as an employee perceives that the
rewards of their job are at least equal to the
costs, they will continue to come to work and
do a good job
When a manager is critical, it adds a
tremendous weight to the cost side of the
scales
To most employees, constant criticism far
outweighs any rewards from a job
EMPLOYEES REWARDS
Rewarding staff is a great way of showing
appreciation
Managers must tap into each staff members
internal drive
Managers must not take advantage of their
faithful staff without recognition
Managers must find a healthy balance of
management and leadership qualities
DELEGATION

Process of giving decision-making authority to lower-

level employees
For the process to be successful, a worker must be able
to obtain the resources and cooperation
Delegation allows for empowerment of staff
Delegation enhances employee motivation
Employees may do a better job because they feel a
personal accountability
REASONS WHY MANAGERS
DON’T DELEGATE

Lack of faith: believing staff are inferior

Fear of failure: tasks not completed
successfully
Too much time: too much time to delegate,
easier doing the job yourself
Desire for personal glory: not wanting to
share success
Lack of experience: poor decision making
BARRIERS EMPLOYEES HAVE
TO DELEGATION

Insecurity: avoid responsibility

Lack of reward: not enough incentive
Fear of critism: staff fearful of managers
Standing out: staff may not want to separate
themselves from the pack
Increased workload: extra responsibilities
Laziness & complacency: can’t be bothered
YOU CAN’T DO EVERYTHING
YOURSELF
OVER COMING
DELEGATION
• Let go of some responsibilities
• Trust in your team
• Understand you’re the strengths &
• weaknesses of your team
• Share responsibilities
• Be fare with task allocation
• Increase responsibility
• Stimulate challenge & growth
• Give feedback on performance
• Monitor progress
• Reward & praise individual & team efforts
MANAGING TEAM
PERFORMANCE
MONITORING TEAM
PERFORMANCE
Create daily checklists
Prioritise tasks & objectives weekly
Organise regular review meetings to
analyse progress
Monitoring of goals
Evaluation of progress
Continual reviews allows for improving
systems
HOW TO SOLVE
PERFORMANCE
PROBLEMS
if issues are found through analysing
KPI’s then solutions must be
implemented
Training or coaching may be necessary
to reduce the gaps
Feedback is necessary to keep staff up
to date & current in operations
SUMMARY
Lack of praise and recognition is the main
reason for employees leaving an
organisation
 Happy employees perform better and their
loyalty towards the employer also increases
Purpose of recognition must inspire others
to take positive, transformational action
Salary raises and bonuses, End of
week social drinks, Awards night,
Holidays, Money, Vouchers
THANK YOU