Executive Summary
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2. Introduction
People are creative, social and complex in nature which make huge
contribution beyond ‘labour’ to a society or civilization. They are not
commodities. They are resources in an organization. Therefore, to
accomplish a goal in an organisation, primarily, one has to harmonise
and coordinate the group of people effectively. The aim of this
assignment is to demonstrate the leadership and performance
management of people within the hospitality industry.
Apart from that, the event is also allied with the implementation of
theory into practical work. However there were some unpleasant
situations from where one can learn a lot of things. This will count as
an invaluable asset through out the life.
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3.The Main Body:
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person is first person responsible (FPR) for that job only. For this
function, one cross-functional team was formed to improve the
productivity. I personally felt a psychological bond to the restaurant.
It can be evident that ITC follows the role culture, where
organization is separated into various roles. Role is often more
important than individual.
There are many ways to define the group. The essential feature of a
group is that its members. According to Mullins,
“any number of people who interact with one another; are
psychologically aware of one another; and perceive themselves to be
a group”.
Teams or group are formed to enhance the effectiveness of the
organization, it also helps employee to make better their working life.
(Molleman, 2005).
There are two kind of groups; formal and informal. Organisation
forms a formal group or team, and informal is formed automatically
based on same culture, personality, religion, etc. In the ITC Maratha
hotel, on the basis of the employee personality, a relation or network
was formed with organization. This relation control the employees’
and organizational goal.
no.of staff
f&b Service
Kitchen
Engineering
sales& marketing
housekeeping
During this event, there were few teams. These teams are a
collection of professional hospitality personal from different
department. The team members were well-aware of the goal and the
cohesiveness of the team was good.
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The group for this event was also formed with different people from
different department (team).like kitchen, engineering, housekeeping,
food and beverage service etc.
In the restaurant, one team (f&b) was formed with the following
members:
One restaurant manager
Two captains
Ten waiters.
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At any given time, person (as employee) have many needs, few are
biogenic (physiological driven), few are psychogenic (psychological
driven).
A need becomes motive when it is raised to a certain level of
intensity. There are few well known motivational content theories –
theory of Abraham Maslow, Fedric Herzberg, Sigmund Freud and
Adam’s equity theory, which helps us to identify and motivate the
staff (see appendix for the motivation theory).
Self-esteem needs: This is about how others see us at work and can
be provided for by rewarding staff with status symbols like cars,
offices and new job titles.
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Most of the team members were well motivated but there were one
experienced staff who was not happy about his promotion in the
hotel. As a leader I found hard to motivate them.
On the other hand, being a leader, I could not force the employees to
be motivated, but, if I know what their employees want from work, I
tried to create a coordinated work environment, including coaching,
skill development, and rewards, that help employees motivate
themselves.
There are different styles to lead the team. This style is the
degree to which directive and supportive behaviour the leader have.
Leadership style depends man to man. Every individual presents
style of leadership that fits his intrinsic characteristics and
motivation.
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All team members knew what they should handle according to
their responsibility. It helped to focus on the target.
c) Show the belief: The discussion about the event was continuing in
‘briefing’ for few days. The main purpose of the briefing was to
show the faith on the staff through the words.
g) Being a facilitator.
It was a learning experience to lead the team for this event. Since it
was a very high profile function there were always special attention
to each and every work and work force. To utilize the motivated work
force I had to channelise the resources in right direction-what is one
of the main functions of a leader. Eventually, being an innovator,
implementor and pacifier, I realised that leadership needs the
commitment, thought, planning and preservence .somewhere I was
lacking in few qualities like temperament, prompt decision making
etc.
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3.5: Planning of The Event:
It was a ‘learning experience’ for me. With the help from small team
leader (first person responsible), we formulated the plan .It helped
us to define what to achieve, how and when to achieve. The whole
event did not go through completely according the planning .The
planning process particularly helped in time management and
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resource management. However planning determines the success
rate of the event which was fruitful.
3.6: Communication:
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“Top executive from Forutne 500 companies rate communication
skills as the most important quality for business leaders”.-Business
Selection New York Times.
Menu planning was formulated with the chef, consulting face to face,
which was very effective(hot). In this event, diagonal communication
was mostly followed to communicate with various departments
(communication between restaurant captain and housekeeping
supervisor) in various levels.
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Downward communication primarily used for giving instruction and
motivate the employee. Though the message sometimes became
distorted as it passed through various level.
Like: one information is given by the GM when it reaches to the
front line employee, may distorted in between. (GM-departmental
head- outlet manager – captain-waiter---a long process)
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department which was included in staff budgeting (attached in
appendices).
b) Calculated the total cost of each type of resources, particularly I
learned how to calculate the labour cost.
c) Summarized the total cost into “Budget”. Discussing budget is
beyond the scope of this assignment.
This programme was not for making good profit rather than it was a
good platform to show cases our organization in global platform.
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According to me, there were various reason behind conflict like
personality clashes, struggles for power, favor and role definition.
Under this condition subordinates found themselves in a conflict with
the formal organisation’s department and with each other .People
tend to forget the organisation as a whole, they narrowed down their
function in .Both the department’s employee generated their personal
control and became stricter to their work. The aggression and
attitude of the employee changed for the employee of the other
department. Some problem due to conflict what I realized:
a) Provoke personal abuse. b) Delay to take decision c) Divert energy
and time from main issue d) sense of responsibility declined
The worst part of this situation was, both the individual was not
ready to resolve the matter permanently for the sake of the
organization. They were professional enough to run their own
department, but more individualistic in front of the organisation.
- Due to the success of this event the global wine shippers confirmed
their next function in ITC hotel which was scheduled in another hotel
organisation.
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Efficiency of the teams was measured by:
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4: CONCLUSION
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5.Appendix
Hertzberg’s theory:
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Maslow’s Hierarchy Of Needs(n.d) Retrieved on november 04,2008
from website:http://www.wikepedia.org/wiki/image.
6: Bibliography
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Roddick, A (2007), Business as usual, in Mullins, L (Ed.),
Management and Organisational Behaviour, Seventh Edition,
London: Financial Times Pitman Publishing
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