LEADERSHIP

1. The conclusion
 the meaning of the leadership is an activity to influence the others to make good coorporation for reaching the main goal.
Approachments Leadership Studies

     * Approachment Character

           That the leader is seen or arising out of a combination of traits that appear in a person

     * Approachment Behavior

           That the leader is seen emerging from one's personal or related to
           his leadership.

     * The views Situational (Contingency)

  This view considers that the conditions that determine leadership effectiveness varies with the situation of the tasks performed, the skills and expectations of subordinates, environmental organizations and so on.
Elements of Leadership

     * The activator cadres,
     * The participant-driven, the communication, the goals of the organization
     * The benefits are not only enjoyed by some members

       functions of Leadership

     * Taking the decision
     * Develop information
     * Maintain and develop member loyalty
     * Giving impetus and encouragement to members
     * Responsible for all activities of activities
     * Conduct oversight of the implementation of activities
     * Giving the award to members who excel

TASK LEADER
        a. As it relates to employment

     * Taking the initiative
     * Set the pace and direction
     * Provide information
     * Provide support for
     * Giving thought
     * Taking a conclusion

b. Related to the cohesiveness of the members:

     * Encouraging, friendly, receptive
     * Be reconcile
     * Capable to change and customize the opinion
     * Facilitate the implementation of the task
     * Provide rules


       Leadership Style

     * Style with Orientation Task (Task Oriented)

Managers direct and supervise subordinates in a closed session to ensure that the tasks carried out according to what he wanted.

     * Style with Employee Orientation (Employee Oreinted)

The more managers motivate their subordinates than mangawasi. The group members were given the opportunity to excel and grow.

                    Factors - Factors Affecting Leadership Behavior

According to Mary Parker Follett, there are three variables that affect leadership styles are:

     * Leaders
     * The ability and leadership qualities
     * Followers or subordinates

  Ability and quality of followers in the receiving direction from their leaders.

     * situation

                Environment that affects the followers or subordinates.

2. what do you know about Leadership?

1.

the position or function of a leader,  a person who guides or directs a group: He managed to maintain his leadership of the party despite heavy opposition. Synonyms: administration, management, directorship, control, governorship, stewardship, hegemony.

2.

ability to lead: As early as sixth grade she displayed remarkable leadership potential. Synonyms: authoritativeness, influence, command, effectiveness; sway, clout.

3.

an act or instance of leading; guidance; direction: They prospered under his strong leadership.

4.

the leaders  of a group: The union leadership agreed to arbitrate.

 

3. the Leadership Tasks

Leadership Tasks are close to management tasks:


Let us discuss some of the leadership tasks for the sake of
setting an example. Depending on the leadership objectives
and goals, these leadership tasks might vary. These
leadership principles listed below must cascade down
through the whole organization.
Team building
When you become a leader and need to build teams, ensure
that you select the right people with the right skills to
achieve your goals. Look after your team members and
communicate with them regularly. You need to help your
team members to develop. Develop people via training or by
experience. Agree with your team members on the
objectives and responsibilities that will interest and stretch
them. Always support them while they strive to improve and
take on challenging.
Delegation
Delegation is an important management skill. Planned and
educated delegation decision saves you time, develops you
team members, grooms a successor, and motivates all team
members. Poorly planned delegation will cause you
frustration and confuses everyone. This leadership task is
coined as the art of management.
Communication
Communication is critical skill for any leader. Ensure that you
listen well, understand, discuss, consult, involve, and explain
the things and issues that are going around your team
members. Ask and learn about what your team members
think. Know how they think improvements should be done.

Set the example
Some leaders lead by example by doing many tasks. This is
labeled 'hands on' leader. Others are more distanced and let
their team members do it (partially delegation). The way you
work and lead and conduct yourself will be the most you can
possibly expect from your team members. If you set low
standards then you should expect the same from your team
members.
Credit and blame control
Always give your team members the credit for your
successes. Never take the credit yourself even if it's all down
to your leadership work. You might think it is your work, but
it is real team work that achieves successes. When it comes
to the blame, you must take full responsibility. Never blame a
team member publicly. His failure is yours, in fact. So, don’t
blame yourself in public.


Manage your team
You need to have faith in your team members. Give them the
longitude and latitude to work and excel. Coach them when
you spot a mistake. Let’s them make mistakes. This is how
they learn. This is how we learned to walk; we fell few times
before we managed to make our fist steps. Provide your
team members with relevant interesting opportunities Guide
then with proper measures and rewards.  This is a very
important leadership task.
Decisive decision making
As a leader, you need to make difficult decisions bravely.
However, stay truthful and sensitive when you implement
such decision. Don’t take the decision because you can, take
them because you have to reach your goal. Don’t be afraid of
change.

 

 

 4. The Leadership Style

Styles

Leadership style refers to a leader's behavior. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership (Robert Hariman, Political Style,^[47] Philippe-Joseph Salazar, L'Hyperpolitique. Technologies politiques De La Domination^[48]).

Autocratic or authoritarian style

Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictators.
Leaders do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to him/herself until he/she feels it needs to be shared with the rest of the group.^[49]

 Participative or democratic style

The democratic leadership style favors decision-making by the group. Such a leader gives instructions after consulting the group.
They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them.^[49]

 Laissez-faire or free rein style

A free-rein leader does not lead, but leaves the group entirely to itself. Such a leader allows maximum freedom to subordinates; they are given a free hand in deciding their own policies and methods.
Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective. The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members.^[


If I were a Leader I would use employee oriented style to manage my management
giving motivation for the employee in order they could improve their ability to get more knowledge in the workfield. giving motivation is also could give a good impact for the company and for employee itself.
so that there's a good comunication and good relationship between the leader and the employee.

Job Descriptions of Hotel Departments

Organizational chart of Front office department

Front office Manager is the first person in authority in the front office department.the secretary of FOM assists the work of the FOM and Assistant front office manager is the second person in authority and below him are responsible for the report to him.

In order to carry out its mission, global and departmental goals and objectives, every company shall build a formal structure depicting different hierarchy of management, supervision, and employee (staff) levels. This very structure is refereed to as organization chart. Moreover, the organization chart shows reporting relationships span of management, and staff/line functions.

• The Front Office organization chart shall be designed according to Functions. Doing so not only enhances the control the Front Office has over its Operations, but also provides guests with more specialized attention. Such a division according to functions, however, is not practical in middle and small size hotels due to the fact that these very hotels don't posses enough and sufficient monetary resources to ensure the existence of at least 3 jobholders (i.e. one for each shift) for each job position. Therefore, in middle size hotels, a front office clerk might be responsible for more than one work position. This is ensured via cross training. On the other hand, in small size hotels, one or two front office clerk(s) might be responsible for all front office activities.

 Typical functions and positions under the Rooms Division Department:

• Front Desk Agent: Registers guests, and maintains room availability information.

• Cashier: Closes guest folios, and properly checks out guests
• Accounts Receivable Clerk: Posts charges in correct guest folios and updates folios' outstanding balances
• Night Auditor: Controls the job of the Accounts Receivable Clerk, and prepares daily reports to management (ex: Occupancy Report and Revenue Report)
• Mail & Information Clerk: Takes Messages, provides Directions to Guests, and maintains Mail
• Telephone Operator: Manages the Switchboard and coordinates Wake-up Calls
• Reservation Agent: Responds to Reservation Requests and creates Reservation Records
• Uniformed Service Agents: Handles Guest Luggage, escorts Guests to their Rooms, and assists guests for any bit of information requested 

Reservation is an advance request for the accommodation and the act of taking reservation is called the selling rooms. It is the process of booking rooms before the arrival of guest in order to ensure the availability of the room as per their need at the time of check-in

 

Roles of different departments in the hotel

Role of front office:Front office is the department which is noticed by the guest whenever they enter the hotel.It is the first department guest come into contact in the hotel, therefore it is also called the 'nerve center' of the hotel.The rose of front office department are:

• Responsible for the sale of the hotel rooms through the systematic method of reservation, registration and assignment.
• Forecasts room occupancy and provides room status report.
• Coordinates guest service and answers to their queries.
• Careful design of the front office organization chart.
• Maintains and settles guests account.
• Creates guest history records.
• Maintains all database of guest information.

Housekeeping:
Housekeeping department is responsible for the cleanliness and upkeep of the entire hotel and public areas. The following things are considered:

• Ensure all fixtures and furnitures are in proper working condition.
• Supply of clean linens and good amenities to the guest room.
• Coordinates with the other departments for the smooth operation.
• Provides room for occupancy
• Schedule periodic cleaning of the hotel and guest rooms.

Food and beverage production: This department is responsible for the production of food and beverage items as per the guests order.A kitchen is fully equipped with skillful chefs who can prepare the recipes according the demand of the guests. There are various ranges in the job as per the skills, experience and knowledge.Some of the responsibilities of production department:

• Preparation of the food and beverage items as per the guests order in the specific time.
• Checking the quality of the food.
• Control the wastage through the portion control and cost control.
• Follow the HACCP rules while preparation.
• Purchase and storage of the raw materials in an appropriate way.
• Manage the work load among various staffs in the kitchen.

Food and beverage service: This department is responsible for the service of food and beverage items prepared in the kitchen as per tthe guests order.Therer are different levels of staffs responsible for the supervision and performance of the work.The responsibilities of service department:

• Receive the guests and escort to the specific table.
• Take the order by presenting the menu.
• Serve the guests order according to their demand.
• Settle the account or transfer the folio.
• Maintain the hygiene and cleanliness in the outlet.
• Train the staffs.

Security department: This department works for maintaining the safety and security of the guests, staffs and the entire hotel properties.Security department comes into action when there is theft, fire, and any emergency cases.The very department is also responsible for the lost and found procedures also.

Engineering and maintainance department: This department is responsible for the maintainance and repair of the damaged items. for example, plumbing, repair or the a/c, furnitures, fixtures etc. all are maintained by maintainance department.

Human resource department: This department is responsible for the Hiring and firing of the staff, maintaining rules and regulations of the hotel, providing uniform to the staff, providing extra hands when required, Identity cards for the staff, Training programmes etc.

Account: This department is responsible for maintaining the financial statements and reports of the entire hotel. It is responsible for the calculations of the total profit or loss of the hotel.

The Definitions of Operational Planning and Strategic Planning

OPERATIONAL PLANNING

An operational planning is a subset of strategic work plan. It describes short-term ways of achieving milestones and explains how, or what portion of, a strategic plan will be put into operation during a given operational period, in the case of commercial application, a fiscal year or another given budgetary term. An operational plan is the basis for, and justification of an annual operating budget request. Therefore, a five-year strategic plan would need five(5) operational plans funded by five operating budgets.

Operational plans should establish the activities and budgets for each part of the organisation for the next 1 – 3 years. They link the strategic plan with the activities the organization will deliver and the resources required to deliver them.

An operational plan draws directly from agency and program strategic plans to describe agency and program missions and goals, program objectives, and program activities. Like a strategic plan, an operational plan addresses four questions:

• Where are we now?
• Where do we want to be?
• How do we get there?
• How do we measure our progress?

The OP is both the first and the last step in preparing an operating budget request. As the first step, the OP provides a plan for resource allocation; as the last step, the OP may be modified to reflect policy decisions or financial changes made during the budget development process.

Operational plans should be prepared by the people who will be involved in implementation. There is often a need for significant cross-departmental dialogue as plans created by one part of the organisation inevitably have implications for other parts.

Operational plans should contain:

• clear objectives
• activities to be delivered
• quality standards
• desired outcomes
• staffing and resource requirements
• implementation timetables
• a process for monitoring progress.

 

STRATEGIC PLANNING

Strategic planning is a management tool for organizing the present on the basis of the projections of the desired future. That is, a strategic plan is a road map to lead an organization from where it is now to where it would like to be in five or ten years. It is necessary to have a strategic plan for your company and/or department. In order to develop a comprehensive plan for your company and/or department which would include both long-range and strategic elements, we suggest the methods and mechanisms outlined on the following pages. The plan must be:   simple written clear based on the real current situation have enough time allowed to give it a time to settle. It should not be rushed. Rushing the plan will cause problems.  What differentiates the operational plan from the strategic plan? Strategic planning and operational planning involve two different types of thinking. Strategic decisions are fundamental and directional, and over-arching. Operational decisions, on the other hand, primarily affect the day-to-day implementation of strategic decisions. While strategic decisions usually have longer-term implications, operational decisions usually have immediate (less than one year) implications. Strategic Planning * Views future as unpredictable * Views planning as a continuous process * Expects new trends, surprises and changes * Considers a range of possible futures & emphasizes strategy development based on assessment of the organization's internal (strength and weaknesses) and external (opportunities and threats) environment. * Asks: "Based on our current understanding of environment, are we doing the right thing? How can we best use our resources to achieve or mission?" Operational Planning * Views future as something that needs to be implemented now. * Focuses on setting short-term (less than one year) objectives. * Assumes much more detailed planning regarding who and how activities will be accomplished * Asks: "What do we need to be doing for the upcoming year/immediately to best accomplish our mission."