Provide reason S WELL

Decision Round 5 Leadership Style Topics: Contingency Approach to Leadership Approaches to leadership: Servant, Authentic, Charismatic, Transformational, Transactional Leadership Situational Leadership Model Sources of Power Further Information. Decision 1: The new General Managers has been appointed. Her Job Description and Job Specification is below. JOB DESCRIPTION GENERAL MANAGER Report to: The Executive Committee 1. Implement the corporate level strategy for the hotel. 2. Monitor the formulation and implementation of the business and functional level strategies of the product divisions. 3. Monitor the hotels performance and when necessary take remedial action 4. Ensure cash flow 5. Audit the payment of invoices by division managers. 6. Prepare all taxation reports including Income Tax Return, Quarterly BAS \& Monthly PAYG Statement JOB SPECIFICATION Essential 1. Hotel Licensee's Course 2. Hotel Management Course 3. Five years experience managing a hospitality venue Desirable 4. Business Qualification (Degree or Advanced Diploma) The emphasis of the new GM's job is to implement the corporate strategy agreed by the Executive Committee, restructure the organization and control the development and implementation of the business and functional level strategies in each product division. You will recall that you adopted the focused differentiation strategy targeted at the 18 to 35 year old residents living in the vicinity of the hotel introducing the new products of al la carte dining and a wine room. Consequently the hotel building had to undergo refurbishing to build a restaurant and commercial kitchen on the first floor, a wine bar/room in the old lounge bar area, and a sports bar and separate gaming room in the old public bar area. You also agreed to adopt an organic structure, divisional departmentalization and a involvement culture to match that chosen strategy. This will require a change in culture and the development of new products. New levels of customer service will need to be developed. Existing staff will have to be socialised into the new culture and develop new skills to provide the new products. New staff with the skills required to augment the existing staff and with the appropriate values will need to be recruited. You have emphasized to the new GM that if the hotel doesn't successfully embrace the new culture and implement the new strategy its future is in doubt. Which combination of leadership approaches do you think would be the most appropriate for the General Manager to adopt? Decision 2 Your new Restaurant Manager, Jimmy, is responsible through a team of 8 staff for all food offerings produced by the kitchen and the customer service on the floor of the a la carte restaurant. He was recruited because of his experience in a similar sized bistro offering similar food, his experience as a chef and a first line manager. He is keen to get involved in building the business at the Trafalgar Inn. Given the need to ensure the consistent standard of the food, and a high level of service on the floor of the restaurant, Jimmy went in and started to tighten up the systems and procedures, making sure they were followed, ensuring breaks were not extended, continually monitoring everyone's work, handing out jobs each day and generally ruling with the proverbial iron hond. He adopted what Hersey and Blanchard describe as the directive or telling leadership style with all his staff. He reasoned there was plenty of time to get to know his team better later, once he had established the new order of things around here. He reckons at this stage they don't have to like me just do what I tell them. Consequently the morale of the team is low and the staff is not highly motivated. Staff members acknowledge Jimmy's skills but his style of leadership has led to them not liking nor respecting him. Two staff members, Nancy and Malcolm, have indicated to Jimmy's colleague, the Bar Manager Leanne, that they are ready to resign. The Bar Manager has told Jimmy this and, as he is keen to keep both staff members in his team, he has come to you for some advice about how to lead his team. Nancy Nancy was recently recruited by Jimmy as a wait person on the floor of the a la carte restaurant. She has just completed some intensive service and wine training at the Billy Blue Hospitality College and did well in all her assessments, but she does not have a lot of experience working on the floor of a restaurant and interacting with customers. Despite her ability and her conscientiousness, which she demonstrated in a try out shift in the restaurant, she appears to lack confidence. Malcolm Malcolm was the chef in the pub and was in charge of the kitchen before the new Restaurant Manager, Jimmy, was hired. When he missed out on the promotion to Restaurant Manager, he agreed to stay on as the only other fully qualified chef in the kitchen. He is a self-motivated and conscientious worker. He is well qualified and relatively well experienced. His job entails preparing and cooking a la carte meak and bar snacks in the evenings. He works Wednesday to Sunday from 4 pm to 12 midnight. He used to do all the cooking and ran the kitchen in the past. Which of the Situational Leadership Model styles would you recommend Jimmy adopt in leading Nancy and Malcolm? Decisions Round 5 Select the combination of leadership approaches that the new Generall Manager should adopt at the Tratalgar inn. Identify which of the situational leadership styles should Jimmy use with the named staff members. Which sources of power are presently available to Jimmy to influence his staff to achieve organizational goals