BUS102: Management and Leadership - Apply Foundational Managerial Concepts - Business Assignment Help

Assignment Task :

Learning Outcomes

The assessment addresses the following subject learning outcomes:
a. Identify and explain the main functions of management (eg. planning, organising, leading and controlling) in a global environment.
b. Describe and apply foundational managerial concepts and skills in complex business environments.
c. Explain how to work together effectively in diverse teams to achieve managerial objectives.
d. Review the challenges of managing and leading people in international hospitality firms.
e. Evaluate the principles of social responsibility and ethical behaviour in business.

Context:
A manager’s job is varied and complex. Managers need certain skills to perform the duties and activities associated with being a manager. By the use of a case study, students are given the opportunity to apply their knowledge how to operate the department more efficiently and learn current hospitality management practices.
 
Instructions:
Read the case study and Answer all of the following questions.
Answers should be concise but must cover key management principles. You must also use examples and information from the case study to support your answers. As an indication, each answer should be approximately 500 words. The assessment is focused on the application of information covered in the lectures, tutorials and from your textbook, PowerPoint slides, other readings, class discussions, and related activities

Case study

Lindsay has just been promoted to Supervisor of her department. She has had several years’ experience and whilst she is not the most senior member of staff she is certainly the most adept in her job. It was this level of technical expertise that earned her the promotion.
The team operated previously without a supervisor, reporting directly to the departmental manager. Lindsay however decides to take her promotion very seriously and wastes no time in making sure all 15 of her co-workers are aware she is their supervisor now even though the performance of the team was highly regarded by senior management. Lindsay feels that there is always room for improvement and spends a great deal of her personal time rewriting the procedures manual and setting up formal incentive and appraisal programs.

She introduces all the new systems and programs and closely watches the staff, frequently making threats to ensure they do as they have been directed. She has a ‘do as I say’ approach and focuses on the task and doesn’t really give her staff any support or direction.
She relies on control and power to get the staff to perform. Six months on and the department are failing. Senior management is receiving more guest complaints than ever before. The staff have adopted a 9 to 5 approach to their jobs, absenteeism has risen and resignations from two long standing staff members have been tendered.
 

Questions:
1. Describe the three managerial skills and explain which managerial skill that Lindsay needed to improve the most and why? Provide examples from the case study to
support your answer.
2. Analyse and explain why this team is not working effectively?
3. How would you describe Lindsay’s management “style” and discuss which management styles would be the most suitable to this case study.
4. Discuss how Lindsay can improve her team and create a positive work environment. Suggest strategies using your knowledge of at least two motivational practices to
explain your answer

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