Report Managerial Skills and Leadership - Tài liệu tham khảo | Đại học Hoa Sen

HOA SEN UNIVERSITY FACULTY OF TOURISM
COURSE: LEADERSHIP & MANAGEMENT IN HOSPITALITY INDUSTRY Group 9
Supervisor: Võ Thị Nga Ph.D Students: Phạm Anh Vũ – 2172173
Trần Phương Nhi – 2184751
Nguyễn Thị Thu Thủy – 2194508 HO CHI MINH CITY, 2021 HOA SEN UNIVERSITY FACULTY OF TOURISM
COURSE: LEADERSHIP & MANAGEMENT IN HOSPITALITY INDUSTRY Group 9
Supervisor: Võ Thị Nga Ph.D Students: Phạm Anh Vũ – 2172173
Trần Phương Nhi – 2184751
Nguyễn Thị Thu Thủy – 2194508 2 HO CHI MINH, 2021 3 DUTY ROSTER Ordinal Full name Student ID no Duty Rate of progress 1 Phạm Anh Vũ 2172173 - Chapter 1 & 4 100% - Power point - Abstract - Word 2 Trần Phương Nhi 2184751 - Chapter 2 100% (word + ppt) - Q&A 3 Nguyễn Thị Thu 2194508 - Chapter 3 100% Thủy (word + ppt) - Q&A 4 ABSTRACT
Leadership is a lifelong learning process. Every great leader always looks for ways
to improve. No one ever wakes up and says, “I know everything there is to know about
leadership. I’m a perfect leader.”
Leadership can be especially challenging for entrepreneurs. Balancing the need to
run a business (products, investors, customers, etc.) and the need to lead company personnel is quite a task.
In this report, I will introduce the delegation of leaders in the organization, the
processes and responsibilities of delegation will be evident in this article. 5 TABLE OF CONTENTS
ABSTRACT.......................................................................................................................4
CHAPTER 1: INTRODUCTION......................................................................................7
CHAPTER 2: CONTENT..................................................................................................9
1. What is delegation leadership style?........................................................................9
2. Essentials of Delegation...........................................................................................9
3. Conditions for delegating successfully include......................................................10
3.1. Advance planning............................................................................................10
3.2. A positive attitude toward your people............................................................10
3.3. Trust................................................................................................................10
3.4. The ability to let go and take risk....................................................................10
3.5. Good communications.....................................................................................11
3.6. Commitment....................................................................................................11
4. The steps in delegation leadership..........................................................................11
4.1. The first step is planning..................................................................................11
4.2. The second step is developing the task in detail..............................................11
4.3. The third step is delegating..............................................................................12
4.4. The fourth step is follow up.............................................................................12
CHAPTER 3: DICUSSION.............................................................................................13
5. Benefits or advantages of delegation of authority..................................................13
5.1. Specialization..................................................................................................13
5.2. Reduce Pressure And Workload.......................................................................13
5.3. Quick Decisions..............................................................................................13
5.4. Employee Development..................................................................................13
5.5. On-the-job Training.........................................................................................13
5.6. Better Understanding.......................................................................................13
5.7. Expansion And Diversification........................................................................14
5.8. Suitability........................................................................................................14
6. Drawbacks Or Disadvantages Of Delegation Of Authority....................................14 6
6.1. Misunderstanding And Conflict.......................................................................14
6.2. Poor Results.....................................................................................................14
6.3. Misuse Of Power.............................................................................................14
6.4. Burden On Subordinates..................................................................................15
6.5. Lack Of Self Confidence.................................................................................15
6.6. Low Quality Of Work......................................................................................15
6.7. Not Suitable.....................................................................................................15
7. Common mistakes in delegation and Improve.......................................................16
7.1. Giving Vague Instructions...............................................................................16
7.2. Using Delegation to Avoid Difficult Decisions................................................16
7.3. Delegating Tasks to the Wrong Person............................................................17
7.4. Failing to Empower Delegates to Complete Projects.......................................17
7.5. Forgetting Who You Delegate Tasks To...........................................................18
7.6. Waiting Until a Task is Complete to Check Progress.......................................18
CHAPTER 4: CONCLUSION.........................................................................................20
REFERENCES................................................................................................................21 7 CHAPTER 1: INTRODUCTION
Delegation is basically a process of assigning responsibility, sharing authority, and
producing accountability in organizations. The process of delegation is adjusted
according to the nature of the work itself, and by the type of person who will be
completing the work. Delegation is a crucial expertise for managers to use to make the
best of their own time and resources. The manager who is skilled in delegation
overcomes the problems by establishing clearly understood plans and standards,
instructing his people to carry work through. As he knows that result are the final
measure and there are different ways to arrive at equally satisfactory results. (Henry
Mintzberg 1973) “views delegation as the most significant managerial problem. He
argues that while managers tend to delegate tasks involving only one specialist function,
they feel cold footed on the prospects of delegating tasks that cut across specialties or that
involve the managers’ special information”. “Empirical research has illuminated our
understanding of why managers delegate and the outcomes of delegation, there is a
paucity of research on the conditions under which delegation is effective (Leana, 1986,
1987) (Schriesheim et al., 1998) (Yukl, 1998) and why delegation is related to its
demonstrated outcomes”. This paper is review work in field of delegation; the main
purpose is to understand the delegation process and describe the standards, skills of the
managers and to suggest the delegation path model and explaining various benefits to managers and subordinates.
In the modern organizational structure, delegation of authority has become the
focus of the researchers and scholars. These are constantly keeping close eye on the
decentralization of the organizations and the impact of delegation on the performance of
organization in general and employees in particular. 8
Objectives of the delegation of authority include: a reduction of the excessive
burden of work on superiors (e.g., executives and managers); provision of opportunities
for growth and self-development to junior executives; establishment of a team of
experienced and matured managers for the organization; and improvement of individual
and overall organizational efficiency. 9 CHAPTER 2: CONTENT
1. What is delegation leadership style?
A leadership style refers to a leader’s methods and behaviors when directing, motivating,
and managing others. A person’s leadership style also determines how they strategize and
implement plans while accounting for the expectations of stakeholders and the wellbeing of their team.
Leadership is the assignment of one or more meaningful tasks or responsibilities, either
operational or managerial in nature, to a subordinate or subordinates. Delegate responsibility
Managers are responsible for the entire output of department, they delegate responsibility
for certain parts of the work to people they hire to do certain jobs.
Example: delegate cooking to the cooks, front desk work to the front desk clerks.
2. Essentials of Delegation
There are 3 aspects of delegation:
Responsibility: Something that it is your job or duty to deal with
Authority: The rights and powers to make the necessary decisions and take the
necessary actions to get the job done
Accountability: Means the answerability of the subordinate to those above him in
the chain of command for his work’s responsibility
In short, as a supervisor you have been given the responsibility for certain activities and
the results they are expected to produce, the authority (or rights and powers) to carry out
your responsibilities, and the accountability (or obligation to your boss) to produce these results. 10