Lead & Manage People Monitor Work Operations

Lead & Manage PeopleMonitor Work OperationsOrganising1ORGANISING meansCole.K. Management Theory & Practice Ch 1. page 21Defining Roles and responsibilitiesArranging and coordinating resourcesThis includes:Right people with the right skillsRight equipmentRight machinesTime MoneyAll available when needed

2DefinitionThe function of directing and coordinating people, resources, material, equipment, time and money to enable the planning activity to be successful

Being organised is the process by which work is divided up among workplace areas and employees, and these areas and jobs are linked together to form a unified system

3For OrganisationsOrganising is about combining and coordinating what employees do and the resources that they do it with in such a manner that they achieve the greatest output for the least cost and effort in a way that meets or exceeds the demands of its customers4For SupervisorsOrganising is the process of co-ordinating resources including people and time to achieve objectives in the most efficient manner possible5For EmployeesOrganising is ensuring that the information, tools and equipment require to complete the task are at hand when needed and in good working order6Size & Structure Size significantly affects organisations structure

7Divide the work to be done into specific jobs and departmentsAssign tasks and responsibilities associated with individual jobsCoordinate diverse organisational tasksCluster jobs into unitsEstablish relationships among individuals, groups and departmentsEstablish formal lines of authorityAllocate and deploy organisational resourcesOrganising complete the tasks:8OrganisationOrganisation StructureOrganisation DesignThe framework for dividing, assigning and co-ordinating workDevelopments in or changes to the structure of an organisation9Define the Organisational StructureConsider a skeleton, itLends support to the various departments in an organisationProvides a total framework by which jobs are divided, grouped and coordinated T&H business environments are: Leaner and meaner Organisations are flatter, they have fewer levels of managers Structured to better fulfil the needs of guests

10Organisational ChartsShow hierarchy of an organisations structureCan be top-down charts, bottom-up charts, sideways charts, donut chartsShow employee positions (job titles) and sometimes the number of employees in each positionThe chart shows lines (or paths) of authority and lines (paths) of command and communication11Organisational Charts Cont.Management & staff positions usually printed in boxes. Some times salaried employees are printed in unbroken line boxes and hourly paid positions are printed in broken line boxesThe organisation chart shows how the organisation and the organisations departments are structured; and its relationship to the rest of the organisations, as well as possible avenues for career development for employees12Constructing an Organisational ChartAfter roles and responsibilities have been decided the general rules are:Departments and functions should be arranged horizontally, with the position title in boxesPersonnel should be arranged vertically, in accordance with their position or gradeAll personnel with the same authority level should be on the same horizontal lineUnbroken vertical lines are used to show the flow of authorityBroken horizontal or vertical lines are used to show the sources of advice and service131114Establishing Reporting Relationships: Tall versus Flat OrganizationsTall OrganizationsAre more expensive because of the number of managers involved.Foster more communication problems because of the number of people through whom information must pass.Flat OrganizationsLead to higher levels of employee morale and productivity.Create more administrative responsibility for the relatively few managers.Create more supervisory responsibility for managers due to wider spans of control.1115Tall Versus Flat OrganizationsPresidentPresidentTall OrganizationFlat OrganizationFigure 11.3Things have changedThe guest is up the top of the pyramidThe GM is on the bottomHigher labour costsFewer associates do the same amount of workOrganisations are more flexible in their desire to delight the guestSome hotels have rapid response team who respond to urgent guest needs

16GUESTS

FRONTLINE ASSOCIATES

FIRST LEVEL MANAGERS

MIDDLE MANAGERS

GM/TOPMANAGERS

PRESIDENT17Current trends in organisational structuresIn most T&H organisations there are evidence of a reduction in middle management. The layer of management has been reduced from an average of seven (7) to just four (4). The Sheraton experiment in 90sEven if the changes have not been as dramatic as at Sheraton, most assistant managers positions have disappeared

1808/12/201018Sheraton ExperimentSheraton experimented by completely re-structuring their organisational structure The idea was to flatten the organisational structure and make sure the ability to make decision was brought closer to the operational levelTypically in a Sheraton hotel there would have been a General Manager and a Business Unit ManagersNo F&B managers, no assistant managers, no restaurant managers. HR was scaled down to clerical staff and so on. Each unit in the hotel became a business unit responsible for all aspects of their business (like they would have been an independent business)1908/12/201019OutsourcingCurrently one of the most used methods of changing the organisational structureBenefits?Disadvantages?What are your opinions? Have you encountered this at your work places?2008/12/2010201121Designing JobsJob DesignThe determination of an individuals work-related responsibilities.Job Specialization (Division of Labor)The degree to which the overall task of the organization is broken down and divided into smaller component parts.Benefits of SpecializationWorkers can become proficient at a task.Transfer time between tasks is decreased.Specialized equipment can be more easily developed.Employee replacement becomes easier.Limitations of SpecializationEmployee boredom and dissatisfaction with mundane tasks.Anticipated benefits do not always occur.Work SpecialisationDescribes the extent to which jobs in an organisation are divided into separate tasks

One person does not do the entire job instead it is broken down into steps and a different person completes each step

Why

(J. Walker, Introduction to Hospitality Management, p.530) 221123Adam Smiths Exampleof Job SpecializationMaking a pin (nail) requires 18 tasks

1 worker doing all 18 tasks might make 20 pins (nails) a day.

20 workers = (20 x 20) = 400 pins______________________________

With specialization: 20 workers make 100,000 pins a day.1 worker = 5,000 pins

20 pins vs. 5,000 pins per worker1124Alternatives to SpecializationJob RotationSystematically moving employees from one job to another in an attempt to reduce employee boredom. Most frequent use today is as a training device for skills and flexibility.Job EnlargementAn increase in the total number of tasks workers perform.Increases training costs, unions contend that workers deserve more pay for doing more tasks, and the work may still be dull and routine.Job EnrichmentIncreasing both the number of tasks the worker does and the control the worker has over the job.1125Alternatives to Specialization (contd)Job Characteristics Approach:Core DimensionsSkill varietythe number of tasks a person does in a job.Task identitythe extent to which the worker does a complete or identifiable portion of the total job.Task significancethe perceived importance of the task.Autonomythe degree of control the worker has over how the work is performed.Feedback the extent to which the worker knows how well the job is being performed.Growth-Need StrengthThe desire for some people to grow, develop, and expand their capabilities that is their response to the core dimensions.1126Alternatives to Specialization (contd)Work TeamsAn alternative to job specialization that allows the entire group to design the work system it will use to perform an interrelated set of tasks.

1127Grouping Jobs: DepartmentalizationDepartmentalizationThe process of grouping jobs according to some logical arrangement.Rationale for DepartmentalizationOrganizational growth exceeds the owner-managers capacity to personally supervise all of the organization. Additional managers are employed and assigned specific employees to supervise.

1128Grouping Jobs: Departmentalization (contd)AdvantagesEach department can be staffed by functional-area experts.Supervision is facilitated in that managers only need be familiar with a narrow set of skills.Coordination inside each department is easier.DisadvantagesDecision making becomes slow and bureaucratic.Employees narrow their focus to the department and lose sight of organizational goals/ issues.Accountability and performance are difficult to monitor.Functional DepartmentalizationIs the grouping of jobs involving the same or similar activities.Organisation TypesConsider vision and objectives and type of cultureThe organisations size and type of jobs and employeesConsider external forcesDecentralised vs. centralised organisationsTall vs. flat structure29Organisation types and emerging organisation typesBureaucraciesLinking-pinCentralised and decentralised designsMechanistic and organic organisationsMatrix

The shamrockDonutsThe learning organisationHolistic organisationsVirtual organisationsProcess organisations30Centralisation vs. decentralisationDecentralisation, decision-making at the lowest ends of institutionCentralisation, decision made within small circle at the topManagement often perceive higher levels of decentralisation than workersExpenditure without approval is a good measure of decentralisation

31Advantages with de-centralisationIncreases employee involvement, motivation, satisfaction and creativityAutonomy increases lead to increased employee commitmentLeads to increased performance and positive attitudesPeople tend to take higher level of responsibility32Problems with de-centralisationTendency to focus on current problems ignoring long term growth and innovationShared resources can cause difficulty- geographic decentralisationIndependence can rule over interdependenceLeads to problems with co ordination and integration, plus duplication of tasks33Tall vs. flat structure Issue of number of levels of authorityTall organisations have more levels than flatSpan of control low for tall, high for flat34Functional formAppropriate to medium sized companiesGroup personnel and activities that are essential to the production processResulting functional departments aid the organisational missionSet in a stable external environmentWeaknesses slow to react, less innovative35Product formGroups personnel and activities according to specific productsEach product has its own administration, marketing, personnel, planningFocus specific products with attention to customer desiresSuited to companies with diverse products that are highly customer orientated36Weaknesses of the product formLoss of economics of scaleDuplication of administration, marketing, trainingLack of co ordination across product linesLoss in sharing competencies and technologies37Matrix designBalance between function and product designFunctional and product managers equal powerProject management good for matrix design, customer contact with one person, who co ordinates across teamEffective for hotels in management of conferences38Advantages/ disadvantages of Matrix designFlexibilityAids co ordination of complex productsEffective in organisation in unstable or rapidly growing marketCreates confusion- answering to two bossesMore co ordination = time consumingTales more time, meetings, conflict resolutionAttitude of collaboration essential for matrix to be successful 39Shamrock Organisations40Donut Organisations41The process of organising work in T&H workplacesDetailed work/ task analysisHow work is divided or allocatedWhat department do what workCo-ordination of work between individuals/ departments4208/12/201042The process of organising work in T&H workplacesDetailed task/ work analysisAnalyse tasks in detailHave performance standards

4308/12/201043The process of organising work in T&H workplacesHow work is divided or allocatedAnalyse skills among employeesPrioritise, what needs to be done first!What can be done later

4408/12/201044The process of organising work in T&H workplacesWhat department do what work?What department is most suitable?What department would do the best job?

4508/12/201045The Process of Organising Work in T&H WorkplacesCo-ordination of work between individuals/ departmentsAre there any tensions between departmentsAre there any tensions between individualsWho has the skills, knowledge?

4608/12/201046WorkflowTo schedule work in a manner that enhances: EfficiencyCustomer service qualityDelegationWorkflow and progress against agreed objectives & timelines47Workflow Your focus as a manager is to:Prioritise work tasks to include:

Efficiency and effectiveness

Organisational guidelines

Assisting colleagues through supportive feedback & coaching48WorkflowWhen managing a team or workplace you need to assess current workload of colleagues with regards to:ContingenciesIllnessUnusual demandEquityMulti-skillingProviding timely input to appropriate management regarding staffing needs

49Work flow PlanningConsider the principle of:

FlexibilitySimplicityFlow of materials and personnelEase of sanitationEase of supervisionSpace efficiency 50Planning & Organising Workflow51Workflow StrategiesEffective & efficient workflow is required to:Ensure that all organisational resources are utilised appropriatelyEnsure that all work is carried out in a timely and cost effective mannerMaintain consistency in product and service qualityEnhance teamwork capabilities52How can workflow planning assist a business?BrainstormIncrease productivityReduce costsReduce time delaysIncrease qualityImprove customer service53Workflow StrategiesJob designDesigning workstationsBetter utilisation of materials, plant & equipmentTime & motion studyStaffing levels / rosteringTechnology supportTraining & developmentOperational analysisCommunicationsContingency planning54Time ManagementTo be an effective supervisor you must be able to manage your own time

This requires you to be:DisciplinedFocusedOrganised 558 Step Guide to Time ManagementKeep a log of your activitiesSet short term goalsUse a plannerSet work prioritiesDelegateUtilise time you didnt know you hadEvaluate your performance and strive for improvement56Principles of Time ManagementSet goalsDelegateSet prioritiesAvoid time wastersAvoid procrastinationsHave a clear work area

Plan aheadGroup your activitiesLearn to say NOReduce stressLearn from your mistakesMake the best use of your time

57Problem Solving & Decision MakingLead & Manage PeopleMonitor Work OperationsReference K. Cole Chp 16 p.57458Problem Solving & Decision MakingA major role of the supervisor is solving problems and making decisions

It requires mental effort, clear thinking, courage, patience, self-discipline, skill and experience

Effective problem solving and decisions making leads to:Attainment of organisational goalsImproved team morale5960Types Of Poor Decision MakersQuick decisions- little consideration for peoples feelings or analysing factsExtremely slow- takes weeks when hours would have been adequateMiddle of the road- hesitates to make a decision that will upset anyone. Watered down compromises that rarely workNeeds all the facts- rarely available, so no decision madeWorrying type- everyone asked for their opinion on the smallest detailPotential Workplace ProblemsHuman resources

Time and other resources

Financial constraints

Customer service

Legal obligations/considerations

61Types of Workplace Problemsdifficult customer service situationsequipment breakdown/technical failurefailure to deliver promised service to customersprocedural inadequacies or failuresunrealistic or impractical product development or marketing resulting in operational difficultiesinadequate staffingpoor rosteringuntrained staffinadequate financial resourcesdelays and time difficulties

62How to Examine a ProblemWho or what is the problem?Where does it occur?When does it occur?When did it first appear?What is related to the problem but is not a problem itself?How serious is the problem?Is it getting worse?How is the work or task affected?What are its staff or client aspects?What are the technical aspects of the problem?What are peoples opinions and feelings about the problem?63Programmed and non-programmed decisions p.576

64The Problem-Solving Process p.584(Refer to p.584 594)

65Decision Making ProcessFormulate a problemIdentify decision criteriaAllocate weights to the criteriaDevelop alternativesAnalyse alternativesSelect an alternativeImplement the alternativeEvaluate decision effectiveness

66Tips for Problem SolvingTreat each problem as unique and remove the causeKnow precisely what your solution should achieveDetermine the level of importance of the decisionRely on established policies and proceduresSeek advice from othersDont put off making a decision or solving a problem67Tips for Problem Solving Cont.Remember to focus of solutionsDont become stuck on the first idea you think ofExamine the problem from all anglesDont be too impatientLook downstream to see the flow on affectsInvolve others6869Powerful Questions When Evaluating Alternatives Will this achieve my objectives ?How will it affect our customers/ services?What problems could be created by implementing this alternative ?What other parts of the organisation will be affected ?Will employees accept this ?Does it comply with company policy and direction?70Decision Making Matrix

DelegationLead & Manage PeopleMonitor Work OperationsReference Text K.Cole p.35671DelegationThe assignment of authority to another person to carry out specific duties

A shift of decision making authority from one organisational level to a lower one

72Work Instructions vs DelegationWork Instructions = directing staff to carry out their tasks that are part of their job

Delegation = giving staff the responsibility and authority to carry out a specific task while you retain accountability

Accountability cannot be delegated73Principles of DelegationKnowledge of team strengths & weaknesses

Knowledge of context (eg. Resource constraints)

Self-knowledge

Communication

Evaluation74Why DelegateMaximum benefit from your employeesTime management toolInvolve others and team buildJob enrichmentOn the job professional developmentShare knowledge and skillsEfficient and effective goal attainment75Steps to Delegate p.366Decide what to delegate Clarify the assignmentDecide who to delegate Specify the team members range of discretionDelegateQuality, Quantity, Safety, Time, Why this job to this person, Why you are delegatingInform others if necessaryEstablish feedback Controls / Monitor results76Suitable Tasks for Delegation p.366Tasks that are within the employees training and experience avoid setting them up to failNon-Confidential mattersNot jobs that are boring and your own dislikesDont delegate planning or monitoring activitiesUrgent matters should not be delegatede 77Tips for DelegatingDelegate earlyChoose the right personGive your reasonsExplain clearly and check you have been understoodExplain the purpose of the taskGive guidance and supportProvide the necessary resourcesAgree review method and datesDelegate, dont abdicateInform othersDont over delegateDont over-supervise78Common Mistakes in Delegating p.370Delegating all the good jobs to staff members you like best

Not delegating to people who have excellent skills and commitment for fear of being shown up

As a new supervisor, failing to let go of the old job

Failing to thank employees who have completed a delegated task enthusiastically and or well

Forgetting that you cant delegate accountability79Barriers to DelegationLack of confidence by managers in staffFear of subordinated not completing task as desiredRepercussions from senior managementTakes too longSubordinated not skilled enough / task complexitySize of organisationImportance of duty or decisionOrganisational cultureQuality of staff80Overcoming BarriersExpect and accept some mistakesEnsure costs don't exceed the value of learningImplement adequate controls

81CriteriaAlternative Solutions

ABCDE

Cost

Benefits

Time

Productivity

Morale

Give each solution a score from 1- poor to 10- excellent for each criterion. Total scores will show you relative favourability of each alternative