Read: Beginning below, you will read the short scenario that provides background, opinions from managers, survey information, and theory (from one of the business management books). It then proposes a Mini Case scenario made up of a hypothetical situation involving employees. Finally, based on the background and case scenario, it asks you to respond and answer a discussion question (an application of learn-by-doing).
My expectations: For each Mini Case Assignment, I am expecting a minimum, ½ page, individually written
MINI CASE 01: MANAGING YOURSELF
Club managers are expected to perform a multitude of functions including executing their responsibilities through others. They cannot expect to manage teams and their direct reports if they cannot manage themselves. Establishing a system of goals is a valuable tool that will enable managers to manage themselves and others. Effective goal setting can provide managers with many benefits including: directing attention, encouraging high-level performance, developing innovation and persistence, and helping prevent stress. The goal-setting process includes six steps: specify the goal and how to accomplish it, create a SMART goal, identify resources and risk involved, and obtain feedback. Two effective ways to approach goal achievement are through visualization and setting objectives. Once managers have established their goals and have moved toward achieving them, they can begin to coach their employees on goal setting. Effective methods of coaching include: staying in contact, praising, communicating the importance of the process, ensuring capability, allowing employees to reward and critique themselves, choosing the right time and method, publicizing goals, considering using negative feedback in a non-evaluative way, and mitigating conflict. For this section of the course we surveyed 30 hospitality industry leaders regarding their use of goal setting. Of the 22 respondents, only one said that he did not use the principles of goal setting on a daily basis.
WHY GOAL SETTING? When club managers do not care where they are going, goals are not important. In Lewis Carroll’s, Alice’s Adventures in Wonderland, Alice and the Cheshire Cat had the following conversation:
Alice: “Would you tell me, please, which way I ought to go from here?”
Cheshire Cat: “That depends a good deal on where you want to get to.”
Alice: “I don’t much care.”
Cheshire Cat: “Then it doesn’t matter which way you go.”
Goal setting is vital when managers want to know where they are going. The key to success for many senior-level managers is their ability not only to manage teams but to discipline and manage themselves. Through this skill one is able to set realistic goals and objectives and determine the most efficient and effective way to achieve them. Continual goal setting and achievement helps assure continued success.
Managers are expected to perform a multitude of functions including planning, organizing, leading, and controlling, and perhaps most important, executing their responsibilities in a way that produces desired goals. Successful managers must be able to make efficient use of time, delegate responsibility, and be aware of both the long and short term effects of their decisions. Managers cannot expect to manage other people if they cannot come to work on time, complete tasks as scheduled, and provide leadership and direction to the teams they supervise. Establishing a system of goals is a valuable tool that will enable club managers to do both— manage themselves and others.
For the presentation of this topic, we have divided goal setting into four major sections. First we introduce the subject of goal setting by discussing some of its many benefits. The second section is devoted to the step process in establishing a goal including problem identification, strategy mapping, setting a performance goal, identifying necessary resources, recognizing risk, and the importance of obtaining constructive feedback. The third section is a discussion of a variety of methods for goal achievement once the goal is established. The fourth and final section lists techniques managers can use in managing teams through goal setting. If managers need an incentive to read further, remember that clubs that implement goal setting deliver greater return on income to their members—more bang for the buck—than clubs that do not.
Sam is a popular manager with the members. As clubhouse manager, he works long hours—putting in the necessary face time during special events, and always greets everyone with a big smile. Members describe him as a “great guy.” Trouble is, the food & beverage department always seems to be just an inch away from a disaster. And he can’t understand why his team cannot get their act together. “After all, they are professionals,” he states emphatically. “They should know what they are supposed to be doing.”
However, an interview with Lew, the banquet captain, revealed a few of Sam’s shortcomings. “He’s a great five-minute man out there on the floor shaking hands and kissing babies! But he drives us crazy. We haven’t had a pre-meal line-up for over a year because he can’t make it to work on time. He hasn’t posted a schedule in six months—says he’s too busy. Last Friday night we ran out of strip steaks at 6:00 and out of coffee by 8:00. We looked like a bunch of fools to the membership. He blamed the chef! Truth is, he is the problem. He doesn’t get around to approving invoices, so our vendors haven’t been paid in months. They won’t ship to us anymore. He just can’t manage himself at all—much less us. He is a nice guy; but his lack of discipline and focus make it difficult for everyone.”
DISCUSSION QUESTION List some of the measures that Sam can take to gain the confidence of the food & beverage team. Now prioritize. If you were in Sam’s position, what are the first three things you would do and what positive difference would your recommendations likely make? List them as 1, 2, and 3.
PLz finish this in 8 hours, I have to due it as soon as possible.