Unit 2: Understanding Leadership and Management in Hospitality Organisations
Unit reference number: F/504/2235
Level: 4
Credit value: 6
Guided learning hours: 33
Unit aim
This unit has been devised to assess learners’ ability to recognise the difference between leadership and management and the impact that these two different concepts have when applied to hospitality contexts. The unit also requires learners to demonstrate knowledge of a range of different managerial and behavioural theories.
Unit introduction
The ability to manage activities and conditions in the workplace, allocate work to others, set targets and implement plans to meet organisational and customer requirements is an essential management function. As a manager, the ability to lead, train and monitor team performance is crucial to the success of business operations.
Learners need to be aware of the range of management styles that can be adopted, how to set measurable targets for different types of team and the methods used to measure team performance. Learners will understand the principles of team building, how teams can be managed effectively and how to look for ways to continuously improve to meet product and service quality objectives in the workplace.
Learners will explore how managerial style can influence managerial behaviour, investigating situations that might require different management styles to maximise effectiveness in hospitality contexts.
Learning outcomes and assessment criteria
In order to pass this unit, the evidence that the learner presents for assessment needs to demonstrate that they can meet all the learning outcomes for the unit. The assessment criteria determine the standard required to achieve the unit.
On completion of this unit a learner should:
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Learning outcomes
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Assessment criteria
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1 Understand the difference between leading
and managing teams
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1.1
Explain the differences between ‘leadership’ and ‘management’
1.2
Compare the behaviours that are associated with effective leadership
1.3
Explain how leadership and management styles
can be adapted
to respond to particular work
situations
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2 Understand commonly applied theoretical concepts which describe human nature and managerial behaviour
in the workplace
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2.1
Analyse models which make suppositions about human
nature and behaviour at work
2.2
Explain how attitudes and assumptions can influence managerial behaviour
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3 Understand how management style
can influence managerial behaviour
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3.1
Analyse models that illustrate different management styles
3.2
Explain measures of managerial effectiveness
3.3
Explain links between management style
and managerial effectiveness and efficiency
3.4
Explain how managerial effectiveness can be readily maximised in hospitality contexts
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4 Understand how to apply managerial styles in hospitality contexts
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4.1
Identify how the customer interface in hospitality businesses can directly impact on management styles
and behaviour
4.2
Review situations and circumstances which require application of differing management styles
and behaviour
4.3
Compare the relationships between individual managerial performance and
expected organisational managerial performance and behaviour
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