You are a trainee manager working for a selected Hospitality industry organisation of your choice and your line manager has enlisted your help to develop a leadership and management workshop.
Assignment Title: What are the leadership and management mind set and behaviours for a people-oriented company culture?
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Submission Format – Individual Report |
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This submission will be in the form of an individual report submitted
using a WORD processed document. PDF and other types of files are not
accepted. The recommended length of this submission is 4500–5000 words, although
you will not be penalised for exceeding 5000 words. Where appropriate, learning theory and additional research must be
used, and referenced according to the Harvard Referencing system. The work
must include a bibliography for all referenced work using the Harvard
referencing system. |
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Unit Learning Outcomes |
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LO1 Review classical management theories and
leadership styles. LO2 Explore
the factors that influence different management styles and structures in a hospitality
industry context LO3 Assess
current and future management and leadership skills for the hospitality
sector LO4 Demonstrate
management and leadership skills in a hospitality context |
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Scenario and Activity |
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You are a trainee manager working for a selected Hospitality industry organisation
of your choice and your line manager has enlisted your help to develop a
leadership and management workshop. To satisfy the requirement of your
manager, you need to submit a report on what
are the leadership and management mind set and behaviours for a
people-oriented company culture, using an organisational context
throughout. Do not forget to introduce the selected
organisation first. You should evaluate your
selected organisation’s current management and leadership styles in relation
to the organisational culture and provide evidence of practice within the
selected organisation and relate to management mind set and behaviours for a people-oriented
company culture. While evaluating the leadership styles in the
selected organisation, make sure to first explain the role of the leader and
the different leadership styles found in the Hospitality industry. At the same time, while evaluating the management styles in the
selected organisation make sure to link them to theorists. This means that
you will need to assess first different classical management theories in
relation to the Hospitality industry. The following section will present a critical analysis of the internal and external factors that
influence specific management styles and structures that promote a people-focused organisational culture in your
selected hospitality organisation, The analysis must include the identify strengths and weaknesses for
each factor listed and detail how they have influenced and changed the management
styles and structures listed. Finally, a critical evaluation
is necessary to examine how management and leadership skills within the
Hospitality industry have evolved in response to change, with particular
emphasis on how Hospitality industry leaders and managers can effectively
guide and manage teams to cultivate a management mind
set and behaviour that support a people-oriented organisational culture. You will need first to consider the current management and leadership
‘hard’ and ‘soft’ skills of the organisation, providing specific examples. Then, in order to perform the critical evaluation, you will need to
consider the future management and leadership skills that are crucial for the
sector and the characteristics required of leaders and managers, while
providing examples on how they can be achieved. You will need, as well, to analyse
how different change management systems affects the management and
leadership skills and styles within your chosen organisation and compare
and contrast them with those used by a competitor of your choice. |
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Learning Outcomes and Assessment Criteria |
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Pass |
Merit |
Distinction |
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LO1 Review classical management theories and
leadership styles |
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P1 Assess different classical management theories
and apply these in a service industry context P2 Explain the role of the leader and different
leadership styles in a service sector industry context P3 Review the management and leadership styles
in a specific service sector organisation |
M1 Analyse management and leadership styles in a
specific service sector organisation in relation to organisational structure
and culture |
D1 Evaluate a specific organisation’s
current management and leadership styles making links to theorists and
providing evidence of organisational practice |
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LO2 Explore the factors that influence different
management styles and structures in a hospitality industry context |
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P4 Investigate the internal and external factors
that influence management styles and structures in a selected hospitality
industry organisation. |
M2 Analyse the internal and external factors
that influence management styles and structures in a selected hospitality
industry organisation, identifying strengths and weaknesses. |
D2 Critically analyse how specific management
styles have been influenced and changed by internal and external factors in a
selected hospitality industry organisation. |
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LO3 Assess current and future management and
leadership skills for the hospitality sector |
LO3 –LO4 D3 Critically evaluate how,
in response to change, management and leadership skills in the hospitality
industry have developed. |
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P5 Assess current
management and leadership ‘hard’ and ‘soft’ skills, providing evidence from
specific hospitality industry examples. P6
Discuss
future management and leadership skills required by the hospitality industry
and how these can be achieved |
M3 Evaluate current and
future management and leadership skills that are crucial for the hospitality
industry. |
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LO4 Demonstrate management and leadership skills in a hospitality context. |
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P7 Compare and contrast different hospitality industry organisations’ change
management systems and leadership in implementing change. |
M4 Analyse how change management affects
management and leadership skills and styles. |
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Achievement of a Pass grade
A student must have satisfied all the Pass criteria for the learning outcomes, showing coverage of the unit content and therefore attainment at Level 4 or 5 of the national framework.
Achievement of a Merit grade
A student must have satisfied all the Merit criteria (as well as the Pass criteria) through high performance in each learning outcome.
Achievement of a Distinction grade
A student must have satisfied all the Distinction criteria (as well as the Pass and Merit criteria), and these define outstanding performance across the unit as a whole.
ALL GRADES ARE PROVISIONAL UNTIL INTERNALLY VERIFIED AND UNTIL EXTERNALLY CERTIFIED BY EDEXCEL.
THIS MEANS THAT A GRADE CAN BE CHANGED AT ANY POINT UNTIL EDEXCEL CERTIFIES IT
As per Pearson policy, you are only allowed two submissions per module. One for final submission and another one for referral. Failure to achieve a grade pass after a second submission will result in you having to repeat the module in the next term.
Any re-submission or late submission (unless authorised due to mitigating circumstances) will be capped at a PASS grade only.
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● Present your work in one business report style which should include a cover page, table of contents, introduction, conclusion, reference list, foot or end notes and appendices if any
● Include the reference code of this assignment on your assignment submission front page.
● Sign the Learner’s Statement of authenticity in the cover page. Failure to do so will result in the submission being declined.
● Ensure the following information is in the footer on every page:
o Your name
o The production date of your submission
o The code number of your assignment brief
o The page number (Each page must be numbered at the bottom right-hand side)
● Spell-check the document and make sure there are no grammatical errors as it may result in the submission being declined.
● Complete all the tasks in a Holistic manner as set in the brief and without separating the assessment criteria to avoid a potential referral.
● Create your own titles and sub-headings to structure the work without copying the assessment criteria verbatim.
● Produce clear specific reasoning and arguments in support of your answers.
● Submit your work in a single WORD processed document of not more than 5000 words for all learning Outcomes. This word limit is only for guidelines and is not applied to grading. PDF and other types of files are not accepted.
● You must include a bibliography at the end to show where your information was sourced. Failure to do so may result in the submission being declined
● Your sources must be identified using the Harvard referencing system. The words used in your bibliography will not be included in your word count.
● You must use Arial, size 12, 1.5 line spacing and black to format the text.
To access any feedback (formative/summative) you will have to access Moodle and open your assignment. You will have to click on the blue comment box in the right hand side and the feedback will appear within the text. You might have to click on the blue bubbles to see the feedback.
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If an extension is necessary for a valid reason, requests must be made in writing using a course work extension request form to the head of department. Please note that the lecturers do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension.
The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick.
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Any act of plagiarism and collusion will be seriously dealt with according to the regulations and MRC Malpractice policy
Plagiarism occurs when a student misrepresents any work submitted as his/her own work, the work of any other person or of any institution. Examples of forms of plagiarism include:
● the verbatim (word for word) copying of another’s work without appropriate and correctly presented acknowledgement.
● the close paraphrasing of another’s work by simply changing a few words or altering the order of presentation, without appropriate and correctly presented acknowledgement.
● unacknowledged quotation of phrases from another’s work;
● The deliberate and detailed presentation of another’s concept as one’s own.
All types of work submitted by students are covered by this definition, including, written work, diagrams, designs, engineering drawings and pictures.
Collusion occurs when, unless with official approval (e.g., in the case of group projects), two or more students consciously collaborate in the preparation and production of work which is ultimately submitted by each in an identical, or substantially similar, form and/or is represented by each to be the product of his or her individual efforts.
All submissions for assessment must be submitted on Moodle to generate a Turnitin Report on similarity to detect potential plagiarism and collusion.
The maximum Turnitin score admissible is 15% but a submission can be classified as plagiarism and/or collusion with a lower score depending on the size of the submission and size of the text highlighted.
Assignments with plagiarism/ad or collusion will be automatically referred for reworking and resubmission. Please check the MRC Assessment policy as well as MRC Malpractice policy for details of the potential penalties as a procedure.
Including pictures of text (apart from the cover page or table of content) or pictures of any other type of information (diagram for example) without a citation and a Harvard Reference could be deemed to be an attempt of malpractice and could trigger an automatic referral as well as a malpractice procedure.
Any student might be called to seat through a viva with the lecturer to confirm any parts of the submission through an interview which will then form part of the summative assessment.
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AI tools have proliferated and become more common and as a result, their usage for research has increased which prompted change of government policies in this matter.
Overall, it remains too easy for students to misunderstand how they can use Generative Artificial Intelligence tools and unintentionally breach academic integrity guidelines.
Research of information and the writing of academic work must always be performed by the student, and while it is acceptable to use an AI tool to start a research process, it is not allowed to use it to write a submission in your place.
The important part is to understand that the best way to produce a work is to research it through traditional methods (books articles, websites, journals).
Yet, AI tools could be used to help with the research but only as a starting point. Having found information, thanks to an AI tool, about a topic you are writing about, you should then research it using these traditional methods and include the references and citations based on these resources in your work.
Once you have the correct information, you need to write the assignment yourself; using an AI tool to do this for you is never allowed. The usage of paraphrasing tools might be appropriate to find alternatives to some words and short sentences, but not for a whole paragraph/page/ work.
In the same way Mont Rose College is using a similarity detection system, an AI detection tool is embedded in our systems, and every submission you make will go through both of them.
Submissions for assessment that consist of large, substantially unmodified output from Artificial Intelligence software may be considered as a very poor academic practice as it does not represent the student’s own work.
To this effect, the limit on AI detection has been set at 40%. If a submission is over that allowance, the grade will be suspended and the student called to sit through a viva with the lecturer and academic team to discuss the AI score as well as any parts of the submission through an interview which will then form part of the summative assessment.
In cases where an individual persistently exhibits poor academic practice through inappropriate use of Artificial Intelligence tools, such as a lack of evidencing their use of the tools, they may be referred to the academic misconduct procedures and the range of the potential penalties.
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Textbooks
Brooks, I. (2018) Organisational Behaviour: Individuals, Groups and Organisation. 5th Ed. Harlow: Pearson.
Ford, R. and Sturman, M. (2024) Managing Hospitality Organizations: Achieving Excellence in the Guest Experience. 3rd Ed. London: SAGE Publications.
Huczynski, A.A. and Buchanan, D.A. (2023) Organisational Behaviour. 11th Ed. Harlow: Pearson.
Kandampully, J. and Solnet, D. (2024) Service Management Principles for Hospitality and Tourism in the Age of Digital Technology. 4th Ed. Dubuque, Iowa: Kendall Hunt Publishing.
Mullins, L. and Rees, G. (2023) Management and Organisational Behaviour. 13th Ed. Harlow: Pearson.
Websites
www.cipd.co.uk
Chartered Institute of Personnel and Development Leadership Factsheet (General Reference) ‘Leadership in the workplace factsheet’
www.i-l-m.com
Institute of Leadership and Management (General Reference)
www.lmi-world.com
Leadership Management International (General Reference)
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Type of Resource |
Resource Titles |
Links |
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Article |
Understanding cultural
differences in hospitality |
https://insights.ehotelier.co
m/insights/2017/03/17/understanding-culturaldifferences-hospitality/ |
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Report |
Organizational Culture in
the Hospitality Industry |
https://smallbusiness.chron. com/organizational-culturehospitality-industry12969.html |
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Article |
The Importance of Culture
for Hospitality Businesses |
https://www.forbes.com/site
s/bryanrobinson/2023/01/02 /4-leadership-trends-for-the-
future-of-work-as-we-leap- into-2023/?sh=5c4c9e201f63 |
