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Looking again to Omran’s profile as listed above where the company is running four different business models: business development, investment, project management and asset management. All this four models is around project lifecycle where it starts with business development that is looking into business opportunities for establishing a tourism projects around the Sultanate. Then, the project feasibility study transferred to investment department who is responsible to search for the financial funding through several channels such as has partnership with government or private entities, joint venture or fully financed by MOF. When this issued decided, the matter transferred to project management team to take over managing the whole project phases. Finally, the asset management team takes their role in managing the process of project delivery to the determined owners.
It is obvious from the aforementioned process that Omran’s business models are diversified and greatly dependent on teamwork. Therefore, project’s success hinges on how the teams perform. The diversity of the teams and business models encouraged Omran to adopt the situational leadership style where it ensures meeting the needs of each team. Situational leadership style is explored in point 2 of this report.
Starting explaining the style adopted in business development team, the management is playing a role of supporting and participating style. It is because both the management and the team are making the decisions together with fewer directions from the top management. Business development team is carrying out a number of tasks and process which generally a preparation and development of potential growth opportunities for the senior management or boar...
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...epartment are distributed to three major roles: senior design manager, senior construction manager and senior project manager. On the other hand, the management has reduced the leadership on this department considering that they have the knowledge and skill needed to do the tasks. The management’s role is to share responsibility for the goal setting but does not interfere with the team’s work. Now, the project management team has raised a proposal to the top management to appoint senior project manager as a leader for the other two roles. Again this shows that this team is really capable and do not need directions.
For the other remaining supporting departments like finance, human resources, risk and compliance, legal, procurement and contracts …etc, Omran is adopting styles that is matching the competences and commitment of the department teams.
Hersey, P. & Blanchard, K. (n.d.) Situational Leadership. In Wren, J.T. (Ed.). (1995). The Leader’s Companion (pp. 207-211). New York: Simon & Schuster.
Situational leadership is a theory which was designed in 1969 by Paul Hersey and Ken Blanchard. The “contingency theories of leadership” states that a leader’s effectiveness is dependent on their behaviours in relation to different situational factors. Thus, situational leadership theory, relates to how a leader 's effectiveness is depend on their ability to adjust their leadership behaviour to the required level of the “followers” capability or if the situation is modified.
These project managers are also examining teamwork for ways to improve project success. However, since the benefits of leadership behaviors can be rather intangible, this has slowed or prevented the implementation of leadership theories. Accordingly, the impact of leadership behaviors on project performance has been one of the major issues for both industry and academic fields (Keller, 1992; Kendra and Taplin, 2004; Turner and Muller, 2005). In order to understand the benefits, there is a need for quantification of the benefits derived from leadership behaviors. Research on leadership behaviors and theirs associations with project success should offer tangible evidence of advantages from adopting a certain leadership style (Giritli and Civan, 2008). There is a need for more comprehensive empirical evidence that evaluates the benefits associated with the project manager's leadership style and, more specifically, its associations with project success. This study attempts to fill this void of empirical evidence by identifying the associations between leadership style and project success. The purpose of this research is to investigate the effect of the leadership style on project success and to examine the mediating role of Team stability in the relationship between leadership performance and project success. In other words, the analysis shows the relationship between
The situational leadership theory states that leaders use different styles and strategies depending on the situation. There are two models that support this theory. The Fiedler’s Contingency Model of Leadership Effectiveness states that an “effective leadership occurs only when there is an ideal match between the leader’s style and the group’s work situation” (pg
Creating a structured environment and opportunities to apply what employee have learned and firmly delegate authority will lead viable outcomes in productivity. Managers utilizing situational leadership will have the platform to change their style to meet the workers’ needs and allow for growth and professional development to meet the operational needs.
Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).
The leadership styles present in the company is very important factor in order for the change to be successful. Chris Peterson exhibits the transformational leadership quality to tackle her new project. She is able to empower members on her cross functional team to collaborate and create a new product to launch to current and perspective clients. This type of leadership is effective as the group members were able to tackle challenging expectations considering the work environment and lack of support from other departments. DSS’s departments follow the team leadership structure. Each department vision is to work on their sole projects only. The department is committed to its work which tends to hinder other projects because of the lack of free flowing communication. The lack of communication between the teams shows poor leadership quality. The chief operating officer is ultimately the source of the lack of communication and direction. DSS Chief Operating Officer Meg Cooke has a laissez-faire leadership style. She gave Peterson authority to lead a project but provided no guidance or direction. She also was not responsive to the needs of the
The role of different managers in a project was the first topic which have been explained in the class and the roles and responsibilities as well as the impact would be made by different managers in a project were also discussed during the class. My lecturer illustrated different management styles with
The concept of leadership arises out of the need for cooperative action by human beings to achieve certain goals. Leadership seeks to identify and deploy the groups’ pooled resources to tackle problems in order to achieve set objectives. While human beings are independent and capable of individual action, there are many situations in real life that require dependence on one person or a small group of people who have a broad view of the intervening issues enabling them to direct the actions of the rest of the individuals. The degree of success from this effort is a measure of the leadership skill present within a team.
Successful and effective management really depends upon your team management skills and abilities. If a manager can work in a team, then he can also expect a positive response from his sub-ordinates. Manager should lead b...
.... Disburse roles and responsibilities throughout the team. If the current team leader is no longer qualified or unable to fulfill his/her duties, then a new leader should be appointed to help develop the newly established team, execute strategy among members, and help keep the vision in view as direction is set moving forward.
...he solution. Instead the solution is to develop richer and more complex processes of accomplishing the leadership tasks. Project Managers facing a complex challenge should focus on how to set direction for the team, create alignment between them, and generate their commitment and ignore how many people are, or are not, leaders. Making the accomplishment of the leadership tasks at the core of leadership raises new questions: What are the barriers or obstacles project managers should clears in order to set a clear direction, create an effective alignment, and generate a solid commitment? What resources exist in the organization that project managers could tap in for creating direction, alignment, and commitment as a complex challenge is being tackled? Answering these kind of questions can assist organizations avoid the traditional problems of distributed leadership
I have used tools and techniques that I studied in last previous semester to apply it in projects, which I done before to practice and improve for myself. On the other hand, I got management and leadership knowledge and helpful information by reading useful resource such as: Harvard Business Review, Forbes magazine and so on. In addition, I also obtain my awareness about management and leadership in constructions projects by talking and debating with my father, who has worked like a contractor in construction field in 20 years. His comment always helps me to achieve a deep understanding about usual problems in construction projects in reality and how to motivate and empower to staff, especially, how to build a relationship between employee and employer, and between manager and
Managers are required to form a team that will be capable of leading the way during the organisational change and setting a positive
The Situational Theories of leadership explain how leadership style must be tailored to the demands of the task and the qualities of subordinates.