New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

test 1 notes

by: Amanda Cohen

test 1 notes RHM 303

Amanda Cohen
GPA 3.0

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

These are all note taken up until test 1
Mgn Quality In Hosp Industry
Janet teer
Class Notes
rhm, Management, Hospitality
25 ?




Popular in Mgn Quality In Hosp Industry

Popular in Public Health

This 10 page Class Notes was uploaded by Amanda Cohen on Friday January 29, 2016. The Class Notes belongs to RHM 303 at University of Alabama - Tuscaloosa taught by Janet teer in Winter 2016. Since its upload, it has received 38 views. For similar materials see Mgn Quality In Hosp Industry in Public Health at University of Alabama - Tuscaloosa.


Reviews for test 1 notes


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 01/29/16
RHM 303 01/21/2016  Leadership and management are not the same thing  Leadership = influence  Ability to command authority or influence others, creating a vision and inspiring others  Management = direction  Direction of a team, getting tasks done  A successful business has to have both effective leadership and effective management  Ex. of good leader, but not good manager – Ronald Reagan  Ex. Of good manager, not leader – Jimmy Carter  Ex. Of good leader and manager – Nick Saban  Planning makes for a good manager  6 Functions of Management  1. Planning – establishing goals and objectives in 2 ways o Strategic planning – looking long term (Where are we? Where do we need to be?) o Operational planning – short term goals (What are budgeting needs?)  2. Organization o Assignment of tasks o Allocation of resources o Job analysis  3. Coordination o Achieving and maintaining effective use of resources  4. Staffing o Determine needs o Training, legal issues, etc.  5. Directing o Getting people to accomplish goals o Making sure it’s a good work environment  6. Controlling o Know what’s going on in the workplace o Analyzing data  A good manager = good interpersonal communicator  = communication disseminator  = decision making Skill sets  Technical Skills  Knowledge of the activity  Familiar with the “book learning” of the activity  Know not only how, but why?  Being able to use the technology that is available to carry out activity  Conceptual Skills  Sees beyond the activity itself  Knowing the environment  Recognize the interdependence of the organization  The ability to see human and political issues o The politics of an organization is never neutral o Ex. If you’re supervising the teenage son of the CEO, know who he is.  Seeing the big picture  Human Relation Skills  Not only just getting along with people  HR tasks, ex. Job design, hiring, promoting, performance evaluation  Styles of Management - Choose which one will be your main, but be able to choose another when needed.  Autocratic management – historically most used o “my way or the high way” o Directive, taught down with little input, immediate results o Not much delegation, more direction o Employees don’t make own decisions  Bureaucratic management – “by the book” o Enforces rules, looks for policy and procedures o No empowerment  Democratic management – participating o Info is shared freely o Shared decision making, shared problem solving o Independent employees  Different types of management fall under these 3 styles  Assignment: Look at businesses or firms in your area of study (Hospitality). Go on website (look at more than 1), find a vision statement that is appropriately and inspiringly written that you think gives the people who work there a good idea of that they aspire to do. Explain why you think it’s a good one. Hard copy due Monday in class. No more than a paragraph.  Leadership  We glamorize leadership and demonize management  If you don’t have both you’re not working efficiently  About influence  About design  About support  About Improvement  Personality based leadership o About vision, being able to articulate vision and goals o Ability to take personal/professional risks  Situational Leaders o Rise to the occasion o Able to step up when needed o Able to see what needs to be done and figure out how to get it done o Usually very good at spotting other people and their skills and talents  Transactional leadership o Depends upon the ability to trade favors for favors  Transformational Leadership o Able to build ownership o Catalyst from intervention o Flexible, adaptable, inspirational o Ultimate ability to influence and inspire  Everything in leadership starts with vision  Management  About authority o Results o Control  What are the skills needed for leadership?  A good leader has integrity and is ethical o Doing the right things the right way o Being accountable  Passion o You can’t be a leader if you don’t care o Positivity and enthusiasm  Commitment o Have to have follow through and discipline  Courage o Being able to take on the unknown o Speaking on things that matter o Willing to speak out when its unpopular  Goal oriented o Focused on objectives  People development o About to coach, encourage, train  Ability to prioritize  Magnanimous – not being a credit hog o Shares the credit  Open o Not standoffish o Willing to listen to new ideas and approachable  Creative o Able to think differently  Fairness  Assertive o Not aggressive o Able to clearly state expectations  Sense of humor    Power – the ability to influence others  Authority – the formal right to direct other people granted by an organization to a management position  You can have power without authority  You cannot have authority without power  Power goes with leadership and authority goes with management  Not exclusive though  Authority springs out of a supervisory position and is often expressed as a “right”.  The right to direct others  The right to get things done through others  The right to make decisions  The right to give orders and expect obedience  Management responsibility must have attached to it the commensurate amount of authority  A manager must have the right amount of authority necessary to get assigned tasks completed  The use of authority must be accompanied by accountability – to use authority properly  Power can arise from several sources  Associated with a management/supervisory position o Position power – formal authority o Reward power – the ability to provide workplace rewards (pay, time off, preferred schedules) o Coercive power – the ability to withhold rewards, inflict discipline  Associated with a high degree of competence and/or skill (Expert power)  Associated with charisma and force of personality (Referent power)  Associated with size, physical strength or prowess (Physical power)  Enhancing power in an organization  Using one’s position in an organization o Increasing flexibility o Becoming an important part of the information loop o Promoting the importance of one’s work  Alliances with others o Using opportunities presented by the work flow o Knowing and using politics, culture  Tactics of using power/authority  Consolation – consulting with/get input form/ask other people. The ultimate democracy in the use of power  Reasoning - explains to your team the “why?”s and “what’s in it for them”s. Helps your team buy into what you want them to do  Inspirational appeal – getting people to buy in/do what you want them to do because you inspire them to do it  Ingratiating appeal – an appeal to get someone to do something because you like them and want them to like you.  Peer pressure – “I need you t do this” “I need you to step up because everyone else is stepping up” can work in reverse: “everybody has to work late because someone didn’t show up on time”  Bargaining – “ill give you the weekend off, if you work a double shift on Wednesday”  Pulling rank – “because I said so”  Upward appeal – last resort. When you get your boss to come in and back you up  Communication techniques/styles used in exercise of power/authority  Style is driven by several factors o Personality o Culture o Situation and circumstances  Emotive – what you use when you’re being the boss. Self centered and dominant  Directive – matter of fact. No nonsense. Not social, more take charge  Reflective – thought out, planned out, orderly, controlled  Supportive – acting, inclusive  Delegation – process of assigning responsibility and granting authority to employees to perform tasks or make decisions for which the manager is still accountable  Barriers to effective delegation o Lack of confidence in an employee’s ability o Wish to avoid risk o Fear of being outshined or shown up o Lack of organization * o Lack of experience o Fear of being disliked o Reluctance to take time to train or explain o Not establishing effective controls  Levels of delegation o Full authority – no reporting requirement/no consulting requirement o Mid-range – report and consult as requested o Low range – do only assigned duties/tasks in assigned manner  Process of delegation o Think, plan, design and outline the project o Choose to whom to delegate – matching skills, interests, available time. Etc. o Meet with the employee – explain, answer questions, consult and involve employee o Set a tentative time line, with sub deadlines o Monitor, assist, praise  Empowerment – influencing others to accept greater responsibility and exercise more control over doing their jobs  Encourages creativity and freedom. Lets power flow. Creates trust and accountability  Establishing a culture of empowerment o Link a shared vision o Set expectations o Provide training, coaching, scripting o Support, encourage, build confidence  Elements that drive empowerment: o Customer centric o Trust o Adequate systems o Training/development o Measurement o Accountability


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Janice Dongeun University of Washington

"I used the money I made selling my notes & study guides to pay for spring break in Olympia, Washington...which was Sweet!"

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."


"Their 'Elite Notetakers' are making over $1,200/month in sales by creating high quality content that helps their classmates in a time of need."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.