SOUTHERN CROSS UNIVERSITY ASSIGNMENT COVER SHEET For use with online submission of assignments Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document. Your assignments must be submitted as either Word documents, text documents with .rtf extension or as .pdf documents. If you wish to submit in any other file format please discuss this with your lecturer well before the assignment submission date. Student Name: BISHAL NEGI Student ID No.: 22460411 Unit Name: TOURISM AND HOSPITALITY MANAGEMENT Unit Code: MKT01907 Tutor’s name: DR ANDREW LE Assignment No.: 4 Assignment Title: REFLECTION Due date: 31/05/2016 Date submitted: 30/05/2016 Declaration: I have read and understand the Rules Relating to Awards (Rule 3 Section 18 – Academic Misconduct Including Plagiarism) as contained in the SCU Policy Library. I understand the penalties that apply for plagiarism and agree to be bound by these rules. The work I am submitting electronically is entirely my own work. Signed: (please type your name) BISHAL Date: 30/05/2016 PART A The Competing Values Framework (CVF) is a tool which reflects the complexity confronted by people in real organization (Quinn et al. 2011). According to Quinn et al. (2011), the CVF is an important tool which shows the structure of leadership competencies and management, founded in paradoxical thinking, that assist to broaden thinking and to increase choice and effectiveness. The CVF consists of 20 competencies which are divided into four quadrants and associated with 4 competencies model. Furthermore, the horizontal axis is related with ‘internal’ and ‘external’ environment, while the vertical axis is related with ‘flexibility’ and ‘control’ within organization (Appendix A & B). The vast difference can be observed between my first spider web (see Appendix A) and the second spider web (see Appendix B). Comparatively, the second spider seems so balanced in all 20 competencies than the first spider web. According to appendix A & B, the significant changes can be observed in Vertical axis (flexibility and control) which consist ‘Human Relation’ and ‘Internal process’ model where 5.8 at the first web, plummet to 3.5 at the second web in ‘Managing groups and leading teams’ competencies and 5.2 to 3.2 in’ organizing and information flows’ competencies at first and second spider web, respectively. Similarly, in horizontal axis, it seems to be more balanced in ‘internal’ and ‘external focus’ at second web than the first web where negotiating competencies (4.2 Vs 3.5) and motivating (4.5 Vs 3.6). On rumination, I came to conclusion that I, as a master manager, was able to motivate, encourage and mentor my team and demonstrate good human relations role in a collaboration quadrant but failed to address the innovative, adoption and responsive to sustain change in create model, which of them together form a ‘Flexibility’. I recognized that I need to improve my competencies like bring up with innovative ideas and be dynamic which are very important for manager with a flexibility. For example, I am working in a Restaurant where my manager focus on a good relations and communication with every staff by providing flexibility in work, but he also motivates staff to sell more beverages by sales competition, which contribute large percentage of revenue for an organization. In contrast, control role seems to be well balanced in all competencies in second spider web. Being a quality manager, manager has to know that whether people are complying with the rules and plans or not, measure performances, reviews and feedback so as to accomplish the desire goal (Quinn et al. 2011). During the MTls community interaction, I am so influenced with that quality manager has to balance between flexible and control. A quality manager should have a balance between being flexible but stable and adaptable but controlled. Flexibility is a necessary attribute for modern hospitality manger who has to remember that flexibility is adhered with creativity innovative, dynamic and healthy staff relationships whereas, at the same time, extensive control may not always result effective and efficient productivity (Quinn et al. 2011). Lastly, considering my own master manager competencies, I recognized that I might be excel at establishing good relationship with staff, allocating resources but to be a master manager, Internal process ‘control’ competencies also plays a vital role, which I need to improve more. Planning, organizing information flows, measuring and monitoring performances are the basic internal control mechanism that a master manager should adopt to achieve a desire goal (Mintzberg 2009). Appendices Appendix A- The First CVF spirderweb Appendix B- The Second CVF Spider web References: Quinn, RE, Facrman, SR, Thompson, MP, McGrath, MR & St. Clair, LS 2011, Becoming a Master Manager: A competing Values Approach, 5thd edn, Jay O’Callaghan, John Wiley & Sons.Inc. Henry Mintzberg on Managing- Pure and Simple 2009, Online Video, Karl Moore, viewed 28 May 2016, https://www.youtube.com/watch?v=TVBPhCJh-dw PART B According to Quinn et al. (2011), mangers must embrace a diverse set of values that often appear to be contradictory. Therefore, the Competencies Value Framework(CVF) approach to managers look for ways to transcend paradox and redefine what is possible (Quinn et al. 2011). The purpose of this report is to manifest various examples of competing values, paradoxical views and complementary models identified by the community of MTLs of Group 4, under the topic ‘Flexibility: a necessary attribute of a modern tourism and hospitality manager’. According to Quinn et al (2011), Flexibility consist of two quadrants in CVF model: Human Relations ‘Collaborate’ model and Open System ‘Create’ model. The Human Relation quadrant consist of various competencies such motivation, mentoring, communication and leadership whereas the Open System quadrants consist of various competencies like negotiating, innovative and dynamic that focus on manager should be adaptable and responsive to the sustainable changes and correct implementation. The active discussion and debate with individual MTLs ideas and findings through various sources and materials, are observed in the blog discussion. Some MTLs member has strongly agreed on views whereas some debate with his/her own views, supporting by relative resources. For example, Dhakal (2016) described that Flexibility helps employee to do their jobs better, supported by his own experience while internship, where manager used to support and encourage staff to build up confidence and results good productivity. Some MTLs member strongly agreed where as some members argued that motivation may not always result effective and efficient productivity. Due to the personality, psychological variation, same motivation style and methods may not be applicable and satisfactory to every individual staff that encourage them followed by effective and efficient productivity (Ali 2016). For instance, increment of salary, remuneration and rewards might be not so effective to those who is seeking for extra push up, mentoring and counselling. Similarly, Flexibility not only allows manager to collaborate a good relation with staff, team member, but also to develop the corporate strategies, innovative, implementing and sustainable change (Quinn et al. 2011). Managers who focus on creating good relationship with staff but failed to address fueling and fostering innovation, long term commitment and adoption of changing environment might not consider flexibility (Chauhan 2016). He further stated that flexible work environment may motivate and inspire staff towards productivity but the manager should also be able to keep people together and build the balance between of trust and confidence. Chauhan (2016) argued that manager who has flexibility to deal with any situation according to changes and challenges, may successful to achieve desired goal. The adaptability and dynamic personality is also one of the key competencies of flexible manager, In order to became a master manager, one should understand the organizational goal properly and become flexible according to external and internal environment of organization such as economy, market, human resources, political and policy(Mintzberg 2009). Moreover, the world keeps changing. Therefore, the strategies that are effective in one situation may not necessarily effective in another (Quinn et al. 2011). Tania (2016) raised a question as discussion in Blog, that whether flexibility remains on every organizational structure or not? According to Yuen (2016), Flexibility should not be limited by the structure and size of the organization. She further stated an example of family business where flexibility limits only with wages, flexible working hours and sales volume. However, Quinn et al (2011) suggests that the existing norms and values of an organizational is significant to develop employee relationship and encourage creativity and innovation that results effective and efficient productivity. The participation of employees in brainstorming discussion of business strategy planning, staff crossover training, innovative steps towards good staff relationship with good customer good customer relationship by rendering quality product and services might play vital role for master manager to flexibility (Yuen 2016). Dhakal (2016) agreed that flexibility means not a good communication and maintain good relationship with staff for flexible working hours but be commitment, adaptable to changes in external environment, and using the power of management ethically and effectively. Therefore, in conclusion, the outcomes of MTLs Blog 3 shows that flexibility is an key competencies of a master manager in todays changing world of hospitality and tourism organization, but the other paradoxical thinking as per Quinn et all (2011) CVF model is also important that assist manager to deal with apparent contradictions. References: Dhakal, A 2016, Flexibility helps employees to do their jobs better, MTLs Blog 3, viewed 27 may 2016, https://learn.scu.edu.au/webapps/blogs-journals/execute/viewBlog?course_id=_136575_1&blog_id=_20013_1&blog_course_user_id=_4401706_1&type=blogs&group_id=_85087_1&gml_reload=no&callBackUrl= Chauhan, K 2016, workplace flexibility in the Hospitality, Restaurant and Tourism Industry, MTLs Blog 3, Viewed 27 May 2016, https://learn.scu.edu.au/webapps/blogs-journals/execute/viewBlog?course_id=_136575_1&blog_id=_20013_1&group_id=_85087_1&gml_reload=no&blog_course_user_id=_4458661_1&index_id=_20013_1:month_2016_3&type=blogs&callBackUrl=&showByCommentors= Ali, MD 2016, Flexibility is a necessary attribute of a modern tourism and hospitality manger, MTLs Blog 3, viewed 27 may 2016, https://learn.scu.edu.au/webapps/blogs-journals/execute/viewBlog?course_id=_136575_1&blog_id=_20013_1&blog_course_user_id=_4457040_1&type=blogs&group_id=_85087_1&gml_reload=no&callBackUrl= Tania, T 2016, Introduction to workplace flexibility, MTLs Blog 3, viewed 27 May 2016, https://learn.scu.edu.au/webapps/blogs-journals/execute/viewBlog?course_id=_136575_1&blog_id=_20013_1&blog_course_user_id=_4457429_1&type=blogs&group_id=_85087_1&gml_reload=no&callBackUrl= Quinn, RE, Facrman, SR, Thompson, MP, McGrath, MR & St. Clair, LS 2011, Becoming a Master Manager: A competing Values Approach, 5thd edn, Jay O’Callaghan, John Wiley & Sons.Inc. Henry Mintzberg on Managing- Pure and Simple 2009, Online Video, Karl Moore, viewed 28 May 2016, https://www.youtube.com/watch?v=TVBPhCJh-dw