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WORKING WITH AND
LEADING PEOPLE

WORKING WITH AND LEADING PEOPLE Page 2
Contents
1. Introduction ............................................................................................................................. 3
1. a Characteristics required for the post of general public relation officer and methods of
recruitment .................................................................................................................................. 3
1. b Selection methods............................................................................................................ 5
1. C Selection process............................................................................................................. 6
1. D Legal, regulatory and ethical requirements relation to the selection process ................... 6
2. Building winning teams....................................................................................................... 8
2. a Mix of knowledge, skills and experience required for a team. ............................................ 8
2. b Dynamics within teams and foster team spirit..................................................................... 9
2. c Team charter to clarify the expectations of relationships within the team ........................ 10
2. d Difference roles required to build a winning team ............................................................ 11
2.e How team members can be empowered to work effectively using initiative and creative
skills.......................................................................................................................................... 12
3. Leadership ............................................................................................................................. 13
3. a Leadership theories and styles ........................................................................................... 13
3. b Leader Vs manager ............................................................................................................ 14
3. c ways of improve morale and performance of the employee.............................................. 14
3. d Approaches to effective change management.................................................................... 15
3. e How employee empowerment concepts can be employed to achieve the objectives of the
hotel group. ............................................................................................................................... 16
4. Work and development needs of individuals ........................................................................ 17
4.a work activity plan................................................................................................................ 17
4.b Effective work delegation techniques................................................................................. 17
4.c Reviewing approaches ........................................................................................................ 18
4. d Performance assessment methods...................................................................................... 18
4.e Factors affect the quality of staff performance. ................................................................ 19
4. f Development plan for an underperforming staff member.................................................. 20
5. References ............................................................................................................................. 21

TO : Board of Directors
From : Manager-Corporate management leadership coordination
program team
Subject : Appointment of a general public relation officer
Date : 08/03/2012
1. Introduction
In a every organisation human resource is one of significant area where the
top management pays high attention since human resource set the
direction of the company. Not paying proper attention to human resource of
the organisation may lead to the failure of the organisation. Human
Resource Management (HRM) is the term used to describe formal process
implemented by management in order to manage the people in the
organization.
1. a Characteristics required for the post of general public relation officer
and methods of recruitment
The public relation officer of the Hilton hotels needs to have following characteristics,
 Good communication skills
The hotel expects the general public officer to deal with the customers of the hotel
who are the most valuable stake holders of the hotel. Thus the public relation officer
needs to have excellent communication skill that helps him to identify the needs of
the guests and fulfil their requirements.

 Strong and pleasing personality
Since the Public relation officer represents the Hilton in front of guests such person
needs to have a strong and pleasing personality which in turn reflects the hotels
desire to fulfil customer satisfaction.
 Skill in different languages
Since the hotel provide services to guests representing around the world ability to
speak and write in different languages will help to improve the image of the hotel.
 Ability to handle requirements of several gusts at a given time
Hotel is serving several customers at a given time and therefore public relation officer
needs to have the ability to handle several guests at once.
The public relation officer can be recruited by one of the following methods,
 Internal methods
 Promotions
 Transfers
 External methods
 Job advertisements
 Recruitment Agency/Head hunting
 Personnel recommendations
 Job centres

1. b Selection methods
The public relation officer can be selected by one of the following methods
 Interviews
Interviews are the most common method of selecting an employee to the
organization. Hence to choose a general public relation officer to the Hotel interview
is a preferred method of selection.
 Application evaluation
The suitable person for the post of public relation officer can be selected by
evaluating the application submitted by the applicant.
 Tests
Different types of tests can by used to select the applicant such as language tests,
knowledge test, practical test and aptitude tests ect.
 Background information
The applicant can be selected by checking the background information of the
applicant.

1. C Selection process
In order to ensure that a highly motivated public relation officer is selected, following
facts need to be considered in the selection process.
 The selection activities needs to be conducted by the hotel personnel whose having
significant knowledge and experience in public relation.
 The selection activity needs to be conducted in accordance with the Human resource
policy and selection policy of the hotel.
 Steps needs to take to ensure that the outcome of the selection process is not
affected by the personnel preferences of those who involved in the selection process
 The applicant’s requirements need to be identified in order to ensure that such
objectives are in line with the corporate objectives of the hotel.
1. D Legal, regulatory and ethical requirements relation to the selection
process
When selecting the right person for the post of public relation officer due consideration
needs to be given to the laws and regulations applicable in the county in which the hotel
is operating. For example if the hotel is operated in UK, laws and regulations affecting to
the recruitment, selection needs to be considered. The best method to overcome such
non compliance is to incorporate such compliances in the recruitment and selection
policy of the company.

In UK laws such as Race Relations Act (1976), the Sex Discrimination Act (1975) and
the Disability Discrimination Act (1995) requires comply with certain requirement when
recruiting and selecting employees.
Accordingly as per those laws and regulations disability, race, religion, colour should not
be considered as factors for recruiting and selection. Moreover due attention needs to
be given to the female applicants as there are laws and regulation where equal or
reasonable opportunity needs to be given to the female applicants as well.

2. Building winning teams
2. a Mix of knowledge, skills and experience required for a team.
In order to build a successful management and leadership coordination program
team the Hilton needs to have following knowledge and skills in the team,
 Leadership skills
There should be appropriate personnel whose having leadership skill to
lead the team.
 Communication skills
The team members need to have appropriate communication skills to
communicate across the Hilton employees.
 Relevant experience
The team need to have appropriate level of experience to carry out its
duties.
 Marketing knowledge
In order to carry out its tasks the team need to have marketing knowledge
to design the business strategy and marketing strategy.
 Overall knowledge of the company and the industry

Knowledge of the company as well as the industry is required to set to
long term goals and objectives for Hilton.
 Interpersonal skills
 Team building skills
 Self discipline and self confidence
2. b Dynamics within teams and foster team spirit
Team dynamics refers to the unseen forces that operate in a team between different
people or group.
It is noted that there are several factors that affect to the team dynamics,
 Shared vision
When working as a team all team members of the team needs to be work
towards a common goal. Therefore the team should follow a shared vision
instead of different visions. Using shared vision helps to create team dynamics
among the team members and to accomplish goals and objectives of the hotel.
 Personality styles
Different people have different personality styles. If a team members as almost
same personality styles the spirit of the team is very high and can perform well.
 Layout of the work place
The layout of the working place plays a key role in a team dynamics. If the work
place is having fewer obstacles and if the team members work collectively by
seeing each other, this will help to create team dynamics.

 Communication
Methods used to communicate within the team will help to improve the team spirit
and performance. Therefore team members needs to take necessary steps to
build a effective and efficient communication network among team members.
 Participation
All team members need to participate for the team activities and this helps to
improve the motivation among the other members. Thus steps needs to be taken
to make sure that all team members understood their roles and responsibilities
and provide their maximum output to the organisation.
Following actions can be used to foster the team spirit,
 Displaying the team achievements in the office area such as trophies
photographs of winning teams ect.
 Organising group activities after the working hours and holidays that encourage
team members to relax.
 Using unique items such as cloths, equipments ect that separate team from
others.
 Organising sports activities.
2. c Team charter to clarify the expectations of relationships within the team
It is very essential to have strong relationships in a team to become a winning team.
Accordingly a relationship within the team has following expectations.
 To create a cohesive team
 To provide good service to the organisation that will help to overall goals and
objectives of the firm
 To achieve the targets set by the management.

 To create a good rapport with the external parties who deals with the
organisation.
 To build or maintain the strong image of the organisation.
 To provide opportunity to team members to share their views with other team
members and to solve problems that team members faces.
 To improve communication among team members by eliminating communication
barriers.
2. d Difference roles required to build a winning team
As described by “Belbin” there are team members, who are having different team roles
to build a winning team,
 Plants
Plants are referred to those who bring innovative ideas to the team. If the team
needs innovative ideas they should seek ideas from plants.
 Resource investigator
They are team members who give enthusiastic start at the beginning of the
project using their contacts and opportunities. Further they are having the
tendency to forget to follow up at the final stage of the project.
 Coordinator
They have the tendency to become the team leader. They allocate work among
the team members and has the ability to see the big picture.
 Shapers
They are the team members whose ultimate objective is to win the game. They
are very aggressive and make sure the team is moving forward without a delay.
 Monitor evaluator

They logically evaluate all the opportunities and the implications. They are slow
in decision making and will be overly critical.
 Team worker
They are the team members who have the ability to carry out the team work with
all the parties by helping them to understand other team members.
 Implementer
Implementers obtain other team members ideas and implement them. They are
efficient and well disciplined.
 Completer finisher
They take extra effort to make sure that the work is completed.
 Specialist
They are the one who having vast knowledge and share the knowledge with
other team members.
2.e How team members can be empowered to work effectively using initiative
and creative skills.
Each team member may have their own ways of performing tasks assigned to them and
the way they think. Therefore team members need to identify the areas where they think
they can be successful and such activities needs to be carried out by the respective
team member. Further the team leader should encourage the team member to bring
creative ideas to the team in order to work effectively and efficiently.

3. Leadership
3. a Leadership theories and styles
Following leadership theories can be identified with regard to the Hilton hotel leadership
 Role theory
It assumes that people defines roles on behalf of them and for other and
establish expectations about their roles as well as others.
 Trait theory
Trait theory states that people are born with inherited traits and among those
traits there are some traits which suits for leadership. Traits such as self
confident, cooperative, ambitious are among those.
 Contingency theory
This theory states that the leadership style is contingent upon the situation faced
by the leader and one leadership style may not be suitable for another situation.
Following leadership styles can be discussed in relation to the Hilton hotels,
 Autocratic/authoritarian style
Under this style all the decisions are taken at the central of the organisation and
those who take decision does not wan others suggestions for decision making.
 Democratic/participative style

This is the opposite side of the autocratic style. The leader invites all the team
members to make suggestions when making decisions.
 Free rain style
This type of style allows other team members maximum freedom in their work
and allows them to take their decisions on their own.
3. b Leader Vs manager
Manager Leader
Manage the resource that the
organisation has
Innovate and discover opportunities
for the organisation
Mainly targets to maintain economic
balance
Concentrate on developing new
activities
Makes decision based on control. Decisions are made based on trust
Manager follow success stories Leader create success stories
Concentrates on efficiency Concentrates on innovation
3. c ways of improve morale and performance of the employee
 Regular staff meetings
Managers need to organise regular staff meetings which should be participated
by all the staff members. At such meeting the staff members should be given the
chance to raise their questions and suggestions with regard to the matter
discuss.

 Appreciate staff achievements
When a staff member accomplish something the managers needs to celebrate it
to indicate that the managers are willing the success of staff members.
 Obtain feed backs
The managers can ask for feedback on their management styles from the staff
members.
 Hire a professional team builder
Since the team building is a vast area there are specialists who can help the
managers to improve morale and performance of the employees.
 Performance based remuneration packages
The company can implement performance based remuneration packages to the
employees so that all employees are encouraged to concentrate on their
performance.
3. d Approaches to effective change management
Change management refers to the structured approach to shift the current state of the
organisation to desired future status.
There are several approaches to effective change management.
 Lewin’s three step model
This method outlines three steps that should be followed when implementing a
change.
1. Unfreeze
This step refers to where the organisation needs to prepare for the change by
explaining to the employees and allow the organisation to feel that a change
is necessary for them to survive.
2. Change
At this step the process of change is started and the unfroze environment is
changed through a long process.
3. Freezing

Once the change process is completed the environment become familiar to
the organisation and keeps moving as usual like before the change.
 Bullock and Batten’s phase of planned change
This method recommends exploration, planning, action and integration for
planned change. Exploration is where the management identify the need to
change and collect the resources need for change. At the planning state the key
decision makers create and approve the change plan. In the next step, action the
plan is carried out the. Integration refers to the final stage where all the changes
are taken place and formal policies and procedures are established in the
organisation.
 Kotter’s eight steps
This method outlines eight steps that needs to be followed for change
management
1. Establish a sense of urgency
2. Form a powerful guiding coalition
3. Create a vision and strategy
4. Communicate the vision
5. Empower others to act on the vision
6. Generate short term wins
7. Consolidate improvements and produce still more change
8. Institutionalise new approach.
3. e How employee empowerment concepts can be employed to achieve the
objectives of the hotel group.
Empowerment refers to the process of enabling the employees to think, behave and
take decisions o their own. Each employee has the right to decision making on their
own with regard to the work they performed.

Using employee empowerment the hotel can create a pleasant working environment to
its employees and thereby the hotel can create self motivated employees. This in turn
will help the organisation to achieve its goals and objectives.
4. Work and development needs of individuals
4.a work activity plan
Following work activity plan can be used for the hotel
No. Objective Activity Time line Team member
responsible
1. To reduce the guest
complaints by 10%
Identify requirements of the
guests in advance
30 April
2012
Public Relation
officer
4.b Effective work delegation techniques
Even though the organisation has well trained and highly skilled employees if the
management does not delegate the work to the appropriate personnel the output of the
work will not reflect the ability of the employees.
 Multitasking
Some people can work on several activities in parallel. Such persons are having
the multitasking ability. Managers can delegate several tasks to such persons
where such person will attend to all the work in parallel.
 Downward delegation

This means the delegation of work to the team members who are below the
reporting line. The managers can delegate tasks to assistant managers and
associates.
 Sideway delegation
Work can be delegated to the peers who are in the same level.
4.c Reviewing approaches
Development needs and the activities of the organisation can be reviewed in
several methods.
Development needs can be reviewed by paying attention to the industry trends
and identifying the needs that should be taken place in the organisation to remain
in the market.
Moreover development needs and activities can be reviewed by using pre
determined targets and comparing actual performance with the targeted
performance.
4. d Performance assessment methods
Hotel can use following performance assessment methods
 Critical incident method
By this the performance evaluator note down the positive and negative
performance behaviour of the employee throughout the period.
 Performance ranking method
Performances are ranked from greatest to lowest.
 360 performance appraisal

Under this method the employees are received confidential feed backs from the
employees around them
 Management by objectives
In this case managers set targets for employees and evaluate periodically and
reward them based on the achievements.
4.e Factors affect the quality of staff performance.
Following factors affect the quality of the staff performance.
 Ability of employee
Skills and competence of the employees affect to their performance.
 Effort of employee
The energy that the employee provides to the work he performs will affect to the
quality of the performance.
 Motivation
If the motivation of the employee is high the quality of the performance also will
be high.
 Environmental factors
If the working environment is pleasant the performance of the employees will be
in high quality.

4. f Development plan for an underperforming staff member.
When making a development plan for an underperforming staff member following needs
to be addressed.
 Identifying the areas where the staff member underperformed
 Identifying the reasons for underperform.
 Planning to overcome from such underperformance by addressing the reasons
for such underperformance.
 Setting new development targets for the staff member
 Evaluating and reviewing the achievements.

5. References
1. Team technology 2012, Team technology, United kingdom, viewed 8 March
2012,< http://www.teamtechnology.co.uk/>
2. Merton, R.K. (1957). Social theory and social structure, NY: Free Press
3. Pfeffer, J. and Salancik, G.R. (1975). Determinants of supervisory behavior: A
role set analysis. Human Relations,
4. Change management coach 2012,change management coach, cape
town,viewed 8 march 2012,< http://www.change-management-coach.com>.
5. BRITISH STANDARDS INSTITUTION. (2005) ISO/IEC 17799:2005 Code of
practice for Information Security Management. London: BSI. Available at:
http://emea.bsi-global.com/InformationSecurity
6. CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. (2008)
Learning and development: annual survey report 2008. London: CIPD. Available
at: http:www.cipd.co.uk/surveys
7. GOODGE, P. and BURR, J. (1999) 360° feedback: for once the research is
useful. Selection and Development Review
8. ARMSTRONG, M. and BARON, A. (1998) Performance management: the new
realities. London: Chartered Institute of Personnel and Development
9. LONDON, M. and SMITHER, J. (1995) Can multi-source feedback change
perceptions of goal accomplishment, self, evaluations and performance related
outcomes? Personnel Psychology
10.Armstrong, Michael (1999) A Handbook of Human Resource Management
Practice. Kogan Page Limited.

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