The rapid pace of change in the world of management necessitates that managers adapt to meet emerging challenges. Effective leadership of a Learning Focused Organisation in the 21st Century requires specific skills, knowledge, and attributes (SKAs). This text will explore ten SKAs and provide evidence of their importance for managers in a fast-paced world.
Communication skills are vital for managers in today’s organizations. These skills include listening, speaking, and sharing knowledge at all levels. Infante et al (1995, pp 307) emphasize the importance of tools that promote openness, dialogue, and honesty in a multicultural and evolving organization. Additionally, relationship building is crucial for managers to establish and maintain quality contacts that provide access to resources for developing a Learning Focused Organization.
According to Jacowski (2008), it is crucial to develop long-term relationships with individuals in similar industries as they can offer valuable services to an organization in the future. Additionally, Brooks & Schofields (1995, p4) emphasize the importance of time management skills by stating that “time equals money,” and without effective management, both time and money can quickly be consumed and appear to vanish. Measuring the time spent on specific tasks through estimation, questioning, and interviewing can result in saving money and reducing the overall time required for market readiness (Brooks & Schofields, 1995).
In order to develop a Learning Focused Organisation in the 21st Century, it is essential to allocate time, money, and resources. According to Carlopio et al (1997), managers in this era need problem-solving skills to handle constant change. Problem solving skills can be developed through four steps: defining the problem, generating alternative solutions, evaluating and selecting an alternative, and implementing and following up on the chosen solution (Carlopio et al, 1997, p169). Additionally, conflict resolution skills are crucial for managers in the 21st century due to a multicultural workforce that impacts outcomes (Liu & Chen, 2002,p170). Culture plays a role in determining values, interests, perceptions, and the selection of alternatives (Liu & Chen, 2002,p170). Maintaining team spirit requires promptly and effectively dealing with minor conflicts (Knutson, 2001). Overall, managers must be prepared to anticipate and adapt to change.
Managers must be prepared to adapt to constant change in order to meet the needs of customers, stakeholders, and the global landscape (Hermens, 2009, p16). In today’s rapidly changing world, an organization’s survival depends on its ability to quickly respond to these changes. This requires managers to possess flexibility, adaptability, and readiness for change (Hermens, 2009, p16).
In addition, managers play a role in promoting innovation within their organizations in order to stand out in fast-changing markets with rapidly evolving technology. According to Johne (1999), businesses that aim to compete in such markets must take a proactive approach and drive innovation (Johne, 1999, p7). Innovation can contribute significantly towards an organization’s competitive advantage (Sexton, 2003).
In the context of the 21st century
, self-development and continuous learning are crucial for managers as they strive to keep up with the rapid pace of change and ensure their organizations do not lag behind.
According to Jacowski (2008), a successful manager must be able to adapt to industry changes and guide their company in making seamless changes to stay ahead. Jacowski emphasizes the importance of continuing education and learning from the mistakes of other businesses.
In the 21st century, rapid technological advancements have significantly changed the way managers operate within organizations. This has resulted in increased interconnectedness among markets and organizations. Hunt (2001) highlights the impact of the internet and intranet in facilitating communication and knowledge sharing, as well as enabling more home-based work opportunities.
The installation of satellite technology in corporate meeting rooms for videoconferencing has decreased the need for in-person communication and the expenses associated with travel (Hunt J, 2001 p8). Additionally, forward-thinking managers who embrace creativity and innovation play a crucial role in redefining organizational practices. Toffler revolutionized the understanding of societal transformation by introducing the concept of three waves of change and highlighting the significance of information and knowledge as primary drivers for organizations in the 21st Century.
According to Peters (1996), the 4th Wave, Creation Intensification, involved organizations creating imaging to associate with a specific brand. For example, Coca Cola created the imagery of ‘Coke is Life’ to appeal to customers (Hernens, 2009, p18-19). The ambition to be a leader is described as “the inner fuel that helps drive people toward their vision” (Davis, 2008). While managers need to possess a variety of skills, knowledge, and attributes (SKAs) to perform their job effectively, it is impossible to be proficient in all of them. In this text, the writer will discuss three managerial qualities that can be improved within her organization.
Creating a team-focused work culture, self-development, and education to improve leadership skills and verbal communication are emphasized in the Hospitality Industry. According to Worral and Cooper (2000), interpersonal skills, teamwork, coaching, and counseling have been given lower priority by managers. In today’s world, a successful manager must be able to collaborate with peers to achieve customer satisfaction, enhance reputation, and retain employees (Smikie, 2009). The hospitality industry is a demanding customer service-oriented industry. At L’Aqua, the manager aims to foster teamwork among staff to provide exceptional and memorable customer service. The Toyota theory, still relevant in the 21st century, highlights the benefits of creating a culture that values teamwork and encourages interaction within the organization.
Within L’Aqua, the use of this concept and interpersonal “soft” skills aims to foster personal growth, create a team culture, and work together for the customer’s benefit, ultimately promoting organizational prosperity. According to Liker (2006, p.35), it involves people actively working, communicating, resolving issues, and growing together. Mintzberg (2006 p5) further suggests that effective leaders are those who engage with others.
The theory will be put into action by conducting group training sessions, which aim to enhance group communication and feedback while also offering service guidelines. This approach is intended to establish a common understanding of the organizational culture and service expectations amongst all staff members. The objective is to enhance the quality of service provided to patrons, with constant monitoring and management involvement at all levels to ensure consistency. As Shark (1998) asserts, ongoing education and training for all employees are vital in achieving high-quality standards.
Shark (1998) emphasizes the significance of monitoring and evaluating a team’s success in attaining organizational objectives. L’Aqua will assess this by utilizing surveys, conducting staff briefings, and implementing Total Quality Management. Doige and Whitchurch (1993) apply TQM principles to the public sector, emphasizing the need for continuous improvements toward aspirational goals, a customer-centric approach, and commitment at all levels of management. This feedback can contribute to enhancing managerial practices.
L’Aqua utilizes customer surveys to assess performance and quality, with the information gathered being communicated to the manager and subsequently relayed to the team. Positive feedback is provided for effective teamwork, while improvements are implemented as needed. By collecting and utilizing this feedback, the organization is able to make necessary adjustments and changes, thereby embodying the principles of a double loop learning organization (Hermens, 2009, p50-51). Self-development and education are essential for individuals aiming to enhance their leadership skills. The methods of management instruction have evolved over time in response to changing industries.
Today, in the 21st century, with the increasing desire for self-improvement, it is crucial for an organization to have a skilled and well-established management team leading the way (Heames & Harvey, 2006, p. 29). A study conducted in 1995 revealed that managers lacked formal training, with few receiving any additional managerial development. Among major trading nations, Australia had the lowest percentage of managers holding tertiary qualifications. Failing to promote qualifications and education among managers is a significant disadvantage (The Karpin report, 1995).
On-the-job training and university education are two types of training that the writer has undergone. There is a lot to learn in order to become a successful executive in today’s diverse global market, and there are various approaches to acquiring knowledge. Gaining first-hand experience in a leadership role is a beneficial way to develop executive skills, as it allows individuals to learn by doing (Heames & Harvey, 2006, p. 39). The venue manager of L’Aqua did not receive formal management training, but instead acquired the necessary skills, knowledge, and attributes (SKAs) on the job through guidance from senior management, everyday interactions with people, and trial and error.
Lawson (1997, p55) argues that on the job training offers the advantage of enabling workers to promptly showcase their newly acquired or improved skills. The Karpin report revealed a disparity between the functional expertise of Australian managers and that of the workers they supervise. However, if managers commence training alongside their subordinates, a better comprehension of task functionality can be achieved. To remain competitive in the marketplace and maintain professional currency, it is essential to consider training and professional development opportunities for both staff members and managers.
The writer hopes to acquire knowledge during their time at University which they can then use to fill any gaps in the organization they join. L’Aqua plans to encourage more interaction among peers, recognize and embrace multiculturalism, lead by example, utilize measurement techniques like Total quality management, and build a team based on Toyota’s theory to help facilitate the process of change. According to Smikie (2009, p.29), the philosophy is to “develop yourself, then be yourself” as staff will eventually catch on.
Acquiring knowledge can result in changes in managerial practices. This knowledge can be obtained through various means such as reading, discussing with colleagues, and maintaining journals. It is crucial to evaluate and analyze this knowledge in order to make enhancements. By engaging in self-reflection and analysis, managers can cultivate the capacity to listen, learn, reflect, and acknowledge errors (Smikie, J. 2009). Effective verbal communication is a vital skill for managers at all levels of an organization in the 21st century – whether it involves customers, employees, or top management.
According to Clegg (1998, pp 429), in Australia, where multiculturalism is thriving, it is essential to demonstrate respect for cultural values and beliefs when conversing with others. Communication should be frequent and encompass both informal and formal tones. In the hospitality industry, personal differences and multiculturalism are highly valued, with oral interactions being predominant. It is crucial to establish a shared language that is acceptable and respectful to everyone. Knutson (2001 pp44) found that effective verbal communication strengthens team building by facilitating the exchange of experiences and knowledge.
Team briefing can be used by L’Auqa as a way to communicate information to employees and promote a team culture (Infante et al, 1993, pp 309). According to Kitchen & Daly (2002, pp50), communication is considered vital for successfully implementing change. Effective communication can impact employee performances. Infante et al (1993, pp 710) argued that managers who communicate in a friendly manner, are less argumentative and aggressive, and provide valid reasons for implementing changes have a positive influence on employee performance.
To promote employee performance and encourage teamwork at L’Aqua, it is crucial to utilize effective communication techniques. These include maintaining a calm and supportive approach, being friendly and attentive, and demonstrating enthusiasm. In modern organizations that prioritize continuous learning, managers must possess a diverse set of skills, knowledge, and qualities in order to thrive. Regular training is vital for managers to enhance their skills, knowledge, and attitudes (SKAs), enabling them to effectively communicate changes to employees and cultivate a united team for the organization’s future.
