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KS402DE02- MANAGERIAL SKILLS AND LEADERSHIP IN HOSPITALITY MANAGEMENT
LECTURER: LAM THI THANH VAN, MSc

POWER AND
EMPOWERMENT
▪ Define power and empowerment, and describe
how these concepts tend to play outObjin
ectives
OBJECTIVES
centralized and decentralized organizations
▪ Explain why the authority of managers should be
commensurate with their level of responsibility
▪ Define power tactics, and describe eight
techniques managers can use to influence the
behavior of others;
▪ Explain what delegation is and how a manager
can delegate effectively his staff.
 GROUP ACTIVITIES

WHAT IS POWER?

WHAT IS EMPOWERMENT?

WHY A MANAGER NEED TO HAVE A POWER?

WHY A MANAGER NEED TO EMPOWER HIS STAFF?

Please Use this Padlet link to answer:

https://padlet.com/vanlamthithanh/ksco5l13px9wzorv
 generally speaking, is the ability to get someone to do
POWER something or to make things happen in the way you want
them to;
In this course, power is defined as the ability to influence the
behavior of others

A manager’s power is a function of responsibility, authority, and accountability

is the process of enabling or authorizing an

EMPOWERMENT individual to think, behave, take action, and
make decision in autonomous ways.

A transfer of power within an organization that enables

managers, supervisors, and employees to perform their
jobs more efficiently and effectively.
EMPOWERING OTHERS

• Help to influence others to accept greater responsibility

• Exercise more control over the way they perform their jobs
• Must start with an organization’s highest-level leaders
 CENTRALIZED VS. DECENTRALIZED
ORGANIZATION IN POWER STRUCTURES &
EMPOWERMENT ISSUES
▪ are characterized as top-down, ▪ create an organization of empowered
command-and-control systems with managers and staff members who
multilevel of management. have an understanding of the entire
▪ over centralized can breed an operation
organization of individuals paralyzed ▪ unit managers learn to see and think
by learned helplessness. beyond their responsibilities.
▪ is most appropriate for organizations ▪ is most appropriate for organizations
that are in times of financial crisis. that face stiff competition in fast-
changing market or business
conditions.

CENTRALIZED VS. DECENTRALIZED

ORGANIZATION IN POWER STRUCTURES &
EMPOWERMENT ISSUES
 GROUP ACTIVITIES

READ THE HANDOUT ON M.LEARNING AND DISCUSS THE BELOW

QUESTIONS:

1. Describe briefly what happen in the case

2. Why didn’t all the room service managers discover the real problem?
3. Why didn’t room service attendants ask the housepersons what they
were doing?
4. Why didn’t housepersons inform their supervisors of the linen
shortages?
5. Why didn’t the executive housekeeper put in a request to purchasing
department for more linen?

Please Use this Padlet link to answer:

https://padlet.com/vanlamthithanh/ksco5l13px9wzorv
 GROUP ACTIVITIES

Because of the entire staff was stuck in a mire of learned

helplessness. No one looked beyond his or her narrowly defined
responsibilities. The staff was not only powerless to change the
situation, but unconcerned by it as well. They “made do” and
simply worked around inadequate linen pars – resulting in slow
room service and guest complaints.

→ This is a real problem when the over-centralized organization

can breed its individuals paralyzed by learned helplessness.

Please Use this Padlet link to answer:

https://padlet.com/vanlamthithanh/ksco5l13px9wzorv
 Important Word To Understand

Learned Helplessness
• Is the phenomenon describes an attitude common among
managers and staff members in overly centralized operations.
• Will occur when people have lost sight of the broader goals of the
operation and blindly follow S.O.P to please upper management,
no matter what the guest wants.
5 SOURCES OF POWER French and Raven, 1959. Five Bases of Power
 Organizational Power: Positional power or authority.
▪ Position or Legitimate Power: Exercised through
organizational position.
▪ Reward Power: The power to use rewards to
control others.
5 SOURCES ▪ Coercive Power: The power to deny rewards and
administer punishments.
OF POWER
Personal Power: Individual power independent of
formal position:
▪ Expert Power: Possession of knowledge, special
skill or expertise.
▪ Referent Power: Based on admiration, respect
and reputation.
 Applying concept – Using 5 Sources of Power
• Identify the relevant type of power to use in each situation. Write the appropriate letter
in the blank before each item.

A. Coercive D. Referent
B. Positioning E. Expert
C. Reward

1. One of your best workers seldom needs direction from you. However, recently her
D performance has slumped. You’re quite sure that a personal problem is affecting her work.

2. You need to determine the overall direction of the company and the resource needs of the
B company.

3. One of your best workers wants a promotion. You introduce him to the HR department for
C the oncoming opportunity.
 Applying concept – Using 5 Sources of Power
• Identify the relevant type of power to use in each situation. Write the appropriate
letter in the blank before each item.

A. Coercive D. Referent
B. Positioning E. Expert
C. Reward

A 4. One of your worst employees has ignored one of your orders again.

5. You are the Project Manager who is good at solving particularly challenging
E
problems to ensure a project stays on track.
 • Power Tactics are the methods/ways by
which managers use the 5 sources of
power to influence the behavior of their
employees, peers, and supervisors.
9 POWER
TACTICS • There are 9 common ways :

Bauer and Erdogan (2009)

 ▪ Consultation: Enlisting the other person’s support through
involvement and participation in decision making.

▪ Rational Persuasion/Reasoning: Using logical arguments and

facts to persuade.
9 POWER
▪ Inspirational appeal: Appealing to values, ideals, emotions and
TACTICS needs; Inspiring confidence; Motivational appeal.

▪ Exchange/Bargaining: Offering rewards or favors to achieve the

desired behavior

▪ Coalition (thuật liên minh): refer to a group of individuals working

together toward a common goal to influence others. Common
examples of coalitions within organizations are unions that may
threaten to strike if their demands are not met. Coalitions also
take advantage of peer pressure in which influences the target to
do something by enlisting the aid or support of others.
Bauer and Erdogan (2009)
 ▪ Ingratiating appeal (thuật lấy lòng): refers to different ways of
making others feel good about themselves. Ingratiation is
effective when it is honest, infrequent, and well intended
9 POWER ▪ Legitimating/Pulling Rank: Using the authority position power
TACTICS to order the desired behavior.

(CONT.) ▪ Pressure/Upward Appeal: Use of formal authority for

compliance; It is not intended to motivate people but to align
them behind a direction.

▪ Personal appeals: Appealing to friendship/loyalty to gain

support.

Bauer and Erdogan (2009)

Applying concept_ Sources & types of power with influencing
tactics

Source Organization Power Personal Power

Types Position Reward Coercive Expert Referent

Tactics
Applying concept_ Sources & types of power with influencing
tactics

Source Organization Power Personal Power

Types Position Reward Coercive Expert Referent

Ingratiation; Personal
Coalition; Rational
Consultation; appeal;
Tactics Bargain Legitimate; Persuasion;
Legitimate; Inspirational
Pressure Consultation
Pressure appeal
 Applying concept – influencing power tactics
• Select the most appropriate individual tactic for each situation. Write the appropriate letter
in the blank before each item.

A. Reasoning D. Ingratiation appeal G. Legitimate

B. Inspirational appeals E. Personal appeal H. Pressure/Upward appeal
C. Consultation F. Exchange/Bargaining I. Coalition

1. You are in sales and want some information about a new product that has not yet been
produced, nor has it been announced inside or outside the company. You know a person in the
E production department who has been working on the new product, so you decide to contact
that person.

2. Two of your five crew workers did not come in to work today. You have a large order that

B should be shipped out at the end of the day. It will be tough for the small crew to meet
deadline.
 Applying concept – influencing tactics
• Select the most appropriate individual tactic for each situation. Write the appropriate letter in
the blank before each item.

A. Reasoning D. Ingratiation appeal G. Legitimate

B. Inspirational appeals E. Personal appeal H. Pressure/Upward appeal
C. Consultation F. Exchange/Bargaining I. Coalition

3. Although the crew members in situation 2 have agreed to push to meet the deadline, you
would like to give them some help. You have an employee whose job is to perform routine
D maintenance and cleaning. He is not one of your five crew workers. However, you realize that he
could be of some help filling in for the two missing workers. You decide to talk to this employee
about working with the crew for two hours today.

F 4. The employee in situation 3 is resisting helping the other workers. He is basically asking,
“What’s in it for me?”
 Applying concept – influencing tactics
• Select the most appropriate individual tactic for each situation. Write the appropriate letter in
the blank before each item.

A. Reasoning D. Ingratiation appeal G. Legitimate

B. Inspirational appeals E. Personal appeal H. Pressure/Upward appeal
C. Consultation F. Exchange/Bargaining I. Coalition

5. You have an employee who is very moody at times. You want this employee, who has big
G ego, to complete an assignment before the established due date.

A 6. You believe you deserve a pay raise, so you decide to talk to your manager about it.

7. You serve on a committee, and next week the committee members will elect officers.
Nominations and elections will be done at the same time. You are interested in being the
I president, so you decide to go and have a talk with your direct manager to gain his support
because you know for sure, he will be able to help you obtaining the position.
DELEGATION
_ What is Delegation?

▪ is the assignment of one or more meaningful tasks or responsibilities,

either operational or managerial in nature, to a subordinate or
subordinates; and empower them to complete the tasks effectively.
▪ It involves transfer not surrendering of authority.
▪ It is a process of sharing work, granting authority and creating
accountability.
▪ Delegation takes place at all the levels, where superior – subordinate
relationship exists.
▪ Delegation is possible only when the delegator has the authority.
▪ Manager never delegates the total authority to the subordinates.
▪ Delegation is not abdication, ultimately the responsibility for proper
discharge of authority and completion of task remains with the
delegator.
▪ Authority once delegated can be withdrawn or revoked by the
delegator.

CHARACTERISTICS OF
DELEGATION
CHARACTERISTICS OF
DELEGATION
 ▪ Responsibility
▪ Authority
▪ Accountability

ELEMENTS OF DELEGATION
Responsibility is the obligation of a subordinate to properly perform the
assigned duty. When a superior assigns a job to his subordinate it becomes
the responsibility of the subordinate to complete the job.
Features :
▪ Responsibility can be assigned to some other person
▪ The essence of responsibility is to be dutiful
RESPONSIBILITY

ELEMENTS OF DELEGATION
Authority, in an organization, is normally defined as the power and right of a
person to use and allocate the resources efficiently, to take decisions and to
give orders so as to achieve the organizational objectives.
Features:
▪ Authority can be assigned to some other person. AUTHORITY
▪ It makes implementation of decisions possible.
▪ It is the key to a managerial job and it must commensurate with the
responsibility.

ELEMENTS OF
ELEMENTS OF DELEGATION
DELEGATION
Accountability means the answerability of the subordinate to those above in
the chain of command for his/her work’s responsibility.
Features:
▪ Accountability cannot be delegated. ACCOUNTABILITY
▪ It is only towards the delegators.
(It is how a person responds and takes ownership of the results of a task)
▪ Accountability for a specific task, process, service, etc. should be assigned to
just one person

ELEMENTS OF DELEGATION
 ACCOUNTABILITY

Source: https://sprigghr.com/blog/hr-professionals/responsibility-vs-accountability-whats-the-difference/

KEY DIFFERENCES OF RESPONSIBILITY AND

ACCOUNTABILITY
▪ Manager / Supervisor Benefits
▪ Reduced stress BENEFITS OF DELEGATION
▪ Improved time management
▪ Increased trust

▪ Employee Benefits
▪ Professional knowledge and skill development
▪ Elevated self-esteem and confidence
▪ Sense of achievement

▪ Organizational Benefits
▪ Increased teamwork
▪ Increased productivity and efficiency
 BARRIERS TO
▪ Lack of experience DELEGATION

▪ Lack of organizational skills

▪ Fear of being disliked by employees

▪ Reluctance to spend the time it takes to train employees

▪ Failure to establish effective control or follow – up

procedures
 COMMON MISTAKE

IN DELEGATION

Lack of Over-Supervise Not Enough of

Communication Training

Over- Lapping
Responsibilities

Boring Job → Kills Without Control Job Loading

Delegate to
Wrong Person
Steps in
Effective I – Introduce the task
Delegation D- Demonstrate clearly what needs to be done
E - Ensure understanding
A - Allocate authority, information and
resources
L – Let’s go
S - Support and Monitor
Review
Questions
1. What are the characteristics of a centralized organization? A decentralized
organization?
2. What is “ learned helplessness”?
3. What three types of power are given to a manager by his or her organization?
4. How does expert power differ from referent power?
5. What are the nine common strategies managers use to influence the behavior
of others?
6. What are the difference among the four communication styles of managers?
7. What are the general steps involved in successfully delegating work to others?
REFERENCES

•Woods R.H. and King J.Z. (2010), Leadership and Management in the
Hospitality industry (3rd ed.), American Hotel and Lodging Association.
•Lussier R.N. and Achua C.F. (2010). Leadership: Theory, Application
and Skill Development (4th ed.), Thompson Corporation.
THANK YOU
Q&A