Memorandum

1. Read more about “Informational Interviewing” using the links provided in this folder
2.you must answer a minimum of 20 questions. (I need you to make up the answers by yourself)
3. Send in the mail (snail mail / US Postal Service) a hand written Thank you card – MUST BE HANDWRITTEN!!! Do not EMAIL or write on lined/note book paper. Only “note cards” that go into an envelope with a stamp. Be sure to do this within one day of the interview. With your submission of the assignment, you will need to include an image of the written thank you note (scan or take a photo) and business card* of your interviewee in your FINAL submission
4.Be sure to pay close attention to:
*Contact information
*Type the responses of the interviewee (third person view) in paragraph format (5 sentences = 1 paragraph). If you submit a single sentence for each question, your assignment will NOT be accepted
*Submit a photo or scanned image of the business card (or alternative listed above) and thank you note in your final submission.

Memorandum

Date: 8 Apr. 2020

To: Connie Wooledge, MSLM

From: Your name goes here

Enrolled in HRT 3410.03

Subject: Informational Interview with John Peterson

Interviewee Name:  Peterson

Interviewee Position/Title: Hospitality Manager

Interviewee Department: Food Production

Interviewee Company: Fairview Hotel

Interviewee Address:

Interviewee Phone:

Interviewee Email:

Please describe the leadership style(s) that the interviewee demonstrated in the interview.

The interviewee demonstrated transformational and participative leadership. He revealed that he does not make any decisions in the hotel without engaging employees in his department. The manager also said that he focused on developing leadership qualities in all employees in the food production department. He leads by example and ensures that his subordinates learn to ensure that the workplace continues to run effectively in his absence.

Give THREE examples to illustrate how the interviewee showed his/her leadership in the daily operation.

The leader is successful in the role. He uses various strategies to prove his leadership capability:

1. He collects the opinions of his employees before making daily decisions
2. He delegates responsibilities to different employees in the department every day
3. He creates teams of employees in the food production department to complete specific tasks.

Was the interviewee an effective leader? If so, please provide THREE pieces of evidence. If not, please recommend the ways in how he/she can be an effective leader.

The interviewee was an effective leader. His effectiveness is evident through the following specific actions:

1. He focuses on communication as his main leadership quality.
2. He supports innovation in the food production department.
3. He does not dominate leadership; instead, the manager delegates responsibility to the employees in the department.

Did the interviewee demonstrate as an ethical leader? If so, please provide THREE examples. If not, please suggest what he/she can do to become an ethical leader.

The leader demonstrates ethical leadership through his decision-making skills and actions:

1. He focuses on value-driven decision-making
2. He does not discriminate against employees
3. He has respect for his flowers

Interview Questions with John Peterson

1. How would you describe your management style?

I use participative leadership. The style ensures that all employees in the department are engaged in making critical decisions. As a result, they are always motivated to work. They also develop creative ideas to improve productivity, where participative leadership encourage organizational commitment and motivation,

• What are some mistakes that you think hospitality managers commonly make?

Hospitality managers make mistakes that could affect their performance. One of the issues is assuming the role of employees in decision-making. For instance, some managers avoid delegating duties, and others fail to motivate their followers to improve performance. In addition, failure to address conflicts promptly, leads to a hostile environment that employees cannot thrive in due to conflicts.

1. How do you “fix” any mistakes or make sure that they do not happen again?

I work with employees to identify weaknesses in my leadership and ensure that past mistakes are not repeated. For example, I have open discussions with them every morning and once a week to plan the day and the coming week. I also motivate my followers through recognition and bonuses for excellent performance. Team-building activities that are conducted once every month motivate and increase employees’ morale to work signifcantly.

• What do you think are some key qualities/characteristics and skills that a _________ manager at your level should have?

A manager at my level should have qualities that make them effective. Some of the characteristics include listening and communication skills, the ability to delegate duties, and innovation. The skills make the leader effective and mold employees into achieving his vision in the organization. Notably, the manager should have a vision, which he markets to his subordinates, without which they all work without any long or short-term goals and objectives.

• Which skills do you believe have been most valuable in assisting you in your management role?

Various skills have been instrumental in my management roles. For instance, communication skills, creativity, and innovation, delegation, listening, and respect have been crucial in my journey. I also strive to lead with example. I have developed effective leadership through collaboration and I am also a great marketer and researcher. I have found the attributes valuable since they influence a conducive workplace, motivating everyone to give their best to a certain cause every day.

• What is the most challenging aspect of being a ___________ manager?

The most challenging aspect of being a manager in the hotel industry is motivating employees. Motivation is critical to reducing turnover and managing a diverse workforce in the modern multicultural environment. I have to create the right incentives for the employee since I strive to understand them and identify what motivates each; otherwise, I risk losing my most valuable human capital. Over time, I have come to understand a manager’s success is pegged on his juniors since they are the ones actively involved in realizing every set goal.

• What problem-solving strategies do you use?

The most common problem-solving strategy in my department is open communication. I believe that communicating with affected individuals is the most effective way of finding a practical solution. I work together with members of my department to confront issues arising in the workplace. As a result, I encourage communication by being a good listener. I employ an open-door policy, which communicates that everyone’s ideas and grievances deserve a chance to be heard.

• What is the most difficult challenge that you have faced as a hospitality manager?

The most difficult challenge in the hospitality industry is the rapid changes in customer expectations amid increasing competition. As a manager, I have to keep up with the changes to avoid losing customers to competitors. Trends in the industry indicate that there has been an increase in competition. Therefore, I am obligated to prepare employees for such changes, through experience, knowledge, and skills in order to enhance their adaptability. As a result, collaborateion and teamwork are necessary in order to improve our performance in the market.

• What do you enjoy least about your job as a hospitality manager?

The one thing I enjoy least in my job is having to replace an employee who leaves the company. I dread having to start again in training and helping a recruit to integrate into the company’s culture. However, it is a common occurrence due to various issues, such as promotions and other growth opportunities. In case it happens, I have learned to remain positive and use the opportunity to gauge my skills as a leader, a role model, and a trainer.

• What do you enjoy most about your job as a hospitality manager?

What I enjoy the most in my work is working with my employees to meet customer expectations. I love it most when a customer gives a positive review due to the services provided by the employees. I love the positive reviews, but I also thrive on the unmet expectations. I find such instances as avenues for innovation and learning. The results have been a loyal customer base, and remaining in front of our competitors.

1. How would you describe a typical workday for you?

A typical workday for me begins with a meeting with members of my department to plan the day. We have a schedule of the shift’s activities and what we need to accomplish by the end of the day. Most importantly, I do not let my employees work alone; instead, I join them in their work. Although I have an office, I rarely spend my day there as I work mostly with the employees to create a team spirit. Therefore, my day is spent on rounds and minimal administrative duties.

1. What strategies do you use to motivate employees and maintain morale?

I have realized that my employees require both intrinsic and extrinsic motivations. Besides material rewards, such as bonuses, I identify the strengths of each employee and allocate responsibilities accordingly. As a result, they are motivated to achieve their goals. I also strive to create organizational commitment among employees. Consequently, we have a structured motivation program with appropriate incentives for different types of performance.

1. How do you measure employees’ success?

I conduct regular performance reviews. They are meant to assess the level of employee effectiveness in the organization. I use the results of the review to implement performance improvement strategies, such as training and development. We have created important programs to support the continued development of our employees, whereby the evaluation data inform the effectiveness of the program.

1. What traits do you look for when hiring management employees?

Innovativeness is the most important skill besides academic qualifications and experience. I want to ensure that my management employees can improve products and services to counter the high level of competition in the hospitality market. I motivate them to use their skills and infuse their creativity to ensure they maximize on their strengths. The candidates must demonstrate their willingness to learn and adapt, as well as their ability to work in teams to ensure they can survive the competitive hospitality field.

1. How long does it take for employees to complete the training program you offer?

Employee undergoes a three-month training program on the job. During that period, they are usually on probation. However, the company provides more opportunities for growth. We have a training and development program, where all current employees undergo regular on-the-job or external training. Therefore, the duration of training depends on position of the worker and the type of program one is undertaking.

1. What is a competitive salary range for your position?

Hospitality managers earn a good salary. It is one of the reasons I enjoy working in the position. The average salary for the entry-level Hospitality Manageris $40,109. However, it can be up to $51,709 per year with experience. The salary also depends on the organization and other benefits. Therefore, the provided fogures are just an average of what I know and should not reflect every manager’s position in the industry.

1. Why do you like working for the company compared to your previous employer?

I like working for the company. It has room for growth from its competitive operations and training programs. I was seeking an environment in which I could lead a diverse team of highly qualified employees, and my current workplace provides it. I also want to train and grow with my subordinates. The company also provides a strong team spirit. The freedom I enjoy regarding the management of my team enables me to explore the position in terms of activities and leadership style.

1. What experiences have you had that helped you to get to your current position?

I have worked as a food and production manager in two hotels for the last five years. Before then, I had four years of experience in the hospitality industry. In fact, since completing my education, I have worked in the hotel industry entirely. I have worked with employees and customers in the sector. The experience has helped me to get to where I am today. Indeed, passion for the job and the industry have always elevated my abilities to execute my duties.

1. Is there anything that you would do differently in your career as a hospitality manager?

Yes, I would learn to use technology to collect and analyze data from the hospitality industry. I would also encourage my employees to keep pace with technological developments in the industry. I would also improve learning and development beyond the training of recruits to continue developing skills. Another thing I would focus on is motivating employees by creating a balance between their work and family needs, especially in the face of increasing consumer demands.

1. How important is it to a management career to have a university degree in hospitality management?

People with a university degree have the skills and qualifications necessary to manage people. For example, they develop high-level critical and analytical skills to enable them to influence others and the market, such as the level of competition. The skills help them to collect data from the market and learn how to work with others to achieve common goals. Therefore, university education is an added advantage for hospitality managers.

• As a manager, what would you recommend as my point of focus in learning, which will benefit me in my career?

I would recommend that besides the work-related skills, you must become a good listener and communicator. You should also develop creativity to create competitive products and services to overcome the growing competition in the market. You should also focus on understanding the market. The research will help you to determine the needs of your customers, which are at the core of the services provided in the industry.

• Why do you think there is so much turnover in hospitality management?

The high turnover in the industry is due to the high demands placed on employees, especially to meet customer expectations. Managers put a lot of pressure on them, which might inform their decision to quit. Employees are key to business success, but lack of motivation affects their morale. Many managers focus on the customer and ignore employees. As a result, issues such as lack of balance in work-life relationships inform their decision to quit.

• Do you have any recommendations/suggestions for me in my hospitality management job search?

I would recommend that you understand the industry at large, especially the benefits and the downsides of working in a hotel. Therefore, it is important to gauge your skills and experience as well as your personal goals before settling for a job. The management style of the organization is also critical as it is what can promote or impede your personal growth and development. Furthermore, examine your personal mission and vision to ensure that they are aligned with a prospect employee in order to avoid job dissatisfaction and possible turnover, which would affect your overall objectives in your career.