HND人力outcome3.doc

《HND人力outcome3.doc》由会员分享，可在线阅读，更多相关《HND人力outcome3.doc（11页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、,Individual ReportF84T 34 Managing People and OrganizationsOutcome 3Name: SCN: Class: 目录Introduction2Section 1: Roles and Activities of Managers within Application3Section 2: Likerts Systems Theory on Leadership within Application4Section 3: Tannenbaum and Schmidt Theory of Leadership within Applica

2、tion6Conclusion9IntroductionThe purpose of the report is what to introduce a number of theories. The Shangri-la Hotel learned from these theories to better manage the hotel. There are five sections which are Roles and Activities of Manager, Likerts Systems Theory, Tannenbaum and Schmidt Theory, Bass

3、 theory and two ways in which Managerial Performance can be measured. The finding of this report reveals that a number of theories on leadership within application. FindingsSection 1: Roles and Activities of Managers within ApplicationOne appropriate theory is Fayols Theory of Managerial Activities.

4、 It includes five activities that are forecast and plan, organise, command, coordinate, control. Forecast and plan: Forecast and plan are the future and make plans for the future. Ailsa visited some companies to make their own experience more abundant in the case. She also allows employees to go to

5、university to study. Employees learned more knowledge and applied to the work. She is preparing for the future development of the company. So we think this conclusion is forecast.Organise: Organise is to set the organizational structure and determine what each person should do. Ailsa is the manager

6、of the Shangri-La Hotel. She managed the companys chambermaids, receptionists, cleaners and maintenance staff. She gave them a task. So we think this form is organise.Command: Management of the staffs arrangement is called the command. Craig command the staff in the kitchen. He let staff do what the

7、y do. The employees are following his orders. So we think his behavior is called command. Coordinate: Coordinate means bind together and harmonise activity and effort. Craig and Gordon produced a number of terms in the process of cooperation. For example, in what season to the hotel to provide what

8、vegetables, or when a kind of vegetable is sold good will give some discount to hotel. So we think it is a coordinate.Control: Control is to monitor the process of the work and to ensure the implementation of the plan. And will correct the mistakes. Craig doesnt allow other people to sign in the kit

9、chen. Only allow himself and Sous Chef Saskia sign the bill. We think this behavior belongs to control.Section 2: Likerts Systems Theory on Leadership within ApplicationLikerts System Theory was proposed by Likert in 1967. Likert System Theory also called support relation theory. Likert System Theor

10、y belonging to behavior theory. Support relation theory for a long time to discuss the influence of the leadership behavior on the production efficiency. The theory suggests that leaders should consider the situation and ideas of their employees. Leaders support employees to achieve their goals of a

11、ction to allow employees to realize their own value and importance. Let them realize that the experience and knowledge in the work is helpful to enhance their sense of personal value and importance. At the same time, employees will also take a cooperative attitude towards the leader and have a sense

12、 of trust. They will realize mutual support. It includes four systems that are exploitative autocratic, benevolent autocratic, participative and democratic.Exploitative Autocratic: The manager doesnt believe his employees in this form of management. The power is concentrate at the highest level. The

13、y rarely allow subordinates to participate in decision making. Most of companys decisions are made by management. And then declare it in the form of an order. It will be implemented as a threat and a mandatory approach when necessary. The contact between the superior and the subordinate is based on

14、the mutual distrust. Incentives are mainly used to intimidate and punish the method, but occasionally there will be a reward. It is easy to form an informal organization that is opposite to the formal organizations goals in this way.Benevolent Autocratic: The leadership of a humble attitude in this

15、form. Subordinates are still keeping cautious attitude. The decision making power is still at the highest level. Subordinates can participate in a certain extent and subject to high level constraints. It has a certain degree of bottom-up communication. It takes reward and punishment is used together

16、. It will form an informal organization, but the goal is not necessarily opposed to formal organization.Participative: The leader fully trusts the subordinate. It takes a high degree of decentralization. The communication both top-down, down-top two-way communication and parallel communication betwe

17、en colleagues so the exchange of information in a friendly atmosphere. Informal organization and formal organization become a whole. All forces work to achieve organizational goals. Organizational goals and personal goals are consistent. Democratic: The superior have a considerable degree of trust i

18、n subordinates, but not entirely trust. The main decision making power also master in the hands of the managers. The subordinate can make some specific issues of decision making. The contact between the superior and the subordinate is based on the mutual trust. It basic uses the reward way to motiva

19、te employees. But occasionally use the way of punishment. This may be an informal organization, but it may support the organizations goals. It has a small group of people against to the organization goals.Craig often uses the benevolent autocratic system. Ailsa often uses the democratic system. At t

20、he end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. But Craig has absolute power in kitchen. Craig own design menu and he let staff do what they do. The employees are following his orders So Craig belongs to benevolent au

21、tocratic leadership. Ailsa always gave Antonio to do it when she was going out. Because Ailsa has a certain trust in him. But Ailsa doesnt fully trust him. Some thing will only allow her to do. So Ailsa belongs to democratic system. Section 3: Tannenbaum and Schmidt Theory of Leadership within Appli

22、cationTannenbaum and Schmidt Theory was proposed by Tannenbaum and Schmidt. Tannenbaum and Schmidt Theory belong to behavior theory. The Tannenbaum and Schmidt Continuum is a simple model which shows the relationship between the level of freedom that a manager chooses to give to a team, and the leve

23、l of authority used by the manager.As the teams freedom is increased, so the managers authority decreases.As levels of freedom increase, the movement is along a continuum from Tells, Sells, Suggests, Consults, Joins, Delegates and Abdicates. Tells: All decisions made by leaders put forward and annou

24、nced to subordinates. Sells: Leaders to subordinates marketing decisions. Suggests: Leaders put forward the decision-making and ask for recommendations from subordinates. Consults: Leaders make decisions for subordinates to discuss. Join: Leaders ask questions to subordinates for advice. Delegates:

25、Leaders put forward limiting conditions and by collective decision making. Abdicates: Leaders allow subordinates freedom activity under specified conditions.Craig uses the “Tell” approach on many occasions. Tells brought Craig some bad results. The leader doesnt trust employees. Employees will have

26、some negative emotions after a long time. They have no enthusiasm and power for the work. So it will affect the efficiency of work. Craig can use the “Join” approach. This can increase the trust between the leader and subordinates. It can also improve the enthusiasm of the employees. The employees w

27、ork efficiency is become higher. Section 4 Bass theory of leadership within ApplicationBass theory of leadership was raised in 1980s. The theory is leaders influence on followers in emotional and symbolic significance. It includes transformational leadership and transactional leadership.Transactiona

28、l leadership: Transactional leadership is establishing incentive mechanisms for subordinates to achieve goals by clarifying the role of work or wages. Transactional leadership has four factors that are contingency reward, active exemplary management, passive exemplary management and laissez-faire. C

29、ontingency reward insists efforts and rewards the principle of mutual exchange. Active exemplary management is monitor and found not to conform to the rules of activities. Passive exemplary management is only when they do not meet the criteria for intervention. Laissez-faire is giving up responsibil

30、ity and avoids making decisions. Transformational leadership: Transformational leadership refers to the development of personal care and intelligence through personal charisma to achieve a higher level of goals. Transformational leadership has charisma, emotional appeal, intellectual stimulation and

31、 personalized care. Charisma is the leader provides a target vision for the followers. And give a sense of mission to the followers. Emotional appeal is the leader of the high expectations of followers. They use a variety of ways to stress the importance of working in a simple way. Intellectual stim

32、ulation is the leader supports followers to try new ways to solve the problem. They encourage followers to think independently and solve problem. Personalized care is pay attention to everyone. And give training, guidance and advice according to the circumstances of each person. Transformational lea

33、dership is better than Transactional leadership. The research shows transformational leadership and low turnover rate, high productivity, high employee satisfaction has a higher correlation. Craig use transactional leadership more in case. We suggested that he should use more transformational leader

34、ship. It can inspire his team to work harder. Craig and employees can also build trust and respect. This will get more revenue for hotel.Section 5 Two Ways in which Managerial Performance can be MeasuredEmployee satisfaction: Employee satisfaction is an employee through comparison of the perceived e

35、ffects of the enterprise and his expectations formation the feeling. It is a kind of psychological activity. Alisa always gave Antonio to do it when she was going out. He is always going to get things done. So Alisa very trusts Antonio. Antonio is satisfied with the present situation of his work. If

36、 the higher the employee satisfaction, then the employee enthusiasm for work is higher. It can improve the efficiency of work. It can increase employee satisfaction and team cohesion in the hotel. Team cohesiveness: Team cohesiveness is the power that people gather together. Team cohesiveness is a n

37、ecessary condition for the existence of a team. If a team doesnt have the team cohesiveness. It loses the condition of existence. Craig always provided free drinks for the team to celebrate every weekend. The team members always like the parties. This approach can better encourage employees and incr

38、ease the cohesion of the enterprise. The hotels employees will be to work harder.ConclusionThe findings of this report reveal that a number theory for the Shangla-ri Hotel. The manager can apply these theories to the management hotel. The manager can use to more transformational leadership. It can better motivate employees to work hard. And build trust and respect between employees. Finally, I wish the future of Shangri-la Hotel is getting better and better. ReferenceSteven L McShane, Mary Ann Von Glinow, Organizational Behaviour, Fourth Edition, McGraw-Hill Irwin