HND人力outcome3.docx
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HND人力outcome3
IndividualReport
F84T34ManagingPeopleandOrganizations
Outcome3
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Introduction
Thepurposeofthereportiswhattointroduceanumberoftheories.TheShangri-laHotellearnedfromthesetheoriestobettermanagethehotel.TherearefivesectionswhichareRolesandActivitiesofManager,Likert’sSystemsTheory,TannenbaumandSchmidtTheory,BasstheoryandtwowaysinwhichManagerialPerformancecanbemeasured.Thefindingofthisreportrevealsthatanumberoftheoriesonleadershipwithinapplication.
Findings
Section1:
RolesandActivitiesofManagerswithinApplication
OneappropriatetheoryisFayol’sTheoryofManagerialActivities.Itincludesfiveactivitiesthatareforecastandplan,organise,command,coordinate,control.
Forecastandplan:
Forecastandplanarethefutureandmakeplansforthefuture.Ailsavisitedsomecompaniestomaketheirownexperiencemoreabundantinthecase.Shealsoallowsemployeestogotouniversitytostudy.Employeeslearnedmoreknowledgeandappliedtothework.Sheispreparingforthefuturedevelopmentofthecompany.Sowethinkthisconclusionisforecast.
Organise:
Organiseistosettheorganizationalstructureanddeterminewhateachpersonshoulddo.AilsaisthemanageroftheShangri-LaHotel.Shemanagedthecompany’schambermaids,receptionists,cleanersandmaintenancestaff.Shegavethematask.Sowethinkthisformisorganise.
Command:
Managementofthestaff’sarrangementiscalledthecommand.Craigcommandthestaffinthekitchen.Heletstaffdowhattheydo.Theemployeesarefollowinghisorders.Sowethinkhisbehavioriscalledcommand.
Coordinate:
Coordinatemeansbindtogetherandharmoniseactivityandeffort.CraigandGordonproducedanumberoftermsintheprocessofcooperation.Forexample,inwhatseasontothehoteltoprovidewhatvegetables,orwhenakindofvegetableissoldgoodwillgivesomediscounttohotel.Sowethinkitisacoordinate.
Control:
Controlistomonitortheprocessoftheworkandtoensuretheimplementationoftheplan.Andwillcorrectthemistakes.Craigdoesn’tallowotherpeopletosigninthekitchen.OnlyallowhimselfandSousChefSaskiasignthebill.Wethinkthisbehaviorbelongstocontrol.
Section2:
Likert’sSystemsTheoryonLeadershipwithinApplication
Likert’sSystemTheorywasproposedbyLikertin1967.LikertSystemTheoryalsocalledsupportrelationtheory.LikertSystemTheorybelongingtobehaviortheory.Supportrelationtheoryforalongtimetodiscusstheinfluenceoftheleadershipbehaviorontheproductionefficiency.Thetheorysuggeststhatleadersshouldconsiderthesituationandideasoftheiremployees.Leaderssupportemployeestoachievetheirgoalsofactiontoallowemployeestorealizetheirownvalueandimportance.Letthemrealizethattheexperienceandknowledgeintheworkishelpfultoenhancetheirsenseofpersonalvalueandimportance.Atthesametime,employeeswillalsotakeacooperativeattitudetowardstheleaderandhaveasenseoftrust.Theywillrealizemutualsupport.Itincludesfoursystemsthatareexploitativeautocratic,benevolentautocratic,participativeanddemocratic.
ExploitativeAutocratic:
Themanagerdoesn’tbelievehisemployeesinthisformofmanagement.Thepowerisconcentrateatthehighestlevel.Theyrarelyallowsubordinatestoparticipateindecisionmaking.Mostofcompany’sdecisionsaremadebymanagement.Andthendeclareitintheformofanorder.Itwillbeimplementedasathreatandamandatoryapproachwhennecessary.Thecontactbetweenthesuperiorandthesubordinateisbasedonthemutualdistrust.Incentivesaremainlyusedtointimidateandpunishthemethod,butoccasionallytherewillbeareward.Itiseasytoformaninformalorganizationthatisoppositetotheformalorganization’sgoalsinthisway.
BenevolentAutocratic:
Theleadershipofahumbleattitudeinthisform.Subordinatesarestillkeepingcautiousattitude.Thedecisionmakingpowerisstillatthehighestlevel.Subordinatescanparticipateinacertainextentandsubjecttohighlevelconstraints.Ithasacertaindegreeofbottom-upcommunication.Ittakesrewardandpunishmentisusedtogether.Itwillformaninformalorganization,butthegoalisnotnecessarilyopposedtoformalorganization.
Participative:
Theleaderfullytruststhesubordinate.Ittakesahighdegreeofdecentralization.Thecommunicationbothtop-down,down-toptwo-waycommunicationandparallelcommunicationbetweencolleaguessotheexchangeofinformationinafriendlyatmosphere.Informalorganizationandformalorganizationbecomeawhole.Allforcesworktoachieveorganizationalgoals.Organizationalgoalsandpersonalgoalsareconsistent.
Democratic:
Thesuperiorhaveaconsiderabledegreeoftrustinsubordinates,butnotentirelytrust.Themaindecisionmakingpoweralsomasterinthehandsofthemanagers.Thesubordinatecanmakesomespecificissuesofdecisionmaking.Thecontactbetweenthesuperiorandthesubordinateisbasedonthemutualtrust.Itbasicusestherewardwaytomotivateemployees.Butoccasionallyusethewayofpunishment.Thismaybeaninformalorganization,butitmaysupporttheorganization’sgoals.Ithasasmallgroupofpeopleagainsttotheorganizationgoals.
Craigoftenusesthebenevolentautocraticsystem.Ailsaoftenusesthedemocraticsystem.Attheendofeachweek,Craigalwaysprovidedfreedrinksfortheteamtocelebrate,andtheteamalwaysenjoyedtheseget-togethers.ButCraighasabsolutepowerinkitchen.Craigowndesignmenuandheletstaffdowhattheydo.TheemployeesarefollowinghisordersSoCraigbelongstobenevolentautocraticleadership.AilsaalwaysgaveAntoniotodoitwhenshewasgoingout.BecauseAilsahasacertaintrustinhim.ButAilsadoesn’tfullytrusthim.Somethingwillonlyallowhertodo.SoAilsabelongstodemocraticsystem.
Section3:
TannenbaumandSchmidtTheoryofLeadershipwithinApplication
TannenbaumandSchmidtTheorywasproposedbyTannenbaumandSchmidt.TannenbaumandSchmidtTheorybelongtobehaviortheory.TheTannenbaumandSchmidtContinuumisasimplemodelwhichshowstherelationshipbetweentheleveloffreedomthatamanagerchoosestogivetoateam,andthelevelofauthorityusedbythemanager.Astheteam’sfreedomisincreased,sothemanager’sauthoritydecreases.
Aslevelsoffreedomincrease,themovementisalongacontinuumfromTells,Sells,Suggests,Consults,Joins,DelegatesandAbdicates.Tells:
Alldecisionsmadebyleadersputforwardandannouncedtosubordinates.Sells:
Leaderstosubordinatesmarketingdecisions.Suggests:
Leadersputforwardthedecision-makingandaskforrecommendationsfromsubordinates.Consults:
Leadersmakedecisionsforsubordinatestodiscuss.Join:
Leadersaskquestionstosubordinatesforadvice.Delegates:
Leadersputforwardlimitingconditionsandbycollectivedecisionmaking.Abdicates:
Leadersallowsubordinatesfreedomactivityunderspecifiedconditions.
Craigusesthe“Tell”approachonmanyoccasions.TellsbroughtCraigsomebadresults.Theleaderdoesn’ttrustemployees.Employeeswillhavesomenegativeemotionsafteralongtime.Theyhavenoenthusiasmandpowerforthework.Soitwillaffecttheefficiencyofwork.Craigcanusethe“Join”approach.Thiscanincreasethetrustbetweentheleaderandsubordinates.Itcanalsoimprovetheenthusiasmoftheemployees.Theemployeesworkefficiencyisbecomehigher.
Section4BasstheoryofleadershipwithinApplication
Basstheoryofleadershipwasraisedin1980s.Thetheoryisleadersinfluenceonfollowersinemotionalandsymbolicsignificance.Itincludestransformationalleadershipandtransactionalleadership.
Transactionalleadership:
Transactionalleadershipisestablishingincentivemechanismsforsubordinatestoachievegoalsbyclarifyingtheroleofworkorwages.Transactionalleadershiphasfourfactorsthatarecontingencyreward,activeexemplarymanagement,passiveexemplarymanagementandlaissez-faire.Contingencyrewardinsistseffortsandrewardstheprincipleofmutualexchange.Activeexemplarymanagementismonitorandfoundnottoconformtotherulesofactivities.Passiveexemplarymanagementisonlywhentheydonotmeetthecriteriaforintervention.Laissez-faireisgivingupresponsibilityandavoidsmakingdecisions.
Transformationalleadership:
Transformationalleadershipreferstothedevelopmentofpersonalcareandintelligencethroughpersonalcharismatoachieveahigherlevelofgoals.Transformationalleadershiphascharisma,emotionalappeal,intellectualstimulationandpersonalizedcare.Charismaistheleaderprovidesatargetvisionforthefollowers.Andgiveasenseofmissiontothefollowers.Emotionalappealistheleaderofthehighexpectationsoffollowers.Theyuseavarietyofwaystostresstheimportanceofworkinginasimpleway.Intellectualstimulationistheleadersupportsfollowerstotrynewwaystosolvetheproblem.Theyencouragefollowerstothinkindependentlyandsolveproblem.Personalizedcareispayattentiontoeveryone.Andgivetraining,guidanceandadviceaccordingtothecircumstancesofeachperson.
TransformationalleadershipisbetterthanTransactionalleadership.Theresearchshowstransformationalleadershipandlowturnoverrate,highproductivity,highemployeesatisfactionhasahighercorrelation.
Craigusetransactionalleadershipmoreincase.Wesuggestedthatheshouldusemoretransformationalleadership.Itcaninspirehisteamtoworkharder.Craigandemployeescanalsobuildtrustandrespect.Thiswillgetmorerevenueforhotel.
Section5TwoWaysinwhichManagerialPerformancecanbeMeasured
Employeesatisfac