HND人力outcome3.docx

1、HND人力outcome3Individual ReportF84T 34 Managing People and OrganizationsOutcome 3Name: SCN: Class: IntroductionThe 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

2、Activities of Manager, Likerts Systems Theory, Tannenbaum and Schmidt Theory, Bass 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 w

3、ithin ApplicationOne appropriate theory is Fayols Theory of Managerial Activities. 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 t

4、heir own experience more abundant in the case. She also allows employees to go to 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 organi

5、zational structure and determine what each person should do. Ailsa is the manager 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 ca

6、lled the command. Craig command the staff in the kitchen. He let staff do what they 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

7、 process of cooperation. For example, in what season to the hotel to provide what 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.

8、 And will correct the mistakes. Craig doesnt allow other people to sign in the kitchen. 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 1

9、967. Likert System Theory also called support relation theory. Likert System Theory 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 a

10、nd ideas of their employees. Leaders support employees to achieve their goals of action 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, e

11、mployees will also take a cooperative attitude towards the leader and have a sense 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 employ

12、ees in this form of management. The power is concentrate at the highest level. They 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

13、 when necessary. The contact between the superior and the subordinate is based on 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 goa

14、ls in this way.Benevolent Autocratic: The leadership of a humble attitude in this 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

15、degree of bottom-up communication. It takes reward and punishment is used together. 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 communicat

16、ion both top-down, down-top two-way communication and parallel communication between 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 go

17、als are consistent. Democratic: The superior have a considerable degree of trust in 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 th

18、e subordinate is based on the mutual trust. It basic uses the reward way to motivate 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 u

19、ses the benevolent autocratic system. Ailsa often uses the democratic system. At the 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

20、 they do. The employees are following his orders So Craig belongs to benevolent autocratic 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 demo

21、cratic system. Section 3: Tannenbaum and Schmidt Theory of Leadership within ApplicationTannenbaum 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 b

22、etween the level of freedom that a manager chooses to give to a team, and the level 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,

23、Delegates and Abdicates. Tells: All decisions made by leaders put forward and announced 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 subordina

24、tes to discuss. Join: Leaders ask questions to subordinates for advice. Delegates: 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 brou

25、ght Craig some bad results. The leader doesnt trust employees. Employees will have 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

26、 subordinates. It can also improve the enthusiasm of the employees. The employees work 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

27、. It includes transformational leadership and transactional leadership.Transactional 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 rew

28、ard, active exemplary management, passive exemplary management and laissez-faire. Contingency 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 the

29、y do not meet the criteria for intervention. Laissez-faire is giving up responsibility 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. Trans

30、formational leadership has charisma, emotional appeal, intellectual stimulation and 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 var

31、iety of ways to stress the importance of working in a simple way. Intellectual stimulation 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, guid

32、ance and advice according to the circumstances of each person. Transformational leadership 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 le

33、adership more in case. We suggested that he should use more transformational leadership. 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 satisfac