1A.with reference to an appropriate theory explain the main roles and activities of a manager Management roles refers to a specific type of management behavior. Mintzberg 10 kinds of management behavior can be further combination of three main aspects, namely the interpersonal roles, informational role and decisional role.
Informational including Monitor, Disminator,Spokesperson. Interpersonal including Figurehead,Leader and Liaison. Decision including Entrepreneur, Disturbance handler,Resource allocator and Negotiator.
Monitor ek and get all kinds of internal and external information, in order to thoroughly understand the organization and the environment. Also known as supervisors.
Disminator will from external personnel and lower the information transmitted to other members of the organization.
Spokesperson relead to the outside world organization plan, policies, actions and results, etc. Figurehead must perform the routine many legal and social obligations. Also known as the reprentative.
Leader responsible for motivating; Responsible for personnel, training and related responsibilities. Liaison maintenance developed by external relations and sources, get help and information. Entrepreneur opportunities for organizations and environments, establish "improvements" to initiate change.
Disturbance handler when organizations face focus, accident chaos, responsible for corrective action. Resource allocator is responsible for the allocation of various resources organization - to develop and approve all relevant organizational decisions.
Negotiators in the main negotiations as a reprentative of the organization.
In ca Ailsa as Leader in Hotel.she took part in all events of Hotel and manage all staff in the Hotel.Such as when students cho become part-time staff in the Hotel,Ailsa would increa their salary.
Craig as resource allocator in Hotel.Each day in the kitchen he personally prepared the menu for the restaurant, and allocated specific tasks to the waiters and kitchen staff. He kept clo tabs on exactl
y what each one did, as he believed that every dish that left the kitchen had his signature on it and therefore had to meet his rigorous standards.
Saskia as Disminator in the hotel. Whenever Craig was away from the hotel, Saskia was delegated
几月几号是父亲节
the job of issuing work to the kitchen and waiting staff.
划粥断齑2A. Explain Likert's System theory on leadership咏怀古迹
冰箱冷藏室This theory is he and his colleagues on the production as the center of the style of leadership and people-centered leadership after a comparative study of the results. The theory is that support relationship is a two-way street. Leaders want to consider the situation of subordinate staff, ideas, and hope, help staff to achieve its objectives, make the worker to realize their own value and importance. Leader this support can motivate subordinates to the worker the worker of leadership take the attitude of cooperation, trust, support the leader's job.
He's led four system model is put forward in 1967, is the leadership style is divided into four types of systems. Exploitative authoritative, benevolent authoritative, consultative and participative.
He thinks only a fourth way - "participative" to achieve truly effective leadership to correctly t goals for the organization and effectively reach your target. Given the leadership to take way to motivate people, so he thought, this is the most effective way of leading a group.
Management style 1 is called "the exploitative authoritarian" or "authoritarian - authoritarian". In this way, the director of the personnel is very authoritarian, rarely trust subordinates, to make people fear and punishment, the method of combination rewards to motivate people, occasionally take a top-down communication, decision-making authority is limited to the top.
Management way 2 is referred to as "benevolent authoritative" or "enlightened authoritarian", in this way, the director of the personnel have full of trust and confidence of the staff; Reward and punishment and incentive methods; Allow a certain amount of communication from bottom to top, solicited subordinates some ideas and Suggestions; Granted to certain decision-making power at a lower level, but firmly control policy.
Management style 3 is called "consultation". Take this way, the director of the personnel of subordinates have quite big but not fully trust and confidence, he often try to adopt the subordinate ideas and opinions; The reward, occasionally with punishment and a certain degree of participation;
Engaged in two-way communication information up and down; Top on major policy and overall decision-making at the same time, allow lower-level departments make specific decision problem, and in some cas.
He believes that 4 is the most effective approach of management way, can be called“participatory" collective. Managers to take a fourth way of subordinates in all matters with full confidence and trust, always get ideas and opinions from subordinates, and actively adopt them; To determine the objectives and evaluation target the progress, organize groups to participate in, on the basis of the material rewards; More engaged in the communication between with colleagues between up and
down; I encourage organizations at all levels to make decisions, or as members of the group with their subordinates to work together.
2B.Which system do you believe apply to Craig and Ailsa's approach to management . explain your answer.
舍得的名言Craig often u the benevolent authoritative system in the hotel. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed the get-togethers. Craig always made a point of telling the team they had done a good job at the weekly get-
together.
Ailsa often u the group participative system in the hotel. Ailsa knew that Antonio had many years’experience in the hotel trade and trusted him and the team to implement this strategy. The sales visits that Ailsa made meant she was often away from the hotel, but in her abnce Antonio ran things with little problem or fuss.
3A.Describe how the Tannenbaum and Schmidt Theory of leadership shows that different situations demand different leadership approaches
R. Tannenbaum and Warren Schmidt in 1958 leading behavior continuum theory is propod. , they argue, managers in deciding what behavior (style) is most suited to produce often difficult when dealing with a problem. They don't know whether should I make a decision, or authorized to make decisions.
1, tells-the leaders make decisions and announced. In this mode, the leaders identify a problem, and is considering various alternatives, choo a, and then announced to subordinates, not to direct participation in decision-making.
南瓜辅食2,lls- leader to persuade subordinates executive decisions. In this mode, with the former mode, the leader of responsibility for the identified problems and make decisions. But he is not simply declared to implement the decision, but realized that subordinates may exist in opposition, and tries to illustrate the benefits of this decision may give subordinates to persuade subordinates to accept the decision, to eliminate the subordinate.
3, leaders put forward plans and solicit opinions of the subordinates. In this mode, the leaders put forward a decision, and hopes to subordinates to accept the decision, he offered the subordinate a details about his plans, and allow the subordinate problems are put forward. In this way, the staff can better understand the leader's plan and intentions, leaders and subordinates to discuss the significance and role of decision making.
4, leader can modify the plan is put forward. In this mode, the subordinates can affect decisions play a certain role, but the initiative in identifying and analysing problems are still in the hands of leaders. Leader first to think of a problem, which is a temporary plan is put forward. And give the tentative plan to relevant personnel to ask for some advice.
5, leader to ask questions, ask for opinion make decisions. In the above veral kinds of mode, the l
eaders before they ask for their opinions put forward their own solutions, and in this pattern, subordinates in the decision to make before put forward their own Suggestions. The leader's active role in problem determination, subordinate role is to put forward a variety of solutions, and finally, leaders from their own and subordinates of the solutions propod a he thinks the best solution.
6, leader scope issues, subordinates collective decision-making. In this model, the leader has decision-making authority to the subordinate group. The leader's job is to figure out what the problem to be solved, and put forward decision-making for subordinates the conditions and requirements of subordinates in accordance with the extent of leaders define the problem to make decisions.
7, leader allows subordinates within the limits prescribed by the boss. This model reprents the extreme freedom of groups. If the leader took part in the decision-making process, he should try to make mylf and other members of the team is in equal status, and prior statement obrve group made any decision.
3B.Describe the Bass theory of leadership and explain how it can be ud to enhance the motivation, moral and job performance of employees
Bass will initially be transformational leadership is divided into six dimensions, and then summarized as three key factors, Avolio in its basic way of transformational leadership behavior will be summarized as four aspects,inspirational motivation, intellectual Stimulation,idealized Influence and individualized consideration.
Inspirational motivation refers to the leader r of followers placed high expectations, through the incentive to make them involved in the business of achieving an organization's vision. In practice, the leader u beliefs and emotional appeal to condend group members, in order to obtain greater achievement than individual interests, so the factors to enhance the team spirit.
英文表白小短句Intellectual Stimulation refers to leaders inspire their followers to creativity and innovation consciousness, on its own and the leader's beliefs and values, beliefs and values to the organization also questioned, leader support follower try the creation of new theory, new method to solve the
problems of the organization, to encourage the followers to think independently and solve problems.
Idealized Influence refers to the leader to the follower by way of example, followers of the leader, and is willing to follow the leader, the leader usually have higher moral standards, values and moral behavior, the leaders provide followers goals and vision, a n of mission to followers. charisma
individualized consideration refers to the leader to create a supportive atmosphere, followers to listen carefully to the individual needs, a leader in helping the individual lf-fulfillment when playing with the coach and the role of advisor, help followers to achieve its own needs and development.
3c. Explain how Craig could u the above approaches to improve his leadership style
Craig also believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.
At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed the get-togethers.
4.Explain two ways in which managerial performance can be measured and in each ca describe how the measure can be ud to asss managerial performance.
Measures of managerial effectiveness method is refers to the u of certain quantitative indicators and evaluation standard, to achieve its performance goals,and to achieve this the budget execution results taken by the comprehensive evaluation method. Measures of managerial effectiveness includ
ing Appraisal, Staff development, Management development and Development programmes. Staff development : Effective development requires a systematic approach, which begins when the human resources department formulates its plan, This plan outlines the job requirements for the future in order to achieve the organizational goals, along with performance criteria in order to achieve the goals.
Management development is under the specific environment of group has the resources for effective planing, organizing, leading and controlling, in order to achieve the established process of organizational goals.
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