HND人力outcome.docx

HND人力outcome.docx

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HND人力outcome

IndividualReport

F84T34ManagingPeopleandOrganizations

Outcome3

Name:

SCN:

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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.

Section5TwoWaysinwhichManagerialPerfor