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Individual Report

F84T 34 Managing People and Organizations

Outcome 3

Name: SCN: Class:

目录

Introduction ...................................................................................................................................... 2 Section 1: Roles and Activities of Managers within Application ...................................................... 3 Section 2: Likert’s Systems Theory on Leadership within Application ............................................ 4 Section 3: Tannenbaum and Schmidt Theory of Leadership within Application .............................. 6 Conclusion ......................................................................................................................................... 9

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Introduction

The 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, Likert’s 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.

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Findings

Section 1: Roles and Activities of Managers within Application

One appropriate theory is Fayol’s 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 their 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 organizational structure and determine what each person should do. Ailsa is the manager of the Shangri-La Hotel. She managed the company’s chambermaids, receptionists, cleaners and maintenance staff. She gave them a task. So we think this form is organise.

Command: Management of the staff’s arrangement is called 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 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. And will correct the mistakes. Craig doesn’t allow other

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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: Likert’s Systems Theory on Leadership within Application

Likert’s System Theory was proposed by Likert in 1967. 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 and 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, employees 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 doesn’t believe his employees in this form of management. The power is concentrate at the highest level. They rarely allow subordinates to participate in decision making. Most of company’s 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 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 organization’s goals 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

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