人力Outcome3

1、Outcome31A. 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, inform

2、ational role and decisional role.Lets look at each of the ten managerial roles in greater detail.Interpersonal CategoryThe managerial roles in this category involve providing information and ideas.Figurehead As a manager, you have social, ceremonial and legal responsibilities. Youre expected to be a

3、 source of inspiration. People look up to you as a person with authority, and as a figurehead.Leader This is where you provide leadership for your team, your department or perhaps your entire organization; and its where you manage the performance and responsibilities of everyone in the group.Liaison

4、 Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.Informational CategoryThe managerial roles in this category involve processing information.Monitor In this role, you regularly seek out information related to you

5、r organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.Disseminator This is where you communicate potentially useful information to your colleagues and your team.Spokesperson Managers represe

6、nt and speak for their organization. In this role youre responsible for transmitting information about your organization and its goals to the people outside it.Decisional CategoryThe managerial roles in this category involve using information.Entrepreneur As a manager, you create and control change

7、within the organization. This means solving problems, generating new ideas, and implementing them.Disturbance Handler When an organization or team hits an unexpected roadblock, its the manager who must take charge. You also need to help mediate disputes within it.Resource Allocator Youll also need t

8、o determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.Negotiator You may be needed to take part in, and direct, important negotiations within your team, department, or organization.1B. Explain how

9、the roles identified in (a) are being carried out by managers in Shangri-la Hotels.In case, Saskia is a disseminator in the hotel. When Craig left the hotel, Saskia was assigned to the work of the kitchen and service staff.Ailsa is the leading hotel. She took part in all the hotel activities and man

10、aged all the staff in the hotel. If students choose to become part - time staff in the hotel, Ailsa will increase their wages.Craig is an allocator of hotel resources. Every day in the kitchen, he prepared the menu for the restaurant and assigned specific tasks to the attendants and the kitchen staf

11、f. He pays close attention to what everyone has done, because he believes that every dish that leaves the kitchen has his signature, so he must conform to his strict standards.2A. Explain Likerts System theory on leadership.Rensis Likert and his associates studied the patterns and styles of managers

12、 for three decades at the University of Michigan, USA, and identified a four-fold model of management systems. The model was developed on the basis of a questionnaire administered to managers in over 200 organizations and research into the performance characteristics of different types of organizati

13、ons. The four systems of management system or the four leadership styles identified by Likert are: System 1 - Exploitative Authoritative:Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The superior has no trust and confidence in subordinates. The decisions are

14、imposed on subordinates and they do not feel free at all to discuss things about the job with their superior. The teamwork or communication is very little and the motivation is based on threats. System 2 - Benevolent Authoritative:The responsibility lies at the managerial levels but not at the lower

15、 levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship). Here again, the subordinates do not feel free to discuss things about the job with their superior. The teamwork or communication is very little and motivation i

16、s based on a system of rewards. System 3 - Consultative:Responsibility is spread widely through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates. Some amount of discussion about job related things takes place between the superior and subordinates

17、. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job. System 4 - Group Participative:Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy.

18、There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation.2B. Which system do you believe apply to Craig and Ailsas approach to management. Explain your answer.In case, Ailsa use the group participative system i

19、n the hotel. Alisa knew that Antonio had years of experience in the hotel industry and trusted him and his team to implement this strategy. The sales visit that Alisa means that she often leaves the hotel, but she is not, Antonio running things rarely have a problem or a fuss.Craig uses the benevole

20、nt authoritative system in the hotel. Every weekend, Craig always offers a free hot drink for the team to celebrate, and the team always likes these parties. Craig always stressed that they had to tell the team that they did well at the weekly party.3A. Describe the Bass theory of leadership and exp

21、lain how it can be used to enhance the motivation, moral and job performance of employees.According to Bass transformational leadership theory encompasses several different aspects, including: Emphasizing intrinsic motivation and positive development of followers Raising awareness of moral standards

22、 Highlighting important priorities Fostering higher moral maturity in followers Creating an ethical climate (share values, high ethical standards) Encouraging followers to look beyond self-interests to the common good Promoting cooperation and harmony Using authentic, consistent means Using persuasi

23、ve appeals based on reason Providing individual coaching and mentoring for followers Appealing to the ideals of followers Allowing freedom of choice for followersTransformational leaders are described to hold positive expectations for followers, believing that they can do their best. As a result, th

24、ey inspire, empower, and stimulate followers to exceed normal levels of performance. Transformational leaders also focus on and care about followers and their personal needs and development. Transformational leaders fit well in leading and working with complex work groups and organizations, where be

25、yond seeking an inspirational leader to help guide them through an uncertain environment, followers are also challenged and feel empowered; this nurtures them into becoming loyal, high performers.There are 4 components to transformational leadership, sometimes referred to as the 4 Is: Idealized Infl

26、uence (II)- the leader serves as an ideal role model for followers; the leader walks the talk, and is admired for this. Inspirational Motivation (IM)- Transformational leaders have the ability to inspire and motivate followers. Combined these first two Is are what constitute the transformational lea

27、ders charisma. Individualized Consideration (IC)- Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts. Intellectual Stimulation (IS)- the leader challenges foll

28、owers to be innovative and creative. A common misunderstanding is that transformational leaders are soft, but the truth is that they constantly challenge followers to higher levels of performance.Transformational leadership is said to have occurred when engagement in a group results in leaders and f

29、ollowers raising one another to increased levels of motivation and morality.3B. Explain how Craig could use the above approaches to improve his leadership style.Idealized Influence (II)- Craig also believed it was important to study at college, but he spent a lot of time personally with the kitchen

30、staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.Inspirational Motivation (IM)- At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. Intellectual Sti

31、mulation (IS)- Saskia was aware that there were some moans among the kitchen staff and had spoken to Craig about this. Craig was upset to be advised of this as he had always felt his restaurant was a high-pressure but fun environment to work in. So Craig decided to discuss the issue with Ailsa.4. Ex

32、plain two ways in which managerial performance can be measured and in each case describe how the measure can be used to assess managerial performance.It is important in an organisation that the performance of management is measured on an ongoing basis and that corrective action taken as required. By

33、 measuring management performance, an organisation can evaluate and review the effectiveness and performance of a managers approach, identify problem areas and offer insights for improvement. There are a variety of mechanisms to measure the effectiveness of an organizations management. There may inc

34、lude: Appraisal, Staff development, Management development and Development programmers.Appraisal: All staff members, whether managers or not, should be regularly appraised. For managers such appraisal should include not only technical ability and skills but also managerial and interpersonal skills.

35、This assists in building effectiveness by identifying if individual members of staff have stuck to their own goals which when grouped go towards meeting the goals of the organisation.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