完整HND人力outcome3

lA.witreferenc.La.appropriattheor.explaLth.maLrole.an.activitie.o..manage.Managemen.role.refer.L.specifi.typ.o.managemen.behavior.Miiitzber.Lkind.o.managemen.behavio.ca.b.furthe.combinatio.oethre.maLaspects.nameLth.interpersona.roles.informationa.roLan.decisiona.role.Informationa.includin.Monitor.Disseminator9SpokespersonJnterpersonaJncludin.FigureheadLeade.an.Liaison.Decisio.incIudin.Entrepreneur.Disturbanc.handler,Resourc.allocato.an.Neg5otiator.anizatio.an.th.environment.Als.know.a.supervisors.Disseminator willfrom externalpersonnel andlower theinformation transmittedto othermembersof the organization.Spokesperson releasedto theoutside worldorganization plan,policies,actions andresults,etc.Figurehea.mus.perfor.th.routin.man.lega.an.socia.obligations.Als.know.a.th.representative.Leader responsible for motivating;Responsible forpersonnel,training andrelatedresponsibilities.Liaison maintenancedeveloped byexternal relationsand sources,get helpand information.Entrepreneur opportunitiesfor organizationsand environments,establish nimprovements11toinitiate change.Disturbance handlerwhen organizationsface focus,accident chaos,responsibleforcorrectiveaction.Resource allocatoris responsiblefor theallocation ofvarious resourcesorganization-to developandapprove allrelevant organizationaldecisions.Negotiators in the mainnegotiations asa representativeof theorganization.IB.explain how the rolesidentified ina arebeing carriedout bymanagersin Shangri-la HotelsIncase Ailsaas Leaderin Hotel.she tookpart inall eventsof Hoteland manageall staffin theHoteLSuchas whenstudents chosebecome part-time staffintheHotel,Ailsa wouldincrease theirsalary.Crai.a.resourc.allocato.i.HoteLEac.da.i.th.kitche.h.personalLprepare.th.men.fo.th.restaurant.an.allocate.specifl.task.t.th.waiter.an.kitche.staff.H.kep.clos.tab.o.exactLwha.eac.on.did.a.h.believe.tha.ever.dis.tha.lef.th.kitche.ha.hi.signatur.o.i.an.therefor.ha.t.mee.hi.rigorou.standards.Saski.a.Disseminato.i.th.hotel.Wheneve.Crai.wa.awa.fro.th.hotel.Saski.wa.delegate.th.jo.o.issuin.wor.t.th.kitche.an.waitin.staff.Thi.theor.i.h.an.hi.colleague.o.th.productio.a.th.cente.o.th.styLo.Ieadershi.an.people-centere.leadershi.afte..comparativ.stud.o.th.results.Th.theor.i.tha.suppor.reIationshi.i..two-wa.street.Leader.wan.Lconside.th.situatio.o.subordinat.staff.ideas.an.hope.hel.staf.Lachiev.itobjectives.mak.th.worke.t.realiz.thei.ow.valu.an.importance.Leade.thi.suppor.ca.motivat.subordinate.t.th.worke.th.worke.o.leadershi.tak.th.attitud.o.cooperation.trust.suppor.th.leader\job.HeMe.fou.syste.mode.i.pu.forwar.i.l

967.i.th.leadershi.styLLdivide.inLfou.type.o.systems.Exploitativ.authoritative.benevolen.authoritative.consultativ.an.participative.H.think.onL.fourt.wa..nparticipative.t.achiev.trul.effectiv.leadershi.t.correctl.se.goaLfo.th.organizatio.an.effectivel.reac.you.target.Give.th.leadershi.ttak.wa.t.motivatpeople.s.h.thought.thi.i.th.mos.effectiv.wa.o.leadin..group.Managemen.styL.Lcalle.nth.exploitativ.authoritarian.o.nauthoritaria..authoritariann.Lthi.way.th.directo.o.th.personne.Lver.authoritarian.rareLtrus.subordinates.Lmak.peopl.fea.an.punishmentth.metho.o.combinatio.reward.Lmotivat.people.occasionall.tak..top-dow.communication.decision-makiii.authoriLiJimite.Lth.top.Management way2is referredto asnbenevolent authoritative“or nenlightenedauthoritarian11,inthis way,the directorof thepersonnel havefull oftrust andconfidence ofthe staff;Reward andpunishmentand incentivemethods;Allow acertain amountof communicationfrom bottomto top,solicited subordinatessome ideasand Suggestions;Granted tocertain decision-making powerat alower level,but firmlycontrol policy.Managemen.styl..i.calle.nconsultationn.Tak.thLway.th.directo.o.th.personne.o.subordinate.hav.quit.bi.bu.no.fulLtrus.an.confidence.h.ofte.tr.t.adop.th.subordinat.idea.an.opinions.Th.reward.occasionalLwit.punishmen.an..certai.degre.o.participation.Engage.i.two-wa.communicatio.informatio.u.an.down.To.o.majo.polic.an.overal.decisionmakin.a.th.sam.time.allo.Iower-leve.department.mak.specifi.decisio.problem.an.i.som.cases.H.believe.tha..i.th.mos.effectiv.approac.o.managemen.way.ca.b.calle.uparticipatory.collective.Manager.ttakwfourtwa.o.subordinatea.aLmatter.wit.fiiLconfidenc.an.trustalway.ge.idea.an.opinion.fro.subordinates.an.activeLadop.them.T.determin.th.objective.an.evaluatio.targe.th.progress.organiz.group.t.participat.in.o.th.basi.o.th.materia.rewards.Mor.engage.i.th.communicatio.betwee.wiLcolleague.betwee.u.an.down..encourag.organization.a.al.leveLt.mak.decisions.o.a.member.o.th.grou.wit.thei.subordinate.twor.together.2B.Whic.syste.d.yo.believ.appLLCraLaii.Ailsa\approac.Lmanagemeii..explai.you.answer.e.drink.fo.th.tea.t.celebrate.an.th.tea.alway.enjoye.thes.get-togethers.Crai.alway.mad..poin.o.teIlin.th.tea.the.ha.don..goo.jo.a.th.weekl.get-together.Ails.ofte.us.th.grou.participativ.syste.i.th.hotel.Ails.kne.tha.Antoni.ha.man.years.experienc.i.th.hote.trad.an.truste.hi.an.th.tea.t.impIemen.thi.strategy.Th.sale.visit.tha.Ails.mad.mean.sh.wa.ofte.awa.fro.th.hoteLbu.i.he.absenc.Antoni.ra.thing.wit.littl.proble.o.fuss.3A.Describe howthe Tannenbaumand SchmidtTheory of leadershipshows thatdifferent situationsdemand differentleadership approachesR.Tannenbau.an.Warre.Schmid.i.l

95.1eadin.behavio.contiiiuu.theor.Lproposed..the.argue.manager.i.decidin.wha.behavio.style.i.mos.suite.Lproduc.ofte.difficuLwhe.dealin.wit.problem.The.donl.kno.whethe.shoul..mak..decision.o.authorize.t.mak.decisions.Ltells-thJeader.mak.decision.an.announced.I.thLinode.th.leader.identif..problem.an.Lconsiderin.variou.alternatives.choos.a.an.the.announce.t.subordiiiates.no.t.direc.participatio.i.decisioii-making.2,sells.leade.t.persuad.subordinate.executiv.decisions.Lthi.mode.wit.th.forme.mode.th.leade.o.cision.bu.realize.tha.subordinate.ma.exis.i.opposition.an.trie.LillustraLth.benefit.o.thi.decisio.ma.giv.subordinate.t.persuad.subordinate.t.accep.th.dedsion.t.eliminat.th.subordinate.

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6.1eade.scop.issues.subordinate.collectiv.decision-making.I.thi.modeLth.leade.ha.decision-makin.authorit.t.th.subordinat.group.Th.leader\jo.i.t.figur.ou.wha.th.proble.t.b.solved.an.pu.forwar.decision-niakin.fo.subordinate.th.condition.an.requiremenLo.subordinate.i.accordanc.wit.th.exten.o.leader.defin.th.proble.t.mak.decisions.makiii.process.h.shouLtr.t.mak.myseLaii.othe.member.o.th.tea.i.i.equa.status.an.prio.statemen.observ.grou.mad.an.decision.3B.Describe theBass theoryofleadershipand explainhow itcan be usedto enhancethe motivation,moral andjob performanceof employeesidealize.Influenc.aiiandividualize.considerati on.9!.vision.Lpractice.th.leade.us.belief.an.emotiona.appea.t.condense.grou.members.i.orde.t.obtai.greate.achievemen.tha.individua.interests.s.th.factor.t.enhanc.th.tea.spirit.Intellectual Stimulationrefers toleaders inspiretheir followersto creativityand innovationconsciousness,on its own and the leadersbeliefs andvalues,beliefs andvalues to the organizationalsoquestioned,leader supportfollower trythe creationof newtheory,new methodto solvetheproblems oftheorganization,to encouragethe followersto thinkindependently andsolveproblems.Idealized Influencerefers tothe leadertothefollower byway ofexample,followers ofthe leader,and iswilling tofollow the leader,the leaderusually havehigher moralstandards,values andmoralbehavior,the leadersprovide followersgoals andvision,a senseof missionto followers.charismaindividualized considerationrefers totheleaderto createa supportiveatmosphere,followers tolistencarefully tothe individualneeds,a leaderin helpingthe individualself-fulfillment whenplayingwith thecoach andthe roleof advisor,help followersto achieveitsownneeds anddevelopment.3c.ExplaLho.CraLcouLus.th.abov.approache.Limprov.hi.leadershLstyleCraig alsobelieved itwas importantto studyat college,but hespent alot oftime personallywith thekitchenstaff toensure thatthey understoodhis personalmethods andthat mealshad tobe preparedto hisexactingstandards.At theend ofeach week,Craig alwaysprovided freedrinks forthe teamto celebrate,andtheteam alwaysenjoyedthese get-togethers.

4.Explain twoways inwhich managerialperformance canbemeasured andin eachcase describehowthemeasure canbeusedtoassess managerialperformance.Measure.o.manageria.effectivenes.metho.i.refer.t.th.us.o.certai.quantitativ.indicator.an.evaluatio.standard.t.achiev.it.performanc.goals5an.t.achiev.thi.th.budge.executio.result.take.b.th.comprehensiv.evaluatio.method.Measure.o.manageria.effectivenes.includin.AppraisaLStaf.development.Managemen.developmen.an.Developmen.programmes.Staffdevelopment:Effective developmentrequires asystematic approach,which beginswhen thehumanresources departmentformulates itsplan,This planoutlines thejob requirementsfor thefuturein order to achieve the organizationalgoals,along withperformance criteriain ordertoachieve thegoals.Management developmentis underthe specificenvironment ofgroup hasthe resourcesforeffective planing,organizing,leading andcontrollings inordertoachievetheestablished processoforganizational goals.tim.employmen.witth.hotel.a.whic.tim.Ails.wouLincreas.thei.salary.Crai.believe.i.wa.importan.t.stud.a.colIege.bu.h.spen..lo.o.tim.personall.wit.th.kitche.staf.Lensur.tha.the.understoo.hi.persona.method.an.tha.meal.ha.t.b.prepare.Lhi.exactin.standards.Crai.alway.us.managemen.development.Crai.depende.greatl.o.Saskia.havin.worke.togethe.i.Londo.fo.man.years.Wheneve.Crai.wa.awa.fro.th.hotel.Saski.wa.delegate.th.jo.o.issuin.wor.t.th.kitche.an.waitin.staff.Crai.als.insiste.tha.onl.Saski.an.h.shoul.hav.th.authorit.t.sig.fo.th.mea.an.vegetabl.deliveri es.。