-ashe
Outcome3
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.
Let's look
at each of the ten managerial roles in greater
detail.
Interpersonal Category
The managerial roles in this category
involve providing information and ideas.
Figurehead
–
As
a
manager,
you
have
social,
ceremonial
and
legal
responsibilities.
You're expected to be a 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
it's
where
you
manage
the
performance
and
responsibilities of everyone in the
group.
Liaison
–
Managers must communicate with internal and
external contacts. You need
to be able
to network effectively on behalf of your
organization.
Informational
Category
The managerial roles in this
category involve processing information.
Monitor
–
In this
role, you regularly seek out information related
to your 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
represent
and
speak
for
their
organization.
In
this
role
you're
responsible for transmitting information about
your organization and its goals
to the
people outside it.
Decisional Category
The
managerial roles in this category involve using
information.
Entrepreneur
–
As a manager, you create
and control change within the organization.
This means solving problems, generating
new ideas, and implementing them.
Disturbance Handler
–
When an organization or
team hits an unexpected roadblock,
it's
the manager who must take charge. You also need to
help mediate disputes within
it.
Resource
Allocator
–
You'll
also
need
to
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 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
managed
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 staff. 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
Likert's System theory on leadership.
Rensis Likert and his associates
studied the patterns and styles of managers 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
organizations. 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 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 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
is
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.
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. 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
Ailsa's
approach
to
management. Explain your answer.
In case, Ailsa use the
group participative system in 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 benevolent 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
explain
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
?
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
persuasive appeals based on reason
?
Providing
individual coaching and mentoring for followers
?
Appealing to
the ideals of followers
?
Allowing freedom of choice for
followers
Transformational
leaders
are
described
to
hold
positive
expectations
for
followers,
believing that they can do their best.
As a result, they 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 beyond 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
I's:
?
Idealized
Influence (II) - the leader serves as an ideal
role model for followers; the
leader
?
Inspirational
Motivation
(IM) -
Transformational
leaders
have
the
ability
to
inspire and motivate
followers.
Combined these
first
two
I's
are what
constitute
the transformational leader's 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 followers
to be innovative and
creative. A common
misunderstanding is that transformational leaders
are
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 followers
raising one another to increased levels of
motivation
and morality.