人力Outcome3知识讲解

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.