With Reference to an Appropriate Theory Explain the Main Roles and Activities of a Manager

1. (a) With reference to an appropriate theory explain the main roles and activities of a manager.

Managerial functions defined by Henri Fayol

Forecasting – predicting future events Planning – setting out a course of action to meet anticipated demand.

Organizing – mobilizing materials, resources, people and allocating them to departments and people.

Commanding – directing staff to undertake tasks.

Coordinating – ensuring that people, resources, equipment are all working together.

Controlling – monitoring progress, ensuring alignment with plans, taking corrective action.

(b) Explain how the roles identified in (a) are carried out by managers in Shangri-la Hotels.

The hotel general manager Alisa in the seven years since has overseen an extensive upgrade programme. She leads the shangri-la hotel became the first hotel in Glasgow to achieve the prestigious 5-star AA award. These reflected forecasting.

Alisa appointment Antonio as reception, usually Antonio management the hotel running when she was not in hotel.        However, the hotel and also have an accountant Clark, a team of receptionists, cleaning staff and chambermaids and maintenance staff. These people have a different division of labor and cooperation.

In Craig kitchen, every people have clear coordinating layout. Each day he personally prepared the menu for the restaurant and allocated specific tasks to the waiters and kitchen staff. He kept close tabs on exactly what each one did, as he believed that every dish that left the kitchen had his signature on it and therefore had to meet his rigorous standards.

1. (a) Explain Liker’s Systems Theory on leadership.

Exploitive authoritative – decisions imposed on staff & motivation is based on threats. The theory include management uses fear and threats; communication is top down with most decisions taken at the top; superiors and subordinates are distant.

Benevolent authoritative – condescending form of leadership with motivation based on system of rewards. The theory reflects management used rewards; information flowing upward is restricted to what management wants to hear; although policy decisions come from the top, some prescribed decision may be delegated to lower levels; superiors expect subservience lower down.

Consultative – some trust in staff, motivation based on rewards & also some involvement. The theory shows management offers rewards, occasional punishment; big decisions come from the top whilst there is some wider decision making involvement in details; communication is downward whilst critical upward communication is cautious.

Participative – involves trust & confidence in staff with motivation based on rewards for achievement of agreed goals. The theory indicate management encourage group participation and involvement in setting high performance goals with some economic rewards; communication flows in all directions and is open and frank with decision making through group processes. subordinates and superiors are close. The result is high productivity and better industrial relations.

(b) Which systems do you believe apply to Craig and Alisa’s approach to management. Explain your answer.

Exploitive authoritative theory is Craig approach to management, he usually claim staff listen he command. Kitchen staff were well paid but Craig’s very authoritarian , every staff must listen to the Craig. When the waiting staff offered suggestions got on how to deal with these problems, Craig would always proclaim ‘this in my kitchen, we run it my way.’ Craig communication is top down with most decisions taken at the top.

Moreover, Alisa use benevolent authoritative, consultative and participative these method. She given Antonio management right, Antonio often management the hotel running when she not in hotel. Antonio  team had a weekly meeting where Antonio asked for suggestions to improve service level and, over the years, the team has some idea has been implemented. She give staff a generous salary, let staff work better.

1. (a) Describe how the Tannenbaum and Schmidt Theory of Leadership shows that different situations demand different leadership approaches.

Leadership Continuum Theory Tannenbaum and Schmidt

The model is a continuum that showed that, at one end of the spectrum, a leader can have nearly total freedom to decide while, at the other end of the spectrum, the team can have nearly total freedom to decide. In-between these two extremes, Tannenbaum and Schmidt identified 7 types of leadership style.

The Leader Tells. This approach is typified when a leader says: "The problem I face is.. I want you to..." This is the autocratic style of leadership. While unfashionable today, it is often needed when teams are new, inexperienced, or weak. As the team gain in cohesion and commitment, it becomes less and less appropriate. Applicable at specific times, with the greater the power of the more understanding.

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