...Unit 4001 - An Introduction to Management Styles Name: Timothy Freeman CMI Number: P04304125 1. Be able to understand assumptions about human nature and managerial behaviour. 1.1 Identify models which make suppositions about human nature and behaviour at work Theory X and Theory Y represent two sets of assumptions about human nature and human behaviour that are relevant to the practice of management. They describe two contrasting models of workforce motivation. Theory X represents a negative view on of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y represents a positive view of human nature and assumes individuals are generally hard-working, creative, and able to take on responsibility and exercise self-control in their jobs. One would expect that managers holding assumptions about human nature that are consistent with Theory X might exhibit a managerial style that is quite different than managers who hold assumptions consistent with Theory Y. 1.2 Discuss how attitudes as assumptions can influence managerial behaviour. McGregor described two distinct set of assumptions about people at work. He believed that these assumptions influence the thinking and attitude of most managers about the people at work. 1|Page Theory X presents a pessimistic or negative view of human nature whereas Theory Y reflects an optimistic or positive view of human behaviour. Theory X lists...
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...Leaders, Introduction Different directors employ markedly different administration styles, oscillating from comparatively hands-off, expediting styles to dictatorial, controlling styles. Directors can also use diverse motivational tactics and methods to enhance workers’ enactment or realize interior amendment. Transformational and transactional management is glacial contraries when it comes to the fundamental principles of administration and motivation (Carter, 2011). Appreciating the dissimilarity amid transformational and transactional management is vital for someone pursuing a profession in administration. In this discussion, we will look at Steve Jobs and his leadership style. Transactional management flairs are more apprehensive with upholding the average movement of tasks. Transactional management can be termed as “keeping the vessel buoyant.” Transactional frontrunners use penal authority and an assortment of enticements to stimulate workers to accomplish the preeminent (Francis, 2013). The word “transactional” denotes to the element that this category of leaders fundamentally inspires assistants by substituting prizes for good work done. A transactional front-runner normally does not aspect forward in tactically managing a business to the point of fair leadership; as an alternative, these directors are merely alarmed with making certain everything courses efficiently currently. Introduction Different directors employ markedly different administration styles, oscillating...
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...Higgins Management 521 January 08, 2016 Zeneo Williams The Contingency Viewpoint The Contingency Viewpoint of management holds that there is no one single best style for every situation. The effective manager must learn to recognize and adapt their style and solutions to fit each particular situation and problem. In this way, they will be able to respond better to their employees' needs, and help them to become more productive. The benefits of contingency management are many. Using evidence-based management, as described by Pfeffer and Sutton (2006), the evidence-based manager must face "the hard facts about what works and what doesn't, understanding the dangerous half-truths that constitute so much conventional wisdom about management, and rejecting the total nonsense that too often passes for sound advice will help organizations perform better." The contingency approach allows the manager to adapt their style and solutions to the issues at hand. For instance, two different employees who repeatedly show up to work late might have completely different reasons for doing so, and must be handled in different ways. Likewise, two poorly producing teams might have different problems they are facing, and the manager must deal with them through different approaches. The key to this is the manager must be able to seek out what will truly motivate their teams and employees. They must also have the tools at their disposal, as well as the latitude from upper management to implement...
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...Introduction Seylan Bank PLC, founded in 1987 and opened for business a year later; being one of the most admired banks in Sri Lanka and a leading innovator of banking services in the country, the fifth largest Bank in Sri Lanka and part of the mighty Ceylinco Group. The goal of the founding chairman, Dr. Lalith Kotelawela was to offer customers a more welcoming, customer friendly and service-oriented alternative to the traditional banking environment that was generally perceived to be formal, regimented and austere. The Bank quickly differentiated itself from other institutions in the market with a range of innovative services and attractive products including extended weekday banking hours as well as Saturday service, several bonus interest options and Cash-card access to non-resident foreign currency accounts that were often used by Sri Lankan expatriates to transfer funds to their dependents. Customers who had always been waiting for better interest returns for their deposits and with their trust to the public image of Dr. Kotelawela wasted no time and became customers of this newly established financial institution. Seylan soon became a well known brand in the industry with rapid growth and paying the highest interest returns to depositors. As per the company’s ‘The Case Study’ (2009) report, in its first partial year of operations, Seylan reported an after tax profit of Rs. 11.3 Million ending at 31st December 1988. Over the next 17 years, the Bank grew at an unprecedented...
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...Organization and Management Analysis Organization and Management Analysis: Introduction: Management process is the coordinated, guided and well planned effort of staff using organizations and measures to achieve organizational goals. Adoption of appropriate management theories and styles by each organization is vital. For the successful management of an organization, Knowledge of various organizational theories, management theories and styles are considered to be one of the major quality of a good manager. Ignorance of the structure is a limitation and hinders the growth of the organization, self and development of staff. This essay gives an idea of different organizational theories, management theories and styles, management styles and theories used in my organization and the changes that could make the organization better. Standardization is necessary for the modernization of organizational management research. ‘Reliability and consistency is essential in researching the investigational accuracy of beliefs in organizational management and is reflected by conflicts. (Donaldson, L., Qiu, J., & Luo, B. N. (2013)) 1. Describe various organizational theories. “Organizational theory explains the functions of an organization to produce appreciation and gratitude of organization. It is the study of organizational operation and performance and the conduct of groups and individuals working in them.” (Le Bach, P. (n.d).What Are Organizational Theories?) According to...
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... This course is an introduction to the fundamental principles of food and beverage services management emphasizing how food service professionals create and deliver guest-driven service, enhance value, build guest loyalty, and promote repeat business. Students learn theoretical and practical skills for effective management of food and beverage service operations relating to front and back of the house, leadership, management principles, service skills, service styles (French, Russian, American), and training of personnel. : CO# | Description | PO1 | PO2 | PO3 | PO4 | PO5 | PO6 | PO7 | PO8 | PO9 | PO10 | PO11 | PO12 | PO13 | PO14 | 1 | Describe basic management principles and concepts as applied to food service professionals. | | | | | | | | | | | | | | | 2 | List and discuss the duties of the different job responsibilities of food servers, caterers/banquet servers, room service attendants, beverage servers and bartenders, as well as various management positions in food & beverage. | | | | | | | | | | | | | | | 3 | | | | | | | | | | | | | | | | 4 | Compare and contrast the management elements of American, French and Russian service. | | | | | | | | | | | | | | | ...
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...Introduction to Management Control Systems: Nature of Management Control - Purpose of Management Control Systems - The Organizational Context of Managerial Control Systems - The Formal Systems - The Informal Systems - The Subsystems and the Components of Control Systems – Use of Information Technology on Control Systems Designing the Control Process and Managerial Controls: Introduction - Schools of thoughts in control (contingency approach, Cybernetic Approach,Management control process approach) - Designing Management Controls - The Control Process Hierarchy - Communication and Reporting Structures in the Cont rol Systems. Key Success Variables and Measures of Performance: Identification of Key Success Variables - Key Success Variables and the Control Paradigm - Performance Indicators - EVA, Profitability measures. Design, Style and Culture of Control Systems: Managerial Styles and the Design of Control Systems - Corporate Culture and Control Systems - Establishing a Customer- Focused Culture. Organization Structures for Adaptive Control: Different types of organization structures and control implications – Role of Controller in different organizational structures – Structural requirements for an Adaptive Organization. Autonomy, Responsibility and Performance Measurement: Divisional Autonomy - Style and Processes of Management - Responsibility Structure - Overall Effectiveness Measures - Standard Cost Center - Revenue Center - Profit Center - Investment...
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...Behaviour | November 5, 2015 Contents Introduction 2 DISCUSSION 5 CONCLUSION 6 REFERENCES 7 Introduction 1.0 Eisenhower once said: “Leadership is the art of getting someone else to do something you want done because he wants to do it. “Leadership is the capacity to translate vision into reality.” Warren Bennis. 1.1 Organisational Behavior is the study and understanding of individual and group behaviour and patterns of structure in order to help improve organizational performance and effectiveness. Organisations pay attention to organisational behaviour in an attempt to create a more efficient business organization. Organisational behavior, once it is positive and in the interest of the company will lead to an organisational transformation that should result in organisational development. Organizational development when done for the future success of the company will again begat organizational transformation to improve organisational efficiency. 1.2 Leadership in this regard plays a pivotal role and is the rudder that steers the company in the direction it takes. Leadership in its own right is having a vision and inspiring a team to work together towards the same goal. This involves having to understand the temperaments and talents of each individual and get each person to effectively contribute individually at their best to accomplish the goal of the group. There are different types of leadership styles which are; Laissez-Faire leadership, Autocratic style of leadership, Democratic...
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...Contents 1.0 Introduction 1 2.0 Different Organizational Structure and Culture 2 2.1 Organizational Structure 2 2.2 Organizational Culture 5 2.3 Relationship between An Organizational Structure and Culture. 6 3.0 Individual Behavior at Work 7 3.1 Internal Factors. 7 3.2 External Environments 8 4.0 Different Leadership Styles 10 4.1 Compare the Effectiveness of Different Leadership Styles. 10 4.2 Leadership Styles between Haier and Uniqlo Co., Ltd.. 10 5.0 Management Approach 11 5.1 Functions of Management.. 11 5.1.1 A Basic Framework. 11 5.1.2 Framework between Haier and Uniqlo Co., Ltd. 11 5.2 Different Approaches to Management Used.. 12 5.3 Management Though between Haier and Uniqlo Co., Ltd... 13 6.0 Conclusion 14 References 15 Contents 1.0 Introduction 1 2.0 Various Elements of Marketing Process 2 2.1 Definition of Marketing 2 2.2 Company’s Marketing Philosophy 2 2.3 Holistic Marketing-Oriented Philosophy. 4 3.0 Benefits and Costs of a Marketing Orientation 6 3.1 Customer Satisfaction for Coca-Cola 6 3.2 Customer Retention for Coca-Cola 7 4.0 Macro and Micro Environmental Factors 8 4.1 Porter’s Five Forces Analysis. 8 4.2 PEST Analysis 9 5.0 Segmentation Criteria to Be Used for Products in Different Markets 11 5.1 Introduction of New Products 11 5.2 Market Segmentation 11 6.0 A Targeting Strategy for a Selected Product 13 ...
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...This project investigates the influence employee turnover and Management Style had on Manson restaurant from a business outlook. Henry Richardson Oxford Brookes University Ruskin College 14richhe@ruskin.ac.uk Table of Contents Introduction 3 Background 4 Evaluation 6 Conclusion 7 Appendix 9 References 10 Introduction I worked in London for 12 months at Manson Restaurant, which was a fine dining restaurant. I was running the front of house bar during the opening hours of Manson that was a busy West London Restaurant. I took a keen interest in the business, financial planning and strategy while I was assistant manager. I was accountable for all bar staff, daily targets costs, stock, and general up keep with attention to health and safety. I feel that having been the assistant manager; this has placed me in a beneficial stance when talking on behalf of the business, and gathering problems from the staff and how the restaurant was run. I worked there for 12 months and by the end I was one of the longest lasting members of staff by two months. Staff turnover is one of the problems that are going to be discussed in this project. From working at the restaurant for a year I could see that employees where coming and going far too often. In the restaurant industry, high turnover rates remain an everyday battle. The financial impact cuts deep into budgets and lowered employee morale is often an unavoidable result (Raya, 2013). Whilst working at Manson I had three...
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...Bus 1004 – Introduction to Management Introduction The aim of this assignment is to understand and explore the main principles of the way Marks and Spencer’s operates. In the assignment I will be examine the strengths and weaknesses of the company, however the most critical issues which will be covered in the essay is the leadership and management style and corporate culture of Marks and Spencer’s. Furthermore I will analyse to what extent o regard leadership and management style as the key factors in accounting for Marks and Spencer’s relative underperformance over the last 20 years. Explain 5 strengths and 5 weaknesses of Marks and Spencer’s Referring back to the case study, we can see that Marks and Spencer have a very well known recognition of their brand, which links to quality. In the late 1880’s the company introduced the ‘St Michael’ logo as a sign of quality. With the brand linked to quality has helped the company build loyalty with their customers as they always ensure that their products are consistent and of high quality. This has of course helped Marks and Spencer gain rewards in terms of profit. Another strength which the company comprise is the good reputation of customer service. Marks and Spencer’s tend to focus a lot on their customer services; with one of their fundamental principles was to ‘provide friendly, helpful service and greater shopping comfort and convenience to customers’ Marks and Spencer’s assistants all carried tape measures to assure...
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...dollar loss in 2007. Bill Ford hired Mulally to lead the company as he felt that only an outsider could take the extreme steps needed to save the company from financial failure. In a strategic move to ensure Ford maintained its independence and sensing a recession as well as not to be forced to accept a government loan , Mulally borrowed $23 billion against Ford’s assets. This was a strategic move in the hopes that Ford would maintain its independence. This case study will highlight the challenges faced by Mulally, his management and leadership style and what changes were implemented into the organizations culture to ensure its success and place in the car industry. Introduction Mulally moved to Ford in September 2006. When starting at Ford, he had not engineered, designed or built any cars. He came from the defense industry. Previously, he had been employed with Boeing since 1969. At Boeing, he held a number of engineering and program management positions, making contributions to the Boeing 727, 737, 747, 757, 767 and 777 projects. (Wikipedia, 2011). He was known at Boeing for enriching Phil Condit's (Chairman and CEO of Boeing) "Working Together"-philosophy through and beyond the 777-program. Mulally had no previous experience in sales arena and he certainly was not known, as the quote goes, as a “Detroit car man," much less a car man at all. What was clear was his “results...
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...Introduction When analysing an individual in terms of management and leadership, it becomes hard to differentiate the two aspects since a good manager must exhibit good leadership skills. Furthermore, good leadership encompasses autocratism, democratism and Laissez-fairism applied concurrently by an individual depending on the situation. Management styles on the other hand are mainly two, autocratic and permissive. They are key in determining the leadership style to be applied. For instance, it is very hard for democratic leadership style to be applied in permissive management style. Therefore, the leadership style selected by an effective manager in most cases depends on the situation Jeff Bezos An exemplary and visionary leader who not only enforces his vision among his employees but also makes them feel important to the organization by directly involving them in development of important decisions in the organization. His success is basically founded on his ability to complement effective leadership, as well as management styles. His leadership approach is based on sustained pressure that comes from a hybrid style developed by combining the three main leadership styles. His is also unrelenting even after being recognized among the world’s richest persons, he still runs his company as if it is new. Steve Jobs He is one of the greatest and yet controversial managers and leaders in the business world. He successfully managed to revive a dying company into one of the...
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...HND HRM DE3X 35 J.D. Wetherspoon’s Change Management and Strategies FAO: M Glencross Submission Date: 3/05/2012 City of Glasgow College Business Culture & Strategy:4 HND HRM DE3X 35 J.D. Wetherspoon’s Change Management and Strategies Contents 1.0 Introduction………………………………………………………………………………………………………2 2.0 Forces for Change……………………………………………………………………………………………3 3.0 Stakeholder Power……………………………………………………………………………………………4 4.0 Managements Role in Change………………………………………………………………………….5 5.0 Analysing Change and Overcoming Resistance to Change……………………………….6 6.0 Conclusion……………………………………………………………………………………………………….7 7.0 Bibliography……………………………………………………………………………………………………..8 1.0 Introduction A report analysing change within J. D. Wetherspoon has been requested by City of Glasgow BC&S tutor: M. Glencross. The report will investigate changes in strategy and factors that may cause change and recommend ways for management to cope with change. The objectives of the report are to answer the four listed questions: * Explain why the strategy of J.D Wetherspoon changed over time, making reference to ‘forces for change’ * Explain how the power of stakeholders led to change in J.D Wetherspoon * Explain the role that management of J.D Wetherspoon could have played in dealing with the changes that occurred after the year 2000. * Provide recommendations for J.D Wetherspoon management to help them analyse a change situation and...
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...Conflict Management Conflict Management Yamil Little Strayer University BUS520 Dr. Anthony Hughes 02/27/11 Conflict Management Introduction In today’s ever-changing business environment organizations encounter varying levels of intrapersonal, interpersonal, intragroup, and intergroup conflicts. Intrapersonal conflict is a battle within oneself, which usually involves a life goal and/or change. Interpersonal conflict is when two or more people have opposing perspectives to a given situation. Intragroup conflict is when disagreements occur amongst some or all members of a group and ultimately affects productivity. Intergroup conflict is when disagreements occur between different teams or groups. The success and efficiency of an organization depends a great deal on how well individuals handle conflict. Each person handles interpersonal conflict differently and generally falls under the collaborating, compromising, forcing, accommodating, and avoiding styles of conflict handling. The collaborating style addresses conflicts with a win-win approach presented to opposing perspectives. The goal is to find a mutually beneficial solution to organizational conflicts. For a collaborating style of conflict management to be successful a high level of cooperation and assertiveness amongst the group is needed. The compromising style of conflict management addresses issues with a give-and-take approach. In comparison to the collaborating...
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