the highest level. Subordinates can participate in a certain extent and subject to high level constraints. It has a certain degree of bottom-up communication. It takes reward and punishment is used together. It will form an informal organization, but the goal is not necessarily opposed to formal organization.
Participative: The leader fully trusts the subordinate. It takes a high degree of decentralization. The communication both top-down, down-top two-way communication and parallel communication between colleagues so the exchange of information in a friendly atmosphere. Informal organization and formal organization become a whole. All forces work to achieve organizational goals. Organizational goals and personal goals are consistent.
Democratic: The superior have a considerable degree of trust in subordinates, but not entirely trust. The main decision making power also master in the hands of the managers. The subordinate can make some specific issues of decision making. The contact between the superior and the subordinate is based on the mutual trust. It basic uses the reward way to motivate employees. But occasionally use the way of punishment. This may be an informal organization, but it may support the organization’s goals. It has a small group of people against to the organization goals.
Craig often uses the benevolent autocratic system. Ailsa often uses the democratic system. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. But Craig has absolute power in kitchen. Craig own design menu and he let staff do what they do. The employees are following his orders So Craig belongs to benevolent autocratic leadership. Ailsa always gave Antonio to do it when she was going out. Because Ailsa has a certain trust in him. But Ailsa doesn’t fully trust him. Some thing will only allow her to do. So Ailsa belongs to democratic system.
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Section 3: Tannenbaum and Schmidt Theory of Leadership within Application
Tannenbaum and Schmidt Theory was proposed by Tannenbaum and Schmidt. Tannenbaum and Schmidt Theory belong to behavior theory. The Tannenbaum and Schmidt Continuum is a simple model which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team’s freedom is increased, so the manager’s authority decreases.
As levels of freedom increase, the movement is along a continuum from Tells, Sells, Suggests, Consults, Joins, Delegates and Abdicates. Tells: All decisions made by leaders put forward and announced to subordinates. Sells: Leaders to subordinates marketing decisions. Suggests: Leaders put forward the decision-making and ask for recommendations from subordinates. Consults: Leaders make decisions for subordinates to discuss. Join: Leaders ask questions to subordinates for advice. Delegates: Leaders put forward limiting conditions and by collective decision making. Abdicates: Leaders allow subordinates freedom activity under specified conditions.
Craig uses the “Tell” approach on many occasions. Tells brought Craig some bad results. The leader doesn’t trust employees. Employees will have some negative emotions after a long time. They have no enthusiasm and power for the work. So it will affect the efficiency of work. Craig can use the “Join” approach. This can increase the trust between the leader and subordinates. It can also improve the enthusiasm of the employees. The employees work efficiency is become higher.
Section 4 Bass theory of leadership within Application
Bass theory of leadership was raised in 1980s. The theory is leaders influence on followers in emotional and symbolic significance. It includes transformational
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leadership and transactional leadership.
Transactional leadership: Transactional leadership is establishing incentive mechanisms for subordinates to achieve goals by clarifying the role of work or wages. Transactional leadership has four factors that are contingency reward, active exemplary management, passive exemplary management and laissez-faire. Contingency reward insists efforts and rewards the principle of mutual exchange. Active exemplary management is monitor and found not to conform to the rules of activities. Passive exemplary management is only when they do not meet the criteria for intervention. Laissez-faire is giving up responsibility and avoids making decisions.
Transformational leadership: Transformational leadership refers to the development of personal care and intelligence through personal charisma to achieve a higher level of goals. Transformational leadership has charisma, emotional appeal, intellectual stimulation and personalized care. Charisma is the leader provides a target vision for the followers. And give a sense of mission to the followers. Emotional appeal is the leader of the high expectations of followers. They use a variety of ways to stress the importance of working in a simple way. Intellectual stimulation is the leader supports followers to try new ways to solve the problem. They encourage followers to think independently and solve problem. Personalized care is pay attention to everyone. And give training, guidance and advice according to the circumstances of each person.
Transformational leadership is better than Transactional leadership. The research shows transformational leadership and low turnover rate, high productivity, high employee satisfaction has a higher correlation.
Craig use transactional leadership more in case. We suggested that he should use more transformational leadership. It can inspire his team to work harder. Craig and employees can also build trust and respect. This will get more revenue for hotel.
Section 5 Two Ways in which Managerial Performance can be Measured
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Employee satisfaction: Employee satisfaction is an employee through comparison of the perceived effects of the enterprise and his expectations formation the feeling. It is a kind of psychological activity. Alisa always gave Antonio to do it when she was going out. He is always going to get things done. So Alisa very trusts Antonio. Antonio is satisfied with the present situation of his work. If the higher the employee satisfaction, then the employee enthusiasm for work is higher. It can improve the efficiency of work. It can increase employee satisfaction and team cohesion in the hotel.
Team cohesiveness: Team cohesiveness is the power that people gather together. Team cohesiveness is a necessary condition for the existence of a team. If a team doesn’t have the team cohesiveness. It loses the condition of existence. Craig always provided free drinks for the team to celebrate every weekend. The team members always like the parties. This approach can better encourage employees and increase the cohesion of the enterprise. The hotel’s employees will be to work harder.
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Conclusion
The findings of this report reveal that a number theory for the Shangla-ri Hotel. The manager can apply these theories to the management hotel. The manager can use to more transformational leadership. It can better motivate employees to work hard. And build trust and respect between employees. Finally, I wish the future of Shangri-la Hotel is getting better and better.
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Reference
Steven L McShane, Mary Ann Von Glinow, Organizational Behaviour, Fourth Edition, McGraw-Hill Irwin
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