Playtime by Jacques Tati Shot Analysis - 1265 Words

PLAYTIME by Jacques Tati Shot from 03:12 – 04:48 / Airport waiting room __________________________________________________________________________ Jacques Tati’s 1967 film, Playtime, captures a cascading series of events through the sterile architecture of Paris, in which few familiar characters inhabit. Tati’s infamous alter ego, Monsieur Hulot, haphazardly occupies many scenes as he stumbles through Paris after trying to contact an American official. The film is confined to no genre, nor does it necessarily form a new one – it simply exists in its own right as an exploration of societal function. Originally shot on 70mm, the film carries†¦show more content†¦The off centre position of the camera in relation to the furniture also allow for the chairs to act as depth cues and show the enormous length of the room. Everything in the frame is in focus, which in a cinema viewing is a lot to take in, especially considering the films aspect ratio of 1.85:1. However, the audiences’ eyes are cleverly guided around the frame by almost unnaturally loud sounds, some of which are accentuated in post-production by Tati. The sounds against the floors create a reverbing echo, highlighting the absurd impracticality of the building. A man and a woman sit in the bottom left hand corner of the frame in what appears to be a waiting area. They are dressed identically in their monotonous grey colours, as if they are enslaved to the colours surrounding them. During the shot’s beginning, the audience is drawn to the nuns and their rhythmic footsteps as they enter the frame. Then, through a combination of actor gestures and dialogue, this gaze shifts to the two c haracters anchored in the foreground of the image. The rattling of a table being wheeled out by a man in white into the frame moves our eyes, as well as the couples own attention, to

Average College GPA by Major and School Type

Grade point average, or GPA, is a single number that represents the average of every letter grade you earn in college. GPA is calculated by converting letter grades to a standard grade-point scale, which ranges from 0 to 4.0.   Every university treats GPA a little differently.   What is considered a high GPA at one college might be considered average at another. How Is  GPA Calculated in College? Unlike most high school grading scales, college grades are not weighted according to the difficulty level of individual courses. Rather, colleges and universities use a standard conversion chart to convert letter grades to grade-point numbers, then add â€Å"weight† based on the credit hours associated with each course. The following  chart represents a typical letter grade/GPA conversion system: Letter Grade GPA A+/A 4.00 A- 3.67 B+ 3.33 B 3.00 B- 2.67 C+ 2.33 C 2.00 C- 1.67 D+ 1.33 D 1.00 D- 0.67 F 0.00 To calculate your GPA for one semester, first convert each of your letter grades from that semester to the corresponding grade-point values (between 0 and 4.0), then add them up. Next, add up the number of credits you earned in each course that semester. Finally, divide the total number of grade points by the  total number of  course credits. This calculation results in a single number—your GPA—that represents your academic standing in a given semester. To find your GPA over a longer period, just add more grades and course credits into the mix. Keep in mind that the letter grade/grade-point conversion  varies slightly across institutions. For example, some schools round grade-point numbers to a single decimal place. Others distinguish between the grade-point value of an A and an A, such as Columbia, where an A is worth 4.3 grade points. Check your university’s grading policies for specific details about calculating your GPA, then try crunching the numbers yourself using an online GPA calculator. Average College GPA by Major Wondering how your GPA stacks up against other students in your major? The most comprehensive study on average GPA by major comes from Kevin Rask, a professor at Wake Forest University, who examined GPA at an unnamed liberal arts college in the northeast. While Rask’s findings reflect only the academic performance of students at a single university, his research provides a granular GPA breakdown not often shared by individual institutions. 5 Majors with the Lowest Grade Point Averages Chemistry 2.78 Math 2.90 Economics 2.95 Psychology 2.78 Biology 3.02 5 Majors with the Highest Grade Point Averages Education 3.36 Language 3.34 English 3.33 Music 3.30 Religion 3.22 These numbers are influenced by a host of university-specific factors. After all, every college and university has its own most- and least-challenging courses and departments. However, Rask’s findings align with a common refrain on many U.S. college campuses: STEM majors, on average, tend to maintain lower GPAs than humanities and social science majors. One potential explanation for this trend is  the grading process itself. STEM courses employ formulaic grading policies based on test and quiz scores. Answers are either right or wrong. In humanities and social science courses, on the other hand, grades are based primarily on essays and other writing projects. These open-ended assignments, graded subjectively, are generally kinder to students’ GPAs. Average College GPA by School Type While many schools do not publish GPA-related statistics, research by Dr. Stuart Rojstaczer provides insight into average GPAs from a sampling of universities across the United States.  The following data, gathered by Rojstaczer in his studies on grade inflation, reflect  average GPAs across a variety of institutions over the last decade. Ivy League Universities Harvard University 3.65 Yale University 3.51 Princeton University 3.39 University of Pennsylvania 3.44 Columbia University 3.45 Cornell University 3.36 Dartmouth University 3.46 Brown University 3.63 Liberal Arts Colleges Vassar College 3.53 Macalester College 3.40 Columbia College Chicago 3.22 Reed College 3.20 Kenyon College 3.43 Wellesley College 3.37 St. Olaf College 3.42 Middlebury College 3.53 Large Public Universities University of Florida 3.35 Ohio State University 3.17 University of Michigan 3.37 University of California Berkeley 3.29 Pennsylvania State University 3.12 University of Alaska Anchorage 2.93 University of North Carolina Chapel Hill 3.23 University of Virginia 3.32 Over the last 30 years, the average college GPA has risen at every type of college.  However, private schools have seen a greater increase than public schools, which Rojstaczer suggests is the result of rising tuition costs and high-achieving students pressuring professors to give high grades. Individual university grading policies can dramatically affect students’ GPAs. For example, until 2014, Princeton University had a policy of â€Å"grade deflation,†Ã‚  which mandated that, in a given class, a maximum of only 35% of students could receive A grades. At other universities, such as Harvard, an A is the most  commonly awarded grade  on campus, resulting in higher average undergraduate GPAs and a reputation for grade  inflation.   Additional factors, such as student preparedness for college-level work and the influence of graduate teaching assistants in the grading process, also influence each university’s average GPA. Why Is GPA Important? As an underclassman, you may encounter academic programs or majors that accept only students who meet a minimum GPA requirement. Merit scholarships often have similar GPA cut-offs. Once you’ve gained entry into a selective academic program or earned a merit scholarship, you will likely have to maintain a certain GPA  to remain in good standing. A high GPA comes with additional benefits. Academic honor societies such as  Phi Beta Kappa  distribute invitations based on GPA, and on graduation day, Latin honors are awarded to seniors with the highest overall GPAs. On the other hand, a low GPA puts you at risk of  academic probation, which can potentially lead to expulsion. Your college GPA is a long-lasting measure of your academic performance in college.   Many  graduate programs  have  stringent GPA requirements, and employers often consider GPA when evaluating potential hires. Your GPA will remain significant even after graduation day, so it’s important to start keeping track of the number early in your college career. What Is a Good GPA? The minimum GPA required for admission to most graduate programs is between 3.0 and 3.5, so many students aim for a GPA of 3.0 or above. When assessing the strength of your GPA, you should consider the influence of grade inflation or deflation at your school as well as the rigor of your chosen major.  Ã‚   Ultimately, your  GPA represents your personal academic experience. The  best and most valuable way to determine how well you’re doing is to check your course grades regularly and meet with professors to discuss your performance. Commit to improving your grades every semester and you’ll soon send your GPA on an upward trajectory.

Cold War - 1152 Words

In the 1990’s, the Vietnamese had a lot of conflict. America, the Soviet Union, and Vietnam were the three main countries involved in this conflict. This conflict was a built from a cold war perspective. This war created many effects on the world; some were good others were bad. It was mainly between the 2 major powers, the United States, and the Soviet Union. The conflict started during the Cold War, where the two countries were being aggravated by each others ever expanding powers. The United States had enough of this when the Soviet Union sought to expand its communist government system. North Vietnam was on the communist side whilst South Vietnam was supported by countries that were against communism. The Soviet Union already had many†¦show more content†¦They thought that the soldiers were ordered to murder innocent people. The end of this war and the cold war demolished imperialism. Many people started distrusting their government and friends. The loss of the U .S. in the Vietnam War contributed to a big change in its military and government system (Bibliography, 6). On the other hand the Soviet Union gained confidence because of their big win in this small war. The Vietnam War was a turning point at which it help’s the communism takeover. After winning the war in Vietnam, the Soviet Union tried to take over Afghanistan. In conclusion, this resulted in a failure, which led the communist system to collapse and force the Soviet Union to fall deep in debt. The cold war had a major effect on the U.S. and the Soviet Union. First of all, let’s start with the effects on the United States. Their government suffered a lot due to the media. When someone received information from the Pentagon, they spread out the information to media. After getting the information, the media printed that out and passed it out to everyone. The papers had top secret government only information that talked about how their next attack. Furthermore, the U.S. government was forced to be changed by the people. They changed their military and government by adding new policies. That resulted in a major government change in the United States. The Soviets on the other hand took advantage of this halt. They sought to spread outShow MoreRelatedThe War Of The Cold War Essay1525 Words   |  7 PagesOne major war ended and another to begin. The Cold war lasted about 45 years. There were no direct military campaigns between the United States and Soviet Union. However, billions of dollars and millions of lives were lost. The United States emerged as the greatest power from World War 2. (Give Me Liberty 896) The country boasted about having the most powerful navy and air force. The United states accounted for about half of the world’s manufacturing capacity, which it alone created the atomic bombRead MoreThe War Of The Cold War757 Words   |  4 PagesAs tensions continued to augment profoundly throughout the latter half of the Cold War period, they brought forth a movement from a previous bipolar conflicting course, to one of a more multipolar nature. These tensions were now not only restricted to the Soviet Union and United states, but amongst multiple other nations of the globe. It became a general consensus that a notion of ‘peace’ was sought globally, hence, the emergence of dà ©tente. The nature of this idea in the short term conveyed itselfRead MoreThe War Of The Cold War1123 Words   |  5 PagesThe Cold War consist of tensions between the Soviets and the U.S. vying for dominance, and expansion throughout the world. Their complete different ideologies and vision of the postwar prevented them from working together. Stalin wants to punish Germany and make them pay outrageous sum of money for reparation. However, Truman has a different plan than Stalin. Truman believes that industrialization and democracy in Germany and throughout the world would ensure postwar stability. Stalin also wantedRead MoreThe Cold War1676 Words   |  7 PagesHistorical Context: The Cold War started by the end of the Second World War. The aim of this war was to spread opposing ideologies of Capitalism and Communism by the two world superpowers without the result of a hot war. The war was between the Capitalist West - namely: the United States of America, Britain and France – and Communist East – known to be Russia and all the satellite states which communism had taken over. An agreement made at the Yalta meeting of 1945 was that Germany would be dividedRead MoreThe War Of The Cold War2020 Words   |  9 Pages How Did America, With the Help Of Ronald Reagan, Win The Cold War? The Cold War was a â€Å"competition† between the Soviet Union and the United States of America, occurring from approximately 1945 through 1991. The Cold War received its name because it did not evolve into armed warfare or physical conflict. The 46-year-long war began immediately after the conclusion of World War II. Some believe it was Joseph Stalin who started it by saying, â€Å"He hated westerners in the same way as Hitler hated JewsRead MoreThe War Of The Cold War2020 Words   |  9 Pages How Did America, With the Help Of Ronald Reagan, Win The Cold War? The Cold War was a â€Å"competition† between the Soviet Union and the United States of America, occurring from approximately 1945 through 1991. The Cold War received its name because it did not evolve into armed warfare or physical conflict. The 46-year-long war began immediately after the conclusion of World War II. Some believe it was Joseph Stalin who started it by saying, â€Å"He hated westerners in the same way as Hitler hated JewsRead MoreThe War Of The Cold War1253 Words   |  6 PagesFor almost 15 years the U.S. has been in a constant state of war. Various terrorist organizations, from al-Quade, to the Taliban, and now Islamic State in Iraq and Syria (ISIS) have maintained our focus so much so that we have almost forgotten about prior threats. Ten years prior to the start of the conflict in the Middle East, the Cold War had officially concluded, ending almost 45 years of server political and military tensions between the U.S. and Russian following WWII. During thi s period ofRead MoreThe Cold War1537 Words   |  7 Pagesseem and that every mental event in life its self can be perceived and interpreted many ways which are all true for each of the participants but not as a truth for all. This fed the cold war paranoia that even your next-door neighbor would be a communist. With the impending insanity of the M.A.D. policies of the cold war cultivated a nationwide paranoia that was brought out in many films like Dr. Strange-Love. In 1967 Theodore J. Flicker wrote and produced The President s Analyst which presents theRead MoreThe War Of The Cold War2250 Words   |  9 PagesDuring the year 1945, there were quite a few reasons for the start of the Cold War. Hysteria was one of the major catalysts towards the start of the Cold War. Many American citizens shared the extensive fear of communist attacks against America, while the USSR (Union of Soviet Socialist Republics) feared the same from the Americans. Another reason being that the United Stat es wouldn’t share their advances in the study of nuclear fission due to the USSR’s aim of spreading world communism. The USSRRead MoreThe Cold War And The Soviet War911 Words   |  4 PagesThe Cold War began at the resolution of WWII and continued into the 1990’s. The Cold War was fueled by many factors such as ideological differences, mutual mistrust, America’s fear of the spread of communism, and nuclear weapons. The war ultimately resulted in the collapse of communism. The war was supported by allied nations although the main instigators of the war were Russia and the United States. A major short term factor that lead to the Cold War was USSR’s fear of America’s newly acquired

The Many Meanings of Stephen Cranes The Bride Comes to...

The Many Meanings of The Bride Comes to Yellow Sky Stephen Cranes The Bride Comes to Yellow Sky is a tale about a town sheriff, Jack Potter, who is returning home from a trip where he has married. Jack returns shamefully with his new wife of little worldly experience. The town of Yellow Sky knows Jack as the fearless Marshal who is never afraid to stare down the barrel of a gun. Jacks return to Yellow Sky happens to be at a time when the town drunk, Scratchy Wilson, is looking for a gunfight. However, the townspeople and Scratchy are disappointed to find him married, unarmed, and unwilling to fight. Before Jack arrived the townspeople were hoping for his arrival to cool off the situation. As one bartender said, I wish†¦show more content†¦Crane tells of how the wife was not pretty, nor was she very young. She is also unfamiliar, as a cook, of the train they ride together to Yellow Sky. Crane sets this scene to show how Jacks new wife is far from spectacular, and not a person that the people of Yellow Sky will ha ve much respect for. However, after explaining the relationship of the newly weds, Crane reveals the admiration of Jack Potter in Yellow Sky. The reverence of the bartender towards Jack Potter is apparent as he explains the town situation to a visitor. However, once Jack Potter arrives and runs into Scratchy Wilson, the story unfolds. Thomas Beer, author of a Stephen Crane biography is astonished by the way Crane ends the story: Crane is done with the business. All the ordinary values of his situation have bee thrown away; the marshal and the woman merely plain people (248). Crane allows the reader to first see into the mind of Jack Potter, then into the mind of the townspeople. Significantly, Crane begins the story with Jack and his wife preparing to and traveling to Yellow Sky. So, when the reader sees the admiration of the townspeople, it can be taken as comedic. Jack Potter has already been shown as someone far from heroic and intrepid. Eric Solomon sees humor in this section: Much of the humor derives from the behavior of Potter and his bride, who are awkward and embarrassed in the great Pullman car (136). A person who is embarrassed around his own wifeShow MoreRelatedEssay about The Western Formula1317 Words   |  6 Pagesparadigm for many authors, but not particularly for Stephen Crane. The standards Cawelti has set forth for a successful Western is quite minimal by thought, but at the same time relevant. Crane signifies a different perspective to these standards. Cranes thoughts for the use of the Western formula are just approaches to wards the west, from the introductory setting to the coarse grin one cowboy would make towards another. These do not in fact relate to Caweltis Western formula. Cranes deviation from

Acca F1 Chapter 4 Free Essays

string(52) " within the boundaries of authority and discipline\." Chapter 4: Leadership, management and supervision Chapter learning objectives Upon completion of this chapter you will be able to: * define the term leadership * define the term management * define the term supervision * explain the difference between a leader and a manager distinguish between the role of the manager and the role of a supervisor * explain the classical approach to management using theories of  Fayol and Taylor * explain the main duties of a manager according to  Fayol * outline the relevance of classical approach to modern data practices * explain the nature of the human relations school aâ‚ ¬Ã¢â‚¬Å"   Mayo * describe the modern school of management with reference to the theories of  Mintzberg  and  Drucker * describe the three managerial roles as per work of  H Mintzberg * explain what is meant by authority * explain what is meant by the term responsibility identify the main sources of authority * explain the relationship between authority and responsibility * explain the situational approach to leadership using  Adair’s  theory * explain the contingency approach using  Fiedler’s  leadership theory * explain the differences between transactional and transformational leadership referring to the  Bennis  theory * describe the phases of the change process referring to  Kotter  theory * explain the  Heifetz  leadership theory * explain the five scores on the  Blake  and  Mouton  managerial grid * outline the usefulness of the Blake and Mouton grid describe the four leadership styles as per  Ashridge. 1 Introduction 1. 1 Leadership Abasic definition of a leader is ‘someone who  exercises  influence overother people’. We will write a custom essay sample on Acca F1 Chapter 4 or any similar topic only for you Order Now This can be expanded into a more complex definition:’Leadership is an interpersonal influence directed toward theachievement of a goal or goals’. * Interpersonal aâ‚ ¬Ã¢â‚¬Å" between people. * Influence aâ‚ ¬Ã¢â‚¬Å" the power to affect others. * Goal aâ‚ ¬Ã¢â‚¬Å" something that we need/want to achieve. Leadership is a conscious activity and is concerned with settinggoals and inspiring people to provide commitment to achieve theorganisation’s goals. . 2 Managers Allmanagers have in common the  overall  aim of getting things done,delegating to other people rather than doing everything themselves. Management can be defined as ‘the effective use and co-ordinationof resources such as capital, plant, materials and labour to achievedefined objectives with maximum efficiency’. A leader can be a manager, but a manager is not necessarily aleader. If a manager is able to influence people to achieve the goals ofthe organisation, without using forma l authority to do so, then themanager is demonstrating leadership. Illustration 1 aâ‚ ¬Ã¢â‚¬Å" Differences between managers and leaders The manager administers; the leader innovates. The manager relies on control; the leader inspires trust. The manager has his eye on the bottom line; the leader has his eye on the horizon. 1. 3 Supervision The supervisor is part of the management team. * The supervisor is a person given authority for planning and controlling the work of their group, but all they can delegate to the group is the work itself. * A supervisor, therefore, is a type of manager whose main role is to ensure that specified tasks are performed correctly and efficiently by a defined group of people. In general, supervisors will also be doing operations work and giving advice to others to help solve problems. If the more senior manager is absent, the supervisor will take over the role. Illustration 2 aâ‚ ¬Ã¢â‚¬Å" The role of a supervisor Supervisors divide their time between supervisory duties and adetailed task. For example a supervisor i n  purchasing  may also regularlycomplete some clerical work like raising purchase orders. Managers must ensure that supervisors understand organisationalobjectives and communicate the power and limits of the supervisor’sauthority. Supervision is an important part of the task and process ofmanagement. The role of the supervisor requires direct contact with and responsibility for the work of others. * The supervisor is the interface between the management and the workforce. * Front line aâ‚ ¬Ã¢â‚¬Å" resolving problems first hand where the work is done, and often having to resolve problems quickly. * They often need to have direct knowledge of  employment  legislation. * Often have responsibility for negotiation and industrial relations within the department. * Management tasks and operational work to perform. Day-to-day detailed internal information (manager aâ‚ ¬Ã¢â‚¬Å" medium-term internal and external information). Test your understanding 1 Briefly explain in general terms the responsibilities of a supervisor. 2 Theories of management 2. 1 The classical school Both  Taylor and Fayol  shared the belief that individualsmust subordinate themselves to the needs of the organisation. In returnthe organisation was obliged to provide job security and goodremuneration. * Taylor and Fayol  believed in ‘one best way’, the optimum way to: * organise the firm * do the individual job emphasis on the task to be done rather that the person doing it. * some of the main features of their approach were as follows: * belief in one controlling central authority * specialisation of tasks * fair pay and good working conditions, decided by management * clear lines of command. Illustration 3 aâ‚ ¬Ã¢â‚¬Å" Theories and management Scientific thinking on motivation in the workplace included a belief that reward for effort was a key consideration. Test your understanding 2 Which of the following statements best describes the classical approach to management? A  No one best approach. B  Communication should be encouraged. C  One best approach. D  An employee is considered an input to the organisational system. Fayol  argued that management may be split into five broadsareas: forecasting and planning, organisation, command, co-ordinationand control. Expandable text – Fayol’s rules of managerial conduct Fayol  applied 14 rules of managerial conduct. These are: * Division of work  aâ‚ ¬Ã¢â‚¬Å" to improve practice and familiarity and become specialised. * Authority  aâ‚ ¬Ã¢â‚¬Å" the right to give orders, linked with responsibility. * Discipline  aâ‚ ¬Ã¢â‚¬Å" respect in accordance with the agreement between the firm and its employees. Unity of command  aâ‚ ¬Ã¢â‚¬Å" each subordinate answerable to only one superior. * Unity of direction  aâ‚ ¬Ã¢â‚¬Å" only a single head and plan for a set of activities. * Subordination to the general interest  aâ‚ ¬Ã¢â‚¬Å" the general good prevails over individual or sectional interes ts. * Remuneration  aâ‚ ¬Ã¢â‚¬Å" should be fair to both the recipient and the firm. * Centralisation  aâ‚ ¬Ã¢â‚¬Å" inevitable in organisations, but the degree should be appropriate. * Scalar chain  aâ‚ ¬Ã¢â‚¬Å" graduated lines of authority should exist from the top to the bottom of the organisation. * Order  aâ‚ ¬Ã¢â‚¬Å" workers and materials should be in their prescribed place. * Equity  aâ‚ ¬Ã¢â‚¬Å" combining clemency with justice. Tenure of personnel  aâ‚ ¬Ã¢â‚¬Å" adequate time for settling into jobs should be allowed. * Initiative  aâ‚ ¬Ã¢â‚¬Å" should be encouraged within the boundaries of authority and discipline. You read "Acca F1 Chapter 4" in category "Papers" * Esprit de corps  aâ‚ ¬Ã¢â‚¬Å" harmony and teamwork should be encouraged in the organisation. Fayol  believed that a manager obtained the best performancefrom his workforce by leadership qualities, by his knowledge of thebusiness and his workers, and by his ability to instil a sens e ofmission. Test your understanding 3 Which of the following are elements of management as identified by  Fayol. AControl. BMotivation. CCommunication. DCompromise. The implications of  Taylor’s  scientific management are as follows: * Workers should be set high targets, but should be well rewarded for achieving them. * Working methods should be analysed ‘scientifically’, including the timing of work. * Management should plan and control all the workers’ efforts, leaving little discretion for individual control over working methods. While there may be areas where these principles are still relevant,most modern theorists would argue that a more progressive approach isneeded where: * It is recognised that there is not always a ‘best’ way of doing a particular job. Employees can often have considerable insight into a job and can make important suggestions for improvements. * Many workers can be motivated by other methods than tight control and financial reward. These issues are discussed in more details later in this chapter. Illustration 4 aâ‚ ¬Ã¢â‚¬Å" Theories of management The classical approach is still being utilised today since this isthe principle applied in most call centres: targets are set for thenumber of calls to be taken in a predetermined time period and reward isbased on the achievement of the target. Test your understanding 4 Which one of the following statements is closest to the beliefs of the classical school? AEmphasis on social groups. BEmphasis on the task to be done rather than the person doing it. CEmphasis on the person rather than the task. DEmphasis on encouraging people to reach their full potential. 2. 2 The human relations school Research carried out by  Mayo  at the General ElectricCompany in Chicago concluded that group relationships andmanagement-worker communication were far more important in determiningemployee behaviour than were physical conditions (e. . lighting andnoise) and the working practices imposed by management. Also, wagelevels were not the dominant motivating factor for most workers. Further research established the following propositions of the human relations school. * Employee behaviour depends primarily on the social and organisational circumstances of work. * Leadership style, group cohesion and job satisfaction are major determinants of the outputs of the working group. * Employees work better if they are given a wide range of tasks to complete. Standards set internally by a working group influence employee attitudes and perspectives more than standards set by management. The usefulness of the human relations approach The school explicitly recognised the role of interpersonalrelations in determining workplace behaviour, and it demonstrated thatfactors other than pay can motivate workers. However, the approachpossibly overestimates the commitment, motivation and desire toparticipate in decision making of many employees. Test your understanding 5 Which one of the following statements is closest to the beliefs of the human relations school? AEmphasis on social groups. BEmphasis on the task to be done rather than the person doing it. CEmphasis on one best approach. DEmphasis on hierarchy of management. 2. 3 Modern writers Contributions made by modern writers on management include: * Contingency approach (‘no one best approach’)  aâ‚ ¬Ã¢â‚¬Å" contingency theorists do not ignore the lessons learnt from earlier theorists, but adapt them to suit particular circumstances. * Behaviouralism  aâ‚ ¬Ã¢â‚¬Å" concerned with the personal adjustment of the individual within the work organisation and the effects of group relationships and leadership styles. Systems theory  aâ‚ ¬Ã¢â‚¬Å" expresses a manger’s role as being a co-ordinator of the elements of a system, of which people are only one part. Expandable text – systems theory Systems theory takes the view that an organisation is a socialsystem, consisting of individuals who co-operate together within aformal framework, drawing resources fro m their environment and puttingback into that environment the products they produce or the servicesthey offer: * in doing so the input is converted into the final product or service, hopefully with value being added * an organisation does not exist in a vacuum. It depends on its environment and is part of larger systems, such as society, the economic system and the industry to which it belongs. Examples of the other systems include an information system, production system and a communication system. Drucker  identified five basic operations in the work of a manager. Managers: Expandable text * Set objectives  aâ‚ ¬Ã¢â‚¬Å" determining what they should be and what the goals in each area should be. They decide what has to be done to reach these objectives and make them effective by communicating them to the people who are going to perform them. Organise  aâ‚ ¬Ã¢â‚¬Å" analysing the activities, decisions and relations needed. They classify the work, divide it into manageable activities and further divide the activities into manageable jobs. They group the units and jobs, and select people for the management of the units and for the jobs to be done. * Motivate and communicate  aâ‚ ¬Ã¢â‚¬Å" making a team out of the people that are responsible for various jobs. * Establish yardsticks  aâ‚ ¬Ã¢â‚¬Å" by making measurements available, which are focused on the performance of the whole organisation and which, at the same time, focus on the work of the individual and help them to do it. Managers analyse, appraise and interpret performance. * Develop people, including themselves. Mintzberg  identified ten skills which managers need if theyare to develop greater effectiveness, and grouped them together underthree categories, interpersonal, informational and decisional. Test your understanding 6 Is the following statement in line with  Mintzberg’s  approach? ‘The manager in the informational role combines being a spokesperson and disseminator with being a monitor of information. ‘ 3 Managerial authority and responsibility Authority refers to the relationship between the participants in an organisation. * Authority is the right to give orders and the power to exact obedience  (Fayol). * Authority is the right to do something, or ask someone else to do it and expect it to be done. * Authority is thus another word for legitimate power. Illustration 5 aâ‚ ¬Ã¢â‚¬Å" Managerial authority and responsibility When analysing the types of authority which a manager or department may have the following terms are often used: * Line authority  aâ‚ ¬Ã¢â‚¬Å" the authority a manger has over a subordinate, down the vertical chain (or line) of command. Staff authority  aâ‚ ¬Ã¢â‚¬Å" is the authority one manager or department may have in giving specialist advice to another manager or department, over which there is no line authority. (HR department advising the accounts manager on interviewing techniques. ) * Functional authority  aâ‚ ¬Ã¢â‚¬Å" is a hybrid of line and staff authority, whereby a manager setting policies and procedures for the company as a whole has the authority in certain circumstances, to direct, design or control activities or procedures of another department. (A finance manager has authority to require timely budgetary control reports from other departmental/line managers. Test your understanding 7 If a manager justifies an instruction to a subordinate by saying’because I am your superior’ the manager is relying on which of thefollowing bases of authority? AFunctional BStaff CLine Responsibility is the liability of a person to be called to account for his or her actions. * Responsibility expresses the obligation a person has to fulfil a task, which he or she has been given. A person is said to be responsible for a piece of work when he or she is required to ensure that the work is done. * Responsibility is the obligation to use delegated powers. The important point is that managers and supervisors are ultimately responsible for the actions of their subordinates; the term ‘accountable’ is often used. * It is accountability for the performance of specified duties or the satisfactory achievement of defined company objectives. * Because responsibility is an obligation owed, it cannot be delegated. * No superior can escape responsibility for the activities of subordinates, for it is the supervisor who delegates authority and assigns the duties. Test your understanding 8 Which of the following statements could be a definition of responsibility? ALiability to be called to account. BAccountability for actions. CAn obligation owed. John French and Bertram Raven  identified five sources or bases of power. * Reward  power aâ‚ ¬Ã¢â‚¬Å" is based on one person having the ability to reward another person for carrying out orders or meeting other requirements. * Coercive  power aâ‚ ¬Ã¢â‚¬Å" is based on one person’s ability to punish another for not meeting requirements, is the negative side of reward power. * Expert  power aâ‚ ¬Ã¢â‚¬Å" is based on the perception or belief that a person has some relevant expertise or special knowledge that others do not. Referent  power aâ‚ ¬Ã¢â‚¬Å" is based on one person’s desire to identify with or imitate another. * Legitimate  power aâ‚ ¬Ã¢â‚¬Å" the power derived from being in a position of authority within the organisational structure aâ‚ ¬Ã¢â‚¬Å" according to the position they hold within the organisation. Illustration 6 aâ‚ ¬Ã¢â‚¬Å" Managerial autho rity and responsibility If a manager justifies an instruction to a subordinate by saying’because I am a qualified accountant’ the manager is relying on which ofthe following bases of power? AReferent BReward CLegitimate DExpert Solution D Test your understanding 9 If a manager justifies an instruction to a subordinate by saying’because I am your superior’ the manager is relying on which of thefollowing bases of authority? AReferent BReward CLegitimate DExpert In every position authority and responsibility should correspond (principle of correspondence): * Having responsibility without authority  aâ‚ ¬Ã¢â‚¬Å" supervisor may be held responsible for time keeping but does not have the authority to discipline subordinate for poor time-keeping. The supervisor is powerless to achieve the levels upon which his or her performance is being judged. This supervisor is likely to become frustrated, stressed and demotivated. Performance is likely to suffer. Conflict will occur if the supervisor fails the task due to lack of co-operation caused by lack of authority. * Having authority without responsibility  aâ‚ ¬Ã¢â‚¬Å" personnel department employ an individual but will have no responsibility for the employee; they are in a position of false security. Managers not held accountable for their authority may exercise their authority in an irresponsible way, which may not be to the benefit of the organisation. They may take unacceptable risks, because the consequences of decisions will not rebound on them. The control mechanisms of the organisation depend on accountability. Test your understanding 10 John has just joined a small accounts department. The financialcontroller is taken ill. John has been told that he needs to prepare themanagement accounts and requires information regarding salaries. Thepayroll department are not happy about giving John the informationrequired. What is the underlying cause of the problem? 4 Theories of leadership approaches 4. 1 The action-centred approach (Adair) Adair  suggests that any leader has to strive to achieve three major goals while at the same time maintaining a position as an effective leader. * Adair’s action-centred leadership model looks at leadership in relation to the needs of the task, individual and group. Test your understanding 11 The table below includes needs that managers have to action. Suggest whether they are likely to be a ssociated with individual, taskor group needs. 4. 2 The contingency approach (Fiedler) Contingency theory sees effective leadership as being dependenton a number of variable or contingent factors. There is no one right wayto lead that will fit all situations; rather it is necessary to lead ina manner that is appropriate to a particular situation. Fiedler’s contingency theory * Fiedler  studied the relationship between style of leadership and effectiveness of the work group. Two styles of leader were identified. Psychologically distant managers (PDMs). * Maintain distance from their subordinates by formalising roles and relationships within the team. * Are withdrawn and reserved in their interpersonal relationships. * Prefer formal communication and consultation methods rather than seek informal opinion. Judge subordinates on the basis of performance and are primarily task-orientated. * Fiedler found that leaders of the most effective work groups actually tend to be PDMs. Psychologically close managers (PCMs) * Do not seek to formalise roles and relationships. * Prefer informal contacts to regular formal staff meetings. * They are more concerned to maintain good human relationships at work to ensure that tasks are carried out efficiently. * Fiedler  concluded that a structured (or psychologically distant) style works best when the situation is either very favourable or very unfavourable to the leader. On the other hand, a supportive (or psychologically close) style works best when the situation is moderately favourable to the leader. * He further suggested that group performance would be contingent upon the appropriate matching of leadership styles and the degree of favourableness of the group situation for the leader. Fiedler  went on to develop his contingency theory in ‘Atheory of leadership effectiveness’, in which he argued that theeffectiveness of the workgroup depended on the situation. The leadershipsituation is made up of three key variables: * The relationship between the leader and the group (trust, respect and so on). The extent to which the task is defined and structured. * The power of the leader in relation to the group. Illustration 7 aâ‚ ¬Ã¢â‚¬Å" Theories of leadership approaches Fiedler  suggested that a situation is favourable to theleader when the leader is liked and trusted by the group, the tasks ofthe group are clearly defined and the power of the leader to reward andpunish the team, with organisational backing, is high. Test your understanding 12 The accounts manager holds a departmental meeting every Monday at 10. 00 am. How would  Fiedler  define this manager? 4. 3 Transformational leadership (Bennis) Some of the values used to distinguish between managers and leaders have also been identified as: * Transactional leaders aâ‚ ¬Ã¢â‚¬Å" see the relationship with their followers in terms of a trade: they give followers the rewards they want in exchange for service, loyalty and compliance. * Transformational leaders aâ‚ ¬Ã¢â‚¬Å" see their role as inspiring and motivating others to work at levels beyond mere compliance. Only transformational leadership is said to be able to change team/organisational cultures and create a new direction. Expandable text Bennis  is an influential American author on leadership andchange. He focuses on the need to inspire change rather than imposingit. He identifies five ‘avenues of change’: * Dissent and conflict aâ‚ ¬Ã¢â‚¬Å" top management impose change by means of their position of power, the result being rancour amongst those affected. * Trust and truth aâ‚ ¬Ã¢â‚¬Å" management must gain trust, express their vision clearly, and persuade others to follow. * Cliques and cabals aâ‚ ¬Ã¢â‚¬Å" cliques have power, money and resources; cabals have ambition, drive and energy. Unless the cliques can co-opt the cabals, revolution is inevitable. * External events aâ‚ ¬Ã¢â‚¬Å" forces of society can impose change, e. . by new government regulation or through overseas competition. * Culture or paradigm shift aâ‚ ¬Ã¢â‚¬Å" changing the corporate culture is the most important avenues of change. Test your understanding 13 When organisational change requires a change in structure and/orculture would the organisation require a transformational ortransactiona l leader? 4. 4 Managing change (Kotter) Kotter  set out the following change approaches to deal with resistance: Test your understanding 14 Training in the use of a new information system is a means of overcoming resistance to change by: AFacilitation and support. BEducation and communication. CParticipation and involvement. DNegotiation and agreement. 4. 5 Leadership to mobilise (Heifetz) Heifetz  argues that the role of the leader is to help people face reality and to mobilise them to make change. Heifetzsuggests that the old approach to leadership was that leaders had theanswers, the vision and then needed to persuade people to sign up forthe change. Heifetz believes that leaders provide direction but do nothave to offer definite answers and should mobilise people to tackle thetough challenges for themselves. Leaders have two choices when resolving a situation: Technical change aâ‚ ¬Ã¢â‚¬Å" the application of current knowledge, skills and or tools to resolve a situation. * Adaptive change aâ‚ ¬Ã¢â‚¬Å" is required when the problem cannot be solved with existing skills and knowledge and requires people to make a shift in their values, expectations, attitudes or habits of behaviour. This is often required to ensure organisational survi val. Expandable text Heifetz  suggests four principles for bringing about adaptive change: * Recognition that the change requires an adaptive approach and understanding the values that need to be shifted and the issues that need to be resolved to make the shift possible. Adaptive change causes unhappiness in the people being led; adaptive change requires the right level of stress to be applied: too little stress and people do not appreciate the need for change: too much stress and there will be no ‘buy-in’. * Keep focused on the real issue of realising the change; do not spend too much time on stress-reducing distractions. * Ensure the people who need to make the change take responsibility and face the reality of doing the work of change for themselves. Leaders provide the direction, posing well-structured questions, rather than offering definite answers. Leadership styles 5. 1 Blake and Mouton Robert Blake and Jane Mouton  carried out research intomanagerial behavi our and observed two basic dimensions of leadership:concern for production (or task performance) and concern for people. Based on the results of staff questionnaires, managers can then be plotted on  Blake and Mouton’s grid. 1. 1 Management impoverished  aâ‚ ¬Ã¢â‚¬Å" this manager only makesminimum effort in either area and will make the smallest possible effortrequired to get the job done. 1. ‘Country Club’ management  aâ‚ ¬Ã¢â‚¬Å" this manager is thoughtfuland attentive to the needs of the people, which leads to a comfortablefriendly organisation atmosphere but very little work is actuallyachieved. 9. 1 Task management  aâ‚ ¬Ã¢â‚¬Å" this manager is only concerned with production and arranges work in such a way that people interference is minimised. 5. 5 ‘Middle of the road management’  aâ‚ ¬Ã¢â‚¬Å" this manager is able to balance the task in hand and motivate the people to achieve these tasks. 9. 9 Team management  aâ‚ ¬Ã¢ €Å" this manager integrates the two areas to foster working together and high production to produce true team leadership. Blake and Mouton’s  grid can be used to assess the currentbehavioural style of a manager and then plan appropriate training anddevelopment to enable them to move towards 9. 9. Test your understanding 15 Using the scores shown on the above grid, make suggestions as tohow this particular manager could improve his/her managerial style. 5. 2 Ashridge The research unit at  Ashridge Management  College distinguished four different management styles. Tells (autocratic)  aâ‚ ¬Ã¢â‚¬Å" the manager makes all the decisions and issues instructions which must be obeyed without question. Strengths: * Quick decisions can be made when required. The most efficient type of leadership for highly-programmed work. Weaknesses: * Communications are one-way, neglecting feedback and potential for upward communication or team member input. * Does not encourage initiative or commitment from subordinates, merely compliance. Sells (persuasive)  aâ‚ ¬Ã¢â‚¬Å" the manager still makes all thede cisions, but believes that team members must be motivated to acceptthem in order to carry them out properly. Strengths: * Team members understand the reason for decisions. * Team members may be more committed. * Team members may be able to function slightly better in the absence of instruction. Weaknesses: * Communications are still largely one-way. * Team members are not necessarily motivated to accept the decision. * It still doesn’t encourage initiative or commitment. Consults (participative)  aâ‚ ¬Ã¢â‚¬Å" the manager confers with the team and takes their views into account, although still retains the final say. Strengths: * Involves team members in decisions, encouraging motivation through greater interest and involvement. * Consensus may be reached, enhancing the acceptability of the decision to team members. * The quality of the decision may benefit from the input of those who do the work. * Encourages upward communication. Weaknesses: * May take longer to reach decisions (especially if consensus is sought). * Team member input may not enhance the quality of the decision. * Consultation can be a faA §ade for a basic ‘sells’ style. Joins (democratic)  aâ‚ ¬Ã¢â‚¬Å" the leader and the team members make the decision together on the basis of consensus. Strengths: * Can provide high motivation and commitment from team members. * Empowers a team member to take the initiative (e g. in responding flexibly to customer demands and problems). * Shares other advantages of the ‘consults’ style (especially where team members can add value). Weaknesses: May undermine the authority of the manager. * May further lengthen the decision-making process. * May reduce the quality of the decision because of the politics of decision making. Test your understanding 16 For each of the statements made by managers listed below, choose an Ashridge leadership style that best describes the statement. Ch apter summary Test your understanding answers Test your understanding 1 * Planning the work of the department. * Ensuring by adequate supervision that the work is completed as far as possible according to plan. * Maintaining discipline in the department. * Undertaking the task when required. Having knowledge and ability in all aspects of health, safety and employment legislation that applies to his or her subordinates. Test your understanding 2 C Test your understanding 3 A only Test your understanding 4 B Test your understanding 5 A Test your understanding 6 Yes Test your understanding 7 C Test your understanding 8 A, B and C Test your understanding 9 C Test your understanding 10 John has been given the responsibility for completing a task but without the authority. Test your understanding 11 Test your understanding 12 Psychologically distant manager. Test your understanding 13 Transformational. Test your understanding 14 A Test your understanding 15 The manager illustrated in the above grid is showing good concernfor production (although this can be strengthened further) but is weakin terms of concern for employees. Further investigation would then becarried out to determine why this is the case and in what ways such alack of concern is exhibited. Then rectifying action can be taken. For example: * Attend a training course on people skills and motivation. * Involve staff in more decisions. * Treat staff as valuable assets; adopt an open door policy. Test your understanding 16 How to cite Acca F1 Chapter 4, Papers

Acca F1 Chapter 4 Free Essays

string(52) " within the boundaries of authority and discipline\." Chapter 4: Leadership, management and supervision Chapter learning objectives Upon completion of this chapter you will be able to: * define the term leadership * define the term management * define the term supervision * explain the difference between a leader and a manager distinguish between the role of the manager and the role of a supervisor * explain the classical approach to management using theories of  Fayol and Taylor * explain the main duties of a manager according to  Fayol * outline the relevance of classical approach to modern data practices * explain the nature of the human relations school aâ‚ ¬Ã¢â‚¬Å"   Mayo * describe the modern school of management with reference to the theories of  Mintzberg  and  Drucker * describe the three managerial roles as per work of  H Mintzberg * explain what is meant by authority * explain what is meant by the term responsibility identify the main sources of authority * explain the relationship between authority and responsibility * explain the situational approach to leadership using  Adair’s  theory * explain the contingency approach using  Fiedler’s  leadership theory * explain the differences between transactional and transformational leadership referring to the  Bennis  theory * describe the phases of the change process referring to  Kotter  theory * explain the  Heifetz  leadership theory * explain the five scores on the  Blake  and  Mouton  managerial grid * outline the usefulness of the Blake and Mouton grid describe the four leadership styles as per  Ashridge. 1 Introduction 1. 1 Leadership Abasic definition of a leader is ‘someone who  exercises  influence overother people’. We will write a custom essay sample on Acca F1 Chapter 4 or any similar topic only for you Order Now This can be expanded into a more complex definition:’Leadership is an interpersonal influence directed toward theachievement of a goal or goals’. * Interpersonal aâ‚ ¬Ã¢â‚¬Å" between people. * Influence aâ‚ ¬Ã¢â‚¬Å" the power to affect others. * Goal aâ‚ ¬Ã¢â‚¬Å" something that we need/want to achieve. Leadership is a conscious activity and is concerned with settinggoals and inspiring people to provide commitment to achieve theorganisation’s goals. . 2 Managers Allmanagers have in common the  overall  aim of getting things done,delegating to other people rather than doing everything themselves. Management can be defined as ‘the effective use and co-ordinationof resources such as capital, plant, materials and labour to achievedefined objectives with maximum efficiency’. A leader can be a manager, but a manager is not necessarily aleader. If a manager is able to influence people to achieve the goals ofthe organisation, without using forma l authority to do so, then themanager is demonstrating leadership. Illustration 1 aâ‚ ¬Ã¢â‚¬Å" Differences between managers and leaders The manager administers; the leader innovates. The manager relies on control; the leader inspires trust. The manager has his eye on the bottom line; the leader has his eye on the horizon. 1. 3 Supervision The supervisor is part of the management team. * The supervisor is a person given authority for planning and controlling the work of their group, but all they can delegate to the group is the work itself. * A supervisor, therefore, is a type of manager whose main role is to ensure that specified tasks are performed correctly and efficiently by a defined group of people. In general, supervisors will also be doing operations work and giving advice to others to help solve problems. If the more senior manager is absent, the supervisor will take over the role. Illustration 2 aâ‚ ¬Ã¢â‚¬Å" The role of a supervisor Supervisors divide their time between supervisory duties and adetailed task. For example a supervisor i n  purchasing  may also regularlycomplete some clerical work like raising purchase orders. Managers must ensure that supervisors understand organisationalobjectives and communicate the power and limits of the supervisor’sauthority. Supervision is an important part of the task and process ofmanagement. The role of the supervisor requires direct contact with and responsibility for the work of others. * The supervisor is the interface between the management and the workforce. * Front line aâ‚ ¬Ã¢â‚¬Å" resolving problems first hand where the work is done, and often having to resolve problems quickly. * They often need to have direct knowledge of  employment  legislation. * Often have responsibility for negotiation and industrial relations within the department. * Management tasks and operational work to perform. Day-to-day detailed internal information (manager aâ‚ ¬Ã¢â‚¬Å" medium-term internal and external information). Test your understanding 1 Briefly explain in general terms the responsibilities of a supervisor. 2 Theories of management 2. 1 The classical school Both  Taylor and Fayol  shared the belief that individualsmust subordinate themselves to the needs of the organisation. In returnthe organisation was obliged to provide job security and goodremuneration. * Taylor and Fayol  believed in ‘one best way’, the optimum way to: * organise the firm * do the individual job emphasis on the task to be done rather that the person doing it. * some of the main features of their approach were as follows: * belief in one controlling central authority * specialisation of tasks * fair pay and good working conditions, decided by management * clear lines of command. Illustration 3 aâ‚ ¬Ã¢â‚¬Å" Theories and management Scientific thinking on motivation in the workplace included a belief that reward for effort was a key consideration. Test your understanding 2 Which of the following statements best describes the classical approach to management? A  No one best approach. B  Communication should be encouraged. C  One best approach. D  An employee is considered an input to the organisational system. Fayol  argued that management may be split into five broadsareas: forecasting and planning, organisation, command, co-ordinationand control. Expandable text – Fayol’s rules of managerial conduct Fayol  applied 14 rules of managerial conduct. These are: * Division of work  aâ‚ ¬Ã¢â‚¬Å" to improve practice and familiarity and become specialised. * Authority  aâ‚ ¬Ã¢â‚¬Å" the right to give orders, linked with responsibility. * Discipline  aâ‚ ¬Ã¢â‚¬Å" respect in accordance with the agreement between the firm and its employees. Unity of command  aâ‚ ¬Ã¢â‚¬Å" each subordinate answerable to only one superior. * Unity of direction  aâ‚ ¬Ã¢â‚¬Å" only a single head and plan for a set of activities. * Subordination to the general interest  aâ‚ ¬Ã¢â‚¬Å" the general good prevails over individual or sectional interes ts. * Remuneration  aâ‚ ¬Ã¢â‚¬Å" should be fair to both the recipient and the firm. * Centralisation  aâ‚ ¬Ã¢â‚¬Å" inevitable in organisations, but the degree should be appropriate. * Scalar chain  aâ‚ ¬Ã¢â‚¬Å" graduated lines of authority should exist from the top to the bottom of the organisation. * Order  aâ‚ ¬Ã¢â‚¬Å" workers and materials should be in their prescribed place. * Equity  aâ‚ ¬Ã¢â‚¬Å" combining clemency with justice. Tenure of personnel  aâ‚ ¬Ã¢â‚¬Å" adequate time for settling into jobs should be allowed. * Initiative  aâ‚ ¬Ã¢â‚¬Å" should be encouraged within the boundaries of authority and discipline. You read "Acca F1 Chapter 4" in category "Papers" * Esprit de corps  aâ‚ ¬Ã¢â‚¬Å" harmony and teamwork should be encouraged in the organisation. Fayol  believed that a manager obtained the best performancefrom his workforce by leadership qualities, by his knowledge of thebusiness and his workers, and by his ability to instil a sens e ofmission. Test your understanding 3 Which of the following are elements of management as identified by  Fayol. AControl. BMotivation. CCommunication. DCompromise. The implications of  Taylor’s  scientific management are as follows: * Workers should be set high targets, but should be well rewarded for achieving them. * Working methods should be analysed ‘scientifically’, including the timing of work. * Management should plan and control all the workers’ efforts, leaving little discretion for individual control over working methods. While there may be areas where these principles are still relevant,most modern theorists would argue that a more progressive approach isneeded where: * It is recognised that there is not always a ‘best’ way of doing a particular job. Employees can often have considerable insight into a job and can make important suggestions for improvements. * Many workers can be motivated by other methods than tight control and financial reward. These issues are discussed in more details later in this chapter. Illustration 4 aâ‚ ¬Ã¢â‚¬Å" Theories of management The classical approach is still being utilised today since this isthe principle applied in most call centres: targets are set for thenumber of calls to be taken in a predetermined time period and reward isbased on the achievement of the target. Test your understanding 4 Which one of the following statements is closest to the beliefs of the classical school? AEmphasis on social groups. BEmphasis on the task to be done rather than the person doing it. CEmphasis on the person rather than the task. DEmphasis on encouraging people to reach their full potential. 2. 2 The human relations school Research carried out by  Mayo  at the General ElectricCompany in Chicago concluded that group relationships andmanagement-worker communication were far more important in determiningemployee behaviour than were physical conditions (e. . lighting andnoise) and the working practices imposed by management. Also, wagelevels were not the dominant motivating factor for most workers. Further research established the following propositions of the human relations school. * Employee behaviour depends primarily on the social and organisational circumstances of work. * Leadership style, group cohesion and job satisfaction are major determinants of the outputs of the working group. * Employees work better if they are given a wide range of tasks to complete. Standards set internally by a working group influence employee attitudes and perspectives more than standards set by management. The usefulness of the human relations approach The school explicitly recognised the role of interpersonalrelations in determining workplace behaviour, and it demonstrated thatfactors other than pay can motivate workers. However, the approachpossibly overestimates the commitment, motivation and desire toparticipate in decision making of many employees. Test your understanding 5 Which one of the following statements is closest to the beliefs of the human relations school? AEmphasis on social groups. BEmphasis on the task to be done rather than the person doing it. CEmphasis on one best approach. DEmphasis on hierarchy of management. 2. 3 Modern writers Contributions made by modern writers on management include: * Contingency approach (‘no one best approach’)  aâ‚ ¬Ã¢â‚¬Å" contingency theorists do not ignore the lessons learnt from earlier theorists, but adapt them to suit particular circumstances. * Behaviouralism  aâ‚ ¬Ã¢â‚¬Å" concerned with the personal adjustment of the individual within the work organisation and the effects of group relationships and leadership styles. Systems theory  aâ‚ ¬Ã¢â‚¬Å" expresses a manger’s role as being a co-ordinator of the elements of a system, of which people are only one part. Expandable text – systems theory Systems theory takes the view that an organisation is a socialsystem, consisting of individuals who co-operate together within aformal framework, drawing resources fro m their environment and puttingback into that environment the products they produce or the servicesthey offer: * in doing so the input is converted into the final product or service, hopefully with value being added * an organisation does not exist in a vacuum. It depends on its environment and is part of larger systems, such as society, the economic system and the industry to which it belongs. Examples of the other systems include an information system, production system and a communication system. Drucker  identified five basic operations in the work of a manager. Managers: Expandable text * Set objectives  aâ‚ ¬Ã¢â‚¬Å" determining what they should be and what the goals in each area should be. They decide what has to be done to reach these objectives and make them effective by communicating them to the people who are going to perform them. Organise  aâ‚ ¬Ã¢â‚¬Å" analysing the activities, decisions and relations needed. They classify the work, divide it into manageable activities and further divide the activities into manageable jobs. They group the units and jobs, and select people for the management of the units and for the jobs to be done. * Motivate and communicate  aâ‚ ¬Ã¢â‚¬Å" making a team out of the people that are responsible for various jobs. * Establish yardsticks  aâ‚ ¬Ã¢â‚¬Å" by making measurements available, which are focused on the performance of the whole organisation and which, at the same time, focus on the work of the individual and help them to do it. Managers analyse, appraise and interpret performance. * Develop people, including themselves. Mintzberg  identified ten skills which managers need if theyare to develop greater effectiveness, and grouped them together underthree categories, interpersonal, informational and decisional. Test your understanding 6 Is the following statement in line with  Mintzberg’s  approach? ‘The manager in the informational role combines being a spokesperson and disseminator with being a monitor of information. ‘ 3 Managerial authority and responsibility Authority refers to the relationship between the participants in an organisation. * Authority is the right to give orders and the power to exact obedience  (Fayol). * Authority is the right to do something, or ask someone else to do it and expect it to be done. * Authority is thus another word for legitimate power. Illustration 5 aâ‚ ¬Ã¢â‚¬Å" Managerial authority and responsibility When analysing the types of authority which a manager or department may have the following terms are often used: * Line authority  aâ‚ ¬Ã¢â‚¬Å" the authority a manger has over a subordinate, down the vertical chain (or line) of command. Staff authority  aâ‚ ¬Ã¢â‚¬Å" is the authority one manager or department may have in giving specialist advice to another manager or department, over which there is no line authority. (HR department advising the accounts manager on interviewing techniques. ) * Functional authority  aâ‚ ¬Ã¢â‚¬Å" is a hybrid of line and staff authority, whereby a manager setting policies and procedures for the company as a whole has the authority in certain circumstances, to direct, design or control activities or procedures of another department. (A finance manager has authority to require timely budgetary control reports from other departmental/line managers. Test your understanding 7 If a manager justifies an instruction to a subordinate by saying’because I am your superior’ the manager is relying on which of thefollowing bases of authority? AFunctional BStaff CLine Responsibility is the liability of a person to be called to account for his or her actions. * Responsibility expresses the obligation a person has to fulfil a task, which he or she has been given. A person is said to be responsible for a piece of work when he or she is required to ensure that the work is done. * Responsibility is the obligation to use delegated powers. The important point is that managers and supervisors are ultimately responsible for the actions of their subordinates; the term ‘accountable’ is often used. * It is accountability for the performance of specified duties or the satisfactory achievement of defined company objectives. * Because responsibility is an obligation owed, it cannot be delegated. * No superior can escape responsibility for the activities of subordinates, for it is the supervisor who delegates authority and assigns the duties. Test your understanding 8 Which of the following statements could be a definition of responsibility? ALiability to be called to account. BAccountability for actions. CAn obligation owed. John French and Bertram Raven  identified five sources or bases of power. * Reward  power aâ‚ ¬Ã¢â‚¬Å" is based on one person having the ability to reward another person for carrying out orders or meeting other requirements. * Coercive  power aâ‚ ¬Ã¢â‚¬Å" is based on one person’s ability to punish another for not meeting requirements, is the negative side of reward power. * Expert  power aâ‚ ¬Ã¢â‚¬Å" is based on the perception or belief that a person has some relevant expertise or special knowledge that others do not. Referent  power aâ‚ ¬Ã¢â‚¬Å" is based on one person’s desire to identify with or imitate another. * Legitimate  power aâ‚ ¬Ã¢â‚¬Å" the power derived from being in a position of authority within the organisational structure aâ‚ ¬Ã¢â‚¬Å" according to the position they hold within the organisation. Illustration 6 aâ‚ ¬Ã¢â‚¬Å" Managerial autho rity and responsibility If a manager justifies an instruction to a subordinate by saying’because I am a qualified accountant’ the manager is relying on which ofthe following bases of power? AReferent BReward CLegitimate DExpert Solution D Test your understanding 9 If a manager justifies an instruction to a subordinate by saying’because I am your superior’ the manager is relying on which of thefollowing bases of authority? AReferent BReward CLegitimate DExpert In every position authority and responsibility should correspond (principle of correspondence): * Having responsibility without authority  aâ‚ ¬Ã¢â‚¬Å" supervisor may be held responsible for time keeping but does not have the authority to discipline subordinate for poor time-keeping. The supervisor is powerless to achieve the levels upon which his or her performance is being judged. This supervisor is likely to become frustrated, stressed and demotivated. Performance is likely to suffer. Conflict will occur if the supervisor fails the task due to lack of co-operation caused by lack of authority. * Having authority without responsibility  aâ‚ ¬Ã¢â‚¬Å" personnel department employ an individual but will have no responsibility for the employee; they are in a position of false security. Managers not held accountable for their authority may exercise their authority in an irresponsible way, which may not be to the benefit of the organisation. They may take unacceptable risks, because the consequences of decisions will not rebound on them. The control mechanisms of the organisation depend on accountability. Test your understanding 10 John has just joined a small accounts department. The financialcontroller is taken ill. John has been told that he needs to prepare themanagement accounts and requires information regarding salaries. Thepayroll department are not happy about giving John the informationrequired. What is the underlying cause of the problem? 4 Theories of leadership approaches 4. 1 The action-centred approach (Adair) Adair  suggests that any leader has to strive to achieve three major goals while at the same time maintaining a position as an effective leader. * Adair’s action-centred leadership model looks at leadership in relation to the needs of the task, individual and group. Test your understanding 11 The table below includes needs that managers have to action. Suggest whether they are likely to be a ssociated with individual, taskor group needs. 4. 2 The contingency approach (Fiedler) Contingency theory sees effective leadership as being dependenton a number of variable or contingent factors. There is no one right wayto lead that will fit all situations; rather it is necessary to lead ina manner that is appropriate to a particular situation. Fiedler’s contingency theory * Fiedler  studied the relationship between style of leadership and effectiveness of the work group. Two styles of leader were identified. Psychologically distant managers (PDMs). * Maintain distance from their subordinates by formalising roles and relationships within the team. * Are withdrawn and reserved in their interpersonal relationships. * Prefer formal communication and consultation methods rather than seek informal opinion. Judge subordinates on the basis of performance and are primarily task-orientated. * Fiedler found that leaders of the most effective work groups actually tend to be PDMs. Psychologically close managers (PCMs) * Do not seek to formalise roles and relationships. * Prefer informal contacts to regular formal staff meetings. * They are more concerned to maintain good human relationships at work to ensure that tasks are carried out efficiently. * Fiedler  concluded that a structured (or psychologically distant) style works best when the situation is either very favourable or very unfavourable to the leader. On the other hand, a supportive (or psychologically close) style works best when the situation is moderately favourable to the leader. * He further suggested that group performance would be contingent upon the appropriate matching of leadership styles and the degree of favourableness of the group situation for the leader. Fiedler  went on to develop his contingency theory in ‘Atheory of leadership effectiveness’, in which he argued that theeffectiveness of the workgroup depended on the situation. The leadershipsituation is made up of three key variables: * The relationship between the leader and the group (trust, respect and so on). The extent to which the task is defined and structured. * The power of the leader in relation to the group. Illustration 7 aâ‚ ¬Ã¢â‚¬Å" Theories of leadership approaches Fiedler  suggested that a situation is favourable to theleader when the leader is liked and trusted by the group, the tasks ofthe group are clearly defined and the power of the leader to reward andpunish the team, with organisational backing, is high. Test your understanding 12 The accounts manager holds a departmental meeting every Monday at 10. 00 am. How would  Fiedler  define this manager? 4. 3 Transformational leadership (Bennis) Some of the values used to distinguish between managers and leaders have also been identified as: * Transactional leaders aâ‚ ¬Ã¢â‚¬Å" see the relationship with their followers in terms of a trade: they give followers the rewards they want in exchange for service, loyalty and compliance. * Transformational leaders aâ‚ ¬Ã¢â‚¬Å" see their role as inspiring and motivating others to work at levels beyond mere compliance. Only transformational leadership is said to be able to change team/organisational cultures and create a new direction. Expandable text Bennis  is an influential American author on leadership andchange. He focuses on the need to inspire change rather than imposingit. He identifies five ‘avenues of change’: * Dissent and conflict aâ‚ ¬Ã¢â‚¬Å" top management impose change by means of their position of power, the result being rancour amongst those affected. * Trust and truth aâ‚ ¬Ã¢â‚¬Å" management must gain trust, express their vision clearly, and persuade others to follow. * Cliques and cabals aâ‚ ¬Ã¢â‚¬Å" cliques have power, money and resources; cabals have ambition, drive and energy. Unless the cliques can co-opt the cabals, revolution is inevitable. * External events aâ‚ ¬Ã¢â‚¬Å" forces of society can impose change, e. . by new government regulation or through overseas competition. * Culture or paradigm shift aâ‚ ¬Ã¢â‚¬Å" changing the corporate culture is the most important avenues of change. Test your understanding 13 When organisational change requires a change in structure and/orculture would the organisation require a transformational ortransactiona l leader? 4. 4 Managing change (Kotter) Kotter  set out the following change approaches to deal with resistance: Test your understanding 14 Training in the use of a new information system is a means of overcoming resistance to change by: AFacilitation and support. BEducation and communication. CParticipation and involvement. DNegotiation and agreement. 4. 5 Leadership to mobilise (Heifetz) Heifetz  argues that the role of the leader is to help people face reality and to mobilise them to make change. Heifetzsuggests that the old approach to leadership was that leaders had theanswers, the vision and then needed to persuade people to sign up forthe change. Heifetz believes that leaders provide direction but do nothave to offer definite answers and should mobilise people to tackle thetough challenges for themselves. Leaders have two choices when resolving a situation: Technical change aâ‚ ¬Ã¢â‚¬Å" the application of current knowledge, skills and or tools to resolve a situation. * Adaptive change aâ‚ ¬Ã¢â‚¬Å" is required when the problem cannot be solved with existing skills and knowledge and requires people to make a shift in their values, expectations, attitudes or habits of behaviour. This is often required to ensure organisational survi val. Expandable text Heifetz  suggests four principles for bringing about adaptive change: * Recognition that the change requires an adaptive approach and understanding the values that need to be shifted and the issues that need to be resolved to make the shift possible. Adaptive change causes unhappiness in the people being led; adaptive change requires the right level of stress to be applied: too little stress and people do not appreciate the need for change: too much stress and there will be no ‘buy-in’. * Keep focused on the real issue of realising the change; do not spend too much time on stress-reducing distractions. * Ensure the people who need to make the change take responsibility and face the reality of doing the work of change for themselves. Leaders provide the direction, posing well-structured questions, rather than offering definite answers. Leadership styles 5. 1 Blake and Mouton Robert Blake and Jane Mouton  carried out research intomanagerial behavi our and observed two basic dimensions of leadership:concern for production (or task performance) and concern for people. Based on the results of staff questionnaires, managers can then be plotted on  Blake and Mouton’s grid. 1. 1 Management impoverished  aâ‚ ¬Ã¢â‚¬Å" this manager only makesminimum effort in either area and will make the smallest possible effortrequired to get the job done. 1. ‘Country Club’ management  aâ‚ ¬Ã¢â‚¬Å" this manager is thoughtfuland attentive to the needs of the people, which leads to a comfortablefriendly organisation atmosphere but very little work is actuallyachieved. 9. 1 Task management  aâ‚ ¬Ã¢â‚¬Å" this manager is only concerned with production and arranges work in such a way that people interference is minimised. 5. 5 ‘Middle of the road management’  aâ‚ ¬Ã¢â‚¬Å" this manager is able to balance the task in hand and motivate the people to achieve these tasks. 9. 9 Team management  aâ‚ ¬Ã¢ €Å" this manager integrates the two areas to foster working together and high production to produce true team leadership. Blake and Mouton’s  grid can be used to assess the currentbehavioural style of a manager and then plan appropriate training anddevelopment to enable them to move towards 9. 9. Test your understanding 15 Using the scores shown on the above grid, make suggestions as tohow this particular manager could improve his/her managerial style. 5. 2 Ashridge The research unit at  Ashridge Management  College distinguished four different management styles. Tells (autocratic)  aâ‚ ¬Ã¢â‚¬Å" the manager makes all the decisions and issues instructions which must be obeyed without question. Strengths: * Quick decisions can be made when required. The most efficient type of leadership for highly-programmed work. Weaknesses: * Communications are one-way, neglecting feedback and potential for upward communication or team member input. * Does not encourage initiative or commitment from subordinates, merely compliance. Sells (persuasive)  aâ‚ ¬Ã¢â‚¬Å" the manager still makes all thede cisions, but believes that team members must be motivated to acceptthem in order to carry them out properly. Strengths: * Team members understand the reason for decisions. * Team members may be more committed. * Team members may be able to function slightly better in the absence of instruction. Weaknesses: * Communications are still largely one-way. * Team members are not necessarily motivated to accept the decision. * It still doesn’t encourage initiative or commitment. Consults (participative)  aâ‚ ¬Ã¢â‚¬Å" the manager confers with the team and takes their views into account, although still retains the final say. Strengths: * Involves team members in decisions, encouraging motivation through greater interest and involvement. * Consensus may be reached, enhancing the acceptability of the decision to team members. * The quality of the decision may benefit from the input of those who do the work. * Encourages upward communication. Weaknesses: * May take longer to reach decisions (especially if consensus is sought). * Team member input may not enhance the quality of the decision. * Consultation can be a faA §ade for a basic ‘sells’ style. Joins (democratic)  aâ‚ ¬Ã¢â‚¬Å" the leader and the team members make the decision together on the basis of consensus. Strengths: * Can provide high motivation and commitment from team members. * Empowers a team member to take the initiative (e g. in responding flexibly to customer demands and problems). * Shares other advantages of the ‘consults’ style (especially where team members can add value). Weaknesses: May undermine the authority of the manager. * May further lengthen the decision-making process. * May reduce the quality of the decision because of the politics of decision making. Test your understanding 16 For each of the statements made by managers listed below, choose an Ashridge leadership style that best describes the statement. Ch apter summary Test your understanding answers Test your understanding 1 * Planning the work of the department. * Ensuring by adequate supervision that the work is completed as far as possible according to plan. * Maintaining discipline in the department. * Undertaking the task when required. Having knowledge and ability in all aspects of health, safety and employment legislation that applies to his or her subordinates. Test your understanding 2 C Test your understanding 3 A only Test your understanding 4 B Test your understanding 5 A Test your understanding 6 Yes Test your understanding 7 C Test your understanding 8 A, B and C Test your understanding 9 C Test your understanding 10 John has been given the responsibility for completing a task but without the authority. Test your understanding 11 Test your understanding 12 Psychologically distant manager. Test your understanding 13 Transformational. Test your understanding 14 A Test your understanding 15 The manager illustrated in the above grid is showing good concernfor production (although this can be strengthened further) but is weakin terms of concern for employees. Further investigation would then becarried out to determine why this is the case and in what ways such alack of concern is exhibited. Then rectifying action can be taken. For example: * Attend a training course on people skills and motivation. * Involve staff in more decisions. * Treat staff as valuable assets; adopt an open door policy. Test your understanding 16 How to cite Acca F1 Chapter 4, Papers

Service Design Management for Business Plan - myassignmenthelp

Question: Discuss about theService Design Management for Business Plan. Answer: Service design is a process to establish a business plan and to organize the people and the infrastructure of the service within an organization. Establishment of the effective communication is important for the management of the service design as it maximizes the interaction between the customers and the service providers(Baek Ok, 2017). A proper service design is required to make the service user-friendly and relevant to the consumers. However, in the hospitality industry application of social media is very popular to make a service design more transparent to the customers. In order to manage the service design in hospitality sectors, it is crucial to understand the demand of the gusts and to empower the employees. This study deals with the service design management in the context of Park Hyatt Melbourne, which is a popular Australian Hotel for its service and accommodations. The service design process and the strategy of such organization will be discussed in this section to unde rstand the service facility of this hotel. Servicescape design in the hospitality industry refers to the physical environment of such industry. However, the service of a hotel is introduced, delivered and performed in this physical environment(Suess Mody, 2017). The customer and the employees of the organization interact in the physical environment. Therefore, the customer experience and their responses are evaluated in the service design. In the context of Park Hyatt Melbourne, this is a well known Australian Hotel for its accommodation and service design of the servicescape focuses on the current service. This organization uses social media application to promote their service, which is a part of service design management. The hotel website is a part of servicescape where the customers interact with the organization.Park Hyatt Melbourne, develops an attractive website, which gives the customers physical evidence of its service and influences them to access the service(melbourne.park.hyatt.com, 2017). Interior and exterior design of the hotel is the parts of the physical evidence, which are associated with the customer responses (Jeong, Jeong, Lee, Lee, 2017). The exterior design of Park Hyatt Melbourne is well developed that easily attracts the consumer attention. An intimate waterfront is present in the exterior part of this hotel, which makes the service attractive to the guests. The landscape is too long and designed in a good manner. Suits are designed with maximal views and the windows are full height. On the other hand, the balconies are connected with each of the apartments. Oxidized metal, sandstone and timber are used for the exterior design. The rooftops contain pool and shower facilities are also available. On the other hand, the interior design offers the absolute luxury design with fireplace, private terraces, and the featuring spa. There are 240 largest guestrooms with Juliette style balconies. Bar, restaurants, and park club health are available. The service facil ity is unique, which provides 24 hours facility to the guests to meet their needs. The equipment is maintained properly and a regular monitoring process is carried out by the staffs(Dickinger Leung, 2017). Interaction of the employees with the service users in the hospitality industries is another vital part of the servicescape management(Ogbeide, Bser, Harrinton, Ottenbacher, 2017). In order to understand the response of the customers regarding the service, an effective communication is crucial. The employees of the hotel Park Hyatt Melbourne, try to build an effective communication with the customers to improve the service process, which is a positive aspect of their service. The service package is the part of servicescape that builds an image of the organization in the customer's mind. This is an important element for the new customers as based on the service package the consumer decide whether they access the service or not. Park Hyatt Melbourne offers the seasonal discount to their customers, which is an effective service design for their organization. Employee empowerment is a vital part of the service design management in the hospitality industry. In order to encourage the employees in their work, it is crucial for the organization to empower them in an effective manner(Limpanitgul, et al., 2017). Staffs are the prime resource of the business industry and in context of the hospitality industry; they are more valuable for the service as they have a direct interaction with the customers. In the context of Park Hyatt Melbourne, they provide a clear idea to their employees regarding the service standards. This allows the employees to make an effective discussion with the management about the improvement of the service standards. Training is an effective process of the employee empowerment, which develops their skill and knowledge regarding their service(Jaakkola, et al., 2017). Proper training process enables the employees to listen to the customer's complaint actively and to take necessary action over it. The management of Park Hyatt Melbourne, can coach the employees by providing them training and leads them towards the improvement. The reward program is an effective process to maximize the employee empowerment. Therefore, in a hospitality sector, it is essential for the staffs to recognize the issues of the guest while they get a call from them(Kim, Lee, D, Cha, 2017). However, in the Park Hyatt Melbourne, employee engagement issue has occurred for a certain time, which has been mitigated by the management by implementing the reward program. Employees often failed to develop a solution for the customers, as they were less interested in their work. Hence, providing a financial reward to the employees who are efficient in recognizing the customer issue Park Hyatt Melbourne has enhanced their service and mitigated the employee engagement issue. Reward helps the employees to increase their confidence level and leads them to take an independent decision regarding their work(Magnini, 2017). Management of Park Hyatt Melbourne gives month award and honoring the employees, those have made an effective decision. This process will reinforce the value of employee empowerment within this organization. Enhancement of the comfort level of the employees can be done by arming them with their choice in decision-making. This enables the employees Park Hyatt Melbourne to identify the customers issue with the service. This makes them independent in their work and empowers them to take quick decision to resolve any service related issues. The above techniques of the employee empowerment are valuable to enhance the service standard by increasing the employee engagement process within this organization. Blueprinting of the service is a vital technology that applies to design a service and innovation process. In the recent years, service blueprint has been using as a strategy to design the service according to the customer perspectives(Kim, Lee, D, Cha, 2017). Park Hyatt Melbourne uses the blueprinting technique as a strategy to design their service in a broader aspect. It is essential for the hospitality sectors to understand the process through which the customers evaluate a service. In the current years, the quality factor is a big issue for the hospitality sectors as the demand of the customers is changing. The success of a restaurant depends on the delivery of the quality service to the customer domain. Hence, the engineers are using the process of blueprinting to develop an effective service design in Park Hyatt Melbourne. This allows the organization to maintain the quality service in all the aspects of hotel operation. Blueprinting helps the organization to develop a prelimi nary framework for their service design based on the current market analysis. Therefore, it is important for the hospitality sectors to make a preview of their future operation process, which can be done by service blueprinting. An overview of the service is obtained through the blueprinting service strategy that allows the employees to develop a customer-oriented focus in the business. Employees of Park Hyatt Melbourne, are able to identify the issues of their operation areas that are associated with the continuous improvement of the quality. Blueprinting strategy focuses on the interaction between the external customers and the employees of an organization. This brings opportunities for the staffs of Park Hyatt Melbourne to evaluate the customer experience regarding the quality of the service. This provides information to create a service design in this organization(Suess Mody, 2017). Blueprinting enables is beneficial to set objectives about how to design a service. By making a clear understanding of the customer perceptions and the process of customer service blueprinting is framed. Service blueprint consists of a detailed description of the service, process, cost factor, quality and the equipment in th e context of Park Hyatt Melbourne. Customer action, employee action, support process and the physical evidence are the main components of a service blueprinting in n organization. Blueprinting helps Park Hyatt Melbourne to articulate the service process clearly based on the customers need. A measurement is developed based on the customer need and the employee action on it through creating service blueprinting(Magnini, 2017). This allows the management of Park Hyatt Melbourne creates a developed service design by adopting this strategy. The above study highlights on the service design process of Park Hyatt Melbourne, which is a popular hotel in Australia. It has been received that this hotel organization follows unique interior and exterior design to give a better accommodation to their guests. Therefore, employee empowerment is a big factor of such organization to encourage the employees in their work. For this reason, they follow reward system to empower their employees. Therefore, blueprinting of the service is considered as the strategy of this organization to enhance their service based on the customer requirement. Bibliography Baek, Ok, . (2017). The power of design: How does design affect consumers. International Journal of Hospitality Management, 65, 1-10. Dickinger, Leung, . (2017). When Design Goes Wrong? Diagnostic Tools for Detecting and Overcoming Failures in Service Experience. In Design Science in Tourism. Berlin: Springer International Publishing. Jaakkola, Jaakkola, Meiren, Meiren, Witell, Witell, Reynoso, . (2017). Does one size fit all? New service development across different types of services. Journal of Service Management, 28(2), 329-347. Jeong, Jeong, Lee, Lee, . (2017). Do customers care about types of hotel service recovery efforts? An example of consumer-generated review sites. Journal of Hospitality and Tourism Technology, 8(1), 5-18. Kim, Lee, D, Cha, . h. (2017). A blueprinting approach to service innovation in private educational institutions. International Journal of Quality Innovation, 3(1), 2. Limpanitgul, Limpanitgul, Boonchoo, PBoonchoo, Kulviseachana, Kulviseachana, Photiyarach, . (2017). The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines. International Journal of Culture and Tourism Hospitality Research, 11(2), 227-242. Magnini. (2017). Designing Tourism Services in an Era of Information Overload. Berlin: Springer International Publishing. melbourne.park.hyatt.com 2017. Retrieved from (2017, October 14). https://melbourne.park.hyatt.com/en/hotel/home.html Ogbeide, Bser, Harrinton, Ottenbacher, . (2017). Complaint management in hospitality organizations: The role of empowerment and other service recovery attributes impacting loyalty and satisfaction. Jornal of Tourism and Hospitality Research, 17(2), 204-216. Suess, Mody, . (2017). A conjoint analysis approach to understanding patient responses to hotel-like hospital rooms. International Journal of Hospitality Management, 61, 59-72.

The Prince ( Machiavelli ) free essay sample

Defines assesses the authors concept of the New Prince his options for autocratic leadership. This essay will discuss what Niccolo Machiavelli meant by his term New Prince. It will consider how this new prince differs from previous or contemporary rulers. It will also consider the kind of politics that Machiavelli prescribes in discussing the conditions necessary for the emergence of a new principality. Machiavelli introduces the concept of the new prince in Chapters V through IX of The Prince (pp. 19-39). By a new prince he means a man who has become an autocratic ruler, or monarch, of a state that had previously had some other, unrelated ruler or some other form of government. In these chapters, he discusses the various paths by which a man could become a new prince: ones own abilities, that is, military conquest; fortune, that is, appointment by a new conqueror; treachery, that is, by a coup d?etat. We will write a custom essay sample on The Prince ( Machiavelli ) or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page .