HND人力资源管理 outcome3

Contents

1. Introduction

2. Findings

2.1 Managerial Work

2.1.1 managerial activities

2.1.2 managerial role

2.2 Mechanisms that could measure managerial performance 2.3 Behavioral theory of leadership

2.4 Transformational theory of leadership

2.5 John Adair's Action Centered Leadership

2.5.1 The reasons why ACL may prove to be important

3. Conclusion

4. Reference

1. Introduction

Scotia Airways is located next to Glasgow International Airport. My report will assess the main features of managerial work and explain the main roles and activities of managers. And I will describe the value of two mechanisms that could be used to measure managerial performance and justify how each could be used to assess managerial performance and identify and explain a behavioral theory of leadership and transformational theory of leadership. At last I will analyze how theories of leadership could be used to improve how managers lead staff through this change.

2. Findings

2.1 Managerial Work

Management is all about running an organization in a steady state, ongoing administration, organizing structures, establishing systems and processes, controlling in particular by financial means. It can also be defined as the effective use and coordination of resources such as capital, plant, materials and labor in order to achieve defined objectives with maximum efficiency.

2.1.1 managerial activities

Managerial activities can be described as following: forecasting, planning, organizing, commanding, coordinating and controlling. Forecasting means the manager can predict future events.

Planning When managers are making planning, it required that the plan to meet anticipated demand. The board of directors express their hopes of the company, and their requires to the company, and then the managers analysis the external environment and the condition of the company. Making planning based on the analysis result. If the plan can get agreement from the board, the managers will convey the goals to every department an d staff. If the plan can’t get the agreement

from the board, the managers needn’t to make plans until get through. Scotia Airways aspires to mark its international presence, introducing flights to major European tourist destinations, as well as expanding to major business centers in Eastern Europe

and the Middle and Far East.

●Organizing means the managers can mobilize materials, resources, people and allocate them to departments and people. One of the main strength of Scotia Airway

has been its ability to work successfully within the regulatory framework of the aviation industry. Because the managers can mobilize resources and employees, encourage them to work hard.

●Commanding is the essential characteristic of the managers, lead staff to undertake tasks. The managers in Scotia Airway lead their staff to work under the standard, in order to get success.

●Coordinating require ensuring that people, resources, equipment are all working together. The airline has an increasing presence at Scotland’s main airports i n Glasgow, Edinburgh and Aberdeen. And the work can do well still, the managers coordinate the people, resources and equipment well.

●Controlling is the important characteristic of the managers, with the great development of the airline company, the management strength the monitoring progress to ensure to the work can be done well.

2.1.2 managerial role

●Information role The informational roles link all managerial work together. The three informational roles are primarily concerned with the information aspects of managerial work. In the monitor role, the manager receives and collects information.

In the role of disseminator, the manager transmits special information into the organization. The top level manager receives and transmits more information from people outside the organization than the supervisor. Future opportunities seem likely

as the EU and UK government relax their control over the licensing of airline provision. The company can change its work according to the information