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Master of management (MBA课程):The CIIC’s Leadership Style

时间:2019-08-08 10:36来源:未知 作者:anne 点击:
Executive Summary执行摘要 在谈到上述所有预先要求时,CIIC都是第一位的。它是中国最大、排名第一的人力资源公司,为各公司和员工发布各种值得信赖的数据作为参考。因此,公司主体位于CIIC。
Executive Summary执行摘要
在谈到上述所有预先要求时,CIIC都是第一位的。它是中国最大、排名第一的人力资源公司,为各公司和员工发布各种值得信赖的数据作为参考。因此,公司主体位于CIIC。在那之后,我必须选择三位领导人作为我的研究课题。他们的领导风格必须形成鲜明对比,才能构成我的研究。我开始寻找公司结构图,寻找一些具有独特特征的部门,这就要求领导者拥有独特的领导风格。在选择了三位领导人之后,最困难的部分是获取他们的信息。我向在这些部门工作的朋友寻求帮助,并利用人员关系联系他们的领导和员工。在进行研究时,我的方法仅限于面谈和手工调查。我不能得到官方文件,也不能动用其他资源。但这并没有阻止我去了解他们,我仍然设法通过一个系统的问题列表来提取我需要进行调查的信息。我在网上参考了很多问题,设计了所有这些问题。我研究了过去的案例以及它们是如何实现的。凭借过去的经验和创新的想法,我成功地进入了最后一步,那就是分析我收集的信息。在分析信息时,我使用了大量的教科书理论,并将它们紧密地联系在一起。结果非常令人满意。结果表明,我国的领导方式既有优等领导方式,也有劣等领导方式,只有适合的领导方式和不适合的领导方式。结果表明,在不同部门工作时,最佳、最有效的领导方式也会相应地发生变化。
CIIC comes at the first place when talking about all the pre-requests mentioned above. It is the literally the biggest and No.1 Human Resource Company in China and publish all kinds trustworthy data for various companies and employees as a reference. Therefore, the company subject has been located at CIIC. After that, I have to choose three leaders as my research subjects. And they must have contrasting leadership styles that can make up my research. I started searching for company structure map and looking for thesome departments that have the unique traits, which requires leaders to possess unique leadership styles. After choosing three leaders, the hardest part is to access to their information. I asked my friends who worked in those departments for help and use personnel connections to reach out those leaders and their employees. When conducting the research, my approach is limited to the interviews and manual survey. I cannot get official documents or put my hands on some other resources. But it did not block me from getting to know them, I still managed to extract the information that I need to conduct this survey through a systematic question list. I designed all those questions by referring to lots of questions online. I studied the past cases and how they made it happened. With the past experience and innovative ideas, I successfully moved to the final step that is to analyze the informations I collected. When analyzing information, I used lots of theories from textbooks and bind them closely. The result is very satisfying. It shows that there is superior leadership style or inferior leadership styles, there is only suitable leadership styles and misfits. It shows that when working in different departments, the best and most effective leadership style will change accordingly. 
 
Introduction介绍
Interpretation解释
领导能力因地区而异,因公司而异,因人而异。它会受到公司文化和公司财产的巨大影响。领导方法可能因人而异,而结果是可测量的。很难确定领导方法是否成功,但很容易衡量其结果。在这项任务中,采用了两种领导方法,即品质或特质方法和职能方法。“品质”或“特质”方法假定领导者是天生的而非天生的。领导由某些遗传的特征或人格特征组成,这些特征将领导者与追随者区分开来:所谓的伟大的领导人理论。质量方法关注的是工作中的男人或女人,而不是工作本身。这表明,人们关注的是领导的选拔,而不是领导的培训。而职能方法的重点不是领导的个性,也不是工作中的男人或女人,而是领导的职能。在任何参与任务的小组中,领导总是存在的。职能方法根据领导者的行为如何影响和受追随者群体的影响来看待领导力。这种方法集中在群体、追随者或下属的性质上。它关注的是领导力的内容。通过集中精力做好领导班子的有效工作,可以更加重视领导班子的成功培训和提高领导班子绩效的手段。Leadership varies from region to region, from company to company, from people to people. It can be hugely affected by company culture and company property. The leadership approach may differ case by case, whereas the outcome is measurable. It is hard to define the leadership approach successful or not, nevertheless, it is easy to measure its result. In this assignment, two approaches to leadership are used, which are the qualities or traits approach and the functional approach. The qualities or traits approach assumes that leaders are born and not made. Leadership consists of certain inherited characteristics, or personality traits., which distinguish leaders from their followers: the so-called Great Person theory of leadership. The qualities approach focuses attention on the man or women in the job and not on the job itself. It suggests that attention is given to the selection of leaders rather than to training for leadership. While the functional approach focuses attention not on the personality of the leader, nor on the man or woman in the job, but on the functions of leadership. Leadership is always present in any group engaged in a task. The functional approach views leadership in terms of how the leader’s behavior affects, and is affected by, the group of followers. This approach concentrates on the nature of the group, the followers or subordinates. It focuses on the content of leadership. Greater attention can be given to the successful training of leaders and to the means of improving the leaders’ performance by concentrating on the functions which well lead to effective performance by the work group.
There are some differences between the two theories mentioned above. The functional approach believes that the skills of leadership can be learned, developed and perfected. In contrast to the view of Drucker, Kotter makes the point that successful companies do not wait for leaders to come along. They actively seek out people with leadership potential and expose them to career experiences designed to develop that potential. Indeed, with careful selection, nurturing and encouragement, dozens of people can play important leadership roles in a business organisation.’17 A similar point is made by Whitehead:There has been a dramatic change in how management thinkers regard leadership today. Leaders are not born, they say, but made. And the good news is everyone can do it. You don’t have to be promoted to a management position. You can be a leader whatever job you do. You don’t have to be the boss to be a leader. 
But there are also some limitations of both leadership approaches. As for qualities approach, first, there is bound to be some subjective judgement in determining who is regarded as a ‘good’ or ‘successful’ leader. (This can make for an interesting class discussion.) Second, the lists of possible traits tend to be very long and there is not always agreement on the most important. Third, it ignores the situational factors. As for the functional approach, it significantly ignores the impacts and functions that the managers or the leaders bring about.
Besides, scholars also carried out loads of experiments to demonstrate their theories. There have been many research studies into the common traits of leadership. For example, Bass reports on numerous studies of traits of leadership from 1904 to 1970 including those relating to personal characteristics such as chronological age, physical appearance (including a positive correlation between height and weight), speech, capacity, achievement, participation, responsibility and status. A conclusion, perhaps not surprisingly, suggests that although personality is a factor in differentiating leadership it is not a matter of the mere possession of some combination of traits. Leaders acquire status through a working relationship with members of a group.15 Attempts at identifying common personality, or physical and mental, characteristics of different ‘good’ or ‘successful’ leaders have met with little success.16 Investigations have identified lists of traits that tend to be overlapping, contradictory or with little correlation for most features. It is noticeable that ‘individuality’ or ‘originality’ usually features in the list. This itself suggests that there is little in common between specific personality traits of different leaders. It is perhaps possible therefore to identify general characteristics of leadership ability, such as self-confidence, initiative, intelligence and belief in one’s actions, but research into this area has revealed little more than this. For the functional approach, A general theory on the functional approach is associated with the work of John Adair and his ideas on action-centered leadership which focuses on what leaders actually do.19 The effectiveness of the leader is dependent upon meeting three areas of need within the work group: the need to achieve the common task, the need for team maintenance, and the individual needs of group members. Adair symbolises these needs by three overlapping circles.
In this assignment, three leaders will be listed and their methods to lead and guide teams will be explained. Under each sector, team members and their reaction and response will be described to reflect the influence of their leadership skills. 


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