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    Assignment格式范文:KFC Leadership Style | Analysis

    論文價格: 免費 時間:2022-09-16 10:33:39 來源:www.mobile1apps.com 作者:留學作業網

    Assignment格式范文-肯德基領導風格|分析。本文一篇留學生Assignment寫作格式范文,主要內容是講述員工在組織中從不合作,在工作過程中必須有某種形式的團隊合作,無論是正式的還是非正式的。Assignment范文提出領導能力是一個重要因素,強烈影響員工的績效、動機和態度。有人認為,成功與失敗之間的差異,無論是在商業、戰爭還是足球中,領導力在很大程度上取決于成功。以下是Assignment格式范文的全部內容,供參考。

    Assignment寫作格式范文

    Employees never work along in the organizations, there must be some kind of teamwork involve in the working process, both formal and informal. Leadership acts as an important factor that strongly influences employee’s performance, motivation and attitude. It has been argued that differences between success and failure, whether in business, war or football, leadership is largely attributable to success.
    1.1 Definition Of Literature Review 文獻綜述的定義
    A literature review is defined as target to show important facts regarding approaches on a topic in the methodological method. It also means they are not primary sources because it is not original or new work.
    文獻綜述被定義為目標,以展示方法論方法中關于某一主題的方法的重要事實。這也意味著它們不是主要來源,因為它們不是原創或新作品。
    1.2 Definition Of Leadership 領導力的定義
    Leadership is become very much on every manager’s mind today in organizations. Originations are struggling due to the increasingly dynamic environment. As the challenges of leading and managing increase, leaders of organizations need to understand process, skills and knowledge to perform leader functions effectively.
    如今,在組織中,領導力已成為每個管理者的重要思想。由于環境越來越動態,創始公司正在苦苦掙扎。隨著領導和管理挑戰的增加,組織領導需要了解流程、技能和知識,以有效履行領導職能。
    1.3 Definition Of Motivation 動機的定義
    Motivation is “the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need” (Belasen & Frank, 2008). Motivating employees are one of the continual challenges of managerial behaviour, that are also managers’ fundamental reasons for engaging in various activities and work.
    動機是“為達到組織目標而做出高水平努力的意愿,取決于努力滿足某些個人需求的能力”。激勵員工是管理行為的持續挑戰之一,也是管理者參與各種活動和工作的根本原因。
    1.4 Introduction Of KFC 肯德基介紹
    Kentucky Fried Chicken (KFC), as we all know – is one of the popular fast food outlets worldwide with the theme “It’s finger lickin’ good”. The first KFC outlet in Malaysia was opened on 1st January 1973 at Jalan Tunku Abdul Rahman, Kuala Lumpur. Today there are more than 390 KFC outlets nationwide and are still counting. Great tasting chicken has become synonymous with KFC and has been enjoyed by Malaysians ever since. The KFC we will be talking about is in Nilai, Negeri Sembilan.
    眾所周知,肯德基是全球最受歡迎的快餐店之一,其主題是“舔手指好”。馬來西亞第一家肯德基分店于1973年1月1日在吉隆坡Jalan Tunku Abdul Rahman開業。今天,全國有超過390家肯德基分店,而且還在統計中。美味的雞肉已經成為肯德基的代名詞,并從此受到馬來西亞人的喜愛。我們將要討論的肯德基位于森美蘭尼萊。
    2.0 Literature Review 文獻綜述
    2.1 Defining Leadership 領導力定義

    Leadership can be defined as “the process whereby one individual influence other group members towards attaining defined group or organizational goals” (Orlando, 2008). More important, successful organizations need effective leadership, who are capable of increasing an organization’s employee motivation; in turn improve the overall performance and organizational productivity (Richard, 2007).
    領導力可以定義為“個人影響其他團隊成員實現既定團隊或組織目標的過程”。更重要的是,成功的組織需要有效的領導,能夠提高組織員工的積極性;進而提高整體績效和組織生產力。
    In addition, Drucker in his “The Leader of the Future” sums up leadership as “The only definition of a leader is someone who has followers.” It is said that many of the world’s best leaders do not have the integrity as well as certain values which won’t be discussed in the modern days.
    此外,德魯克在他的《未來的領導者》中將領導力總結為“領導者的唯一定義是擁有追隨者的人”。據說,世界上許多最優秀的領導者都不具備誠信和某些價值觀,而這些價值觀在現代不會被討論。
    In my opinion, leadership is different from management. Managers have subordinates which are below them while leaders have people who follow them. Managers will normally utilize their position of power in order to do things. In the process of work, managers orders his or her employees while they will follow because of the reward given which is the minimum of their salary. Looking at the other way round, leaders gives up their authoritarian control, due to their followers which follows them in a voluntary way.
    在我看來,領導力不同于管理。管理者有下屬在他們之下,而領導者有跟隨他們的人。管理者通常會利用他們的權力地位來做事。在工作過程中,管理者命令他或她的員工,而他們將遵循,因為給予的獎勵是他們的最低工資。反過來看,領導者放棄了他們的威權控制,因為他們的追隨者自愿跟隨他們。
    2.2 Leadership Theories 領導理論
    Terry (2000) has highlighted that “leadership is an influence relationship between leaders and followers who intend real changes and outcomes that reflect their shared purposes.” Block (2002) has noted that as a process, leadership is, ideally the use of non-coercive influence to shape the group’s or organization’s goals, motivate behavior towards the achievement of those goals and help define group or organizational culture.
    Terry強調,“領導力是領導者和追隨者之間的一種影響力關系,他們想要真正的改變和結果,以反映他們的共同目標?!盉lock(2002)指出,作為一個過程,領導力在理想情況下是使用非強制性影響力來塑造團隊或組織的目標,激勵行為以實現這些目標,并幫助定義團隊或組織文化。
    Effective Leadership 有效領導
    Russell, (2000) defined effective leader as those leaders who are able to improve organization productivities, in turn develop distinctive competitive advantages for organizations. In other words, effective leaders usually have an inspiring vision; they will try to form a group of people to work as a team, making them into a powerful team which utilizes as a competitive advantage. Effective leaders know how to make people function according to what they are good at, and how to motivate them to excel their performance. Leaders need to understand the balance technique in any individual team member’s quest with the objective of creating synergy. Leaders need his or her members in their team to forego the goal for the individual best coherent with the effort of the whole team.
    Russell將有效領導者定義為能夠提高組織生產力,進而為組織發展獨特競爭優勢的領導者。換句話說,有效的領導者通常具有鼓舞人心的愿景;他們將努力組成一個團隊,使他們成為一個強大的團隊,并將其作為競爭優勢。有效的領導者知道如何讓人們根據他們擅長的工作發揮作用,以及如何激勵他們超越自己的表現。領導者需要了解任何團隊成員在追求協同目標時的平衡技術。領導者需要他或她的團隊成員放棄個人目標,以與整個團隊的努力最協調一致。
    2.3 Leadership Style 領導風格
    Autocratic vs. Democratic vs. Laissez-faire leadership style 獨裁vs.民主vs.放任的領導風格
    Taggart (1989) defined that, broad classification of leadership style consists of authoritarian (or autocratic) style, democratic style and laissez-faire (genuine) style. The definition of autocratic style is:
    aggart定義,領導風格的廣義分類包括威權(或專制)風格、民主風格和自由放任(真正)風格。專制風格的定義是:
    It is where the focus of power is with the manager, and all interactions within the group move towards the manager. The manager alone exercises decision-making and authority for determining policy, procedures for achieving goals. Work tasks and relationships, control of rewards or punishments.
    在這里,權力的焦點是管理者,團隊內的所有互動都向管理者轉移。管理者獨自行使決策權和權力,確定實現目標的政策和程序。工作任務和關系,獎懲控制。
    Kotter (1990) expressed Democratic leadership style takes wishes and suggestions of employees into consideration. It is more a human relations approach, in which all members of the group are seen as equal, and they are all important contributors to the final decision.
    Kotter表示,民主領導風格考慮到員工的愿望和建議。這更像是一種人際關系方法,在這種方法中,集團的所有成員都被視為平等的,他們都是最終決定的重要貢獻者。
    Laissez-faire leadership style involves limited control or influence of leaders over his or her group members. A member is given a goal and mostly left alone to decide how to achieve it. The leaders function as one of the group member, and he only provide direction and suggestions when necessary.
    自由放任的領導風格涉及領導對其團隊成員的有限控制或影響。一個成員被賦予了一個目標,而大多數情況下,由他自己決定如何實現它。領導者作為團隊成員之一,僅在必要時提供指導和建議。
    Task Orientation and People Oriented Leader Behavior 任務導向與以人為本的領導者行為
    Another way of looking at different leadership styles is in terms of dimension of leader behavior. As early as 1950s, a large body of research at University of Michigan and Ohio State University suggested that leaders differ greatly along the dimensions; at the high end of two dimensions is task orientation versus people orientation.
    另一種看待不同領導風格的方法是從領導行為的維度。早在20世紀50年代,密歇根大學和俄亥俄州立大學的大量研究表明,領導者在各維度上差異很大;兩個維度的高端是任務導向和人導向。
    Task Orientation leader behavior is more concern about the production and primarily focus on getting the job done. Whereas the People Orientation leader behavior reflects how much a leader is concerned for the people around him, providing support and encouragement for them. There is no hundred percent right or wrong in using which leader behavior, it depends on the situation and organization’s nature business.
    任務導向型領導行為更關注生產,主要關注完成工作。而以人為本的領導者行為反映了領導者對周圍人的關心程度,為他們提供支持和鼓勵。使用哪種領導行為沒有百分之百的正確或錯誤,這取決于情況和組織的性質。
    2.4 Situational Factors 情境因素
    Path-goal Theory 路徑目標理論
    Different organization has different business environment, we must take the situational factors into the consideration to analyze and evaluate the effectiveness of the leadership. Bartram & Casimir (2007) cited in House’s path-goal theory argued that the primary function of a leader’s job is to coach and guide workers to choose the best path for reaching their goals, in the mean time to make valued rewards available in the work place. In short, the leader should clearly know the paths to achieve goals.
    不同的組織有不同的商業環境,我們必須考慮情境因素來分析和評估領導的有效性。Bartram和Casimir(2007)引用了House的路徑目標理論,認為領導者工作的主要功能是指導員工選擇實現目標的最佳路徑,同時在工作場所提供有價值的獎勵。簡言之,領導者應該清楚地知道實現目標的路徑
    As showed in the path-goal framework, the path-goal theory contends that employees tend to listen to leaders who are play an helping role in their works, in other words, effective leaders clarifying what employees need to do to get to where they should be, and they help the employees to do so. Moreover, Stone & Russell (2004) argued that the theory suggests job satisfaction, motivation, and actual performance are enhanced.
    如路徑目標框架所示,路徑目標理論認為,員工傾向于聽取在工作中發揮幫助作用的領導者的意見,換句話說,有效的領導者明確員工需要做什么才能達到他們應該做的地方,并幫助員工這樣做。此外,Stone&Russell認為,該理論表明工作滿意度、動機和實際績效都得到了提高。
    In addition, path-goal theory also states four types of leadership behaviors to help their employees accomplishing tasks. (1) Directive leadership, which is an approach focused on providing specific guide and on planning work rules and schedules. (2) The supportive leadership mainly focuses on build good relations with employees and fulfills their needs and wants. (3) The participative leadership, whereby the leader allow employees to get involved in the decision making process. (4) The achievement oriented leadership is talking about the company leader who sets challenges and expects employees improve performances.
    此外,路徑目標理論還闡述了幫助員工完成任務的四種領導行為。(1) 指導性領導,這是一種側重于提供具體指導和規劃工作規則和時間表的方法。(2) 支持性領導主要側重于與員工建立良好關系,滿足他們的需求和愿望。(3) 參與式領導,領導者允許員工參與決策過程。(4) 成就導向型領導是指公司領導者提出挑戰并期望員工提高績效。
    Furthermore, the environmental characteristics include three factors like task structure, authority system and work group. Directive leadership style does not match with high task structure. It is not necessarily for leaders to repeatedly tell employees the requirement of some routine works. The authority system is another important characteristic that will affect the leadership styles. The higher degree of formality the less effective of employees’ performances will show.
    Source: House, R.J. & Mitchell, T.R. 1994, ‘Path-goal theory of leadership’, Journal of Contemporary Business, vol. 3, pp. 21-36.
    此外,環境特征包括任務結構、權限系統和工作組三個因素。直接領導風格與高任務結構不匹配。領導不一定要反復告訴員工一些日常工作的要求。權力體系是影響領導風格的另一個重要特征。正式程度越高,員工表現的效果就越差。           
    In sum, developing an effective leadership in organizations is the most essential, yet the most difficult tasks for organization management. Great leadership is the combinations of individual traits, leading skills and of course the situational contexts. As we have discussed above, effective leadership is require both intrapersonal and interpersonal skills. The intrapersonal skills are of paramount important, as it is logical and obvious that success or great leader all start from within. Only with personal inside strong desire to excel, passion, enthusiasm, determination, commitment, faith and effective personal values can a person become a true leader for others. A great leader among the people always starts as a great leader of his own. Then, interpersonal skills come into place, where the ability and skills to network, communicate and interact with the other people come into place. The effective leaders can guide companies through many different channels. Because of this, it is important to know which leadership qualities motivate employees the best. Throughout the analysis and evaluation, there have been many leadership style theories identified. As we have found that, the autocratic leadership style has gone out of fashion in recent years, though certain situations, such as emergencies situations.
    總之,在組織中培養有效的領導能力是組織管理中最基本但也是最困難的任務。偉大的領導能力是個人特質、領導技能,當然還有情境環境的結合。正如我們上面討論的,有效的領導需要個人和人際技巧。個人能力是最重要的,因為成功或偉大的領導者都是從內部開始的,這是合乎邏輯和顯而易見的。只有個人內心強烈的追求卓越、激情、熱情、決心、承諾、信念和有效的個人價值觀,一個人才能成為他人的真正領導者。人民中的偉大領袖總是從自己的偉大領袖開始。然后,人際關系技能開始發揮作用,人際關系、溝通和與他人互動的能力和技能也開始發揮作用。有效的領導者可以通過許多不同的渠道引導公司。因此,了解哪些領導素質最能激勵員工是很重要的。在整個分析和評估過程中,已經確定了許多領導風格理論。我們發現,盡管在某些情況下,例如緊急情況下,獨裁領導風格近年來已經過時。
    Therefore, effective leaders must adjust the leadership style to various situations. In that sense, there is no one leadership style is appropriate for every occasion or situation. The most effective style to use depends upon the situation and whether the group members are willing and able to take on the responsibility. To be effective as a leader, it’s important to know your group in terms of knowledge, ability, desire and willingness, and be ready to adapt your style to suit the dynamic environment. An important task in the coming years will be the training and testing of future leaders.
    因此,有效的領導者必須根據各種情況調整領導風格。從這個意義上說,沒有一種領導風格適合任何場合或情況。使用最有效的風格取決于情況以及團隊成員是否愿意并能夠承擔責任。要成為一名有效的領導者,重要的是要了解團隊的知識、能力、愿望和意愿,并隨時調整自己的風格以適應動態環境。未來幾年的一項重要任務將是培訓和測試未來領導人。
    Further more, organizations have to have a bigger picture of long term success, that is strengthening leadership competencies will improve organizational effectiveness. When subordinates trusted their leaders’ leadership, and they deem it is equitable for them to obtain satisfactory rewards and outcomes when they made the greatest efforts. Therefore, effective leadership leads to a positive motivation and motivated employees will satisfy the customers of the organizations. In a long-term, it will help organization creating or maintaining a sustainable organizational competitive advantage.
    此外,Assignment范文作者認為組織必須對長期成功有更大的認識,即加強領導能力將提高組織效率。當下屬信任他們的領導者的領導,并且他們認為當他們做出最大努力時,獲得滿意的回報和結果是公平的。因此,有效的領導會帶來積極的動機,而積極的員工會滿足組織的客戶。從長遠來看,它將有助于組織創造或保持可持續的組織競爭優勢。本站提供各國各專業Assignment寫作指導服務,如果需要可咨詢本平臺。

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