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Homework answers / question archive / Assessment Resource | SITXHRM003 Questions 1 Describe 8 traits of an effective leader                                           2 Describe the following leadership styles   Authoritarian (autocratic)       Delegative (free reign)       Participative (democratic)   3 Describe Abraham Maslow’s theory on motivation:   4 Describe Adam's equity theory   5 List 6 different characteristics of an effective team?   6 Describe the four stages of team building   7 What is delegation?  Please explain the principles of delegation   8 Answer the questions below relating to this case study:   Sparks would fly every time there was a meeting of executive housekeepers from the different hotels, particularly between Frieda and Consuela

Assessment Resource | SITXHRM003 Questions 1 Describe 8 traits of an effective leader                                           2 Describe the following leadership styles   Authoritarian (autocratic)       Delegative (free reign)       Participative (democratic)   3 Describe Abraham Maslow’s theory on motivation:   4 Describe Adam's equity theory   5 List 6 different characteristics of an effective team?   6 Describe the four stages of team building   7 What is delegation?  Please explain the principles of delegation   8 Answer the questions below relating to this case study:   Sparks would fly every time there was a meeting of executive housekeepers from the different hotels, particularly between Frieda and Consuela

Management

Assessment Resource | SITXHRM003

Questions

1

Describe 8 traits of an effective leader

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2

Describe the following leadership styles

 

Authoritarian (autocratic)

 

 

 

Delegative (free reign)

 

 

 

Participative (democratic)

 

3

Describe Abraham Maslow’s theory on motivation:

 

4

Describe Adam's equity theory

 

5

List 6 different characteristics of an effective team?

 

6

Describe the four stages of team building

 

7

What is delegation?  Please explain the principles of delegation

 

8

Answer the questions below relating to this case study:

 

Sparks would fly every time there was a meeting of executive housekeepers from the different hotels, particularly between Frieda and Consuela. Frieda was a legend. She had been with the company for 12 years and had worked her way up the housekeeping hierarchy to become a domineering, no-nonsense manager. She told the others that her style was not negotiable. She was working with a group of low-level, low-skilled employees from a wide range of cultural backgrounds who had no career aspirations. She accepted that staff turnover would always be high in the housekeeping department and insisted that this should be taken into account when dealing with staff. She said that she needed to be tough and task orientated – she and her staff were there to get the job done and not to socialise. They all had families to go home to. Consuela, on the other hand, was an ex-school teacher and a people-focused person. She and Frieda had major discussions about ‘team building’ and providing support for staff self-development. Frieda always told Consuela she was wasting her time. Housekeeping was too busy, with too much pressure, to suit anything but an autocratic (authoritarian) style.

 

Define all the styles of leadership outlined in the above case study

 

 

 

 

Whose approach do you favour, Frieda’s or Consuela’s? Please explain your answer using the concepts you learnt about leadership styles.

 

 

 

 

 

Given that most tourism and hospitality operations have certain periods in which work pressures are extremely high, how do you think that this should be taken into account by supervisors when thinking about their leadership style?

 

 

 

9

Detail 5 different ways you can recognise or reward a team member?  Explain the benefits of each method you detail

 

10

List 5 benefits that flow from effective teamwork within a team.

 

11

Describe 3 points you can follow when organising your team to be successful

 

12

List 3 main benefits of organisational planning when it comes to your team?

 

13

What consultation should you involve when planning for your team?

 

14

Outline 4 different methods you can communicate new ideas and concepts to your team

 

15

A new worker has joined the team. The person is an overseas born migrant who has good English skills, but has a strong accent and is difficult to understand. The person is not confident in communicating effectively in English and, as a result, is very shy and reserved within the work team. The person has been employed as a basic production line worker.

 

The manager discovers one day that the worker has qualifications from overseas as an engineer. The manager would like to make greater use of these skills in the work team, however, feels that the difficulty in communication could cause conflict amongst the co-workers who might not understand what is being said.

 

How might the manager make use of this person’s skills and experience, to the advantage of the company, without causing conflict within the team or creating additional distress for the worker?

 

 

 

What changes might need to be made to ensure that a person with this background has the opportunity to use their full potential and this situation does not occur again?

 

 

16

Describe 4 features of open and supportive communication

 

17

Describe the following types of responses

Advising response

 

Deflecting response

 

Probing response

 

Reflecting response

 

18

List 8 types of information that supervisors and managers are responsible to disseminate to their staff

 

19

Describe 3 different ways you can monitor staff effectively within an organisation, and how it may affect the staff member.

 

20

Describe the steps you would traditionally follow when problem solving in a workplace

 

21

What is meant by the term SWOT Analysis?  Why is this analysis useful?

 

22

Describe the benefits of goal setting, along with how you can apply this process.

 

 

23

Describe 3 techniques for effective time management

 

24

Relating to your leadership task undertaken in Assessment 4, outline 2 different expectations / roles or responsibilities of team members that relate to each of the following aspects

  • adhering to policies and procedures

 

  • cooperative and open communication

 

  • nature and scope of work

 

  • relationships with others in the workplace

 

  • reporting requirements

 

25

As a manager, outline 6 different fundamental actions can should take to help manage employment performance issues.

 

24

Describe how each of the following considerations impact on staff development

  • change in job responsibilities

 

  • external training and professional development

 

  • formal promotion

 

  • internal training and professional development

 

  • opportunity for greater autonomy or responsibility

 

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