Leaders Or Managers OP 09
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The document discusses the differences between leaders and managers. It states that leaders have vision, set direction, and drive change, while managers focus on objectives, stability, and maintaining structure. It notes that it is possible to be both a leader and manager. The document then discusses traits of effective leaders and different leadership styles, noting that the best style depends on situational factors.
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This document outlines the required and suggested activities for students in BUS 119 Week 2. Students are instructed to read chapters 3, 4, and 5 in their textbook. They must complete two discussion questions by Thursday and respond to two classmates by Monday. A quiz is due by Sunday. Assignment 1 is due by Monday. The key topics for the week are recognizing how personal philosophy informs leadership style and conceptualizing different leadership styles in terms of behaviors and task/relationship orientations.
Leadership
This document discusses key concepts around leadership including:
- The differences between leaders and managers, with managers focusing on planning, organizing and controlling while leaders focus on influencing others.
- The three skills that make an effective leader - technical, human and conceptual skills.
- The five types of power leaders can utilize - legitimate, reward, coercive, referent and expert power and their likely responses from followers.
- Two contingency models of leadership - Fiedler's contingency model and Hersey-Blanchard's situational leadership model which discuss adjusting leadership styles to situational factors.
- The differences between transformational and transactional leadership styles.
- Various leadership styles such as autocratic, democratic and laissez
MBA MCO101 Unit 8 A Lecture 9 200806 Xx
The document discusses concepts related to motivation, leadership, groups, and teams. It covers topics like leadership theories including Fiedler's contingency theory, path-goal theory, and situational leadership theory. It also discusses the differences between leaders and managers, leadership traits and behaviors, decision making theories, and types of charismatic leadership.
MBA MCO101 Unit 8 A Lecture 9 200806 Xx
The document discusses concepts related to motivation, leadership, groups, and teams. It covers topics like leadership theories including Fiedler's contingency theory, path-goal theory, and situational leadership theory. It also discusses the differences between leaders and managers, leadership traits and behaviors, decision making theories, and types of charismatic leadership.
Leadership Behavior
This document discusses different leadership styles including intellectual, autocratic, democratic, charismatic, transformational, and transactional leadership. It also discusses theories of leadership including the trait theory, managerial grid theory, and situational leadership model. The group members for this project are Himani, Jaskirat, and Harleen.
Leadership review
This document discusses leadership theories and concepts. It defines leadership as a complex process involving the leader, employees, and situational demands. Several leadership theories are summarized, including trait theory, which focuses on leaders' innate qualities; situational theory, which emphasizes that the most effective leadership style depends on followers' maturity levels; and transformational theory, which describes leaders who motivate followers by appealing to higher ideals and inspiring them to transcend self-interest. The document also outlines different leadership styles, qualities of effective leaders, and the roles of formal vs informal leaders in organizations.
Leadertypes 99
The document discusses various theories and styles of leadership. It describes trait theories which examine personality characteristics of leaders, and behavioral theories which propose that leadership can be taught. It also outlines contingency theories like Fiedler's model and situational leadership theory which emphasize that leadership style depends on situational factors. Additionally, it mentions transformational leadership requiring long-term planning and vision, and transactional leadership focusing on management through procedures and rules.
Leadership
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
Leadership - HBO
The document discusses various aspects of leadership including definitions, characteristics, importance, styles, theories and skills. It defines leadership as a process to influence and guide others towards accomplishing goals. It describes key characteristics like being interpersonal and situation-dependent. Important leadership styles discussed include autocratic, laissez-faire, democratic and bureaucratic. Several theories of leadership are also summarized like the path-goal theory, great man theory, trait theory, transformational vs transactional leadership and Fiedler's contingency model. Effective leadership skills mentioned are time management, asking questions, work-life balance, growth opportunities, brainstorming, vision and courage.
9. Leadership and Change.pptx
Leadership is the ability to inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals.
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Bus119 week2-standardizedinstructorguidancefinal-170418200337
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More from Hillary Jenkins
Presentation on casestudy
Dunedin is a city in New Zealand with a population of around 123,000 people including approximately 25,000 university students. It attracts over 860,000 guest nights in commercial accommodation each year and had 1.9 million visitors in 2009, around 53% of which were domestic visitors and 47% international. The city offers wildlife and nature, Victorian and Edwardian architecture, Scottish and Chinese heritage, a rugged coastline and diverse landscapes, and stories of New Zealand's colonial history. It is described as a lively university city and creative, arty place.
Tourism history
This document provides a historical overview of the development of tourism from ancient times to the present day. It traces the key social, cultural, economic and technological changes that have facilitated and motivated travel over the centuries. Some of the major developments highlighted include the establishment of infrastructure like roads and hospitality in ancient Rome and Greece; the growth of leisure travel in the 18th century associated with spas and seaside resorts; the rise of mass tourism in the 19th-20th centuries linked to industrialization, urbanization, and new modes of transport like railways and steamships; and more recent factors such as globalization, low-cost air travel, and advances in technology.
Signs and panels
This one sentence document provides a reference for photographs used in a 2010 slideshow created by Hillary Jenkins for Otago Polytechnic. The photographs have a creative commons license and were taken by the slideshow creator.
Categories attractions
The document categorizes different types of cultural and environmental activities. It divides cultural activities into indoor and outdoor categories. Indoor cultural activities include visiting museums, art galleries, and exhibitions, which attract many visitors. Outdoor cultural activities include festivals, visits to sites and monuments, and ceremonies. Environmental activities involve visiting gardens, natural attractions like lakes and mountains, and taking walks. Urban recreation includes shopping and special events in historic buildings and neighborhoods. The document also lists several categories of tourism experiences like rural, health, industrial, religious, and eco-tourism.
Accommodation services
The document provides an introduction to accommodation in the hospitality industry. It discusses that the accommodation sector is a vital part of the hospitality industry as it provides lodging and food for travelers away from home. The accommodation sector includes various establishment types such as hotels, motels, bed and breakfasts, hostels, and more. Guests of these establishments can be local or from domestic and international locations and have a variety of needs depending on factors like their age, gender, culture, and reasons for travel.
Tourist Area Lifecycle
The document discusses the tourist area life cycle model, which describes the stages a tourist destination typically goes through as the number of visitors increases over time. The stages are exploration, involvement, development, consolidation, stagnation, and decline. As destinations progress through the life cycle, so too does the host community, going from euphoria about visitors to potential antagonism as saturation is approached if overtourism is not managed properly. The model aims to help destinations sustain tourism by understanding these phases and adapting products, markets and promotion accordingly.
The New Zealand Tourism Sector
The document outlines the various roles and responsibilities of organizations involved in New Zealand's tourism sector. It discusses national tourism bodies like Tourism Industry Association New Zealand (TIA), Ministry of Tourism (TMT), and Tourism New Zealand (TNZ). It also mentions regional, local, and Māori organizations involved in promoting tourism. Finally, it briefly discusses government agencies, economic development agencies, industry associations, education providers, and research organizations that play supporting roles in the tourism sector.
Tour Guiding Interpretation
Interpretation aims to reveal meanings and relationships through experiences rather than just communicating facts. It provides explanations for conserving natural, cultural or historic places by provoking insights. Effective interpretation is meaningful, curious, and engaging by relating to participants' experiences. It uses various art forms like science, history or demonstrations to stimulate thought while appealing to all senses and learning styles. The message must relate to the audience and setting, using techniques to potentially provoke change, and can take many forms like guided tours, presentations, interactive activities, or non-personal methods like signs.
Interpretation - The Site
Interpretation goes beyond just providing information by revealing deeper meaning and experiences. Effective interpreters serve as a link between visitors and the site by offering first-hand experiences through on-site interpretation. When interpreting a site, factors like historical significance, seasonal aspects, engineering feats, access, everyday use, and personal significance should be considered to fully convey what makes the site unique.
(2) Opportunities
This document discusses opportunities for sustainability in the accommodation sector. It provides a case study of Strattons Hotel that implemented resource efficiency initiatives like refillable toiletry dispensers and water/laundry savings, reducing costs by over £10,000 annually and diverting 98% of waste from landfill. Customer preferences are also changing to favor businesses with strong environmental practices and lower carbon footprints.
What Is Sustainability
The document discusses sustainability and sustainable practices for businesses. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. Strong sustainability embraces renewable energy, treats waste as a resource, and values diversity and ecosystem resilience. Key aspects of strong sustainability are systems thinking, a principled definition, and backcasting to understand sustainability and practice it effectively.
Whats Going Wrong
This document discusses several issues facing global sustainability including climate change, peak oil, water shortages, population growth, and increasing consumption. It notes that while demand for resources is rising, the supply of life-supporting resources is declining, representing the "funnel" paradigm. For New Zealand, its tourism industry relies on promoting the country's "clean, green" image but this is threatened by the effects of issues like climate change, peak oil, and intensive farming practices, which are degrading the environment and hitting the walls of the funnel. The document argues that new approaches beyond "business as usual" are needed to address these global sustainability challenges.
Framework for Sustainable Practice
The document outlines a framework for sustainable practice with 5 components: understand, vision, baseline, plan/do, and measure. It describes each component, with understand focusing on systems thinking, vision establishing a sustainable future goal, baseline assessing the current situation, plan/do developing and implementing strategies, and measure reviewing progress. Following this framework and continually evaluating actions can help businesses work within natural and social systems to progress toward sustainability.
Baseline And Plan
1. The document outlines steps for creating a vision and plan for sustainable practices, including creating a vision statement, conducting a baseline analysis, and developing a strategic action plan.
2. It recommends "backcasting" by envisioning the desired future vision and working backwards to identify goals and actions.
3. A case study of Interface Carpets is presented as an example of a company that set goals to become more sustainable and outlined short, medium, and long term priority actions to work towards its vision.
Organisational Learning
This document discusses the importance of organizational learning and creating a learning organization. It defines a learning organization as one where people at all levels are continually increasing their capacity to produce results they care about. A learning organization promotes information sharing between employees to create a more knowledgeable workforce that is flexible and able to accept new ideas and changes through a shared vision. It also discusses five disciplines that are important for organizational learning: systems thinking, personal mastery, mental models, building a shared vision, and team learning.
Tools And Measurement
The document discusses how to communicate sustainability efforts without "greenwashing" through verification, measurement, and reporting. It outlines common "sins of greenwashing" like hidden trade-offs or lack of proof. Verification by independent third parties helps prove compliance with standards through labels or endorsements. Regular measurement is important to evaluate progress using indicators. Reporting tools like GRI and ISO 14001 standards can help with transparency if used to show a whole systems perspective. The best approach is to take meaningful sustainability actions and then discuss accomplishments through sound monitoring and reporting.
Corporate Social Responsibility
The document discusses various tools and standards for corporate social responsibility and environmental management, including:
- ISO 14000 environmental management standard
- Green Globe certification standard, which has a six step process including developing an environmental plan and obtaining certification
- CSR, which involves businesses self-regulating to ensure they follow law, ethics and international norms through tools like the UN Global Compact
3a. Qualmark
Qualmark is New Zealand's tourism quality assurance program that certifies operators as sustainable based on criteria in five key areas: energy efficiency, waste management, water conservation, conservation, and community. To be Qualmark certified, operators must meet minimum requirements including past compliance, licensing, and plans, and substantiate any environmental claims. The document discusses Qualmark's role in promoting sustainable tourism in New Zealand and providing visitors assurance that they can travel there while still feeling good through qualifying operators' sustainability practices.
Branding
Branding is an important marketing tool used to increase sales, profits, and customer satisfaction. A brand consists of a name, symbol, or design that identifies a product and conveys a reputation. Effective destination branding communicates rational messages about facts as well as emotional messages to invoke feelings. It seeks to attract visitors who are most likely to be satisfied and recommend the destination to others. Research such as focus groups and interviews helps define the brand proposition and ensure the needs of the largest target audience are met. The benefits of branding include increased customer loyalty, recruitment of new customers, and retention of existing customers.
Tourism Destination Marketing Part 2
This document discusses several aspects of tourism destination marketing including:
1) Assessing current and future markets through research on visitors, forecasts, and destination audits. Research includes counts, interviews, and surveys. Forecasting can be exploratory, speculative, or normative.
2) Analyzing a destination's appeal and positioning it in its life cycle which includes exploration, involvement, development, consolidation, stagnation, and decline or rejuvenation.
3) Developing a strategic marketing mix and organization to implement objectives and evaluate results while taking into consideration a destination's image, branding, strategies for different target groups, and limited control over products and pricing.
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