Dissertation代寫案例：Effectiveness of Different Leadership Styles
Dissertation輔導(dǎo)范例-不同領(lǐng)導(dǎo)風(fēng)格的有效性。本篇內(nèi)容是本站提供的dissertation代寫范文，該篇dissertation主要內(nèi)容是講述本報(bào)告旨在比較不同組織中不同領(lǐng)導(dǎo)風(fēng)格的有效性，解釋組織理論如何支撐管理實(shí)踐，并評(píng)估不同組織使用的不同管理方法。引言中概述了研究的目的、問(wèn)題和目標(biāo)，以及這兩項(xiàng)業(yè)務(wù)的背景信息。明確告訴研究人員將如何進(jìn)行研究的方法也包括在內(nèi)——方法等等。下面就一起來(lái)看一下這篇dissertation代寫范文內(nèi)容。
Executive report
Introduction
Rationale and objectives
Background
Methodology
Analysis of the findings
Conclusion
Reference
Works Cited
Appendix
Executive report
This report is done to compare the effectiveness of different leadership styles in different organizations, explain how organizational theory underpins the practice of management, and evaluate the different approaches to management used by different organizations.
The purpose, problems and objectives of the research are outlined in the introduction as well as background information on both businesses. A methodology that explicitly tells how the researcher will go about conducting the research- methods and so on is also included.
The research begins here in section two; the findings are analyzed and discussed. The objectives are restated then they are discussed, analyzed and evaluated respectively. A conclusion is also drawn from the whole report mainly giving a reminder of the issues that exist.
Harvard style referencing is used to cite where some of the information and knowledge are obtain.
Finally, there is an appendix which consists of an organizational chart for CDR.
Introduction
Rationale and objectives
The importance of this research includes: Firstly, to afford the researcher the opportunity to assume major roles in leading a project.
Secondly, allowing the researcher to assume management and administrative roles in order to attain knowledge, understanding and the skills of these areas.
Third, to prepare and coordinate operational plans, display effective self-development and time management skills to satisfy an organization’s needs
The objectives of the research are to:
2.1 Compare the effectiveness of different leadership styles in different organizations
2.2 Explain how organizational theory underpins the practice of management
2.3 Evaluate the different approaches to management used by different organizations
Leadership
Background
Casa de Regalo is a nationwide partnership gift boutique established in 2009. It is located at Barbican Centre. They have ten dedicated and enthusiastic employees. Due to their unique tailor made products and services C.D.R is considered as the organization that satisfies seasonal giving needs. They specialize in a variety of unique merchandise ranging from specialty cards, flowers, toys and personalized printing services to specialty handcrafted gifts, jewelry, body essentials and customized apparel which are imported from your favorite places over the world. They also offer surprise delivery services. Providing exceptional customer service and customized products that are tailor-made to each customer’s personal style and also giving them the highest quality merchandises at an affordable price is our mission. We are aimed at making profit.
執(zhí)行報(bào)告
介紹
理由和目標(biāo)
背景
方法論
調(diào)查結(jié)果分析
結(jié)論
參考
引用的作品
附錄
執(zhí)行報(bào)告
本報(bào)告旨在比較不同組織中不同領(lǐng)導(dǎo)風(fēng)格的有效性，解釋組織理論如何支撐管理實(shí)踐，并評(píng)估不同組織使用的不同管理方法。
引言中概述了研究的目的、問(wèn)題和目標(biāo)，以及這兩項(xiàng)業(yè)務(wù)的背景信息。明確告訴研究人員將如何進(jìn)行研究的方法也包括在內(nèi)——方法等等。
研究從第二節(jié)開(kāi)始；對(duì)研究結(jié)果進(jìn)行了分析和討論。重申目標(biāo)，然后分別對(duì)其進(jìn)行討論、分析和評(píng)估。還從整個(gè)報(bào)告中得出一個(gè)結(jié)論，主要是提醒人們注意存在的問(wèn)題。
哈佛風(fēng)格的引用被用來(lái)引用一些信息和知識(shí)是從哪里獲得的。
最后，還有一個(gè)附錄，其中包括CDR的組織結(jié)構(gòu)圖。
介紹
理由和目標(biāo)
這項(xiàng)研究的重要性包括：首先，為研究人員提供在領(lǐng)導(dǎo)項(xiàng)目中發(fā)揮主要作用的機(jī)會(huì)。
其次，允許研究人員承擔(dān)管理和行政職責(zé)，以獲得這些領(lǐng)域的知識(shí)、理解和技能。
第三，準(zhǔn)備和協(xié)調(diào)運(yùn)營(yíng)計(jì)劃，展示有效的自我發(fā)展和時(shí)間管理技能，以滿足組織的需求
研究的目標(biāo)是：
2.1比較不同組織中不同領(lǐng)導(dǎo)風(fēng)格的有效性
2.2解釋組織理論如何支撐管理實(shí)踐
2.3評(píng)估不同組織使用的不同管理方法
領(lǐng)導(dǎo)
背景
Casa de Regalo是一家成立于2009年的全國(guó)性合作禮品精品店。它位于巴比肯中心。他們有十名敬業(yè)熱情的員工。由于其獨(dú)特的定制產(chǎn)品和服務(wù)，C.D.R被認(rèn)為是滿足季節(jié)性捐贈(zèng)需求的組織。他們專門生產(chǎn)各種獨(dú)特的商品，從專業(yè)卡片、鮮花、玩具和個(gè)性化打印服務(wù)到從世界各地您最喜歡的地方進(jìn)口的專業(yè)手工禮品、珠寶、身體必需品和定制服裝。他們還提供快遞服務(wù)。我們的使命是提供卓越的客戶服務(wù)和量身定制的產(chǎn)品，滿足每位客戶的個(gè)人風(fēng)格，并以實(shí)惠的價(jià)格為他們提供最高質(zhì)量的商品。我們的目標(biāo)是盈利。
K&D consulting is a limited liability company established in 2008. It has twelve dedicated experts. We are a mobile company but our main office is located in Montego Bay. Our company provides a variety of services ranging from identify highest-value opportunities to addressing the most critical challenges and transforming enterprises. The trust and confidence in our capabilities that our clients are exposed to, is what differentiates us from other firms as well as our ability to enhance business performance, positively marketing them and ensuring their likelihood of making profit or achieving their goals. CDR is an international organization with the mission of providing expert advice and solutions for clients, therefore assisting small businesses to develop efficient plans for meeting their goals. Our aspiration strives through becoming the best consulting firm there is; providing quality service to all existing and start-up small businesses that seek our guidance. We also aim to be recognized as partner of choice by our clients and being technologically advanced in our fields of expertise while remaining practical and business oriented.
Methodology
The research is to design a management firm which is hired to assess a small business on behalf of an investor to help the company to explore the links between the organisation structure and culture and how these interact and influence the behaviour of the workforce. In order to assist the company secondary research will be conducted.
Secondary data collection is published information that is already available from other sources. The internet will be my main source with its online dictionaries, articles, websites and books. This information collected from the secondary sources is pertinent to the objectives of the research. The researcher also used this type due to the fact that it is Inexpensive, information is easily accessible and immediately available and it will provide essential background to help to clarify or refine the research problem.
The information accumulated is credible and is derived from the written work of authoritative individuals such as Jatin Vaid.
The research began on February 9th and proceeded to February 26th. Data was collected from several sources from the online sources in order to obtain information related to the United Kingdom (UK) and local business organizations.
Analysis of the findings
Compare and contrast different organizational structures and culture
The structures
There are three main types of structure. Product, matrix and functional
Product Division Structure -These are popular among international companies with many products. Products that are similar are grouped under one product heading e.g. Perfumes and Cosmetics, each CEO focusing on a single product segment for its global market.
Matrix Division Structure– This tries simultaneously to deal with competing pressures for global integration and local responsiveness. Institutes overlaps among functional and divisional forms. It allows individual groups to share responsibility for new operations and enables them to exchange resources and information more Group willingly. Disadvantages includes: not championing their groups’ unique needs, therfore eliminate the multiple knowledge (Vaid, 2012).
Functional Structure– Specialized jobs are grouped according to traditional business functions. It is suitable for Company with a narrow product line, sharing similar technology. Highly efficient and assist in maximizing economies of scale
The cultures
Role Culture – focusses on rules, tasks, procedures and job descriptions
Power Culture – power exercised by a one person with not much formal rules;
Person Culture – the organisation is present for its members to benefit of;
Task/Mission Culture – goal based with rewards for achieving mission and goals;
1.2 Explain how the relationship between an organization’s structure and culture can impact on the performance of the business
Organizations are set up in specific ways to accomplish different goals, and the structure of an organization can help or hinder its progress toward accomplishing these goals.
There are three main types of organizational structure: functional, divisional and matrix structure
Culture consists of the shared values of an organization -the beliefs and norms that affect every aspect of work life, from how people greet each other to how major policy decisions are made
Types of culture include: power culture, role culture, person culture and task culture.
1.3 Discuss the factors which influence individual behaviour at work
The major factors that influence individual behavioral patterns, according to John Ivancevich and Michael Mattson are: demographic factors, ability and skills, perception, attitudes and personality.
Demographic factors includes: race, age, sex, socio economic background, education and so on. The importance of studying demographic factors is to assist managers to choose the most fitting candidate for the specific job. Organizations rather persons belonging to a particular socio-economic background- well educated and young. They are believed to perform better than others.
Skills and ability: skill according to Cambridge dictionaries is an ability to do an activity or job well especially because you have practiced it. Ability is the mental or physical power or skills needed to do something. Ability and skills highly influence individual behavior and performance. Persons tend to perform better in an organization if his skills and abilities are matched with the job. It is the manager’s job to match these skills and abilities off the employee to the job.
K&D咨詢是一家成立于2008年的有限責(zé)任公司。它有十二位敬業(yè)的專家。我們是一家移動(dòng)公司，但我們的主要辦公室位于蒙特哥灣。我們公司提供各種服務(wù)，從發(fā)現(xiàn)最高價(jià)值的機(jī)會(huì)到應(yīng)對(duì)最關(guān)鍵的挑戰(zhàn)和轉(zhuǎn)變企業(yè)。客戶對(duì)我們能力的信任和信心是我們與其他公司的區(qū)別，也是我們提高業(yè)務(wù)績(jī)效、積極營(yíng)銷并確保其盈利或?qū)崿F(xiàn)目標(biāo)的能力。CDR是一個(gè)國(guó)際組織，其使命是為客戶提供專家建議和解決方案，從而幫助小企業(yè)制定有效的計(jì)劃來(lái)實(shí)現(xiàn)其目標(biāo)。我們的志向是努力成為最好的咨詢公司；為所有尋求我們指導(dǎo)的現(xiàn)有和初創(chuàng)小企業(yè)提供優(yōu)質(zhì)服務(wù)。我們還致力于被客戶認(rèn)可為首選合作伙伴，在專業(yè)領(lǐng)域保持技術(shù)領(lǐng)先，同時(shí)保持務(wù)實(shí)和業(yè)務(wù)導(dǎo)向。
方法論
這項(xiàng)研究旨在設(shè)計(jì)一家管理公司，該公司被雇傭來(lái)代表投資者評(píng)估小企業(yè)，以幫助公司探索組織結(jié)構(gòu)和文化之間的聯(lián)系，以及這些聯(lián)系如何相互作用和影響員工的行為。為了協(xié)助公司進(jìn)行二次研究。
輔助數(shù)據(jù)收集是已發(fā)布的信息，這些信息已從其他來(lái)源獲得。互聯(lián)網(wǎng)將是我的主要來(lái)源，包括在線詞典、文章、網(wǎng)站和書籍。從次要來(lái)源收集的這些信息與研究目標(biāo)有關(guān)。研究人員還使用了這種類型，因?yàn)樗鼉r(jià)格低廉，信息易于獲取，而且可以立即獲得，它將提供必要的背景知識(shí)，有助于澄清或完善研究問(wèn)題。
積累的信息是可信的，來(lái)源于Jatin Vaid等權(quán)威人士的書面作品。
研究從2月9日開(kāi)始，一直持續(xù)到2月26日。數(shù)據(jù)是從網(wǎng)上來(lái)源的幾個(gè)來(lái)源收集的，目的是獲得與聯(lián)合王國(guó)（英國(guó)）和當(dāng)?shù)厣虡I(yè)組織有關(guān)的信息。
調(diào)查結(jié)果分析
比較和對(duì)比不同的組織結(jié)構(gòu)和文化
結(jié)構(gòu)
結(jié)構(gòu)主要有三種類型。產(chǎn)品、矩陣和功能
產(chǎn)品劃分結(jié)構(gòu)-這些在擁有許多產(chǎn)品的國(guó)際公司中很受歡迎。類似的產(chǎn)品被歸類在一個(gè)產(chǎn)品標(biāo)題下，例如香水和化妝品，每個(gè)首席執(zhí)行官都專注于其全球市場(chǎng)的單一產(chǎn)品細(xì)分市場(chǎng)。
矩陣式部門結(jié)構(gòu)——這試圖同時(shí)應(yīng)對(duì)全球一體化和地方響應(yīng)的競(jìng)爭(zhēng)壓力。機(jī)構(gòu)在職能和部門形式之間重疊。它允許各個(gè)集團(tuán)分擔(dān)新業(yè)務(wù)的責(zé)任，并使他們能夠更愿意地交換資源和信息。缺點(diǎn)包括：不支持其群體的獨(dú)特需求，從而消除了多重知識(shí)（Vaid，2012）。
職能結(jié)構(gòu)——專業(yè)工作根據(jù)傳統(tǒng)業(yè)務(wù)職能進(jìn)行分組。適用于產(chǎn)品線狹窄、技術(shù)相近的公司。高效且有助于最大限度地實(shí)現(xiàn)規(guī)模經(jīng)濟(jì)
文化
角色文化——注重規(guī)則、任務(wù)、程序和工作描述
權(quán)力文化——權(quán)力由一個(gè)人行使，沒(méi)有太多正式規(guī)則；
個(gè)人文化——組織的存在是為了讓其成員受益；
任務(wù)/使命文化——基于目標(biāo)，對(duì)實(shí)現(xiàn)任務(wù)和目標(biāo)給予獎(jiǎng)勵(lì)；
1.2解釋組織結(jié)構(gòu)和文化之間的關(guān)系如何影響業(yè)務(wù)績(jī)效
組織是以特定的方式建立的，以實(shí)現(xiàn)不同的目標(biāo)，組織的結(jié)構(gòu)可能有助于或阻礙其實(shí)現(xiàn)這些目標(biāo)。
組織結(jié)構(gòu)主要有三種類型：職能結(jié)構(gòu)、部門結(jié)構(gòu)和矩陣結(jié)構(gòu)
文化由一個(gè)組織的共同價(jià)值觀組成，這些價(jià)值觀和規(guī)范影響著工作生活的方方面面，從人們相互問(wèn)候的方式到重大政策決策的制定方式
文化類型包括：權(quán)力文化、角色文化、人物文化和任務(wù)文化。
1.3討論影響個(gè)人工作行為的因素
約翰·伊萬(wàn)切維奇和邁克爾·馬特森認(rèn)為，影響個(gè)人行為模式的主要因素是：人口統(tǒng)計(jì)學(xué)因素、能力和技能、感知、態(tài)度和個(gè)性。
人口因素包括：種族、年齡、性別、社會(huì)經(jīng)濟(jì)背景、教育等。研究人口因素的重要性在于幫助管理者選擇最適合特定工作的候選人。組織，而不是屬于特定社會(huì)經(jīng)濟(jì)背景的人——受過(guò)良好教育的年輕人。他們被認(rèn)為比其他人表現(xiàn)得更好。
技能和能力：根據(jù)劍橋詞典，技能是指做好一項(xiàng)活動(dòng)或工作的能力，尤其是因?yàn)槟阋呀?jīng)練習(xí)過(guò)了。能力是指做某事所需的腦力或體力或技能。能力和技能對(duì)個(gè)人行為和表現(xiàn)有很大影響。如果一個(gè)人的技能和能力與工作相匹配，那么他在組織中的表現(xiàn)往往會(huì)更好。經(jīng)理的工作是將員工的這些技能和能力與工作相匹配。
Perception: a thought, belief, or opinion, often held by many people and based on appearances is referred to as perception (cambridge-dictionaries, n.d.). The study of perception is integral for managers as they need to provide a work environment that is favorable, so that the employees perceive them in most favorable way. If employees perceive it in a positive way they are more likely to perform better.
Attitude: “An attitude is ‘a(chǎn) relatively enduring organization of beliefs, feelings, and behavioral tendencies towards socially significant objects, groups, events or symbols’ (Hogg, & Vaughan 2005, p. 150).” (McLeod, 2009). Attitude is influenced by family, society, culture, organizational factors and peers. Managers in an organization need to create suitable work environments therefore tempting employees to have positive attitudes towards their respective jobs. If employees have positive attitude toward the job they perform better.
Personality: the study of individual differences in characteristic patterns of thinking, feeling and behaving (American Psycological Association, n.d.). Factors that influence personality includes: heredity, family, society, culture and situation. Individuals tend to differ in manner while responding to the organizational environment. The most complex aspect of human beings can be regarded as personality.
Conclusion
Cultural influences and organisational structures can both inform and constrain the strategic development and ultimately the competitiveness of a business in order to maintain competitive advantage and avoid any strategic drift (where organisational factors and culture drive the business rather than the needs of customers and key stakeholders). Their impact should be considered regularly by leaders and senior managers and they should both be critically reviewed.
Reference
Works Cited
cambridge-dictionaries, n.d. Ability. [Online]
[Accessed February 2015].
McLeod, S., 2009. Home ? Social Psychology ? Attitudes. [Online]
Available at: http://www.simplypsychology.org/attitudes.html
[Accessed February 2015].
Vaid, J., 2012. Organization structure in international business. [Online]
Available at: http://www.slideshare.net/jatinmaims/organization-structure-in-international-business
[Accessed February 2015].
感知：一種思想、信仰或觀點(diǎn)，通常由許多人持有，并基于外表，被稱為感知（劍橋詞典，n.d.）。對(duì)感知的研究對(duì)管理者來(lái)說(shuō)是不可或缺的，因?yàn)樗麄冃枰峁┮粋€(gè)有利的工作環(huán)境，讓員工以最有利的方式感知他們。如果員工以積極的方式看待它，他們更有可能表現(xiàn)得更好。
態(tài)度：“一種態(tài)度是‘對(duì)具有社會(huì)意義的物體、群體、事件或符號(hào)的信念、感受和行為傾向的相對(duì)持久的組織’（Hogg，&Vaughan 2005，第150頁(yè)）。”（McLeod，2009）。態(tài)度受家庭、社會(huì)、文化、組織因素和同齡人的影響。組織中的管理者需要?jiǎng)?chuàng)造合適的工作環(huán)境，從而吸引員工對(duì)各自的工作持積極態(tài)度。如果員工對(duì)工作持積極態(tài)度，他們的表現(xiàn)會(huì)更好。
個(gè)性：研究思維、感覺(jué)和行為特征模式的個(gè)體差異（美國(guó)心理學(xué)協(xié)會(huì)，n.d.）。影響人格的因素包括：遺傳、家庭、社會(huì)、文化和環(huán)境。個(gè)人在應(yīng)對(duì)組織環(huán)境時(shí)往往會(huì)有不同的方式。人類最復(fù)雜的方面可以看作是個(gè)性。
結(jié)論
文化影響和組織結(jié)構(gòu)可以影響和約束企業(yè)的戰(zhàn)略發(fā)展，并最終影響企業(yè)的競(jìng)爭(zhēng)力，以保持競(jìng)爭(zhēng)優(yōu)勢(shì)，避免任何戰(zhàn)略漂移（組織因素和文化驅(qū)動(dòng)企業(yè)，而不是客戶和關(guān)鍵利益相關(guān)者的需求）。領(lǐng)導(dǎo)者和高級(jí)管理人員應(yīng)定期考慮其影響，并對(duì)其進(jìn)行嚴(yán)格審查。
參考
引用的作品
劍橋詞典，未注明能力。在線的
【2015年2月查閱】。
McLeod，S.，2009年。主頁(yè)?社會(huì)心理學(xué)?態(tài)度。在線的
可在以下位置獲取：http://www.simplypsychology.org/attitudes.html
【2015年2月查閱】。
Vaid，J.，2012年。國(guó)際業(yè)務(wù)的組織結(jié)構(gòu)。在線的
可在以下位置獲取：http://www.slideshare.net/jatinmaims/organization-structure-in-international-business
【2015年2月查閱】。
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