Abstract
This scheme is supposed to market the 6 meeting rooms in the Welsh Millennium Centre. The suggestion we got so far are reward points, Skype conferencing, marketing via tourist information websites and vending machine. The project ran for five months from October 2012 to March 2013. Generally our group met once a week to had a reflection on what we had done the week before and plan what to do for the coming week.
Acknowledgement
I have given what I have to this project, but it is undeniable that without the help of some organisations and individuals. I would like to express my thanks to all of them.
Also I take this chance to express the thankfulness deeply to Caroline Ritchie, her guidance and support is significantly important, especially when we were in depression.
Also I would like to thank Janet Cleveland. She helped us by providing the data we needed for research and showing us around to know the basic information of the Centre.
Also I would like to thank Karen Thorne for the help on the knowledge of vending machine.
Also I would like to thank Dean for taken two interviews to give information of food and beverage in the Centre.
Lastly, I thank my colleagues and friends for the co-operation and communication.
Mullins, personal working role leadership In business, a leadership style called "transformational leadership" is often the most effective approach to use. Transformational leaders have integrity, they inspire people with a shared vision of the future, they set clear goals and motivate people towards them, they manage delivery, and they communicate well with their teams. (You can find out more about transformational leadership at the end of this article.)
1. Transactional Leadership
This leadership style starts with the idea that team members agree to obey their leader when they accept a job. The "transaction" usually involves the organization paying team members in return for their effort and compliance. The leader has a right to "punish" team members if their work doesn't meet an appropriate standard.
Although this might sound controlling and paternalistic, transactional leadership offers some benefits. For one, this leadership style clarifies everyone's roles and responsibilities. Another benefit is that, because transactional leadership judges team members on performance, people who are ambitious or who are motivated by external rewards – including compensation – often thrive.
The downside of this leadership style is that team members can do little to improve their job satisfaction. It can feel stifling, and it can lead to high staff turnover.
Transactional leadership is really a type of management, not a true leadership style, because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work. However, it can be effective in other situations.
2. Autocratic Leadership
Autocratic leadership is an extreme form of transactional leadership, where leaders have complete power over their people. Staff and team members have little opportunity to make suggestions, even if these would be in the team's or the organization's best interest.
The benefit of autocratic leadership is that it's incredibly efficient. Decisions are made quickly, and work gets done.
The downside is that most people resent being treated this way. Therefore, autocratic leadership often leads to high levels of absenteeism and high staff turnover. However, the style can be effective for some routine and unskilled jobs: in these situations, the advantages of control may outweigh the disadvantages.
Autocratic leadership is often best used in crises, when decisions must be made quickly and without dissent. For instance, the military often uses an autocratic leadership style; top commanders are responsible for quickly making complex decisions, which allows troops to focus their attention and energy on performing their allotted tasks and missions.
3. Bureaucratic Leadership
Bureaucratic