hnd人力组织与管理outcome全部答案
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Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
Explaining one of the following theories: • Maslow’s hierarchy of need • Herzberg’s two factor theory • Alderfer’s ERG theory
• Controlled conditions and close book • Words requirement: 1,500 words • Time length: 135 minutes • A4 page of note is allowed to bring
with candidates • Candidates should achieve at least
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
• David used ‘Big Brother’ approach, which means it has complete control over people and is always checking what they do, he liked to run a tight ship
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
Property of Jing WANG
Section A
2b. Objectives and policies
• Definition of policy
-- Provide a framework of rules or guidance that manager and staff can make decision
-- Systematic way of delegating responsibility and encourage consistency
Who, When and Why factors
Property of Jing WANG
Section A
2a. Four main goals
• 4 main goals
-- consumer goals: high quality service at quoted price; happy customer was a priority
-- All staff should sign on the timesheet before site
visit
Property of Jing WANG
Section A
3. How organisation interacts with external environments
Inputs
Section A
5. Strategies to control staff
• Personal centralised • Bureaucratic control • Output control • Cultural control • Control through rewards and punishments • Control through rules, policies • Control through structure • Management by Objective
projects and for the forward planning -- provide high specification design and
satisfy customer’sPropneretyeofdJing WANG
Section A
2b. Objectives and policies
• Clients high quality service, customer care, reputation…
• Financial providers, including bank, investors performance, rate of return, credit, dividend
• David was lack of consultation, he never sought advice from staffs on the best way to divide up the work. This caused resentment irritation , although staff were well paid and had good holiday
3. How organisation interacts with external environments
• Loan from bank, grant from Scottish Development Agency
• The local college was used to train the apprentices, but too expensive
-- product goals: to provide the best designs through well trained staff; to provide high quality service
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development
Managing People and Organisation
Assessment 1 Outcome 1, 2 and 3
By Jing WANG Property of Jing WANG
Assessment 1: Introduction
• Assessment 1 covers outcome 1, 2 and 3
• Well trained staff
• Loan from bank, grant
• Equipments • Local
contractors, insurance brokers and accountants
Processes
• Administration • Liaison with
clients • Organising
projects • Structure
Outputs
• Productions of design
• Civil & Structural development projects
• Client’s satisfaction
• Reputation
Property of Jing WANG
Section A
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
• The staff were lack of autonomy, as David used timesheet to keep a check on staff, while Neil used this information as a tool for forward planning. Staff were required to seek authorisation prior to going out on a site visit.
Property lders
• Employees, including apprentices, technicians, engineers payment, training, performance, promotion, working condition…
• Facility, technologPyro,pefrtiynofaJinngcWiAaNlG bank loan, grant
Section A
2a. Four main goals
• Goal Description -- Determine the direction of organisation -- Define and set clear targets -- Help organisations identify: What, How,
-- Based on explicit values
• Policies in case:
-- all work should be allocated by David
-- David required the staffs to use timesheet
-- use local firms to provide service, such as local contractors, insurance brokers and accountants
• The office layout James with 2 civil engineers shared one office, and 4 technicians shared a another office, apprentices were based in the main drawing room caused more senior staff appeared to have less flexibility over their working arrangements, they need to go to another room to speak with technicians and apprentices
• Local firms, including training providers, insurance brokers, accountants provide work for them, long-term cooperation
• Suppliers, includiPnrogpertcyoofnJintgrWaAcNtGors provide work for them
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
• Structure
-- Civil engineering project -- Structural engineering project
50% to pass • Each section is 30 marks Property of Jing WANG
Section A
1. Basic components of organisation
• People
-- managerial staff -- qualified engineer -- technicians -- apprentice
• Definition of objective -- Objectives are more specific than goals -- Identify the specific path to achieve goals -- Have to be SMART
• Objectives in case: -- to finish work on time and within price -- to ensure staffs are well trained -- Neil used timesheet to track the ongoing
Section B
6. Motivation for staff depends on more than high salary and working condition
Explaining one of the following theories: • Maslow’s hierarchy of need • Herzberg’s two factor theory • Alderfer’s ERG theory
• Controlled conditions and close book • Words requirement: 1,500 words • Time length: 135 minutes • A4 page of note is allowed to bring
with candidates • Candidates should achieve at least
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
• David used ‘Big Brother’ approach, which means it has complete control over people and is always checking what they do, he liked to run a tight ship
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
Property of Jing WANG
Section A
2b. Objectives and policies
• Definition of policy
-- Provide a framework of rules or guidance that manager and staff can make decision
-- Systematic way of delegating responsibility and encourage consistency
Who, When and Why factors
Property of Jing WANG
Section A
2a. Four main goals
• 4 main goals
-- consumer goals: high quality service at quoted price; happy customer was a priority
-- All staff should sign on the timesheet before site
visit
Property of Jing WANG
Section A
3. How organisation interacts with external environments
Inputs
Section A
5. Strategies to control staff
• Personal centralised • Bureaucratic control • Output control • Cultural control • Control through rewards and punishments • Control through rules, policies • Control through structure • Management by Objective
projects and for the forward planning -- provide high specification design and
satisfy customer’sPropneretyeofdJing WANG
Section A
2b. Objectives and policies
• Clients high quality service, customer care, reputation…
• Financial providers, including bank, investors performance, rate of return, credit, dividend
• David was lack of consultation, he never sought advice from staffs on the best way to divide up the work. This caused resentment irritation , although staff were well paid and had good holiday
3. How organisation interacts with external environments
• Loan from bank, grant from Scottish Development Agency
• The local college was used to train the apprentices, but too expensive
-- product goals: to provide the best designs through well trained staff; to provide high quality service
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development
Managing People and Organisation
Assessment 1 Outcome 1, 2 and 3
By Jing WANG Property of Jing WANG
Assessment 1: Introduction
• Assessment 1 covers outcome 1, 2 and 3
• Well trained staff
• Loan from bank, grant
• Equipments • Local
contractors, insurance brokers and accountants
Processes
• Administration • Liaison with
clients • Organising
projects • Structure
Outputs
• Productions of design
• Civil & Structural development projects
• Client’s satisfaction
• Reputation
Property of Jing WANG
Section A
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
• The staff were lack of autonomy, as David used timesheet to keep a check on staff, while Neil used this information as a tool for forward planning. Staff were required to seek authorisation prior to going out on a site visit.
Property lders
• Employees, including apprentices, technicians, engineers payment, training, performance, promotion, working condition…
• Facility, technologPyro,pefrtiynofaJinngcWiAaNlG bank loan, grant
Section A
2a. Four main goals
• Goal Description -- Determine the direction of organisation -- Define and set clear targets -- Help organisations identify: What, How,
-- Based on explicit values
• Policies in case:
-- all work should be allocated by David
-- David required the staffs to use timesheet
-- use local firms to provide service, such as local contractors, insurance brokers and accountants
• The office layout James with 2 civil engineers shared one office, and 4 technicians shared a another office, apprentices were based in the main drawing room caused more senior staff appeared to have less flexibility over their working arrangements, they need to go to another room to speak with technicians and apprentices
• Local firms, including training providers, insurance brokers, accountants provide work for them, long-term cooperation
• Suppliers, includiPnrogpertcyoofnJintgrWaAcNtGors provide work for them
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
• Structure
-- Civil engineering project -- Structural engineering project
50% to pass • Each section is 30 marks Property of Jing WANG
Section A
1. Basic components of organisation
• People
-- managerial staff -- qualified engineer -- technicians -- apprentice
• Definition of objective -- Objectives are more specific than goals -- Identify the specific path to achieve goals -- Have to be SMART
• Objectives in case: -- to finish work on time and within price -- to ensure staffs are well trained -- Neil used timesheet to track the ongoing