HND人力资源管理导论Outcome
HND人力资源管理导论Outcome
“Escape to Wild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。
它作为一家私营公司小规模的经营了超过15年的，一直到六年前，一位经理被聘请来扩展公司业务。
首先，公司增加了邮购目录上的商品数，并且用了更大的仓库来存放和配送货物。
四年前，“Escape to Wild”开了第一家自己的零售专营店，到现在，已经有了10家零售专营店，并有计划再多开五间店。
两年前，公司建立了自己的网站，实现了网上购物，这部分的业务发展迅速，还带了了很多海外的订单。
这位新经理上任以来，公司员工已由原来的20人发展到300人，业务也变得更大更复杂，持续需要加强员工来源已经成为这家户外服饰专营公司最强烈的需求，需要更多的员工是这家公司的当务之急。
“Escape to Wild”公司没有明确的人力资源部门。
部门经理们根据自己部门的职责招聘新人，负责确定他们的薪酬水平。
薪酬管理业务已经外包，员工培训一般是临时组织的，财务主管负责处理员工的合同和特殊情况，例如产假和加薪。
在这个快速发展的时期，公司已经开始将更多的精力投入到服务正在增加的客户群中。
到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。
在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。
不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。
同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。
一个管理层的人员最近参加了一个关于员工法案的研讨会，法律的复杂性带来的实际问题是公司更加需要一个专门的部门来公平的处理员工的问题。
同样，员工们也开始抱怨一些条款和条件中的矛盾，有一些人离职了，因为他们对自己遭受到的人力资源问题觉得不满意。
HND人力资源管理_outcome4
Contents1.0 Introduction2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical Structures2.1.2 Span of Control2.1.3 Departmentalization2.1.4 Communication Patterns2.1.5 the Chain of Command2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical Structures2.2.2 Span of Control2.2.3 Departmentalization2.2.4 Communication Patterns2.2.5 Chain of Demand2.3 Contingency Approach that help determine the Future structure2.3.1 Task2.3.2 Technology2.3.4 Size2.4 Relationships2.4.1 Line Relationship2.4.2 Functional Relationship2.4.3 Staff Relationship2.4.4 Lateral Relationship2.5 Authority, Responsibility and Delegation3.0 Conclusion4.0 Reference1.0 IntroductionThis report has mainly analysis the Tasty Company, which is a food company. According to the contingency approach, there is a need to re-structures the internal structure. It is also to identify the line, staff, functional and lateral relationships. In the report, I will explain the current and recommended structure of the company, and the authority, responsibility and delegation to line management relationships in the proposed structure.2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical StructuresThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line. This kind of structure is suitable for the beginning of the Tasty Company.This is the sort of structure that allows for easy decision-making and is also very informal in nature. They have fewer departments, which makes the entire organization become decentralized one so the authority and responsibility could be defined clearly Tasty Company with this structure can be bureaucratic and respond slowly to change the customer needs and the market within which the organisation operates. Communication across various sections can be poor especially horizontal communication.Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry2.1.2 Span of ControlSpan of control is simply the number of subordinates that an executive supervises.The number of employees that a manager can manage must be determined by every organization. Wide spans have the advantage of supervisors having to delegate and ensure clear policies are laid down. As for Tasty Company, the span of control of the firm is narrow, a president control five managers. Usually, managers are easily to delegate and make sure policies are carried out.The high cost due to the numerous levels, supervisors may get too involved in the work of subordinates and undue delay may be caused. The possible loss of control by the supervisors and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.2.1.3 DepartmentalizationThe assignment of jobs to departments is called departmentalization, and it represents one of the core aspects of the horizontal division of labour. The methods of departmentation include Functional, product, matrix, geographic, customer and hybrid. And the definition of function departmentation is that employees with closely related skills and responsibilities are assigned to the same department.This method is easy and logical to measure and evaluate the employees’ performance and decide usually efficiency and effective. Second, it can enhance the communication between managers and employees and enhance the career ladders and training opportunities. It follows the principle of specialisation, and economies result by having similar tasks grouped under one area.Functions may not be so important as the area covered by Tasty may be widespread and another grouping may be better..Such specialisation may invoke narrowness of outlook. And there may be conflicts between local functional goals and the needs of the whole organisation. A classic example is conflicts between operations staff and marketing staff where operations might want to standardise to get efficiency and marketing might want more variety to meet what they believe are customers’ need.Management positions need people of wide experience and this is not readily available in a rigid functional departmentation system that affords poor traininggrounds.2.1.4 Communication PatternsTasty company has numerous communication patterns. Generally, a normal company has six types of patterns for communication including line relationships, functional relationships, staff relationships, lateral relationships, matrix structure and hybrid structures. From the current organizational structure of Tasty, it is easy to find that they apply the line relationships, A president control five vice general managers, and each manager can not manages other managers because they are in a same level, and they plays the same roles of subordinate for the general manager.2.1.5 the Chain of CommandIt is a typical pyramid shape. Generally speaking, the enterprise must take the focus of attention from supply transferred to the consumer demand. The concept of demand chain for channel members are facing a severe task: enable provide customers more value than supply chain. The main characteristics of the demand chain are demand enter into supply chain, power transfer, demand as the core and the alliance formation of real value. In addition, the flow contents of the chain of demand include demand, resource, information, knowledge and cooperation relationship. The core of demand chain management is the collection, transmission of demand. As for Tasty Company, the chain of demand is extremely significant, in order to stablish the demand chain, the company should push attention to more ceramic collectors and wealthy, and attracts them buy our food. Also the firm should ensure demand chain can solve the needs of market, sales and service in the value chain.2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical StructuresTo solve the problems of current organizational structure which is too simple and leads that each manager doesn’t recognize their task, thus Tasty Company may have confusions without appropriate hierarchy. After expanding the organizational structure, there’re five levels of management. First, the president actions as the biggest controller, they take up the highest location of the company, and he counterbalances the power with every department. Therefore, President controls the general manager and it should work for himself. Then, every manager manage some departments or factories, and each department have closely contact with other departments, and they are controlled by their each manager.2.2.2 Span of ControlSpan of control is too narrow as for these managers, nothing have controlled by them. As the result, some departments should be formatted while the organizational structure is expanding. Every manager controls four or more departments, that is to say, the span of control become much wider than the former structure. The presidentalso actions as the biggest controller, he has widest span of control. Last but not least,in the future organizational structure of Tasty, many supervisor has appeared, and it ensure the span of control in the president which can not too wide to influence the operation of the firm, they make the span of control maintain a suitable quantity.2.2.3 DepartmentalizationIt is easy to find that the departmentalization is not obvious of the current organizational structure, and these managers can not consist a effective organization. Therefore, after extending the organizational structure, the company realizes departmentalization. The future organizational structure is matrix structure. Departments are working for four or more their own task. The organization will be more efficiency and the communication between departments and managers definitely are enhanced, the managerial performance also will improve a lot.2.2.4 Communication PatternsThere is no doubt that in the previous organizational structure, the communication pattern is too simple because line relationships actions the main communication pattern in Tasty management. As the result, there is a big change after the organizational structure changing. The future structure changes into matrix structure therefore the function of each department is able to develop easily. And manager can make command become more centralized, the degree of task completion enable maximized. Additionally, there are several department for marketing which was managed independently by one general manager which indicates that the matrix structure was very useful in the future organizational structure of Tasty.2.2.5 the Chain of CommandAs for previous organizational structure, the chain of demand is narrow which is not good for company’s operation, and there are fewer managers. So in the future organizational structure, more department managers should be showed up, and that cause demand chain become more and more luxuriant. These managers can control the chain of demand forcefully. For example, Marketing Department can make thedemand chain stronger, and it can control more departments to meet the common goals. Last, the chain of command would make Tasty Company work more efficiently.2.3 Contingency Approach that help determine the Future structure 2.3.1 TaskThe situational variables may include task, technology and size, which will determine the systems and structures determined. The nature and size of the task is a key determinant in shaping the organization. To accomplish the targets that provide better service to the customers after they purchased the products, and achieve the good effect of brand, Tasty Company can increase the After Service in the Line Executive. After having completed the task, the company can promote standardized and efficient services. The technology the organization uses is a key factor in its success. This is in relation not just to information technology but the complete approach to producing an item or delivering a service.2.3.2 TechnologyIn the process of the social and economic development, the company has no choice but to develop new technologies constantly, thus it is a need to increase the Sales Managers who can help the company to research and develop the technology and also overall charge the departments of design and techniques. This change can make the company highly formalized, and has a great deal of specialization and division of labor, and high centralization of decision-making. The size of the organization is a key variable in influencing the design and structure of the organization, with small organizations typically having few procedures which typically will have many written procedures, organization charts and formal processes.2.3.3 SizeIf the company is attempting to employ a growth task by entering into global markets, it will need a structure that is flexible, fluid and readily adaptable to theenvironment. Therefore, Tasty Company should expand the scale. Thus, it is necessary for the company to increase the quality assurance manager which takes responsibility for the material, production, and equipment. With the size increased, the capacity, number of personnel, outputs includes customers and sales, resources are also increased. The organizational structures tend to be higher customization, specialization and differentiation. However, increasing size is also related to increase structuring of organizations activities but decreased concentration of power.2.4 Relationships2.4.1 Line RelationshipThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line, hence the name line structure. This kind of structure is suitable for smaller organizations like small accounting firms and law offices.the Advantages of Line RelationshipThis relationship has the advantages of simple structure, would arise low management cost. The command is unified and under this structure departments could make decisions rapidly. The responsibility and subordinate relationship are also very clear, flexible. It’s easy to maintain the discipline and order.the Disadvantages of Line RelationshipUnder this structure, it may cause some various contradictions and incongruities. To the production department and running of enterprise, it will cause some bad effects. And it is not conducive to develop comprehensive management talents.2.4.2 Functional RelationshipThis kind of organizational structure classifies people according to the function they perform in their professional life or according to the functions performed by them in the organization. Wherever the functional specialist supports or has authority over certain activities of a particular department there is said to be a Functionalrelationship.●the Advantages of Functional RelationshipThis structure will make the most of the experts’ talent and give the lower level work specific guidance so as to make up for the inadequacy of ability of administrative leadership and management.●the Disadvantages of Functional RelationshipThis structure is easy to form multiple leadership and results in lower employee do not know what course to they should take.2.4.3Staff RelationshipIt may be between the administrative support staff and the different teams. And it describes the relationship between the assistants of senior staff and other staff. The assistant may not have direct authority, however, but act as a representative of the senior manager they work for.●the Advantages of Staff RelationshipUnder this relationship, responsibility is clear, every departments are aware to what they should do work, the manager could centralize and unify the employee and command. A variety of experts can play an significant business management role. The stability of organization is higher, when external environment changes small , it’s easy to develop an organizing group efficiency.●the Disadvantages of Staff RelationshipSome every department becomes a system. And in this structure some departments may don’t pay attention to information lateral communication, which will cause repeated easily and low efficiency. If the departments are delegated with excessive power, it’s harmful to this structure. Some departments are lack of flexibility and lags on response to environmental changes. Also, this structure may increase the management cost2.4.4 Lateral RelationshipIn management, it is a link between two employees of the same organization who are at the same level of authority. They may not have the same job title or description, but they report to either the same person or to people who are of equal standing in the company's chain of command. The term describes the 'side by side' relationship that two employees may have in the hierarchical structure of a business.●the Advantages of Lateral RelationshipIn this situation, it can shorten the distance between managers and employees. The speed of information circulating longitudinally is fast so there will be less distortional information. And the employees are more active and autonomy and satisfaction. It’s better for leaders to understand employees’ situation. Supervisors and employees can form a larger collective, which is beneficial to solve more complex problems.●the Disadvantages of Lateral RelationshipBecause the management range is wide, the dec entralization of power, it’s difficult to implement the strict control. The managements are difficult to carry out thorough and specific management. When supervisors and employees form a larger collective, with the expansion of collective’s scale, the coor dination and consensus becomes more difficult.2.5 Authority, Responsibility and DelegationAuthority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organization. Responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function.Delegation is the act of passing the responsibility to complete a task to another person.●The Authority, Responsibility, Delegation of the Sales ManagerThe sales manager in the Tasty Company should take responsible for the sales activities in regard of the sales growth for the company. What’s more, the sales manager should develop sales plans and assist in developing the market. Also, thesales manager should direct support and train related local Account Sales Managers to achieve branch and personal objectives. Moreover, it is a need for sales manager to monitor the sales result for each sale on a monthly basis to make sure that his monthly sales quota is met. At the same time, meet with top customers, assist sales representatives to maintain relationships and close deals is also their responsibilities. When it comes to the authority, the sales manager has the framework of the guidelines, policies, rules concerning line or staff relations as well as of budgets and plans approved the authority to make the decisions necessary to fulfill his responsibility. Considering the delegation, for instance, the general manager appoint the sales manager to increase the economic trade at home and abroad, and highlight the importance for the sales manager to make a plan about the cooperation with some of the large and medium-sized enterprises at home and abroad, and enhance the sales of the Tasty Company. Also, the sales manager can carry out the plan if the general manager gives the authority to make the cooperation plan, and communicate with other companies and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the sales manager.The Authority, Responsibility, Delegation of the Administration Manager The responsibilities of the administration manager in the Tasty Company are establish and maintain good relationships with local governmental authorities, and in charge of management of all offices in China including the head office and factory property. The administration manager has the authority to check finance manager expenses, precede work described. Also, approval of department expenses within the approval limited and approval to selection of service provider within the responsible area are also the manager’s authority. Next comes to the delegation, for instance, the general manage appoints the administration manager to select the excellent people to help the development of the company and tell the administration manager to increase the difficulty of hiring staff and make sure their loyalty to the company. The administration manager can carry out the plan when the general manager gives the authority and give abundant information and resources. Meanwhile, it’s essential forthe general manager to support and monitor the production manager during the recruitment of the staffs.3.0 ConclusionIf the Tasty Company adopts the new organizational structure, it will have a good reputation for its leading market, maximum profit advanced management,. The size of the company and beneficial parts has a dramatic improve. If they do well in these every points above, they will more likely a stable development in its future.4.0 ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations。
(完整word版)HND人力outcome3.
1A.with reference to an appropriate theory explain the main roles and activities of a managerManagement roles refers to a specific type of management behavior. Mintzberg 10 kinds of management behavior can be further combination of three main aspects, namely the interpersonal roles, informational role and decisional role.Informational including Monitor, Disseminator,Spokesperson. Interpersonal including Figurehead,Leader and Liaison. Decision including Entrepreneur, Disturbance handler,Resource allocator and Negotiator.Monitor seek and get all kinds of internal and external information, in order to thoroughly understand the organization and the environment. Also known as supervisors.Disseminator will from external personnel and lower the information transmitted to other members of the organization.Spokesperson released to the outside world organization plan, policies, actions and results, etc. Figurehead must perform the routine many legal and social obligations. Also known as the representative.Leader responsible for motivating; Responsible for personnel, training and related responsibilities. Liaison maintenance developed by external relations and sources, get help and information. Entrepreneur opportunities for organizations and environments, establish "improvements" to initiate change.Disturbance handler when organizations face focus, accident chaos, responsible for corrective action.Resource allocator is responsible for the allocation of various resources organization - to develop and approve all relevant organizational decisions.Negotiators in the main negotiations as a representative of the organization.1B.explain how the roles identified in (a) are being carried out by managers in Shangri-la HotelsIn case Ailsa as Leader in Hotel.she took part in all events of Hotel and manage all staff in the Hotel.Such as when students chose become part-time staff in the Hotel,Ailsa would increase their salary.Craig as resource allocator in Hotel.Each day in the kitchen he personally prepared the menu for the restaurant, and allocated specific tasks to the waiters and kitchen staff. He kept close tabs on exactly what each one did, as he believed that every dish that left the kitchen had his signature on it and therefore had to meet his rigorous standards.Saskia as Disseminator in the hotel. Whenever Craig was away from the hotel, Saskia was delegated the job of issuing work to the kitchen and waiting staff.2A. Explain Likert's System theory on leadershipThis theory is he and his colleagues on the production as the center of the style of leadership and people-centered leadership after a comparative study of the results. The theory is that support relationship is a two-way street. Leaders want to consider the situation of subordinate staff, ideas, and hope, help staff to achieve its objectives, make the worker to realize their own value and importance. Leader this support can motivate subordinates to the worker the worker of leadership take the attitude of cooperation, trust, support the leader's job.He's led four system model is put forward in 1967, is the leadership style is divided into four types of systems. Exploitative authoritative, benevolent authoritative, consultative and participative.He thinks only a fourth way - "participative" to achieve truly effective leadership to correctly set goals for the organization and effectively reach your target. Given the leadership to take way to motivate people, so he thought, this is the most effective way of leading a group.Management style 1 is called "the exploitative authoritarian" or "authoritarian - authoritarian". In this way, the director of the personnel is very authoritarian, rarely trust subordinates, to make people fear and punishment, the method of combination rewards to motivate people, occasionally take a top-down communication, decision-making authority is limited to the top.Management way 2 is referred to as "benevolent authoritative" or "enlightened authoritarian", in this way, the director of the personnel have full of trust and confidence of the staff; Reward and punishment and incentive methods; Allow a certain amount of communication from bottom to top, solicited subordinates some ideas and Suggestions; Granted to certain decision-making power at a lower level, but firmly control policy.Management style 3 is called "consultation". Take this way, the director of the personnel of subordinates have quite big but not fully trust and confidence, he often try to adopt the subordinate ideas and opinions; The reward, occasionally with punishment and a certain degree of participation; Engaged in two-way communication information up and down; Top on major policy and overall decision-making at the same time, allow lower-level departments make specific decision problem, and in some cases.He believes that 4 is the most effective approach of management way, can be called“participatory" collective. Managers to take a fourth way of subordinates in all matters with full confidence and trust, always get ideas and opinions from subordinates, and actively adopt them; To determine the objectives and evaluation target the progress, organize groups to participate in, on the basis of the material rewards; More engaged in the communication between with colleagues between up anddown; I encourage organizations at all levels to make decisions, or as members of the group with their subordinates to work together.2B.Which system do you believe apply to Craig and Ailsa's approach to management . explain your answer.Craig often use the benevolent authoritative system in the hotel. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. Craig always made a point of telling the team they had done a good job at the weekly get-together.Ailsa often use the group participative system in the hotel. Ailsa knew that Antonio had many years’experience in the hotel trade and trusted him and the team to implement this strategy. The sales visits that Ailsa made meant she was often away from the hotel, but in her absence Antonio ran things with little problem or fuss.3A.Describe how the Tannenbaum and Schmidt Theory of leadership shows that different situations demand different leadership approachesR. Tannenbaum and Warren Schmidt in 1958 leading behavior continuum theory is proposed. , they argue, managers in deciding what behavior (style) is most suited to produce often difficult when dealing with a problem. They don't know whether should I make a decision, or authorized to make decisions.1, tells-the leaders make decisions and announced. In this mode, the leaders identify a problem, and is considering various alternatives, choose a, and then announced to subordinates, not to direct participation in decision-making.2,sells- leader to persuade subordinates executive decisions. In this mode, with the former mode, the leader of responsibility for the identified problems and make decisions. But he is not simply declared to implement the decision, but realized that subordinates may exist in opposition, and tries to illustrate the benefits of this decision may give subordinates to persuade subordinates to accept the decision, to eliminate the subordinate.3, leaders put forward plans and solicit opinions of the subordinates. In this mode, the leaders put forward a decision, and hopes to subordinates to accept the decision, he offered the subordinate a details about his plans, and allow the subordinate problems are put forward. In this way, the staff can better understand the leader's plan and intentions, leaders and subordinates to discuss the significance and role of decision making.4, leader can modify the plan is put forward. In this mode, the subordinates can affect decisions play a certain role, but the initiative in identifying and analysing problems are still in the hands of leaders. Leader first to think of a problem, which is a temporary plan is put forward. And give the tentative plan to relevant personnel to ask for some advice.5, leader to ask questions, ask for opinion make decisions. In the above several kinds of mode, the leaders before they ask for their opinions put forward their own solutions, and in this pattern, subordinates in the decision to make before put forward their own Suggestions. The leader's active role in problem determination, subordinate role is to put forward a variety of solutions, and finally, leaders from their own and subordinates of the solutions proposed a he thinks the best solution.6, leader scope issues, subordinates collective decision-making. In this model, the leader has decision-making authority to the subordinate group. The leader's job is to figure out what the problem to be solved, and put forward decision-making for subordinates the conditions and requirements of subordinates in accordance with the extent of leaders define the problem to make decisions.7, leader allows subordinates within the limits prescribed by the boss. This model represents the extreme freedom of groups. If the leader took part in the decision-making process, he should try to make myself and other members of the team is in equal status, and prior statement observe group made any decision.3B.Describe the Bass theory of leadership and explain how it can be used to enhance the motivation, moral and job performance of employeesBass will initially be transformational leadership is divided into six dimensions, and then summarized as three key factors, Avolio in its basic way of transformational leadership behavior will be summarized as four aspects,inspirational motivation, intellectual Stimulation,idealized Influence and individualized consideration.Inspirational motivation refers to the leader r of followers placed high expectations, through the incentive to make them involved in the business of achieving an organization's vision. In practice, the leader use beliefs and emotional appeal to condensed group members, in order to obtain greater achievement than individual interests, so the factors to enhance the team spirit.Intellectual Stimulation refers to leaders inspire their followers to creativity and innovation consciousness, on its own and the leader's beliefs and values, beliefs and values to the organization also questioned, leader support follower try the creation of new theory, new method to solve theproblems of the organization, to encourage the followers to think independently and solve problems.Idealized Influence refers to the leader to the follower by way of example, followers of the leader, and is willing to follow the leader, the leader usually have higher moral standards, values and moral behavior, the leaders provide followers goals and vision, a sense of mission to followers. charismaindividualized consideration refers to the leader to create a supportive atmosphere, followers to listen carefully to the individual needs, a leader in helping the individual self-fulfillment when playing with the coach and the role of advisor, help followers to achieve its own needs and development.3c. Explain how Craig could use the above approaches to improve his leadership styleCraig also believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.4.Explain two ways in which managerial performance can be measured and in each case describe how the measure can be used to assess managerial performance.Measures of managerial effectiveness method is refers to the use of certain quantitative indicators and evaluation standard, to achieve its performance goals,and to achieve this the budget execution results taken by the comprehensive evaluation method. Measures of managerial effectiveness including Appraisal, Staff development, Management development and Development programmes. Staff development : Effective development requires a systematic approach, which begins when the human resources department formulates its plan, This plan outlines the job requirements for the future in order to achieve the organizational goals, along with performance criteria in order to achieve the goals.Management development is under the specific environment of group has the resources for effective planing, organizing, leading and controlling, in order to achieve the established process of organizational goals.In case , Ailsa and Craig always use staff development. Ailsa had close links with the local college who ran hospitality courses, and would often take on learners who were studying there as part-time staff. On completing their studies, many of these learners opted to take up full-time employment with the hotel, at which time Ailsa would increase their salary. Craig believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.Craig always use management development. Craig depended greatly on Saskia, having worked together in London for many years. Whenever Craig was away from the hotel, Saskia was delegated the job of issuing work to the kitchen and waiting staff. Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries.。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:Contents Introduction........................................................................................................ Section 1:The Structure at Present in Shangri-la Hotel........................... Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel Section 3:The Influence of Task, Technology, and Size on the New Structure.............................................................................................................. Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure.................................................................................................... Section 5: Authority, Responsibility and Delegation within the New Structure.............................................................................................................. Conclusion.......................................................................................................... Reference............................................................................................................ IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structurebefore merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within fiveminutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in thecase, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform a task,assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’ complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
HND人力资源管理 outcome3
Contents1. Introduction2. Findings2.1 Managerial Work2.1.1 managerial activities2.1.2 managerial role2.2 Mechanisms that could measure managerial performance 2.3 Behavioral theory of leadership2.4 Transformational theory of leadership2.5 John Adair's Action Centered Leadership2.5.1 The reasons why ACL may prove to be important3. Conclusion4. Reference1. IntroductionScotia Airways is located next to Glasgow International Airport. My report will assess the main features of managerial work and explain the main roles and activities of managers. And I will describe the value of two mechanisms that could be used to measure managerial performance and justify how each could be used to assess managerial performance and identify and explain a behavioral theory of leadership and transformational theory of leadership. At last I will analyze how theories of leadership could be used to improve how managers lead staff through this change.2. Findings2.1 Managerial WorkManagement is all about running an organization in a steady state, ongoing administration, organizing structures, establishing systems and processes, controlling in particular by financial means. It can also be defined as the effective use and coordination of resources such as capital, plant, materials and labor in order to achieve defined objectives with maximum efficiency.2.1.1 managerial activitiesManagerial activities can be described as following: forecasting, planning, organizing, commanding, coordinating and controlling. Forecasting means the manager can predict future events.Planning When managers are making planning, it required that the plan to meet anticipated demand. The board of directors express their hopes of the company, and their requires to the company, and then the managers analysis the external environment and the condition of the company. Making planning based on the analysis result. If the plan can get agreement from the board, the managers will convey the goals to every department an d staff. If the plan can’t get the agreementfrom the board, the managers needn’t to make plans until get through. Scotia Airways aspires to mark its international presence, introducing flights to major European tourist destinations, as well as expanding to major business centers in Eastern Europeand the Middle and Far East.●Organizing means the managers can mobilize materials, resources, people and allocate them to departments and people. One of the main strength of Scotia Airwayhas been its ability to work successfully within the regulatory framework of the aviation industry. Because the managers can mobilize resources and employees, encourage them to work hard.●Commanding is the essential characteristic of the managers, lead staff to undertake tasks. The managers in Scotia Airway lead their staff to work under the standard, in order to get success.●Coordinating require ensuring that people, resources, equipment are all working together. The airline has an increasing presence at Scotland’s main airports i n Glasgow, Edinburgh and Aberdeen. And the work can do well still, the managers coordinate the people, resources and equipment well.●Controlling is the important characteristic of the managers, with the great development of the airline company, the management strength the monitoring progress to ensure to the work can be done well.2.1.2 managerial role●Information role The informational roles link all managerial work together. The three informational roles are primarily concerned with the information aspects of managerial work. In the monitor role, the manager receives and collects information.In the role of disseminator, the manager transmits special information into the organization. The top level manager receives and transmits more information from people outside the organization than the supervisor. Future opportunities seem likelyas the EU and UK government relax their control over the licensing of airline provision. The company can change its work according to the information●Decisional role The decisional roles make significant use of the information. There are four decisional roles. In the entrepreneur role, the manager initiates change. In the disturbance handler role, the manger deals with threats to the organization. In the resource allocator role, the manager chooses where the organization will expand its efforts. In the negotiator role, the manager negotiates on behalf of the organization. The top level manager makes the decisions about the organization as a whole, while the supervisor makes decisions about his or her particular work unit. Scotia Airway is successful in expanding need the managers decide the way of dividing and using the resources.●Interpersonal role Interpersonal role directly result from managers formal power base, managers in dealing with members and other stakeholders of relations, they play a role in interpersonal. In the Scotia airways expansion stage, communication role must effectively promote communication. The vast majority of staff in Scotia Airway have also remained with the business as it has grow through the years, if the managers can do well in communication with the staff, they will get greater performance than expected.2.2 Mechanisms that could measure managerial performance●Motivation and morale of staff●Productivity level●Training and development●Absenteeism●Level of staff turnoverAs the expansion of Scotia Airways occurs and more staff are recruited, the level of staff turnover would provide a primary indicator of staff morale and career development opportunities. This would be particular true as the culture of Scotia develops during its growth period.●Training and developmentTraining —A Needs Assessment should be taken first to determine who needs which program and what topics should be stressed, then each organizational members howto perform current jobs. Help worker’s acquire skills to perform effectively. Training used more often at lower levels of firm, development is common with managers. For example, in Scotia Airways, the management will recruit some employee, then the new recruits need to do some specific training to make themselves can complete the task efficiently.Development —B uild worker’s skills to enable them to take on new duties.General speaking, if the staff can work well on time, and master all the basic skills, it indicates that the training made sense. Good or bad training and development can show the managerial performance is well done or not. Scotia Airway use the positive management, and company’s culture to develop the employee’s responsibility to the air company.Motivation—A great deal of material has been covered in this area earlier in the Scotia Airways. From the beginning this company has been operating very well, with no doubt that every employee must be motivated.Teamwork— Fostering teamwork is creating a work culture that values collaboration such as in a Scotia Airways, people understand and believe that thinking, planning, decisions and actions are better when done cooperatively. Form teams to solve real work issues and to improve real work processes.Delegation—Whatever the structure of Scotia Airways, the various operation of Scotia Airways must be distributed amongst it members. It is necessary to plan, organize, direct and control activities and the Scotia Airways also have done this plan the expansion in five years.2.3 Behavioral theory of leadershipLeadership style is the manner and approach of providing direction, implementing plans, and motivating people.The responsibilities as a manager for each individual are:1.understand the team members as individuals - personality, skills, strengths, needs, aims and fears2.assist and support individuals - plans, problems, challenges, highs and lows3.identify and agree appropriate individual responsibilities and objectives4.give recognition and praise to individuals - acknowledge effort and good work5.where appropriate reward individuals with extra responsibility, advancement and status6.identify, develop and utilize each individual's capabilities and strengths7.train and develop individual team members8.develop individual freedom and authorityTheManagerialGrid(Blake&Mouton)This grid graph places an emphasis upon the concern a manager has for people andthe concern a manager has for task. For instance, Scotia Airway would benefit by analyzing the behavioral approach that managers would require to manage the expansion of Scotia Airways. Whilst it is clear that the achievement of expansion is vital, the need to manage and support the needs of a tightly-knit group of workers will challenge managers. Managers should be trained to reflect the need for teammanagement to satisfy the demand of both production and employee needs.2.4 Transformational theory of leadershipTransformational leaders treat relationships with staff inn terms of motivation and commitment, influencing an inspiring people to give more than just mechanical compliance and hence to improve organizational performance.Transformational leaders openly share information with workers, such as everyone is aware of problems and the need for change, and leaders empower workers to help with solutions. From the case of Scotia Airways, we can know that every workers of this company have known the expansion in five year.Transformational managers would make subordinates aware of how important their jobs are by providing feedback to the worker. They make subordinates aware of their own need for personal growth and development. For example, in Scotia Airways will offer the training program for the new recruits and other staff to help improve their skills.They are charismatic and have a vision of how good things can be. They are excited and clearly communicate this to subordinates. And they engage in development of workers.Transformational managers also should motivate workers to work for the good of the organization, not just themselves. In Scotia Airways, the management set a specific objective expansion over the next 5 years to include long haul destination and management motivate the employee to improve their skills to reach this target.2.5 John Adair's Action Centered LeadershipThe expansion of Scotia Airways will need to be carefully managed. It is very important that managers not only manage effectively but also lead effectively. Leadership theories will play a significant part in the management of the change. John Adair's simple Action-Centered Leadership model provides a great blueprint for leadership and the management of any team, group or organization. Action Centered Leadership is also a simple leadership and management model, which makes it easy toremember and apply, and to adapt for your own situation.John Adair's Action-Centered Leadership model is represented by Adair's 'three circles' diagram, which illustrates Adair's three core management responsibilities:●Achieving the task To the whole company,identifying the task and task allocation is very important. The purchase department should purchase high-quantity aircraft parts, produce the superior planes. The market department should spread the company’s reputation and promote the numbers of flight. The service department should increase the number of servicers, and improve their service level.●Managing the team or group: Team construction plays an essential role in the expansion of the company, so maintaining morale and building team spirit is the first step, and then, setting standards and maintaining discipline is to bind the staff can increase the team-working efficiency, in Scotia Airway, every department should communicate as often as possible, choose those who are poor in working, to make a training to them.●Managing Individuals: The individual is a very small part of the company, but is also the important part. As long as everyone can do well on his or her own, the company will operate well. But the managers also need find the personal problems, and improve them by training and development. Giving praise and status is also necessary at the reasonable time. Encourage task conflict and avoid relationship conflict.2.5.1 The reasons why ACL may prove to be important●It provides an essential management framework which will allow Scotia's management to be specifically trained to lead the organization toward its planned expansion. As ACL sees leaderships as a trainable, transferable skill Scotia Airways will be able to tailor leadership training toward its drive for expansion.●Leadership standards can be established and reported to the individuals and groups. Norms and support mechanisms can be provided by the manager to facilitate achievement of plans and a smooth transition to expanded service.●ACL encourages the understanding of group and individual needs and promotes the development of individual and group capabilities and strengths.3. ConclusionAccording to the information of the findings, there are the answers that assess the main features of managerial work and explain the main roles and activities, describe the value of two mechanisms that could be used to measure managerial performance, Identify and explain a behavioral theory of leadership and a transformational theory of leadership. At last this report also give the planned expansion that Scotia have undertaken, analyze how theories of leadership could be used to improve how managers lead staff through this change.4. ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations,。
HND人力资源与管理报告outcome1
Question 1Most of the time, organizations were established in order to complete specific goals .and these goals are very important which make sure the direction that the organization will take over the long-range and are not always very unambiguous. Actually, there are four types of goals. Operational Goal, Product Goal, Consumer Goal and Secondary Goal.When a goal relate to the consumer we called it consumer goal, at the same time others may include product goals which refer to the range of products and services, operational goals cover staffing levels and technology, according to the case study we can see “The Scotia Airways is the first airline to offer full business class services, but at prices that are equivalent to the economy class of its competitors,” is the consumer goal of the Scotia Airway.As we know, the Scotia Airways is an organization aims to make profit, in other words, Scotia Airway’s operation goal was to make profit and enhance the market share.Secondary goals are usually not the most important things but are all the same important that the organization would like to achieve, according to this case study we can see “Scotia Airways aspires to mark its international presence, by introducing flights to major European tourist destinations, as well as expanding to major business centre in Eastern European and the Middle and Far East.” is the Secondary goals of the Scotia Airways.In a sense, the objectives should have four key elements, they are Measurable, Attainable, objectives are more specific than goals, and in order to achieve goals the specific path must be formed. and Realistic and be Time-specific. In the case study you can see, the investors in Scotia Airways have set an ambitious program for expansion over the next 5 years to include long haul destinations. And the airlines international flights will only use custom built wide bodied aircraft, and would not offer economy class travel.Policies can provide a way to make sure that the management and staff can make decisions. Which also try to provide a guideline to channel a manager’s thinking in a specific direction. Again policies familiarly give an expression to the values of the main stakeholders. In the case study you can see, Senior Management agrees output targets with middle and junior managers and staff, and allows the operational planning to be determined by those managers and employees.RelationshipBusiness objectives are more specific and have the particular method in order to achieve goals; goals are usually determine the long-range direction of the organization. Objectives are narrow and are set for certain tasks in particular while goals are broader than objectives in the sense that goals are general intentions and are not specific enough to be measured, but they both have a certain time frame, goals usually have a longer time-frame than objectives, objectives are usually precise targets set for a short term, goals may be set for a longer term but many objectives may be set within that goal.AdviceEmployees is the basic part of Scotia Airways, so, if the Scotia Airways pay more attention to the welfare of the employee, they will pay more attention to their work for reward, because they will think that is a good choice to join in this company, or they will think this organization is just like their family. Scotia Airways will have a better future once the employees working hard. At the same time, Scotia Airways can set a feedback systems, this is to say, Scotia Airways should listen to their consumer’s suggestion, so the management can make some decision much easy and make fewer mistakes.Question 2Open systems is a useful system to business corporation because it can provide a ripe way of thinking, and its theory is a systems that interact with their environments. Inputs:Raw materials: the aircraft supporting facilities like oil.Machinery: Scotia Airway’s airplane.Human resources: 80 staff across all departments.Money: the investors invest much capital in Scotia Airways.Organization processes:Strategy: become an airline with international influence and can sustained profitability Objectives and goals: aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, every time they are on board. Structure: the Scotia Airways have three departments. Finance department, operations department, marketing and sales departmentManagement style: work together like a familyQuestion 3Formal organizationFormal organization has clear objectives, tasks, structure and the corresponding mechanism, the function and the members of the responsibility relations as well as member activities of the specification. Formal organizational is a certain structure, the same goals and specific functions behavior system. For example, Scotia Airway’s department, Finance department, marketing and sales department, and operations department.Informal organizationInformal organization has no formal plan organization structure, through interaction and from formal organization have clear objectives and organization operation mechanism. Informal organization intends to create a certain forms of way, this kind of organization form usually organization chart to illustrate.In Scotia Airways, some department like finance department is a permanent establishment, because the department is certain structure and have the right to decide the company strategy.Some organization in Scotia Airways is informal organization, like some basketball team in the Scotia Airways. The team is made up by the Scotia Airways employees. But it is not a formal organization because the team is only some employees who like to play basketball.Question 4Employees: employees are most interested in job security. This group is the most important part of an organization. Without their hard working, organization can not exist with normal operation. In short, they contribute to the organization and key to its success. For example, the airline currently employs 80 staffs across all departments. They are interest in job security, and the quality of their services will directly affect the company’s performance.The government: the government levy taxes and rules on organization sometimes may be expensive to carry out and follow. For example, if the government increases tax, it will make the profit, because the cost of sales is increase.Suppliers: suppliers always want to have a good relationship with the organization because they can achieve some benefits from it. For example, when the Scotia Airways have a very good relationship with the suppliers, the suppliers may be give a low price. It will decrease a lot of cost.Directors and managers: directors and managers are most interested in how to make maximum profit and achieve the goals made by the organization. For example, they have a clear idea that business travel was a growth area. And Scotia Airways need more money supports their company. Sure they have interest income from investment. Question 5Control through rules, policies and proceduresAs we all know, rules, policies and procedures can regulate people’s behavior, Scotia Airways try to let people know which management can make a decision by providing a working rules, it is good for the company, because it can make people work more efficient. Scotia Airways set a standard of policies which aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, and every time they are doing great because of the rules and policies, and through the rules, every employee knows what they should do and what the right manner is. So, the management can run the company much easy,ReferenceScottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 20.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 27.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 29.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House,Managing People and Organizations page 32.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 44.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 46.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 58.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 72.。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction (2)Section 1:The Structure at Present in Shangri-la Hotel (2)Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3)Section 3:The Influence of Task, Technology, and Size on the New Structure (5)Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6)Section 5: Authority, Responsibility and Delegation within the New Structure (7)Conclusion (8)Reference (8)IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided intodifferent departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers andbusiness. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform atask, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
hnd_人力资源管理outcome1
1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people.Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s.2. （1）Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization.Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function.Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks.a.Emerging of Personnel Management/Social justiceEvolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers.b.Grouth in PM 1914-1939/Human bureaucracyThe exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayoc.Consent by negotiationDuring the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role.d. Organisation and integrationFrom the early 1980s, the Human Resources Management function is complex and as such has resulted in the formation of Human resource departments/divisions in companies to handle this function. The Human resource function has become a wholly integrated part of the total corporate strategy.Personnel specialists began to develop a closer role in the management of organisations, rather than dealing principally with employee issues on their behalf. The period also saw the growth of personnel as a career, with opportunities to specialise in specific areas. The practitioners of HRM are required to get certification ,such as CIPD.（2）a.Human recource planningHuman recource planning requires the human resource mangement function to ensure that it has in place the right type and number of workers in place at any given time.b.Recruitment and selectionRecruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right type of applicant. Ultimately, this increases the chances of making a suitable selection and appointment. c. Training and DevelopmentMore and more organisations are recognising human capital as their most valuable asset. Retaining the best people in your company requires a comprehensive succession planning policy. In fact, corporate training and development is the solution to enhance the competence and capabilities of your people. Through training and development, you can observe improvements in performance of your workforce in handling their job more effectively. Equipped with the right skills and knowledge, your best people can perform better.d. Employee relationsEmployee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.e. Pay and rewardIt is important for employers to find out what attracts, retains and engages individuals and then explore how best they can meet these needs as well as meeting the requirements of the business within the appropriate legal and regulatory environment. It is crucial that when creating an employer offering, organisations try to ensure that they align their practices to the needs of the business and employees, and integrate the various elements of the reward package so that they support, rather than contradict, one another.f. Performance Management and AppraisalStaff Performance Management is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.Staff performance management can be a very effective management tool when applied properly. It provides staff with clarity of aims and focus on job expectation, motivates staff to perform better, cultivates the desired culture, helps focus on the desired results,improves communication, helps develop staff and helps achieve departmental objectives.g. Job analysisJob analysis is the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. It include two main part : Job descriptions – what the job entails? Person specifications – what kind of people to hire for the job?Job Analysis: The procedures for determining the duties and skills requirements of a job and the kind of person who should be hired for it .Job description: A list of a job’s duties , responsibilities, reporting relationships, workin g conditions, and supervisory responsibilities. It is a product of the job Analysis.作为一个术语，以反映组织achieed如何从员工的最佳的人力资源管理。
HND人力与组织管理outcome
1.Analyze the relationship between organizational goals, objectives and policies andexplain their contribution to effective management in the Shangri-la Hotel case study.Organizational goal is the expected results of subjective vision, is formed in the mind of a subjective ideology.the goals include five parts followsCustomer goals focusing on customers’needs, benefits, services ,etc. For example people who live in the Shangri-la Hotel are need comfortable room, delicious food and excellent service.Product goals related to the range of products including quality, quantity and services on offer.For example Craig is convinced that using the freshest meat,vegetables and fruit from Gordon’s farm is essential.Operational goals covering areas like technology or machines used,staffing levels.Craig must make sure that all customers would be attended to within five minutes of being seated.Secondary goals subordinate to the above three goals and relating to environmental issue. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.Service goals is every employee should be a good professional quality and professional personal integrity, into every day to deal with customers do every thing, into the customer’s perception and recognition.The hotel want to customers feel pleasant in the hotel.Organizational objectives are more specific than goals and identify the specific path to be taken in order to achieve goals.It has to be SMART (specific, Measurable, Attainable, Realistic, Time-bound)Specific: objective must be detailed and definite.Measurable: objective should be assess by concrete standards, includingAttainable: objective set by organization could be achievable and accessible.Realistic:objective should be built up in obedient with real capabilities and actual condition.Time-bound:objective are set on time and should be adapted to the condition change.In case, under control of Ailsa’s management , Shangri-la hotel became the first hotel in Glasgow to achieve the prestigious 5-star AA award.Organizational policies: these provide a framework of rules or guidance within which management and staff can make decisions.In the shangri-la Hotel, The fist rule is the reputation of the Shangri-la Hotel depended on high quality customer care, and it was important that all staff in the hotel weretrained to the highest standards. The second is Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries. The last one is the sales visits that Ailsa made meant she was often away from the hotel, so Antonio had authority to charge of the Hotel when she was absence.Relationship: Each policy will contribute to the achievement of objectives,every objectives are to promote the realization of goals.2.Identify the main difference between the formal organization and informal organization.Organization is a group of individuals operating together in a systematic way to achieve set of objectives.Formal organizations are set up to achieve goals and specific organizational objectives .Informal organization theorists have been aware that within the formal structure of the organization there will always be an informal group.Formal organization has planned responsibility, consistent functions and structure of authority and communication. In case,the hotel is a formal organization,because the hotel has professional manage. And all staff have their responsibility and tasks.Informal organization has loosely structured and fluctuating with its individual membership spontaneous.In case, the Hotel kitchen is an informal organization .Because they are independent individual. they haven’t specific system to control their thought and behavior. And the structure of authority and communication in the kitchen is not rigorous. they haven’t specific structure. they work together and sure the work.3.Explain the composition of the open System Theory and explain how it applies in the Shangri-la Hotel case study.The open System Theory is a conceptual framework, which investigate organization and its environmental relation. Open system have internal and external environment.SWOT belongs to internal environment,PEST belongs to external environment.SWOT analysis is a kind of enterprise internal analysis method. It includes strengths, weakness,opportunity and threat.Strengths are internal factor of organization.In case, Shangri-la hotel is a 3-star Michelin hotel, it is first 5-starAA in Glasgow.Weakness are internal factor of organization.In case, employees have complain about Craig. Opportunity is external factor of organization.In case, Shangri-la cooperation with Gordon. Gordon has the freshest meat,vegetables and fruit.Threat is external factor of organization.In case,recently,the three main large companies of Shangri-la hotel into closure.PEST analysis refers to the analysis of the macro environment.It includes polities,economic,society and technology.Political factor includes political system ,the political situation, the government’s attitude.In case, Economic factor includes GDP,market mechanism,market demand,etc. In case,Alica obtained the funding from Scottish Enterprise.Social factor is that general conditions of whole social development in a certain period,mainly includes social morality ,and cultural traditions, the population change trend. In case, Craig and Ailsa both believed in supporting local business, and always used local banks, financial advisors and lawyers to support their business.Technological FactorsRefers to the total level and change trend of social technology, technical change, technological breakthroughs to the enterprise, and the technology of the interaction between the political, economic and social environment. In case,hotel need more advanced product to attract customers.4.Identify different stakeholders in the case study and explain their influence and interest.Stakeholder Theory is a around the enterprise and the social value as the center of business ethics and organizational management theory.Stakeholder includes nine roles . this role has twoparts,external stakeholders and internal stakeholders.External stakeholders in clude customers, supplies,society,Government ,creditors and shareholders. Internal stakeholders include Directors and managers,employees, owners.External stakeholdersShareholders is institutions and individuals who own a stake in a company.Craig and Ailsa. they have discretion to determine the profitability of the company. shareholder will be interested in return on their investment and possibly the long-term growth and development of the hotel.The influence of shareholder have right of decide strategy. right to vote, right to election of directors.Customer who buy the products or services. People who live in the Shangri-la hotel and choose Shangri-la hotel in the future.they spend money in hotel and bring benefit for Hotel. The interest of customer want to have more quality service. The influence of customer is if they do not accept this Hotel, they can chose the other hotels. So customer have great influence in the hotelSupplies who provide raw materials and services.The Gordon’s farm and Scottish Enterprise. Farm supply products for Shangri-la Hotel, Scottish Enterprise offer fund to Shangri-la hotel.The supplies interest is Shangri-la Hotel provides a source of revenue for the supplier. The influence of supplies is they want to ensure that the hotel will be important to pay for the goods.Internal stakeholdersDirectors and managers: those who lead organizations. Craig and Ailsa. they have authority to make decisions directly. The interest of directors and managers make hotel become more and more successful under the control of them. The influence of directors and managers is they make decision, these decision will decide the development of the hotel.Employee who work for an organization. For example Saskia, Antonio and staff who work in the Shangri-la hotel. The kitchen staff were well paid,but the atmosphere could be very tense.The interest of employee achieve salary. The influence of employee have development of working conditions and quality of service and they can provide service for customers to make benefits for hotel.5.Recommend an effective control strategy that applies to the Shangri-la Hotel case study and justify its suitability.Strategy control mainly refers to the implementation of enterprise business strategy.check the enterprise strategy. evaluation of enterprise performance, and the established strategic objectives and performance standards,to find a strategic gap, to analyze the causes of deviation, to correct the deviation, so that the implementation of enterprise strategy better with the current internal and external environment,enterprise goals , so that the enterprise strategy is achieved.Effective include personal centralized control,, bureauctric control,output control, cultural control.personal centralized control: It takes centralized decision. It emphasis direct supervision and personal leadership founded upon ownership, charisma, or technical expertise. It user reward and punishment to reinforce conformity to personal authority .Bureaucracy control: Bureaucracy is an organization structure with many levels of authority and a rigid hierarchy, regulated by an organization structure with many levels of authority and a rigid hierarchy, regulated by set rules and procedures held together by a central administration. Problems of bureaucracy control gave detailed rules and procedures, power from top to the bottom,emphasize the work schedule , pay attention to the extra rewards and don not believe in team work.Output control: Financial measure of performance. problem with output control is managers must create output standards that motivation at all levels. They must be careful not to create short-term goals that motivate managers to ignores the future, And if standard are set too high, works may engage unethical behaviors to attain them.Culture control: The set of internalized value, norms,standards of behavior, and common expectations that control the ways in which individuals and groups in an organization interact with each other and work to achieve organization goals.he Craig’s behavior displayed the personal centralized control,because when the waiting stuff offered suggestions on how to deal with customers’ problems,Craig always rejected them and proclaim’ this is my kitchen,we run it my way.’which reflect Craig as the manager in this hotel,take centralized decisions and ignore other employees opinions.。
HND人力资源管理outcome1
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME：uSCN：CLASS：ContentsIntroduction0Section 1: Relationship between goals，objectives and policies1 Section 2：Differences between the formal and informal organization1 Section 3: Open System Theory2Section 4: Different stakeholders2Section 5: Effective control strategy3Conclusion4Reference4IntroductionThe purpose of the report is whatto understand more fully the organization management.I learnedcom pany's departments’ work together in order to achieve the company’s goal s. This report has five sections which arerelationship between goals，objectives and policies,differences between the formal and informal organization，open System Theory, different stakeholders andeffective control strategy。
Section 1：Relationship between goals, objectives and policiesThe relationship between goals，objectives and policy facilitates to the effective management. Goals and objectives provide the desired results，and the policy is guiding people how to do.Feasible policies can help the realization of the aims and objectives of better。
HND人力资源outcome2
Managing People and OrganizationF84T 34Outcome 2Content1.0 Introduction ——12.0 Motivation theories and their application ——1 2.1 Maslow’s hierarchy of needs model ——1 2.2 Goal theory ——2 2.3 The application of the theories. ——33.0 Two methods to improve job performance and their Suitability ——3 3.1 Quality working life ——4 3.2 Reward ——54.0 The importance of teamwork and team cohesiveness and factors affecting it——5 4.1 the importance of teamwork as a means of improving organizational effectiveness. ——6 4.2 Team cohesiveness and factors affecting it ——61.0 IntroductionThis outcome covers the factors that influence the motivation of both individuals and the groups to perform effectively.In management,we can apply motivation theories to analyze Shangri-La Hotel’s management methods.And we will give information about the methods of stimulating employee and improving their work performance.2.0 Motivation theories and their applicationThe motivation theories are the important basis on which we improve the employee’s work performance.The motivation are divided into content theories and process theories.Content theories explain those specific motivating people at work and put emphasis on the nature of needs and what motives,the relationship between needs,intrinsic rewards and extrinsic rewards.Major content theories of motivationinclude:Maslow’s hierarchy of needs model, Herzberg’s two-factor theory, McGregor’s Theory.Process theories identify the relationships among the dynamic variables of motivation and actions influencing behaviour.They provide a further understanding of motivation from a different approach based on the facts that people are influenced by the expected results of their actions.The main process theoriesincluding:Expectancy-based models, Equity theory, Goal theory.The next i will analyze the application of Maslow’s hierarchy of needs model and Goal theory in Shangri-La Hotel.2.1 Maslow’s hierarchy of needs modelIn the mid 1950s,Maslow looked at human behaviour and how it influences the organization.His hierarchy of human needs identifies that individuals pursue a number of needs in a predictable sequence, the emphasis of which moves from basic to higher needs as satisfaction at a lower level occurs.People have basic needs, for example food and shelter.In an organizational environment,needs also included extrinsic needs :ego needs,social needs,security needs,self-fulfilment needs.There are benefits and values provided by othersSuch as promotion,prise and recognition.So the range of strategies that can be used to improve job performance for Maslow’s hierarchy of needs model:Reward, Achievement,Recognition.The Shangri-La Hotel’s manager apply Maslow’s hierarchy of needs model to motivate their employees.2.2 Goal theoryLocke concluded in the 60’s that employees were motivated by clear goals and appropriate feedback regarding their achievement.A model of how goals can improve performance Goals direct people’s responses,actions,work behaviour and performance,and finally lead to certain consequences or feedback.Goal setting is the process of improving performance with objectives deadlines,or equality standards.The established goal can improve work efficiency.And there are positive feedback on performance. So the range of strategies that can be used to improve job performance for Goal Theory:Reward,Responsibility.The Shangri -La Hotel’s manager also use Goal Theory to improve employees performance.2.3 The application of the theories.Achievement is measuring an individual’s achievement against known guidelines can help job performance.If goals are clear and achievable,with a little effortindividuals will be more likely to succeed.In Shangri -La Hotel use this method to improve employee performance.Ailsa took over as the general manger,then she had plan to the local bank in order to obtain the funding.She also were so hard that the whole hotel had rapidly developed.Finally,the Shangri -La Hotel achieve the 5-star AA award hotel in Glasgow.Participation is to give some people the right to participate incommonly achieving organization’s goals,so it will lead success.In Shangri -La Hotel, 2.Goals motivate by: Directing attention Encouraging effort Encouraging persistence Fostering goal-attainment strategies and action plans 1.Goals need to be Specific Difficult Participant set 3.Improved performance4.Feedback on performanceto achieving the success of the hotel,a reception manager,Antonio,who aims at Improving customer service and cooperating for Ailsa.Besides Craig also insisted that only Saskia and he should have the authority to sign for the meat.3.0 Two methods to improve job performance and their SuitabilityManagement methods can effectively improve people’s workperformance.These methods and means are effective tools for management.The management methods that follow are Quality working life and Reward.3.1 Quality working lifeQuality working life is satisfaction in the working life ,along with efficient methods of working.Flextime allows employees to chose their own arrival and departure times within specified limits.Flextime in Action:The company should allow employee to be Flexible 2-hour arrival range and 2-hour departure range.For example,a employee can go to work at 7:00 A.M. So leaving work is at 3:30P.M. If someone go to work at 9 Clock.And they can leave at 5:30 P.M.Quality Working life is derived from Theory Y which belongs to McGregor’s Theories.Theory Y states that people naturally fond of work, they can manage their time well by themselves.They know that once they have the constraint of goal, they can accomplish the goal well.When they enjoy the freedom of time ,they can generate better motivation.3.2 RewardReward is recognizing the effort,initiative and skills of the worker.Reward is derived from Maslow’s Hierarchy of needs.Reward can be divided into intrinsic reward and extrinsic reward.And it status gives little satisfaction to a person desperate for food or shelter.It demonstrate that money alone is not enough,and indeed as basic and safety needs become satisfied people are likely to concentrate their attentions on social and ego needs.In Shangri-La Hotel,all staff not only gaining salary from the hotel,but also they were recognized in work and other people.Craig always provided free drinks for the team to celebrate,and they always enjoyed together.These people can communicate with others and gain the friendship and participle the organization.4.0 The importance of teamwork and team cohesiveness and factors affecting itOrganization arrange their workforce into groups of people who work together for a common purpose or goal but who each have their own jobs to do.Such groups are usually referred to as teams .Team can improve people management and work efficiency and are an important management tool.Its core is team cohesion.4.1 the importance of teamwork as a means of improving organizational effectiveness.High performing teams can be characterized as those in which people understand objectives,goals,skills,interrelationships,as well as their own personaljob.Therefore,teamwork can increase corporate competitiveness by:improving productivity, enhancing quality, encouraging innovation, increasing motivation and commitment.Why are the teamwork able to play these important roles in organization?According to Tuckman’s Five-Stage Theory of group development,it status that people form a team for a common purpose and have conflicts because of their different interest demands.Then they make rules to limit others’ interests and finally take unified actions.This effectively looks at taking advantage of each person’s strengths and avoiding their weakness ,so that the team is more productive than the individual. There are five stages in the Tuckman’s theory:Forming Storming Norming performing AdjouringPeople discard their weakness and retain their strengths in the team,so they create greater value.In Shangri-La Hotel ,Ailsa had a conflict with Craig in the storming stage.But Ailsa made an agreement with Craig and then set up a series of rules to run the company together in norming stage.So they let the team produce much efficiency.4.2 Team cohesiveness and factors affecting itCohesion is the invisible bond that links members of a team together.Evidence suggests that highly cohesive teams are more productive and better at meetingobjectives.In Shangri-La Hotel ,there are three factors affecting the team cohesiveness.Poor communication:Craig also insisted that only Saskia and he should have the authority to sign.But this often irritated Ailsa who, as the General Manager of the Hotel,felt had the necessary experience to check it.And it led poor communication between Ailsa and Craig.Lack listening:Craig often run his way when the waiting staff offered suggestions on how to deal with these problems.So,Craig lack listening by their staff.Lack participation:Craig thought the all kitchen thing depend on his decision,but Saskia felt she would be allowed to be more creative,and lack participation in kitchenReference1.（SQA 2013)/ Managing people and Organizations (fouredition)/Beijing/China Modern Economic Publishing House p1182.（SQA 2013)/ Managing people and Organizations (fouredition)/Beijing/China Modern Economic Publishing House p1313.（SQA 2013)/ Managing people and Organizations (fouredition)/Beijing/China Modern Economic Publishing House p1444.（SQA 2013)/ Managing people and Organizations (fouredition)/Beijing/China Modern Economic Publishing House p147。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction ................................................................................................... Section 1: Relationship between goals, objectives and policies .................. Section 2: Differences between the formal and informal organization........ Section 3: Open System Theory ................................................................... Section 4: Different stakeholders.................................................................. Section 5: Effective control strategy............................................................. Conclusion .................................................................................................... Reference ......................................................................................................IntroductionThe purpose of the report is what to understand more fully the organization management. I learned c ompany's departments’work together in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies，differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy.Section 1: Relationship between goals, objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better.Goals:Goals are long-term. Consumer goals are to provide to the customer the demand of consumers. Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. This is the Shangri-la Hotel's service goals.Objectives:Objectives are short-term. Objectives are more specific than the goals; it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes.Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organizationEach Business organization has a formal and an informal aspect of organization.Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization.Informal organizationsInformal organizations are flexible and loose structure, are spontaneous and have different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are used to analyze the internal and micro-environment.For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelin award. Highest rated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience and problem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the local college. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing. Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-La Hotel.Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation. Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-national companies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and their daughter Craig Ailsa.Manager:Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers. Employee:Employee training opportunities, and opportunities for promotion in the company.Staff will affect the quality of enterprises and service. In the Shangri-la Hotel the reception manager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer. Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-la Hotel Gordon Meldrum is the supplier.Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-la Hotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement. Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In the Shangri-la Hotel Craig personally prepared the menu for the restaurant.Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company.Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control can make workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel. ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。
(完整word版)HND人力outcome3
1A.with reference to an appropriate theory explain the main roles and activities of a manager Management roles refers to a specific type of management behavior. Mintzberg 10 kinds of management behavior can be further combination of three main aspects, namely the interpersonal roles, informational role and decisional role.Informational including Monitor, Disseminator,Spokesperson. Interpersonal including Figurehead,Leader and Liaison. Decision including Entrepreneur, Disturbance handler,Resource allocator and Negotiator.Monitor seek and get all kinds of internal and external information, in order to thoroughly understand the organization and the environment. Also known as supervisors.Disseminator will from external personnel and lower the information transmitted to other members of the organization.Spokesperson released to the outside world organization plan, policies, actions and results, etc.Figurehead must perform the routine many legal and social obligations. Also known as the representative.Leader responsible for motivating; Responsible for personnel, training and related responsibilities.Liaison maintenance developed by external relations and sources, get help and information.Entrepreneur opportunities for organizations and environments, establish "improvements" to initiate change.Disturbance handler when organizations face focus, accident chaos, responsible for corrective action.Resource allocator is responsible for the allocation of various resources organization - to develop and approve all relevant organizational decisions.Negotiators in the main negotiations as a representative of the organization.1B.explain how the roles identified in (a) are being carried out by managers in Shangri-la HotelsIn case Ailsa as Leader in Hotel.she took part in all events of Hotel and manage all staff in the Hotel.Such as when students chose become part-time staff in the Hotel,Ailsa would increase their salary.Craig as resource allocator in Hotel.Each day in the kitchen he personally prepared the menu for the restaurant, and allocated specific tasks to the waiters and kitchen staff. He kept close tabs on exactly what each one did, as he believed that every dish that left the kitchen had his signature on it and therefore had to meet his rigorous standards.Saskia as Disseminator in the hotel. Whenever Craig was away from the hotel, Saskia was delegated the job of issuing work to the kitchen and waiting staff.2A. Explain Likert's System theory on leadershipThis theory is he and his colleagues on the production as the center of the style of leadership and people-centered leadership after a comparative study of the results.The theory is that support relationship is a two-way street. Leaders want to consider the situation of subordinate staff, ideas, and hope, help staff to achieve its objectives, make the worker to realize their own value and importance. Leader this support can motivate subordinates to the worker the worker of leadership take the attitude of cooperation, trust, support the leader's job.He's led four system model is put forward in 1967, is the leadership style is divided into four types of systems. Exploitative authoritative, benevolent authoritative, consultative and participative.He thinks only a fourth way - "participative" to achieve truly effective leadership to correctly set goals for the organization and effectively reach your target. Given the leadership to take way to motivate people, so he thought, this is the most effective way of leading a group.Management style 1 is called "the exploitative authoritarian" or "authoritarian - authoritarian". In this way, the director of the personnel is very authoritarian, rarely trust subordinates, to make people fear and punishment, the method of combination rewards to motivate people, occasionally take a top-down communication, decision-making authority is limited to the top.Management way 2 is referred to as "benevolent authoritative" or "enlightened authoritarian", in this way, the director of the personnel have full of trust and confidence of the staff; Reward and punishment and incentive methods; Allow a certain amount of communication from bottom to top, solicited subordinates someideas and Suggestions; Granted to certain decision-making power at a lower level, but firmly control policy.Management style 3 is called "consultation". Take this way, the director of the personnel of subordinates have quite big but not fully trust and confidence, he often try to adopt the subordinate ideas and opinions; The reward, occasionally with punishment and a certain degree of participation; Engaged in two-way communication information up and down; Top on major policy and overall decision-making at the same time, allow lower-level departments make specific decision problem, and in some cases.He believes that 4 is the most effective approach of management way, can be called “participatory" collective. Managers to take a fourth way of subordinates in all matters with full confidence and trust, always get ideas and opinions from subordinates, and actively adopt them; To determine the objectives and evaluation target the progress, organize groups to participate in, on the basis of the material rewards; More engaged in the communication between with colleagues between up and down; I encourage organizations at all levels to make decisions, or as members of the group with their subordinates to work together.2B.Which system do you believe apply to Craig and Ailsa's approach to management . explain your answer.Craig often use the benevolent authoritative system in the hotel. At the end of each week, Craig always provided free drinks for the team to celebrate, and the teamalways enjoyed these get-togethers. Craig always made a point of telling the team they had done a good job at the weekly get-together.Ailsa often use the group participative system in the hotel. Ailsa knew that Antonio had many years’ experience in the hotel trade and trusted him and the team to implement this strategy. The sales visits that Ailsa made meant she was often away from the hotel, but in her absence Antonio ran things with little problem or fuss.3A.Describe how the Tannenbaum and Schmidt Theory of leadership shows that different situations demand different leadership approachesR. Tannenbaum and Warren Schmidt in 1958 leading behavior continuum theory is proposed. , they argue, managers in deciding what behavior (style) is most suited to produce often difficult when dealing with a problem. They don't know whether should I make a decision, or authorized to make decisions.1, tells-the leaders make decisions and announced. In this mode, the leaders identify a problem, and is considering various alternatives, choose a, and then announced to subordinates, not to direct participation in decision-making.2,sells- leader to persuade subordinates executive decisions. In this mode, with the former mode, the leader of responsibility for the identified problems and make decisions. But he is not simply declared to implement the decision, but realized that subordinates may exist in opposition, and tries to illustrate the benefits of thisdecision may give subordinates to persuade subordinates to accept the decision, to eliminate the subordinate.3, leaders put forward plans and solicit opinions of the subordinates. In this mode, the leaders put forward a decision, and hopes to subordinates to accept the decision, he offered the subordinate a details about his plans, and allow the subordinate problems are put forward. In this way, the staff can better understand the leader's plan and intentions, leaders and subordinates to discuss the significance and role of decision making.4, leader can modify the plan is put forward. In this mode, the subordinates can affect decisions play a certain role, but the initiative in identifying and analysing problems are still in the hands of leaders. Leader first to think of a problem, which is a temporary plan is put forward. And give the tentative plan to relevant personnel to ask for some advice.5, leader to ask questions, ask for opinion make decisions. In the above several kinds of mode, the leaders before they ask for their opinions put forward their own solutions, and in this pattern, subordinates in the decision to make before put forward their own Suggestions. The leader's active role in problem determination, subordinate role is to put forward a variety of solutions, and finally, leaders from their own and subordinates of the solutions proposed a he thinks the best solution.6, leader scope issues, subordinates collective decision-making. In this model, the leader has decision-making authority to the subordinate group. The leader's job is to figure out what the problem to be solved, and put forward decision-making forsubordinates the conditions and requirements of subordinates in accordance with the extent of leaders define the problem to make decisions.7, leader allows subordinates within the limits prescribed by the boss. This model represents the extreme freedom of groups. If the leader took part in the decision-making process, he should try to make myself and other members of the team is in equal status, and prior statement observe group made any decision.3B.Describe the Bass theory of leadership and explain how it can be used to enhance the motivation, moral and job performance of employeesBass will initially be transformational leadership is divided into six dimensions, and then summarized as three key factors, Avolio in its basic way of transformational leadership behavior will be summarized as four aspects,inspirational motivation, intellectual Stimulation,idealized Influence and individualized consideration. Inspirational motivation refers to the leader r of followers placed high expectations, through the incentive to make them involved in the business of achieving an organization's vision. In practice, the leader use beliefs and emotional appeal to condensed group members, in order to obtain greater achievement than individual interests, so the factors to enhance the team spirit.Intellectual Stimulation refers to leaders inspire their followers to creativity and innovation consciousness, on its own and the leader's beliefs and values, beliefs andvalues to the organization also questioned, leader support follower try the creation of new theory, new method to solve the problems of the organization, to encourage the followers to think independently and solve problems.Idealized Influence refers to the leader to the follower by way of example, followers of the leader, and is willing to follow the leader, the leader usually have higher moral standards, values and moral behavior, the leaders provide followers goals and vision, a sense of mission to followers.charismaindividualized consideration refers to the leader to create a supportive atmosphere, followers to listen carefully to the individual needs, a leader in helping the individual self-fulfillment when playing with the coach and the role of advisor, help followers to achieve its own needs and development.3c. Explain how Craig could use the above approaches to improve his leadership styleCraig also believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.4.Explain two ways in which managerial performance can be measured and in each case describe how the measure can be used to assess managerial performance.Measures of managerial effectiveness method is refers to the use of certain quantitative indicators and evaluation standard, to achieve its performance goals,and to achieve this the budget execution results taken by the comprehensive evaluation method. Measures of managerial effectiveness including Appraisal, Staff development, Management development and Development programmes.Staff development : Effective development requires a systematic approach, which begins when the human resources department formulates its plan, This plan outlines the job requirements for the future in order to achieve the organizational goals, along with performance criteria in order to achieve the goals.Management development is under the specific environment of group has the resources for effective planing, organizing, leading and controlling, in order to achieve the established process of organizational goals.In case , Ailsa and Craig always use staff development. Ailsa had close links with the local college who ran hospitality courses, and would often take on learners who were studying there as part-time staff. On completing their studies, many of these learners opted to take up full-time employment with the hotel, at which time Ailsa would increase their salary. Craig believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.Craig always use management development. Craig depended greatly on Saskia, having worked together in London for many years. Whenever Craig was away from the hotel, Saskia was delegated the job of issuing work to the kitchen and waiting staff. Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries.。
HND人力与组织管理outcome
HND人力与组织管理outcome————————————————————————————————作者：————————————————————————————————日期：1.Analyze the relationship between organizational goals, objectives and policies andexplain their contribution to effective management in the Shangri-la Hotel case study.Organizational goal is the expected results of subjective vision, is formed in the mind of a subjective ideology.the goals include five parts followsCustomer goals focusing on customers’needs, benefits, services ,etc. For example people who live in the Shangri-la Hotel are need comfortable room, delicious food and excellent service. Product goals related to the range of products including quality, quantity and services on offer.For example Craig is convinced that using the freshest meat,vegetables and fruit from Gordon’s farm is essential.Operational goals covering areas like technology or machines used,staffing levels.Craig must make sure that all customers would be attended to within five minutes of being seated.Secondary goals subordinate to the above three goals and relating to environmental issue. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.Service goals is every employee should be a good professional quality and professional personal integrity, into every day to deal with customers do every thing, into the customer’s perception and recognition.The hotel want to customers feel pleasant in the hotel.Organizational objectives are more specific than goals and identify the specific path to be taken in order to achieve goals.It has to be SMART (specific, Measurable, Attainable, Realistic, Time-bound)Specific: objective must be detailed and definite.Measurable: objective should be assess by concrete standards, includingAttainable: objective set by organization could be achievable and accessible.Realistic:objective should be built up in obedient with real capabilities and actual condition. Time-bound:objective are set on time and should be adapted to the condition change.In case, under control of Ailsa’s management , Shangri-la hotel became the first hotel in Glasgow to achieve the prestigious 5-star AA award.Organizational policies: these provide a framework of rules or guidance within which management and staff can make decisions.In the shangri-la Hotel, The fist rule is the reputation of the Shangri-la Hotel depended on high quality customer care, and it was important that all staff inthe hotel were trained to the highest standards. The second is Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries. The last one is the sales visits that Ailsa made meant she was often away from the hotel, so Antonio had authority to charge of the Hotel when she was absence.Relationship: Each policy will contribute to the achievement of objectives,every objectives are to promote the realization of goals.2.Identify the main difference between the formal organization and informalorganization.Organization is a group of individuals operating together in a systematic way to achieve set of objectives.Formal organizations are set up to achieve goals and specific organizational objectives . Informal organization theorists have been aware that within the formal structure of the organization there will always be an informal group.Formal organization has planned responsibility, consistent functions and structure of authority and communication. In case,the hotel is a formal organization,because the hotel has professional manage. And all staff have their responsibility and tasks.Informal organization has loosely structured and fluctuating with its individual membership spontaneous.In case, the Hotel kitchen is an informal organization .Because they areindependent individual. they haven’t specific system to control their thought and behavior.And the structure of authority and communication in the kitchen is not rigorous. they haven’t specific structure. they work together and sure the work.3.Explain the composition of the open System Theory and explain how it applies inthe Shangri-la Hotel case study.The open System Theory is a conceptual framework, which investigate organization and its environmental relation. Open system have internal and external environment.SWOT belongs to internal environment,PEST belongs to external environment.SWOT analysis is a kind of enterprise internal analysis method. It includes strengths, weakness,opportunity and threat.Strengths are internal factor of organization.In case, Shangri-la hotel is a 3-star Michelin hotel, it is first 5-starAA in Glasgow.Weakness are internal factor of organization.In case, employees have complain about Craig. Opportunity is external factor of organization.In case, Shangri-la cooperation with Gordon. Gordon has the freshest meat,vegetables and fruit.Threat is external factor of organization.In case,recently,the three main large companies of Shangri-la hotel into closure.PEST analysis refers to the analysis of the macro environment.It includes polities,economic,society and technology.Political factor includes political system ,the political situation, the government’s attitude.In case, Economic factor includes GDP,market mechanism,market demand,etc. In case,Alica obtained the funding from Scottish Enterprise.Social factor is that general conditions of whole social development in a certain period,mainly includes social morality ,and cultural traditions, the population change trend. In case, Craig and Ailsa both believed in supporting local business, and always used local banks, financial advisors and lawyers to support their business.Technological FactorsRefers to the total level and change trend of social technology, technical change, technological breakthroughs to the enterprise, and the technology of the interaction between the political, economic and social environment. In case,hotel need more advanced product to attract customers.4.Identify different stakeholders in the case study and explain their influence andinterest.Stakeholder Theory is a around the enterprise and the social value as the center of business ethics and organizational management theory.Stakeholder includes nine roles . this role has two parts,external stakeholders and internal stakeholders.External stakeholders in clude customers, supplies,society,Government ,creditors and shareholders. Internal stakeholders include Directors and managers,employees, owners.External stakeholdersShareholders is institutions and individuals who own a stake in a company.Craig and Ailsa. they have discretion to determine the profitability of the company. shareholder will be interested in return on their investment and possibly the long-term growth anddevelopment of the hotel.The influence of shareholder have right of decide strategy. right to vote, right to election of directors.Customer who buy the products or services. People who live in the Shangri-la hotel and choose Shangri-la hotel in the future.they spend money in hotel and bring benefit for Hotel. The interest of customer want to have more quality service. The influence of customer is if they do not accept this Hotel, they can chose the other hotels. So customer have great influence in the hotelSupplies who provide raw materials and services.The Gordon’s farm and Scottish Enterprise. Farm supply products for Shangri-la Hotel, Scottish Enterprise offer fund to Shangri-la hotel.The supplies interest is Shangri-la Hotel provides a source of revenue for the supplier. The influence of supplies is they want to ensure that the hotel will be important to pay for the goods.Internal stakeholdersDirectors and managers: those who lead organizations. Craig and Ailsa. they have authority to make decisions directly. The interest of directors and managers make hotel become more and more successful under the control of them. The influence of directors and managers is they make decision, these decision will decide the development of the hotel.Employee who work for an organization. For example Saskia, Antonio and staff who work in the Shangri-la hotel. The kitchen staff were well paid,but the atmosphere could be very tense.The interest of employee achieve salary. The influence of employee have development of working conditions and quality of service and they can provide service for customers to make benefits for hotel.5.Recommend an effective control strategy that applies to the Shangri-la Hotel casestudy and justify its suitability.Strategy control mainly refers to the implementation of enterprise business strategy.check the enterprise strategy. evaluation of enterprise performance, and the established strategicobjectives and performance standards,to find a strategic gap, to analyze the causes of deviation, to correct the deviation, so that the implementation of enterprise strategy better with the current internal and external environment,enterprise goals , so that the enterprise strategy isachieved.Effective include personal centralized control,, bureauctric control,output control, cultural control.personal centralized control: It takes centralized decision. It emphasis direct supervision and personal leadership founded upon ownership, charisma, or technical expertise. It user reward and punishment to reinforce conformity to personal authority .Bureaucracy control: Bureaucracy is an organization structure with many levels of authority and a rigid hierarchy, regulated by an organization structure with many levels of authority and a rigid hierarchy, regulated by set rules and procedures held together by a central administration.Problems of bureaucracy control gave detailed rules and procedures, power from top to the bottom,emphasize the work schedule , pay attention to the extra rewards and don not believe in team work.Output control: Financial measure of performance. problem with output control is managers must create output standards that motivation at all levels. They must be careful not to createshort-term goals that motivate managers to ignores the future, And if standard are set too high, works may engage unethical behaviors to attain them.Culture control: The set of internalized value, norms,standards of behavior, and common expectations that control the ways in which individuals and groups in an organization interact with each other and work to achieve organization goals.he Craig’s behavior displayed the personal centralized control,because when the waiting stuff offered suggestions on how to deal with customers’ problems,Craig always rejected them and proclaim’ this is my kitchen,we run it my way.’which reflect Craig as the manager in this hotel,take centralized decisions and ignore other employees opinions.。
HND人力资源管理 outcome3
Contents1. Introduction2. Findings2.1 Managerial Work2.1.1 managerial activities2.1.2 managerial role2.2 Mechanisms that could measure managerial performance 2.3 Behavioral theory of leadership2.4 Transformational theory of leadership2.5 John Adair's Action Centered Leadership2.5.1 The reasons why ACL may prove to be important3. Conclusion4. Reference1. IntroductionScotia Airways is located next to Glasgow International Airport. My report will assess the main features of managerial work and explain the main roles and activities of managers. And I will describe the value of two mechanisms that could be used to measure managerial performance and justify how each could be used to assess managerial performance and identify and explain a behavioral theory of leadership and transformational theory of leadership. At last I will analyze how theories of leadership could be used to improve how managers lead staff through this change.2. Findings2.1 Managerial WorkManagement is all about running an organization in a steady state, ongoing administration, organizing structures, establishing systems and processes, controlling in particular by financial means. It can also be defined as the effective use and coordination of resources such as capital, plant, materials and labor in order to achieve defined objectives with maximum efficiency.2.1.1 managerial activitiesManagerial activities can be described as following: forecasting, planning, organizing, commanding, coordinating and controlling. Forecasting means the manager can predict future events.Planning When managers are making planning, it required that the plan to meet anticipated demand. The board of directors express their hopes of the company, and their requires to the company, and then the managers analysis the external environment and the condition of the company. Making planning based on the analysis result. If the plan can get agreement from the board, the managers will convey the goals to every department an d staff. If the plan can’t get the agreementfrom the board, the managers needn’t to make plans until get through. Scotia Airways aspires to mark its international presence, introducing flights to major European tourist destinations, as well as expanding to major business centers in Eastern Europeand the Middle and Far East.●Organizing means the managers can mobilize materials, resources, people and allocate them to departments and people. One of the main strength of Scotia Airwayhas been its ability to work successfully within the regulatory framework of the aviation industry. Because the managers can mobilize resources and employees, encourage them to work hard.●Commanding is the essential characteristic of the managers, lead staff to undertake tasks. The managers in Scotia Airway lead their staff to work under the standard, in order to get success.●Coordinating require ensuring that people, resources, equipment are all working together. The airline has an increasing presence at Scotland’s main airports i n Glasgow, Edinburgh and Aberdeen. And the work can do well still, the managers coordinate the people, resources and equipment well.●Controlling is the important characteristic of the managers, with the great development of the airline company, the management strength the monitoring progress to ensure to the work can be done well.2.1.2 managerial role●Information role The informational roles link all managerial work together. The three informational roles are primarily concerned with the information aspects of managerial work. In the monitor role, the manager receives and collects information.In the role of disseminator, the manager transmits special information into the organization. The top level manager receives and transmits more information from people outside the organization than the supervisor. Future opportunities seem likelyas the EU and UK government relax their control over the licensing of airline provision. The company can change its work according to the information●Decisional role The decisional roles make significant use of the information. There are four decisional roles. In the entrepreneur role, the manager initiates change. In the disturbance handler role, the manger deals with threats to the organization. In the resource allocator role, the manager chooses where the organization will expand its efforts. In the negotiator role, the manager negotiates on behalf of the organization. The top level manager makes the decisions about the organization as a whole, while the supervisor makes decisions about his or her particular work unit. Scotia Airway is successful in expanding need the managers decide the way of dividing and using the resources.●Interpersonal role Interpersonal role directly result from managers formal power base, managers in dealing with members and other stakeholders of relations, they play a role in interpersonal. In the Scotia airways expansion stage, communication role must effectively promote communication. The vast majority of staff in Scotia Airway have also remained with the business as it has grow through the years, if the managers can do well in communication with the staff, they will get greater performance than expected.2.2 Mechanisms that could measure managerial performance●Motivation and morale of staff●Productivity level●Training and development●Absenteeism●Level of staff turnoverAs the expansion of Scotia Airways occurs and more staff are recruited, the level of staff turnover would provide a primary indicator of staff morale and career development opportunities. This would be particular true as the culture of Scotia develops during its growth period.●Training and developmentTraining —A Needs Assessment should be taken first to determine who needs which program and what topics should be stressed, then each organizational members howto perform current jobs. Help worker’s acquire skills to perform effectively. Training used more often at lower levels of firm, development is common with managers. For example, in Scotia Airways, the management will recruit some employee, then the new recruits need to do some specific training to make themselves can complete the task efficiently.Development —B uild worker’s skills to enable them to take on new duties.General speaking, if the staff can work well on time, and master all the basic skills, it indicates that the training made sense. Good or bad training and development can show the managerial performance is well done or not. Scotia Airway use the positive management, and company’s culture to develop the employee’s responsibility to the air company.Motivation—A great deal of material has been covered in this area earlier in the Scotia Airways. From the beginning this company has been operating very well, with no doubt that every employee must be motivated.Teamwork— Fostering teamwork is creating a work culture that values collaboration such as in a Scotia Airways, people understand and believe that thinking, planning, decisions and actions are better when done cooperatively. Form teams to solve real work issues and to improve real work processes.Delegation—Whatever the structure of Scotia Airways, the various operation of Scotia Airways must be distributed amongst it members. It is necessary to plan, organize, direct and control activities and the Scotia Airways also have done this plan the expansion in five years.2.3 Behavioral theory of leadershipLeadership style is the manner and approach of providing direction, implementing plans, and motivating people.The responsibilities as a manager for each individual are:1.understand the team members as individuals - personality, skills, strengths, needs, aims and fears2.assist and support individuals - plans, problems, challenges, highs and lows3.identify and agree appropriate individual responsibilities and objectives4.give recognition and praise to individuals - acknowledge effort and good work5.where appropriate reward individuals with extra responsibility, advancement and status6.identify, develop and utilize each individual's capabilities and strengths7.train and develop individual team members8.develop individual freedom and authorityTheManagerialGrid(Blake&Mouton)This grid graph places an emphasis upon the concern a manager has for people andthe concern a manager has for task. For instance, Scotia Airway would benefit by analyzing the behavioral approach that managers would require to manage the expansion of Scotia Airways. Whilst it is clear that the achievement of expansion is vital, the need to manage and support the needs of a tightly-knit group of workers will challenge managers. Managers should be trained to reflect the need for teammanagement to satisfy the demand of both production and employee needs.2.4 Transformational theory of leadershipTransformational leaders treat relationships with staff inn terms of motivation and commitment, influencing an inspiring people to give more than just mechanical compliance and hence to improve organizational performance.Transformational leaders openly share information with workers, such as everyone is aware of problems and the need for change, and leaders empower workers to help with solutions. From the case of Scotia Airways, we can know that every workers of this company have known the expansion in five year.Transformational managers would make subordinates aware of how important their jobs are by providing feedback to the worker. They make subordinates aware of their own need for personal growth and development. For example, in Scotia Airways will offer the training program for the new recruits and other staff to help improve their skills.They are charismatic and have a vision of how good things can be. They are excited and clearly communicate this to subordinates. And they engage in development of workers.Transformational managers also should motivate workers to work for the good of the organization, not just themselves. In Scotia Airways, the management set a specific objective expansion over the next 5 years to include long haul destination and management motivate the employee to improve their skills to reach this target.2.5 John Adair's Action Centered LeadershipThe expansion of Scotia Airways will need to be carefully managed. It is very important that managers not only manage effectively but also lead effectively. Leadership theories will play a significant part in the management of the change. John Adair's simple Action-Centered Leadership model provides a great blueprint for leadership and the management of any team, group or organization. Action Centered Leadership is also a simple leadership and management model, which makes it easy toremember and apply, and to adapt for your own situation.John Adair's Action-Centered Leadership model is represented by Adair's 'three circles' diagram, which illustrates Adair's three core management responsibilities:●Achieving the task To the whole company,identifying the task and task allocation is very important. The purchase department should purchase high-quantity aircraft parts, produce the superior planes. The market department should spread the company’s reputation and promote the numbers of flight. The service department should increase the number of servicers, and improve their service level.●Managing the team or group: Team construction plays an essential role in the expansion of the company, so maintaining morale and building team spirit is the first step, and then, setting standards and maintaining discipline is to bind the staff can increase the team-working efficiency, in Scotia Airway, every department should communicate as often as possible, choose those who are poor in working, to make a training to them.●Managing Individuals: The individual is a very small part of the company, but is also the important part. As long as everyone can do well on his or her own, the company will operate well. But the managers also need find the personal problems, and improve them by training and development. Giving praise and status is also necessary at the reasonable time. Encourage task conflict and avoid relationship conflict.2.5.1 The reasons why ACL may prove to be important●It provides an essential management framework which will allow Scotia's management to be specifically trained to lead the organization toward its planned expansion. As ACL sees leaderships as a trainable, transferable skill Scotia Airways will be able to tailor leadership training toward its drive for expansion.●Leadership standards can be established and reported to the individuals and groups. Norms and support mechanisms can be provided by the manager to facilitate achievement of plans and a smooth transition to expanded service.●ACL encourages the understanding of group and individual needs and promotes the development of individual and group capabilities and strengths.3. ConclusionAccording to the information of the findings, there are the answers that assess the main features of managerial work and explain the main roles and activities, describe the value of two mechanisms that could be used to measure managerial performance, Identify and explain a behavioral theory of leadership and a transformational theory of leadership. At last this report also give the planned expansion that Scotia have undertaken, analyze how theories of leadership could be used to improve how managers lead staff through this change.4. ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations,。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction (2)Section 1:The Structure at Present in Shangri-la Hotel (2)Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3)Section 3:The Influence of Task, Technology, and Size on the New Structure (5)Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6)Section 5: Authority, Responsibility and Delegation within the New Structure (7)Conclusion (8)Reference (8)IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided intodifferent departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers andbusiness. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform atask, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
HND人力与组织管理outcome1
1.Analyze the relationship between organizational goals, objectives and policies andexplain their contribution to effective management in the Shangri-la Hotel case study.Organizational goal is the expected results of subjective vision, is formed in the mind of a subjective ideology.the goals include five parts followsCustomer goals focusing on customers’needs, benefits, services ,etc. For example people who live in the Shangri-la Hotel are need comfortable room, delicious food and excellent service.Product goals related to the range of products including quality, quantity and services on offer.For example Craig is convinced that using the freshest meat,vegetables and fruit from Gordon’s farm is essential.Operational goals covering areas like technology or machines used,staffing levels.Craig must make sure that all customers would be attended to within five minutes of being seated.Secondary goals subordinate to the above three goals and relating to environmental issue. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.Service goals is every employee should be a good professional quality and professional personal integrity, into every day to deal with customers do every thing, into the customer’s perception and recognition.The hotel want to customers feel pleasant in the hotel.Organizational objectives are more specific than goals and identify the specific path to be taken in order to achieve goals.It has to be SMART (specific, Measurable, Attainable, Realistic, Time-bound) Specific: objective must be detailed and definite.Measurable: objective should be assess by concrete standards, includingAttainable: objective set by organization could be achievable and accessible.Realistic:objective should be built up in obedient with real capabilities and actual condition.Time-bound:objective are set on time and should be adapted to the condition change.In case, under control of Ailsa’s management , Shangri-la hotel became the first hotel in Glasgow to achieve the prestigious 5-star AA award.Organizational policies: these provide a framework of rules or guidance within which management and staff can make decisions.In the shangri-la Hotel, The fist rule is the reputation of the Shangri-la Hotel depended on high quality customer care, and it was important that all staff in the hotel were trained to the highest standards. The second is Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries. The last one is the sales visits that Ailsamade meant she was often away from the hotel, so Antonio had authority to charge of the Hotel when she was absence.Relationship: Each policy will contribute to the achievement of objectives,every objectives are to promote the realization of goals.2.Identify the main difference between the formal organization and informal organization.Organization is a group of individuals operating together in a systematic way to achieve set of objectives.Formal organizations are set up to achieve goals and specific organizational objectives .Informal organization theorists have been aware that within the formal structure of the organization there will always be an informal group.Formal organization has planned responsibility, consistent functions and structure of authority and communication. In case,the hotel is a formal organization,because the hotel has professional manage. And all staff have their responsibility and tasks.Informal organization has loosely structured and fluctuating with its individual membership spontaneous.In case, the Hotel kitchen is an informal organization .Because they are independent individual. they haven’t specific system to control their thought and behavior. And the structure of authority and communication in the kitchen is not rigorous. they haven’t specific structure. they work together and sure the work.3.Explain the composition of the open System Theory and explain how it applies in the Shangri-la Hotel case study.The open System Theory is a conceptual framework, which investigate organization and its environmental relation. Open system have internal and external environment.SWOT belongs to internal environment,PEST belongs to external environment.SWOT analysis is a kind of enterprise internal analysis method. It includes strengths, weakness,opportunity and threat.Strengths are internal factor of organization.In case, Shangri-la hotel is a 3-star Michelin hotel, it is first 5-starAA in Glasgow.Weakness are internal factor of organization.In case, employees have complain about Craig.Opportunity is external factor of organization.In case, Shangri-la cooperation with Gordon. Gordon has the freshest meat,vegetables and fruit.Threat is external factor of organization.In case,recently,the three main large companies of Shangri-la hotel into closure.PEST analysis refers to the analysis of the macro environment.It includes polities,economic,society and technology.Political factor includes political system ,the political situation, the government’s attitude.In case, Economic factor includes GDP,market mechanism,market demand,etc. In case,Alica obtained the funding from Scottish Enterprise.Social factor is that general conditions of whole social development in a certain period,mainly includes social morality ,and cultural traditions, the population change trend. In case, Craig and Ailsa both believed in supporting local business, and always used local banks, financial advisors and lawyers to support their business.Technological FactorsRefers to the total level and change trend of social technology, technical change, technological breakthroughs to the enterprise, and the technology of the interaction between the political, economic and social environment. In case,hotel need more advanced product to attract customers.4.Identify different stakeholders in the case study and explain their influence and interest.Stakeholder Theory is a around the enterprise and the social value as the center of business ethics and organizational management theory.Stakeholder includes nine roles . this role has twoparts,external stakeholders and internal stakeholders.External stakeholders in clude customers, supplies,society,Government ,creditors and shareholders. Internal stakeholders include Directors and managers,employees, owners.External stakeholdersShareholders is institutions and individuals who own a stake in a company.Craig and Ailsa. they have discretion to determine the profitability of the company. shareholder will be interested in return on their investment and possibly the long-term growth and developmentof the hotel.The influence of shareholder have right of decide strategy. right to vote, right to election of directors.Customer who buy the products or services. People who live in the Shangri-la hotel and choose Shangri-la hotel in the future.they spend money in hotel and bring benefit for Hotel. The interest of customer want to have more quality service. The influence of customer is if they do not accept this Hotel, they can chose the other hotels. So customer have great influence in the hotelSupplies who provide raw materials and services.The Gordon’s farm and Scottish Enterprise. Farm supply products for Shangri-la Hotel, Scottish Enterprise offer fund to Shangri-la hotel.The supplies interest is Shangri-la Hotel provides a source of revenue for the supplier. The influence of supplies is they want to ensure that the hotel will be important to pay for the goods.Internal stakeholdersDirectors and managers: those who lead organizations. Craig and Ailsa. they have authority to make decisions directly. The interest of directors and managers make hotel become more and more successful under the control of them. The influence of directors and managers is they make decision, these decision will decide the development of the hotel.Employee who work for an organization. For example Saskia, Antonio and staff who work in the Shangri-la hotel. The kitchen staff were well paid,but the atmosphere could be very tense.The interest of employee achieve salary. The influence of employee have development of working conditions and quality of service and they can provide service for customers to make benefits for hotel.5.Recommend an effective control strategy that applies to the Shangri-la Hotel case study and justify its suitability.Strategy control mainly refers to the implementation of enterprise business strategy.check the enterprise strategy. evaluation of enterprise performance, and the established strategic objectives and performance standards,to find a strategic gap, to analyze the causes of deviation, to correct the deviation, so that the implementation of enterprise strategy better with the current internal and external environment,enterprise goals , so that the enterprise strategy is achieved.Effective include personal centralized control,, bureauctric control,output control, cultural control.personal centralized control: It takes centralized decision. It emphasis direct supervision and personal leadership founded upon ownership, charisma, or technical expertise. It user reward and punishment to reinforce conformity to personal authority .Bureaucracy control: Bureaucracy is an organization structure with many levels of authority and a rigid hierarchy, regulated by an organization structure with many levels of authority and a rigid hierarchy, regulated by set rules and procedures held together by a central administration. Problemsof bureaucracy control gave detailed rules and procedures, power from top to the bottom,emphasize the work schedule , pay attention to the extra rewards and don not believe in team work.Output control: Financial measure of performance. problem with output control is managers must create output standards that motivation at all levels. They must be careful not to create short-term goals that motivate managers to ignores the future, And if standard are set too high, works may engage unethical behaviors to attain them.Culture control: The set of internalized value, norms,standards of behavior, and common expectations that control the ways in which individuals and groups in an organization interact with each other and work to achieve organization goals.he Craig’s behavior displayed the personal centralized control,because when the waiting stuff offered suggestions on how to deal with customers’ problems,Craig always rejected them and proclaim’ this is my kitchen,we run it my way.’which reflect Craig as the manager in this hotel,take centralized decisions and ignore other employees opinions.。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
“Escape to Wild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。
它作为一家私营公司小规模的经营了超过15年的，一直到六年前，一位经理被聘请来扩展公司业务。
首先，公司增加了邮购目录上的商品数，并且用了更大的仓库来存放和配送货物。
四年前，“Escape to Wild”开了第一家自己的零售专营店，到现在，已经有了10家零售专营店，并有计划再多开五间店。
两年前，公司建立了自己的网站，实现了网上购物，这部分的业务发展迅速，还带了了很多海外的订单。
这位新经理上任以来，公司员工已由原来的20人发展到300人，业务也变得更大更复杂，持续需要加强员工来源已经成为这家户外服饰专营公司最强烈的需求，需要更多的员工是这家公司的当务之急。
“Escape to Wild”公司没有明确的人力资源部门。
部门经理们根据自己部门的职责招聘新人，负责确定他们的薪酬水平。
薪酬管理业务已经外包，员工培训一般是临时组织的，财务主管负责处理员工的合同和特殊情况，例如产假和加薪。
在这个快速发展的时期，公司已经开始将更多的精力投入到服务正在增加的客户群中。
到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。
在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。
不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。
同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。
一个管理层的人员最近参加了一个关于员工法案的研讨会，法律的复杂性带来的实际问题是公司更加需要一个专门的部门来公平的处理员工的问题。
同样，员工们也开始抱怨一些条款和条件中的矛盾，有一些人离职了，因为他们对自己遭受到的人力资源问题觉得不满意。
所有的管理队伍都同意引进更系统的管理方法。
总经理已经表达了愿望：希望公司能用更战略的方法来招聘，培训和发展员工，从而保证留住这些为公司创造成功和利益的人力资源。
The human resource management for Escape to the Wild Introduction: This report is an advantage report for Escape to the Wild, in it, we will talk about its human resource management and how to manage it more better. We will also give some advantages to its line manager. It will also talk about the joyful influence for this company.1.The human resource management can be defined as a strategic and coherent approach to the management of an organization’s most valued assets: the people working there who individually and collectively contribute to the achievement of its objectives.The range of human resource management activities are human resource planning, recruitment and selection, job analysis and design, training and development, employee relations, pay and reward, employee welfare, performance management and appraisal, ensuring fair employment practice.In this report, I will talk about four activities: human resource planning, recruitment and selection, job analysis and design and training and development.(1) Human resource planningThe human resource planning’s function and purpose:●To ensure that firm has right number of people, in the right place, with the right skills at theright time.●To support firms’ expansion strategy.●To ensuring HR resource supplements humane resource demands.●To set human resource objectives and deciding how to meet them.Do human resource planning need to employees need for a company, it include inside and outside predict. The process of human resource planning includes three steps:●How many employees will we need?The expected demand for company’s product of service is most important when forecasting personnel needs.●How many candidates will be supplied inside of organization?A qualifications inventory can facilitate forecasting the supply of internal candidates.●Forecasting the supply of outside candidates.If there are not enough qualified inside candidates to fill anticipated openings, employers focus next on projecting supplies of outside candidates. This may require forecasting general economicconditions, local labor market conditions, and occupations market conditions.This activity is very useful for this company, because it can enable that the employee movements into, within, and out of organization are smooth/less disruptive and sound HRM decision making. Through these parts, they can effect on many parts in the company, at last, it can become the competitive advantage.Escape to the Wild is lake of human resource planning through its development, if they do it well, then the company will has its own competitive advantage.(2) Job analysisJob analysis is the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. It includes two parts: job description and person specifications. Its purpose is to produce information on the job’s activities and requirements. It has three processes like next:●Collecting job analysis information.To carry out job analysis need comprehensive information about certain job.●Writing job description.A job description is a written statement of what the jobholder does, how he or she does it, and under what conditions the job is preferment.●Writing person specifications.Person specification shows details of the personal qualities an individual will need to perform a particular job. A person specification sets out the skills, characteristics and attributes that a person needs to do a particular job.It can enable that competent, motivated employees with positive job attitudes, job-related HRM and minimized HRM-related lawsuits.In this case, through its development the company is begun to do it, because of this, the company is developing fast and become bigger than before. The job analysis let some competitive advantages to this company.(3) Recruitment and selectionRecruitment is the process of identifying the need for a new employee, defining the job attracting candidates and selecting those best suited for the job.Selection is the process of choosing which person to appoint from those that apply for a job vacancy.Recruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants.The purpose of recruitment and selection is that. Recruitment involves attracting the right standard of applicants to apply for vacancies. Selection involves choosing the most suitable people from those that apply for a vacancy; this ensures that those selected for interview have the best fit wit the job requirements.The process of recruitment and selection is like next:●Vacancy review●Applying to fill a vacancy●Preparation of job description and person specification●Preparing a recruitment advertisement●Placing the advertisement●Receipt of applications●Arrange selection interviews and other selection activities●Write to successful and unsuccessful candidates at various stages of the process●Evaluation of the recruitment and selection processIt could ensure recruit high-quality applicants, if a company has high-quality employees, then productive employees can increase overall productivity and improved chances of selecting best qualified and training needs and costs are minimized, through these best parts and combine with this company’s situation, if it can have high-quality employees and take low cost for the employees training. Those are helping the company developing well.(4) Training and developmentTraining and development refers to a “planned effort by an organization to facilitate the learning of job-related behavior on the part of its employees”. Training and development is also a means to provide employees with relevant skills so as to improve the efficiency of their organization.The goals and function of training and developing are like next:●To improve an individual’s level of self- awareness●To improve an individual’s skill in one or more areas of expertise●To increase an individual’s motivation to perform his or her job●To grow its own managers and promote from within●To help retain good quality employeesThe processes of T&D are like next:●Identifying training needs●Producing T&D planning●Implementing T&D planning●Evaluating the programThrough good T&D, the company could improve employee competence, permanent change in KSAs of new employees and permanent change in KSAs of current employees.In a word, Escape to the Wild can through these parts in its own company to improve his produce and his quickly development in the world.2.(1)Through the case company, we can see that the management structure isn’t wonderful for this company. In this company, it has 300 staffs, but its structure of the human resource management function isn’t having full function in this firm, so we need to improve it to help the company developing better. I will take some advantages to it.From next picture, the company didn’t have the last department in its structure that is HR director, this department is this case company are building now.Because of 300 staffs in this form, in some operations, the ratio of HR department staff to the number of employees is one for every 100 employees or one for every 200 employees, so it suitable to 1:100 management situation, so we only need to add two or three HR director’s member, so the new structure picture is like next, it has five departments and the HR director is the new one.The positions of HR department are always including these:●Director of human resources●Labor relations specialist(director of labor relations)●Employment manager●Payroll administrator●Benefits administrator●Director of training/ training managerThrough the fact of this company and the theory, so we can see the next structure is much more suitable for the company.Managing DirectorMarketing Advisor Personal AssistantFinance Director Online and Mail Order Retail Outlets Purchase and HR DirectorSales Director Director Distribution Director1accountant 2IT/web specialists 10store 1warehouse manager 1training2finance 1mail-order managers 1buying manager managersupervisors manager 20assistant 3distribution 1HR recruiter8finance 1assistant mail- store managers supervisorsassistants order manager 150full-time/ 5buyers2secretarial 3sales team leaders part-time/casual 15dispatch/support staff 30full-time/part-time retail staff warehouse staffcustomer service staff 4secretarial/ 4secretarial/4secretarial/admin admin staff admin staffstaffThe HR director guides and management the overall provision of human resource services, policies, and programs for the entire company. He originates and leads HR practices and objectives that will provide an employee-oriented, high performance culture. The HR director coordinates implementation of services, policies, and programs through HR staff, he is also need to do reports to the CEO and serves on the executive management team, and assists and advises company management about HR issues.The corporate human resource recruiter is responsible for delivering all facets of recruiting success through the organization. We can employ a HR recruiter to deal with recruits’problem. The corporate human resources recruiter will play a critical role in ensuring we are hiring the best possible talent.●Develop and execute recruiting plans.●Network through industry contracts, association.●Coordinate and implement college recruiting initiatives.●Administrative duties and keep records.So through the company’s fact we need HR Director and HR Recruiter to manage the company’s human resource management.(2) The human resource management’s operation is based on the line managers, because of the line managers are the last users in the company, so they need to cooperate with human resource managers to do human resource management well to assure the company develop well.Line managers’ HRM responsibilities are like next:●Placing the right person in the right job●Starting new employees in the organizations●Training employees for jobs that are new to them●Improving the job performance of each person●Gaining creative cooperation and developing smooth working relationships●Interpreting the company’s policies and procedures●Controlling labor costs●Developing the abilities of each person●Creating and maintaining departmental morale●Protecting employees’ health and physical conditions3.If the company provides good human resource management, then it will take good psychological contract.The psychological contract is that the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other.The contextual and background factors will effect on the policy and practice and then will be the psychological, all will effect on the state of the psychotically contract, at last we will have the outcome. The manager could through good psychological contract to provide good situations for his employees and make good relationships with them, this will have good effect on the company, and also have many advantage with employees and employers.In this report we talk about a lot of functions and effects on human resource management for a company, and we also based on the case company to provide them. Through these parts, we also help the case company improve its management on human resource management.。