HND 人力资源2
HND人力资源管理outcome2
Individual ReportF84T 34 Managing People and OrganisationsOutcome 2NAME:SCN:CLASS:ContentsIntroduction (1)Section1:Content and Process Theory within Application (2)Section 2:Methods improving job performance (3)Section 3a:Importance of Teamwork (4)Section 3b:Three factors affecting team cohesiveness and performance (4)Conclusion (5)Reference (5)IntroductionThree points in this report。
Using the Maslow's theory analysis the Shangri-la hotel in the case. The benefits of expectancy theory. Combining with case write five ways to improve performance。
The content of the final includes Belbin-team roles and contribution and three factors influencing of team cohesion。
The following is the main content of the paper。
Section1: Content and Process Theory within ApplicationMaslow's theory:Maslo w’s theory is put forward by Maslow in the mid-1950s. Maslow describes the human needs into the same pyramid from low to high level be divided into five kinds。
人力资源管理2级
人力资源管理2级一、人力资源管理的定义与概念人力资源管理是指企业或组织对人力资源的各个环节进行科学合理的规划、组织、领导、控制和评价的一种综合性管理活动。
它涉及到人力资源的获取、培养、激励、使用和发展等方面,旨在为企业提供合适的人力资源,以达到企业的战略目标。
二、人力资源管理2级的职责和要求人力资源管理2级是一个相对高级的职位,对人力资源管理的要求也更加高级和专业化。
人力资源管理2级的职责主要包括以下几个方面:1. 人力资源规划与招聘人力资源管理2级负责制定企业的人力资源规划,根据企业发展战略和业务需求,确定所需人才的数量和类型。
同时,负责招聘工作,通过各种渠道及时获取合适的人才,并进行面试和选拔工作,确保企业的人力资源需求得到满足。
2. 培训与发展人力资源管理2级负责制定和执行企业的培训计划,根据企业员工的需要和发展方向,组织开展各类培训活动,提升员工的专业能力和综合素质。
同时,负责制定和执行员工的职业发展计划,帮助员工实现个人职业目标。
3. 绩效管理与激励人力资源管理2级负责建立和完善企业的绩效管理体系,制定绩效考核标准和评价方法,对员工的工作绩效进行评估和激励。
同时,负责设计和执行员工的薪酬激励方案,确保员工的工作成果得到公平和合理的回报。
4. 员工关系与福利人力资源管理2级负责维护和管理企业与员工之间的良好关系,解决员工的问题和纠纷,确保员工的权益得到保护。
同时,负责制定和执行员工的福利政策,包括薪酬福利、工作环境和员工关怀等,提高员工的工作满意度和忠诚度。
5. 制度与政策人力资源管理2级负责制定和完善企业的人力资源制度和政策,包括员工手册、岗位职责、绩效考核和薪酬管理等,确保企业的人力资源管理工作符合法律法规和企业的规章制度。
三、人力资源管理2级的能力要求人力资源管理2级需要具备以下几个方面的能力:1. 专业知识能力人力资源管理2级需要具备扎实的人力资源管理理论知识,熟悉相关法律法规和政策,了解行业发展趋势和最新的管理理念。
人力资源二级证
人力资源二级证简介人力资源二级证是一种国家认可的、专业水平较高的人力资源管理能力证书。
取得该证书可以证明持有人在人力资源管理方面具备一定的理论和实践能力,对人力资源管理工作具有一定的熟悉度和独立操作能力。
考试内容人力资源二级证考试主要包括以下内容:1.人力资源管理基础知识:包括人力资源管理的概念、范围、发展趋势等基本概念;2.人力资源计划与招聘:涵盖招聘的流程、方法、渠道以及人力资源规划的重要性和步骤;3.绩效管理:包括绩效评估、绩效考核、绩效改善等绩效管理环节的理论和实践;4.培训与发展:包括培训需求分析、培训计划制定、培训方法和培训评估等培训与发展的重要内容;5.薪酬管理:涵盖薪酬体系设计、薪酬调查、薪酬激励等薪酬管理相关知识;6.劳动法律法规:了解劳动法律法规,熟悉相关人力资源管理的合规要求;7.人力资源信息系统:熟悉人力资源信息系统的设计、构建、管理等相关知识。
考试方式人力资源二级证的考试方式分为笔试和面试两个环节。
笔试笔试是考核考生对人力资源管理理论知识的理解和应用能力。
笔试题目主要分为选择题、填空题和简答题,考察考生对相关概念和理论的把握程度。
在答题过程中,考生需要结合实际案例进行分析,并给出合理的解决方案。
面试面试是考核考生实际应用人力资源管理知识的能力。
面试环节主要通过考官针对考生的简历和工作经历提问,了解考生在工作中遇到的人力资源管理问题以及应对策略。
同时,考官还可能通过提出典型情景假设,要求考生给出相应的解决方案。
证书价值人力资源二级证的取得对职业发展有着重要的促进作用。
持有人力资源二级证书的人员在人力资源管理岗位上具备较高的竞争力,能够更好地胜任人力资源规划、招聘、绩效管理、培训与发展、薪酬管理等工作。
同时,该证书的取得也有助于提升个人在组织中的职业地位和待遇。
此外,人力资源二级证也为从事人力资源管理的相关从业人员提供了一个继续学习和提升自己专业能力的平台。
持证人员可以通过参加培训、学习研究、参与行业交流等方式不断提升自己的专业知识和技能,保持与行业的同步。
人力资源管理师2级总结必考
人力资源管理师2级总结必考人力资源管理师(二级)是一项对人力资源管理基本知识和技能进行考核的职业资格证书,是人力资源管理领域的重要证书之一、考试内容涵盖了企业人力资源管理的各个方面,包括劳动法律法规、用人单位的组织与人事管理、薪酬规划与绩效管理、职业道德和文化建设、培训与发展以及劳动关系协调等内容。
以下是我对人力资源管理师(二级)考试的总结和必考知识点的梳理。
首先,劳动法律法规是人力资源管理师考试的重点内容之一、考生需要熟悉劳动合同法、劳动争议调解仲裁法、劳动保障监察条例等相关法律法规,了解用人单位在人事管理中的法律责任和义务,掌握相关法律的适用范围和具体规定。
其次,用人单位的组织与人事管理也是考试中的重点内容。
考生需要了解企业的组织结构与职能划分,了解人事管理的基本要素和流程,掌握招聘、录用、培训、绩效管理等人事管理的方法和技巧,以及如何开展员工关系的维护和沟通。
薪酬规划与绩效管理是人力资源管理的核心内容之一,也是考试必考的内容。
考生需要了解薪酬制度的设计和调整,掌握绩效考核的方法和指标,了解绩效管理的重要性及其在人力资源管理中的应用,同时还需要了解奖励和激励制度的设计与实施。
职业道德和文化建设是组织发展中至关重要的因素之一、考生需要了解职业道德的内涵和价值观,掌握企业文化建设的方法和策略,以及怎样使员工跟随企业的价值观念和组织文化进行工作。
培训与发展是人力资源管理中不可忽视的内容,也是考试中重点考察的内容。
考生需要了解培训的目标和方法,了解岗位需求和员工能力评估的方法,掌握培训计划的制定和执行的要点,了解员工发展规划和职业生涯管理的方法。
最后,劳动关系协调是人力资源管理的重要内容之一、考生需要了解劳动关系的基本原理和法律规定,了解劳动争议的化解和调解的方法,以及企业与工会的关系和相关政策法规。
总之,人力资源管理师(二级)考试内容广泛,涉及面较广,需要考生全面掌握人力资源管理的基本理论和方法,熟悉劳动法律法规,并具备一定的实践经验。
HND人力资源管理导论人力作业2
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 rightskills at the right 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 economic conditions, 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 twoparts: 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. Thoseare 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 Director Sales Director Director Distribution Director1accountant 2IT/web specialists 10store 1warehouse manager 1training2finance 1mail-order managers 1buying manager manager supervisors manager 20assistant 3distribution 1HR recruiter 8finance 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.。
(精选)HND 人力资源2
1Explain the validity of one process and more content theory of motivation and assess their applicability to scenarios that exist within Scotia Airways.Maslow’s Hierarchy of Needs Theory: Human needs can be classified into 5 levels, which can be portrayed in the shape of pyramid. In different stage of life, people will show their different urges to different levels of needs. Normally speaking, the main power of motivation usually comes from the most imperious needs level at present.It includes basic or physiological needs, safely and security needs, social needs, self-esteem needs, self-fulfilment needs. Basic or physiological needs is water sleep sex etc.Safely and security needs is security of body, of employment,of property,etc.Social needs is friendship, family.Self-esteem needs is self-esteem confidence,etc.Self-fulfilment needs is creativity, morality,etc.The high level is Self-fulfilment.Middle level are social needs self-esteem. Lower level are basic or physiological and Safely and security needs.The thing that can motivate staffs is the thing that they want to get. In this case when the investors first decided to set up Scotia Airways, they had a clear idea thatbusiness travel was a growth area. They set about appointing a management teamwhose experience and expertise was firmly grounded in the budget aviation market,it offer more chance about job and meet security of employment due to Future opportunities seem likely as the EU and UK govern ment relaxtheir control over the licensing of airline provision. Scotia Airways has been able to retain themanagement team that werebrought to the business in 1996. The vast majority of staff have also remained. It is the security of the employment and of friendship.The targets for scale of provision, passenger volum e and marketshare are determined by senior managers, and middle and juni or managers and employeesthen populate the details into the plan. It is benefit for staff acquire the satisfaction of achieve. So based on the above, Scotia Airways meet lower level needs and middle level needs, but don’t meet higher level needs.Vroom’s Expectancy Theory : It states that an individual tends to act in a certain way, in the expectation that the act will be followed by a given outcome, and according to the attractiveness of that outcome. Vroom maintain that high levels of effort lead to high performance and high performance will lead to the attainment of reward.If the reward is desire outcomes, staff will have effort again. High motivation consist of high expectancy ,high instrumentality and high valence. But Scotia Airway don’t use this theory.The investors in Scotia Airways have set an ambitious programme forexpansion over the next 5 years to include long haul destin ations. Somemembers of the management team and many workers are concerne d that thechange in strategy will change the ethos and culture of the business.Because of this expansion plan as outcome is not positive for the individual, not a personal desire and does not reflect the above relations hip, so staffs’ views are not uniform.2Given the range and complexity of challenges faced by the management of Scotia Airways, summarise methods that could be implement to improve job performance and justify how each provides added value to the organization. In this case, The investors in Scotia Airways have set an ambitious progra mme forexpansion over the next 5 years to include long haul destin ations. Somemembers of the management team and many workers are concerne d that thechange in strategy will change the ethos and culture of the business.They meet the resistance of expansion and revolution.Other problem is coordination between branches.So the following manner can solve these problem.Team-working:The interdependency relationship that exits in a org that will facilitate improved performance, especially in service industry.Team-working in favor of the outbreak of the potential to help the company's development.Empowerment:Authorizing staff to make decisions on such as resource allocation, operating problem solving and during customer interaction will improve the efficiency and quality of working.Advisable authorization in favor of self-management subsidiaries and reduce force of higher manager.Training: Every employee should have appropriate training before or during working. This is much more important when an org is newly developed or in the process of expansion.When the expansion of revolution, trainingstaff to unify their thinking.Target-setting: A series of determined SMART targets to motivate and control employees.Setting objective.The objective should be SMART-specific,measurable,attainable,realisitic,time-specific. It is good for unity.Endeavoring the same objective is conducive development of company.3Explain why the introduction of teamworking is fundamental to the achievement of the goals of Scotia Airways and identify the main costs and benefits they may encounter as result.The main value of team is their ability to assemble and empower employees to coordinate together, and use their talents to improve the organization. In teamworking, organisation will be clearly structured, and more fully participating in decisions and planning how work will be performed. It also benefits the employee's motivation and job satisfaction.Teamworking always can improve coordination/communication, staff development, conflict management quality and productivity.This is a virtuous cycle. For example, Members cooperate with each other in the team,and it improves coordination/communication ,because better coordination/communication can get better efficiency, it can improve quality and efficiency. Good coordination also is good for improving staff development. When staffs achieve goals, they will happy together. It helps to reduce conflict management.T he last result is that company’s productivity get improvement largely.But, team also takes some problem.Teamwork may have an unintended effect of fermenting hostility toward the managerial goal of making the teams fully self-managing. The conflictsbetween individual and team objectives.For example,Some membersof the managementteam and many workers are concerned that thechange in strategy will change theethos and culture of the business.Teamworking is not an one-day work, it will cost a long period of training.When company expand, it must adopt more team. But a good team must been trained ,it has to lots of spending.Supervision should be applied in every stage of team process.In this case, a lot of things are decided by only Rosa.Because some t eam process don’t apply, it isn’t good to authorize.At another aspect,it increase management’s cost.4Identify three factors that could impact upon team cohesion and performance within Scotia Airways and assess their potential impact.These can improve cohesion selection of appropriate supervisor, team size, trust and effective delegationSelection of appropriate supervisor: A successful always have wise leader. The wise leader can release the potential power of team at the most. In this case, Rosa Dallevic is in overall charge, assisted by her long-term colleague, Azim Ish tiaq. She has alsoemployed the same personal assistant, Katrin Wright, since she joined Scotiaand this has helped promote consistency and continuity. Theyare sensible leader.Rose also a strong and decisive manager. Though they don’t create some value directly, staffs have enough enthusiasm and motivation due to appropriate supervisor.Team size: The size is the smaller the better normally. In this case Scotia Airways has been an increase in staffing levels, anincrease in budgets and an increase in capital investment. It currently employs executives andmanagers in marketing, finance, HR and flight operations with operational and administrative staff within each department. To expand the size appropriately is benefit to allow company adapt the trendin the future when company expands. Team always consist of simple people.In team they can release their ability better. If team size is excessive ,it will take force in finance and also isn’t good to management.In this article, Scotia Airways don’t have the performanceof team. They can make improvements in this aspect.Trust: Trust is good for improve team cohesion and performance. If a team discredit each other ,it will disband quickly. In this case, A culture of trust has been emphasised and developed by both the management and workersand this has servedto enhance the effectiveness, efficiency and overall performance of the business. It will boost Scotia Airways ‘s staffs’ enthusiasm when trust has been a culture in company.Effective delegation:It helps higher managers better administrate company.If higher managers deal with all things, he will be tired and have more error-prone. Therefore, it is important to delegate effectively. Inthis case,The targets for scale of provision, passenger volume and m arket shareare determined by senior managers, and middle and junior man agers and employeesthen populate the details into the plan. It promotes efficiency.As far as I’m considered these strategies can improve cohesiveness and performance,learning from mistakes and listening to others.Learning from mistakes can shortcoming and avoid the same mistakes in the future. Listening to others can get information that we don’t h ave, sometime ,we get inspiration from the words of others.(注:专业文档是经验性极强的领域,无法思考和涵盖全面,素材和资料部分来自网络,供参考。
人力资源二级技术总结
人力资源二级技术总结人力资源是指对组织中的人力资源进行管理并有效利用的一项重要职能。
在现代企业中,人力资源管理具有重要的地位和作用,能够为企业提供持续的竞争优势。
作为人力资源管理的从业者,我们需要掌握一定的技术和工具来更好地完成自己的工作。
下面将从人力资源二级技术方面进行总结。
首先,人力资源二级技术要求从业者具备一定的管理能力。
人力资源管理涉及到组织中的各个方面,需要我们对企业的运作有一定的了解和掌握,才能更好地为企业提供支持和服务。
例如,我们需要了解组织的战略目标和运作方式,以便根据企业的实际需求制定并实施相应的人力资源管理方案。
其次,人力资源二级技术要求从业者具备一定的沟通能力。
作为人力资源管理者,我们需要与组织内外的各个利益相关方进行有效的沟通和合作。
这需要我们具备良好的口头和书面表达能力,能够清晰地传递信息和意图。
同时,还需要具备谈判和协调能力,以解决不同利益相关方之间的冲突和分歧。
第三,人力资源二级技术要求从业者具备一定的人际关系管理能力。
在组织中,人际关系是非常重要的,它直接影响到组织的和谐度和效率。
人力资源管理者需要善于处理同事之间的关系,并能够有效地解决人际关系问题。
此外,人力资源管理者还需要具备一定的领导能力,能够激励和带领员工实现组织的目标。
第四,人力资源二级技术要求从业者具备一定的数据分析能力。
在现代企业中,数据是非常重要的,它可以为企业的决策提供准确和可靠的依据。
人力资源管理者需要掌握一定的数据分析技术,能够对企业内部的各个人力资源指标进行分析和评估,以便更好地制定人力资源管理策略和计划。
最后,人力资源二级技术要求从业者具备一定的法律法规和政策法规方面的知识。
在人力资源管理工作中,涉及到很多法律法规和政策法规的应用。
人力资源管理者需要了解并遵守相关的法律法规和政策法规,以保证企业的合法合规运营。
综上所述,人力资源二级技术要求从业者具备一定的管理能力、沟通能力、人际关系管理能力、数据分析能力和法律法规和政策法规方面的知识。
HND大二人力组织管理MPO人力报告Outcome3参考
Contents1.0 Assess the main features of managerial work and explain the main roles and activities of managers within the organization (2)2.0 Identify two ways that organizations can measure managerial performance. State how each measure can be utilized to assess managerial performance. (2)2.1 employee motivation and morale (2)2.2 employee satisfaction (3)3.0 identify and explain an appropriate behavioral theory of leadership and highlight its application in the organization (3)3.1 initiating structure (3)3.2 Consideration (concern for people) (4)4.0 identify and explain a contingency or transformational theory of leadership and highlight its application in the organization (4)4.1 Leadership styles (4)4.2 Maturity levels (4)Question 5 for the organization, explain how theories of leadership can be used to improve the way in which a manager leads the staff (5)5.1 A leader’s functions for achieving the task (5)5.2 A leader’s functions for building and maintaining (5)5.3 A leader’s functions for developing individuals (5)Reference ........................................................................................................... 错误!未定义书签。
HND人力资源管理outcome2
HND人力资源管理outcome2————————————————————————————————作者:————————————————————————————————日期:Individual ReportF84T 34 Managing People and OrganisationsOutcome 2NAME:SCN:CLASS:Contents Introduction (5)Section1: Content and Process Theory within Application (5)Section 2: Methods improving job performance (6)Section 3a: Importance of Teamwork (7)Section 3b: Three factors affecting team cohesiveness and performance.. 7 Conclusion (8)Reference (8)IntroductionThree points in this report. Using the Maslow’s theory analysis the Shangri-la hotel in the case. The benefits of expectancy theory. Combining with case write five ways to improve performance. The content of the final includes Belbin-team roles and contribution and three factors influencing of team cohesion. The following is the main content of the paper.Section1: Content and Process Theory within ApplicationMaslow’s theory:Maslow’s theory is put forward by Maslow in the mid-1950s. Maslow describes the human needs into the same pyramid from low to high level be divided into five kinds. The Shangri-La Hotel’s kitchen staff are analyzes and bases on an analysis of Maslow’s theory.Basic and physiological needs: The kitchen staff have physiological needs. So the Shangri-La Hotel mast offers kitchen staff food and shelter. The Shangri-La Hotel promises kitchen staff the satisfaction of physiological needs. Kitchen staff will definitely work hard.Safety and security needs:The kitchen staff have safety and security needs. The Shangri-La Hotel must provide insurance for kitchen staff personal safety. Shangri-La links with insurance companies and insurance companies provide kitchen staff insurance.Social needs:Kitchen staff maintains kitchen’s regular operation. Kit chen staff are important part in kitchen. Kitchen staff hard work in the kitchen, has is able to realize self-value.Ego needs: Craig is a sous chef but he does not respect the views of his employees. Craig is not to given the ego of kitchen staff. Kitchen staff want respect, so Craig mast given ego of kitchen staff and kitchen staff mast self-respect.Self-fulfilment needs:Kitchen staff has their purpose and intents. Kitchen staff realizes their value in the work and make their progress in the work. Kitchen staff works hard and become a chef.ConclusionMaslow’s hierarchy has diversification. People at different times have different needs. Maslow proposed that all humans seek to fulfill a hierarchy of needs. His hierarchy be represented with a pyramid by him. The potential has kitchen staff’s need and people have potential demand. Maslow’s hierarchy has variability. People have different demand in different environments.Expectancy theoryExpectancy theory is put forward by Vroom. Expectancy theory that motivation is heightened when behaviors are highly instrumental in achieving desires outcomes. Instrumentality includes the Shangri-La hotel Managers wants have reward system and rewards can include a promotion and a rise. The reward system mast befit the employees’ expectations. Manager’s valences for rewards weather or not employees be attracted by reward and reward positive or negative impact on employee.ConclusionThe discretion of the expected value is embodied by self-interest. Manager’s Rewards Sy stem attracts employs but rewards system depends on human’s subjectivity and experience.Section 2: Methods improving job performanceThere are so many ways to improve job performance such as job design, quality of working life, the nature of supervision, use of technology, the meaningfulness of work, job rotation and improving job performance of team members, autonomy and reward. Select five points combines with casesJob design: Chef’s personal methods influence hotel management.Craig prevents waiting staff deal with the problem that affect efficiency. Redistribution of power from Craig’s power to managers. So Shangri-La Hotel improves the processing efficiency that conducive hotel developmentReward:Shangri-La Hotel sets up a bonus system. Rewards can improve staff motivation. Alisa rewards hotel staff who studies in local collage. Hotel staff studies in collage can improve their service quality that for the hotel development. Alisa can finding the most successful people and promoting them out and take them become manages.Job rotation: Shangri-La hotel need training programs, such as rotations. Alisa can get managers working on every area of the site in hotel, so they know different working environment and they have a variety of work experience. Job rotation can help managers eliminates the monotony of work.Use of technology: Use of technology in the Shangri-La hotel’s kitchen. Upgrade the production line and reduced operating costs. Use of technology in the kitchen can improves the production efficiency.Autonomy: Sous chef has a new menu but Craig do not agree to use the new menu to cook. Sous chef has his power so sous can talk about the benefits of the new menu with Craig and introduces a new menu in order to better meet customer’s demands.Section 3a: Importance of TeamworkA team must have a common purpose or goal. The team cooperation can increase batter to satisfying objectives. Team increase enterprise competitiveness. The team cooperation van improving productivity and enhances service quality and innovative. The team cooperation can increases motivation and commitment.Belbin-team roles and contribution:Belbin thinks not prefer individual, only has the perfect team. Belbin-team’s content in cludes Monitor Evaluator, Team worker, Completer Finisher, Specialist, Implementer, Co-ordinator, Shaper, Plant, Resource Investigator.Tuckman-stage of team: Tuckman put the team growth into four stage. Four stage includes forming, storming, norming, performing and performing stages.Section 3b: Three factors affecting team cohesiveness and performanceTeam cohesiveness is very important to a team. Team cohesiveness is essential can plays an important role in digging out its potential and keeping the team exist. A cohesive team is an eligible team.Three factors, which effect the team cohesion and performance in the kitchen of hotel case.Size of team:Case of no team in the kitchen.Craig is in the kitchen range to set up asmall team. Small team effort w ould be a much more efficient approach. The Craig’s team include the delegates of work in the kitchen. Craig’s team discuss the problems about kitchen related that can make up for many of the problems before, such as lack of consultation, poor communication and lack of participation.Lack of communication: Craig is a personal totalitarian people due to he is lack of communication with his staff in the kitchen. Leading to the lack of cohesive force in the kitchen. Strengthen the communication between managers and employees that can improve team cohesion.Team members are positive and motivated: In the kitchen, the manager mast has the intense affinity and builds a consummation system. Managers build a good atmosphere, encourages various staffs positively upward. Positive the kitchen staff, unity and stability that conducive to team development.ConclusionTeam cohesion not only can increase the efficiency but also can enhance friendship among colleagues. Managers uses Maslow’s theory and Expectancy theory to managing employees. Team cohesion makes group with high cohesiveness, closely condensed g roup numbers, strive for group’s goal together. The last hope hotel has a long development.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。
HND人力资源与管理报告outcome2
2.1According to the Motivation-Hygiene Theory of Frederick Herzberg, people are influenced by two factors, one is hygiene factors which is also means failure preventer, and another is motivation factors which is some kind success builder. Satisfaction and psychological growth are a result factor of motivation factors. Dissatisfaction was a result of hygiene factors. And the Motivation-Hygiene Theory is trying to prove that the attitude individuals have towards their job is decided the success or not of the task in significant measure. Hygiene factors are needed to ensure that an employee does not become dissatisfied. They do not cause higher levels of motivation, but without them there is dissatisfaction. Due to the expansion plan of Scotia Airways, many staff have a concern about the change this company may face. But if without the help of all of the members in the business, this plan is not going to be successful, so it is essential for the managers of Scotia Airways to do something like raise their wages or improve the working condition to pacify the emotion of staffs. Holiday and medical care is also can become somehow the motivator factors to workers. Motivation factors are needed in order to motivate an employee into higher performance. These factors result from internal generators in employees. In order to encourage the talented worker, the managers of the business should give them some promotion as a reward or show them the opportunities of advancement. It will give the workers sense of personal achievement and work harder to get more praise.Process theories of motivation provide an opportunity to understand thought processes that influence behaviour. Equity Theory considered that a individual is whether motivated or not is not only decided by what they have got, but also by what they have got is fair enough to anyone else or not. So the distribution rationally is important for stimulating job motivation' factors of individuals in an organization. Someone will compared to other colleagues that the ratio of input, like time, effort and ability, and output, like salary, praise and achievement, and when it is equal, they will feel justice. And Scotia Airways wil never stop to recruit new staff, whenever there is someone who has get into this company with an unfair way, the originalmembers in Scotia Airways will feel uncomfortable and thinking that their effort is not worth. This is going to be a disaster for Scotia Airways cause their origin member will not being hard-working in that unfair condition.2.2As management of Scotia Airways, there faced many challenges. According to the case, we got that the Scotia Airways plans to expand its market, and set an ambitious programme for expansion over the five years. When face of more and more worker,the management should give the right of manege,the low level management. Let the staff can manage themself when they face some low level problem. That will be improve the efficiency and communication with the client.And if the management want to control the organization, the management must pay attention to teamwork,the team cohesion. It is also can improve the staff performance and improve the Scotia Airways performance. For example ,AC Milan foot club. In 2007,the team has no one can be called superstar,and the average age of the team is much than another them in Europe . But the team also become the Champion of the UEFA Champions League. Why? It is due to the teamwork and the team cohesion. In 2007,the captain is Maldini, a people who can unite the team members. So AC Milan can play a better level in the game,and won the championship in the final.Then,There have three common sides in organization—job enlargement, job rotation and job enrichment. Job rotation means employees could change his/her jobs and do various jobs after a period time. It makes employees feel fresh about many jobs that can last their motivation. And the job enrichment means employees have opportunities to use his/her abilities with different jobs, which retained fresh feel about a job, and make them have higher motivation. These can make employees in Scotia Airways interested in their work. But all of these have a premise that is we should found their characteristics and training them. Staffs levels is the most important part of a expansion organization, only employees with high quality can adapt various jobs, and ensuring they use their empowerment right. It also stimulates employees’ motivation to work harder. The final, the management of Scotia Airways should divided goals tomany smart objectives. It makes goals to be more clear and acceptable which is completed convenient. In a word, these methods can make employees develop all abilities to work, maximum the benefits within Scotia Airways, and promote the expansion of it.2.3At first. The Scotia Airways Only hired 80 employees. Because of expansion, the management decide to expand the size of the department. So the management should use team working to manage their worker, to improve the performance.The main value of team is their ability to assemble and empower employees to coordinate together, and use their talents to improve the organization. It also benefits the employee's motivation and job satisfaction. Teamxork can improve quality and flexibility, coordination /communication, satisfaction, productivity, development and solve the problem.In the Scotia Airway,the management team within Scotia have worked meticulously in planning and evaluating their services to ensure that customer focus is the primary driver of business success. So, Scotia Airways have to improve their teamwork’s ability to adapt to market, which reflect the important of teamwork.However, it also has a potential faults and cost team. The team may have an unexpected effect fermentation hostility management target, make the team completely self management. Individual and team conflict between target.There is a potential "social loafing" (that is, a person's do less, team work than he/she usually do work alone). Undefined roles and responsibilities can also cause dissatisfaction. In the Scotia Airways, Its expansion over recent years certainly will need to the management of company increase its management ability. This expansion of company also bring the problem of the bloated of organization, the relationship of new staff and old staff is stiffness and team trust is reduce. The Scotia Airway must solve these potential disadvantages and cost of teamwork.2.4A successful organization always has higher team cohesive and performance, but there have many factors impact on it. Scotia Airways has been influenced by three factors—selection of appropriate supervisor, participation of decision making and SMART objectives. As a team, it must have a completed structure. It means there has senior managers, employees, and employees conclude some proposers, some executors and so on. In this case, the Scotia Airways want to employs executives and managers in marketing, finance, HR and administrative staff within each department. Rosa is in overcharge and assisted by others. When difficult decisions have had to be taken, she has always been a strong and decisive manager. She is the powerful manager, and effective to lead manager team of Scotia Airways. So selection of appropriate supervisor of a team is more significant for an organizati on’s performance. Then, another part is participation of decision. Every members of a team should participation of decision actively. In this case, the Scotia Airways is made decisions both managers and employees, which benefits promote their team cohesive. It easy to make reasonable decisions with discussion of regularly meeting.The sufficient participation of decision could make team work efficient and improve its performance. The third one is to have SMART objectives. SMART means Specific, Measurable, Attainable, Realistic and Time-bound. Specific objectives are acceptable to employees. Measurable, attainable and realistic means the objectives are appropriate of their abilities. In this case, the Scotia Airways gives valets, gourmet meals, entertainments and extra services to customers, and they plan to expand their market share the next five years and increase their tourist destinations. These objectives are following these rules, and completed these objectives is make employees’ become higher motivatio n. These three factors are effective impact on improve team cohesive and performance of Scotia Airways.Reference•Wigfield, A., Guthrie, J. T., Tonks, S., & Perencevich, K. C. (2004). Children's motivation for reading: Domain specificity and instructional influences. Journal of Educational Research, 97, 299-309.•<Managing People and Organisations> China Modern Economic Publishing House page:192•The Managing People and Organisations PPT of teacher Jianhong Wu page:232 233 388349X。
HND人力outcome 2
1A.Identify and explain one content and one process theory of motivation. Motivation theory is to point to by specific methods and management system, to maximize employ-ee's commitment to the organization and the work of the process。
motivation theory including the content and process.Content motivation theory including Maslow’s hierarchy of needs, Herzberg’s two-factor theory,ERG theory,and X-Y theory. Process motivation theory including Adams’equity theory, Vroom’s expectancy theory and Goal-setting theory.Content theoryThe content theory that I described is McGregor's Theories,it contains Theory X and Theory Y. The Theory X assumes that people dislike work and responsibility,and Theory Y assumes that physical and mental effort in work is as natural as play or rest.t heory X means the some employees dislike their work and avoid to take responsibility if possible,at the same time,because they have no passion for the their work,so their leaders will treat them by some ways such as coerced,directed,controlled,threatened with punishment to help them finish the organi-zation's goals. When something happened,they regard the security as more important rather than eve-rything else.Theory Y described the efforts about physical and mental of work are equal with resting and play-ing,employees have ambitions,they can achieve work objectives by their own directed and control rather than manager's force. In addition,they can use their imagination,creativity and wisdom to solve the problems,which play an important in group cooperating. They are willing to accept even seek out responsibility rather than avoid it.Process theoryThe content theory that I described is Goal-Setting Theory. Goal Setting Theory in 1960 by the gen-eration of rock (Edwin Locke), proposed the Goal of the Theory is that challenging is the source of motivation, so specific goals will improve performance; Difficult goals are accepted, could achieve a better performance than the easy target.American psychologist John Locke (E.A.L ocke) in 1967, the first puts forward the Theory of "Goal Setting" (Goal Setting and found), he thinks the Goal itself has incentive, target can change the people's needs for motivation, make people's behavior towards a certain direction, their behavior and the result was, as compared with the established target to adjust and amend in time, to achieve their goals.Goal setting theory is put forward, the goal is one attempt to complete the purpose of the action. Goal is the direct cause of behavior motivation, set the appropriate target can make the person produces want to achieve the goal of the achievement need, and thus has a strong incentive to people. Value and as far as possible, set up the appropriate target motivation is to stimulate the important process.Goal setting theory predicts when targets is difficult to increase a person's work performance will be improved, until you reach the peak performance, and the lack of a sense of identity to difficult target individuals and corporate performance to reduce or very poor.1B.How could each of these theories be applied to situations within Shan-gri_la Hotels?theory XIn this case,Craig is this theory's performer,because when his stuff offered suggestions on how to deal with problems,Craig always rejected them and said: This is my kitchen,we run it my way. Which represent he want to control his employees.Theory YIn this case,Antonio behaviours are obvious. First,Antonio's group can provide the perfect standard quality services,as well as high tacit understanding,both of them are benefit to satisfied the business customers' needs and improve the service efficiency. And then,when Alisa was out of restaurant,An-tonio always helped her to manage the restaurant well. Considering personal ability,Antonio acquired a wealth of knowledge in the restaurant industry. All of them reflecting his self control and self di-rected,as wall as his wisdom, the contributions of team cooperation.Goal-Setting TheoryCraig also aimed to ensure that all customers would be attended to within five minutes of being seated, Craig have much pressure from restaurant. The aim of Craig is every hard,but Craig still insist his aim to manage restaurant.2.Highlight methods which management could use to improve job perfor-mance and explain the suitability of each.There are three approaches to improve job performance:job enrichment, Financial incentives and consultation.The first method that I described is job enrichment. It means the manager should use different ways to enrich work,as well as improve the quality of work. In this case, Antonio's group have a regular meeting every week. During the meetings,they make research together about how to improve the business customers restaurant experience. Antonio always invited his group members to give advices. So with the perfect group cooperation,so he always receive customers feedback and praise. Which are beneficial to promote the company's development as well as encourage the employees have more passion for their work.The second method that I describes is financial incentives.It means the manager should pay more money for staff to encourage staff.In case,Ailsa had close links with the local college who ran hospi-tality courses, and would often take on learners who were studying there as part-time staff. On com-pleting their studies, many of these learners opted to take up full-time employment with the hotel, at which time Ailsa would increase their salary.The last way to improve job performance is consultation. It means the manager should communicate with employees regularly,such as deliberate and negotiate. In this case, Craig always reject with his employees to talk about customers problems,he also proclaim"this is my kitchen,we run it my way." So his employees will feel jealous and get no sense of belonging. Different people have different views,but all of them can not be allowed to express. So between the stuff will not cooperate from each other,they will finished their work passively. Which will reduce the work efficiency.3A.Explain the importance of teamwork within Shangri-La hotels.In this world, all one's strength is small, only into the team, only struggle together with the team, you just realize personal value maximization, will you be able to achieve excellenceBelbin Team RolesTake advantage of the behavior of the individual to create a harmonious team, can greatly improve the team and individual performance. There is no perfect individual, but a perfect team. Craig is trust Saskia because they work together in London for many years. Whenever Craig leaves the hotel, he appointed Saskia to the kitchen and all the attendant distribution work. Craig also insisted that only Saskia and he didn't have the right to sign for delivery of meat and vegetables. This situation reflects in a team, each role play a very important role. Belbin Team Roles including Company worker, coor-dinator, shaper, planter, resource investigator, monitor evaluator,team worker, implementer and fin-isher.3B.Identify and analyse three factors that are affecting team cohesiveness and performance in the kitchen and impact each factor is having on the team. Three factors to influence team cohesion and team performanceThe first factor is lack of consultation. In this case,the kitchen staff salary is high, but the atmosphere of the kitchen is often very nervous. Everyone feel pressure have great influence on team cooperation, This atmosphere unable to improve the work efficiency.The second factor is poor communication. In this case,Craig rejected to receive other employees' suggestion,at the same time,both of Ailsa and Craig have their own opinions about materials receptionproblems,but they have been not reach the agreement. Which effected the emotion cohesiveness. The last factor that I described is lack of clarity of roles. In this case, Ailsa always think she is the restaurant manager and complained why Craig always signed the row materials. Her thoughts re-flected she does not have clarity of roles. Which are bad for task cohesiveness forming.。
人力资源2级课本总结
第一章人力资源2级课本总结第二章招聘与配置第二章招聘与配置1、员工素养测评的基本原理、类型、原则:原理:个体差异原理、工作差异原理、人岗匹配原理(包含:工作要求与员工素养相匹配、工作报酬与员工奉献相匹配、员工与员工之间相匹配、岗位与岗位之间相匹配)。
类型:选拔性测评、开发性测评、诊断性测评、考核性测评。
原则:客观测评与主管测评相结合、定性测评与定量测评相结合、静态测评与动态测评相结合、素养测评与绩效测评相结合、分项测评与综合测评相结合。
2、员工素养测评量化的要紧形式:一次量化与二次量化、类别量化与模糊量化、顺序量化/等距量化与比例量化、当量量化(权重)。
3、素养测评标准体系:1)要素:标准、标度与标记;2)构成:横向与纵向结构;3)类型:效标参照性标准体系、常模参照性指标体系。
4、知识测评的方法:认知目标由低到高分为6个层次,依次为:知识、懂得、应用、分析、综合、评价。
5、能力测评的方法:通常能力测评、特殊能力测评、制造力测评、学习能力测评6、素养测评的准备、实施、调整、分析:准备阶段:收集必要的资料、组织强有力的测评小组、测评方案的制定、选择合理的测评方法(通常使用4个指标:即效度、公平程度、有用性与成本)。
实施阶段:测评前的动员、测评时间与环境的选择、测评操作程序。
测评结果调整阶段:1)引起测评结果误差的原因:测评的指标体系与参照标准不够明确、晕轮效应、近因误差、感情效应、测评人员训练不足;2)测评结果处理的常用分析方法:集中趋势分析(常用的有算术平均数与中位数)、离散趋势分析、有关分析、因素分析;3)测评数据处理。
综合分析测评结果阶段:1)测评结果的描述:分为数字与文字描述;2)员工分类标准有2种:调查分类标准与数学分类标准3)测评结果分析方法3种:A、要素分析法B、综合分析法C、曲线分析法7、面试的类型与基本程序:类型:1)根据面试的标准化程度,可分为结构化面试、非结构化面试、半结构化面试。
HND人力资源管理
In dividual ReportF84T 34 Managing People and Orga ni sati onsOutcome 4NAME:SCN:CLASS:ContentsIntroduction . .................................................... 错误! 未定义书签。
Section 1:The Structure at Present in Shangri-la Hotel .............................. 错误! 未定义书签。
Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel 错误! 未定义书签。
Section 3:The Influence of Task, Technology, and Size on the New Structure 错误! 未定义书签。
Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure 错误! 未定义书签。
Section 5: Authority, Responsibility and Delegation within the New Structure 错误!未定义书签。
Conclusion .................................................. 错误! 未定义书签。
Reference ................................................... 错误! 未定义书签。
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 managementof the hotel. Hybrid managementstructure is used. Craig used the centralized and line approach to managethe 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 meanstop 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 meansthat 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 managingprocess, 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 thewaiters 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 meansthat 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: thekitchen cook, the purchasing staff and the waiters. They did differenttasks and made differe nt products or service to customers. So it was a products or service approach.Secti on 2:An Appropriate Form of Re-Structurefor Sha ngri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and thesupplier. It is called a Shamrock management structure. Thedepartme ntalizati on approach could also be used.Product departmentalization: it means that the entire organization is divided into differe nt departme nts accordi ng to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, recepti on, kitche n staff and wait ing staff. There would be additional two types after the merger. Onewas is farm , the other is Gordo n ' s restaura nt.Shamrockstructure: It especially refers to the three-part or three levelsof an organizational structure. In the shamrock organization there are three differe ntgroups of people: basic man agers, employees as the core part, the exter nal co- workers and the part-time workers as a form of suppleme nt.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 meansthat 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 notjust 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 mademarketing 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 G ordon'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 somepeople 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 managethe hotel. However, Craig hardly delegated any right to others. As a result, it caused someproblems 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 managementstructures, 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
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroductionThe 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 ofinformation 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 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. AilsaTask: it means that the nature and size of the task will influence shaping the organization. Fornature 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 technologyis 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. Theyall 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 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.。
人力资源二级证书
人力资源二级证书人力资源是社会发展的基础,是全球经济增长的支柱,也是企业成功的关键因素之一。
人力资源证书是由专业机构颁布的,旨在确认一个人的人力资源知识和技能,证明其拥有一定的职业水平,为考证者的求职和职业发展提供了重要的依据。
人力资源二级证书(HR Level 2 Certificate)是全球最受认可的人力资源职业资格认证,其认证涉及软件、人力资源管理、招聘、行政、客户服务等多个方面。
这一证书为考证者提供了更大的潜力,只要考证者熟悉HR专业知识,并通过认证考试,就可以获得该证书。
获得HR Level 2 Certificate的考证者,可以获得以下优势:第一,可以获得全球最权威的人力资源职业资格认证,这将为考证者提供更多的机会;第二,获得认证后即可获得软件、人力资源管理、招聘、行政、客户服务等多方面的实践经验,有助于考证者取得更高的职业水平;第三,获得认证后可以更好地证明考证者的能力,增加工作的竞争力。
虽然获得HR Level 2 Certificate的考证者可以获得上述三大优势,但也需要付出较大的努力。
一般来说,考证者要具备以下条件:一是要熟悉HR专业知识,特别是在软件、人力资源管理、招聘、行政、客户服务等方面;二是要能够熟练运用计算机软件,掌握必要的人力资源软件;三是要有团队合作的精神,能够在多种复杂环境中以团队的方式工作。
为了获得HR Level 2 Certificate,考证者还需要参加专业的考试,考试主要包括文字考试(essay)和多项选择考试(Multiple Choice)。
文字考试以HR专业理论为主,考生要针对特定的HR问题,用清楚结构的语言及充足的理论资料,提出合理的解决方案;多项选择考试则主要考察考生在HR专业知识和技能方面的运用。
总之,获得HR Level 2 Certificate是一件非常有意义的事情,可以为考证者提供更多的机会,更好地证明能力,增加工作的竞争力,为考证者的求职和职业发展提供重要的依据。
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1Explain the validity of one process and more content theory of motivation and assess their applicability to scenarios that exist within Scotia Airways.Maslow’s Hierarchy of Needs Theory:Human needs can be classified into 5 levels, which can be portrayed in the shape of pyramid. In different stage of life, people will show their different urges to different levels of needs. Normally speaking, the main power of motivation usually comes from the most imperious needs level at present.It includes basic or physiological needs, safely and security needs, social needs, self-esteem needs, self-fulfilment needs. Basic or physiological needs is water sleep sex etc.Safely and security needs is security of body, of employment,of property,etc.Social needs is friendship, family.Self-esteem needs is self-esteem confidence,etc.Self-fulfilment needs is creativity, morality,etc.The high level is Self-fulfilment.Middle level are social needs self-esteem. Lower level are basic or physiological and Safely and security needs.The thing that can motivate staffs is the thing that they want to get. In this case when the investors first decided to set up Scotia Airways, they had a clear idea that business travel was a growth area. They set about appointing a management team whose experience and expertise was firmly grounded in the budget aviation market,it offer more chance about job and meet security of employment due to Future opportunities seem likely as the EU and UK government relaxtheir control over the licensing of airline provision. Scotia Airways has been able to re tain themanagement team that werebrought to the business in 1996. The vast majority of staff have also remained. It is the security of the employment and of friendship.The targets for scale of provision, passenger volume and marketshare are determined by senior managers, and middle and junior managers and employeesthen populate the details into the plan. It is benefit for staff acquire the satisfaction of achieve. So based on the above, Scotia Airways meet lower level needs and middlelevel needs, but don’t meet higher level needs.Vroom’s Expectancy Theory : It states that an individual tends to act in a certain way, in the expectation that the act will be followed by a given outcome, and according to the attractiveness of that outcome. Vroom maintain that high levels of effort lead to high performance and high performance will lead to the attainment of reward.If the reward is desire outcomes, staff will have effort again. High motivation consist of high expectancy ,high instrumentality and high valence. But Scotia Airway don’t use this theory.The investors in Scotia Airways have set an ambitious programme for expansion over the next 5 years to include long haul destinations. Somemembers of the management team and many workers are concerned that thechange in strategy will change the ethos and culture of the business.Because of this expansion plan as outcome is not positive for the individual, not a personal desire and does not reflect the above relationsh ip, so staffs’ views are not uniform.2Given the range and complexity of challenges faced by the management of Scotia Airways, summarise methods that could be implement to improve job performance and justify how each provides added value to the organization.In this case, The investors in Scotia Airways have set an ambitious programme for expansion over the next 5 years to include long haul destinations. Somemembers of the management team and many workers are concerned that thechange in strategy will change the ethos and culture of the business.They meet the resistance of expansion and revolution.Other problem is coordination between branches.So the following manner can solve these problem.Team-working:The interdependency relationship that exits in a org that will facilitate improved performance, especially in service industry.Team-working in favor of the outbreak of the potential to help the company's development.Empowerment:Authorizing staff to make decisions on such as resource allocation, operating problem solving and during customer interaction will improve the efficiency and quality of working.Advisable authorization in favor of self-management subsidiaries and reduce force of higher manager.Training:Every employee should have appropriate training before or during working. This is much more important when an org is newly developed or in the process of expansion.When the expansion of revolution, training staff to unify their thinking.Target-setting:A series of determined SMART targets to motivate andcontrol employees.Setting objective.The objective should be SMART-specific,measurable,attainable,realisitic,time-specific. It is good for unity.Endeavoring the same objective is conducive development of company.3Explain why the introduction of teamworking is fundamental to the achievement of the goals of Scotia Airways and identify the main costs and benefits they may encounter as result.The main value of team is their ability to assemble and empower employees to coordinate together, and use their talents to improve the organization. In teamworking, organisation will be clearly structured, and more fully participating in decisions and planning how work will be performed. It also benefits the employee's motivation and job satisfaction.Teamworking always can improve coordination/communication, staff development, conflict management quality and productivity.This is a virtuous cycle. For example, Members cooperate with each other in the team,and it improves coordination/communication ,because better coordination/communication can get better efficiency, it can improve quality andefficiency. Good coordination also is good for improving staff development. When staffs achieve goals, they will happy together. It helps to reduce conflict management.The last result is that company’s productivity get improvement largely.But, team also takes some problem.Teamwork may have an unintended effect of fermenting hostility toward the managerial goal of making the teams fully self-managing. The conflicts between individual and team objectives.For example,Some members of the management team and many workers are concerned that the change in strategy will change the ethos and culture of the business.Teamworking is not an one-day work, it will cost a long period of training.When company expand, it must adopt more team. But a good team must been trained ,it has to lots of spending.Supervision should be applied in every stage of team process.In this case, a lot of things are decided by only Rosa.Because some team process don’t apply, it isn’t good to authorize.At another aspect,it increase management’s cost.4Identify three factors that could impact upon team cohesion and performance within Scotia Airways and assess their potential impact.These can improve cohesion selection of appropriate supervisor, team size, trust and effective delegationSelection of appropriate supervisor: A successful always have wise leader. The wise leader can release the potential power of team at the most. In this case, Rosa Dallevic is in overall charge, assisted by her long-term colleague, Azim Ishtiaq. She has alsoemployed the same personal assistant, Katrin Wright, since she joined Scotiaand this has helped promote consistency and continuity. They are sensible leader. Rose also a strong and decisive manager. Though they don’t create some value directly, staffs have enough enthusiasm and motivation due to appropriate supervisor.Team size: The size is the smaller the better normally. In this case Scotia Airways has been an increase in staffing levels, anincrease in budgets and an increase in capital investment. It currently employs executi ves and managers in marketing, finance, HR and flight operations with operational and administrative staff within each department. To expand the size appropriately is benefit to allow company adapt the trend in the future when company expands. Team always consist of simple people.In team they can release their ability better. I f team size is excessive ,it will take force in finance and also isn’t good to management.In this article, Scotia Airways don’t have the performance of team. They can make improvements in this aspect.Trust: Trust is good for improve team cohesion and performance. If a team discredit each other ,it will disband quickly. In this case, A culture of trust has been emphasised and developed by both the management and workers and this has served to enhance the effectiveness, efficiency and overall performance of the business. It will boost Scotia Airways ‘s staffs’ enthusiasm when trust has been a culture in company.Effective delegation:It helps higher managers better administrate company.If higher managers deal with all things, he will be tired and have more error-prone. Therefore, it is important to delegate effectively. In this case, The targets for scale of provision, passenger volume and market shareare determined by senior managers, and middle and junior managers and employeesthen populate the details into the plan. It promotes efficiency.As far as I’m considered these strategies can improve cohesiveness and performance, learning from mistakes and listening to others.Learning from mistakes can shortcoming and avoid the same mistakes in the future. Listening to others can get information that we don’t have, sometime ,we get inspiration from the words of others.。