HND人力资源管理导论Outcome2
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outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction ...........................................................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 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 ofcontrol. As a result, the relationship between manager and subordinate will be closed, the flowof 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 aretaken 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 tocustomers. 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 Supplier-Gordo Managermanaging hotel development and made great progress finally. The second part was staff. Therenwere 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 staffsprovided service to customers and the kitchen supplied foods and drinks to customers. The thirdFarm supply: 3 staffs Craig: Kitchenpart was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Restaurant:wife, 2 RestaurantGordon opened a restaurantchefs, 4whichwaitersconsisted of his wife, twoAlisa:chefsMarketingandfour waiters. Every partin the Shamrock organization has their own expectations.Managing thehotelChambermaidsReceptionKitchen staffWaiting staff.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 complicatedas 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 strategiesand plans which focused on the city customers and business. After the merger, Ailsa mustmake 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 stuffwas increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costlyto 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 aline relationship. In the case, Craig was responsible for managing and directing the kitchenstaff 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. Forexample, 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 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,2021,Managing People and Organisations, China Modern Economic Publishing House.。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction ......................................................................................................................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 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 managementof 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. AilsaContingency 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 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.。
HND员工培训开发 outcome2
Training and Developing the Workforce: An IntroductionA6HE 34Outcome 2Assessor:HND 2010Candidate Name:ID Number:Total words: 1247Submit Date:ContentsIntroduction (3)Part 1 The national training framework (3)Part 2 The training initiatives (4)Part3 The usefulness of two of training initiatives at AG Bell (5)Part4 The implementation of the two training initiatives at AG Bell .. 6 Conclusion (7)IntroductionA G Bell Ltd is a call center service company. The company has high quality and high reputation. For every company, training is necessary and important. In order to achieve better company, this report will analyses the national training framework and the training initiatives, the most important is through the analyses to implementation the training initiatives.Part 1 The national training frameworkTraining in a National Context it is widely written that employee development should not exist in isolation but should be actively involved in supporting the organisation to achieve its business objectives.The National Training Framework is made up of information from a number of sources, both government and the network of organizations, geared towards helping organizations and individuals to develop.In Scotland, the Scottish Executive identifies key priorities for achieving business development. There are some agencies and training schemes offered nationally to support organisations.1.Scottish Enterprise / Local Enterprise CompaniesIt consist of Scottish Enterprise and 12 Local Enterprise Companies. The key theme is learning and skills, to achieve this, the networks play key roles in meeting national targets for training and are responsible for the delivery of some national training schemes. Scottish Enterprise may provide funding for local initiatives aimed at achieving the government’s national targets for education and training. Many of these initiatives might include:●Investors in people●Modern apprenticeships●National vocational qualifications2.Sector Skills CouncilsSector Skills Councils are independent, strategic UK-wide organisations. They have responsibility for skills and workforce development of all those employed in their sectors - from professional staff to tradesmen and women, administrative staff, support staff and other ancillary workers. They also cover all sizes of employer - from large firms to micro-businesses and the self employed. Each SSC is an employer-led organisation that actively involves trade unions, professional bodies and other key stakeholders. They replace a network of over 70 National Training Organisations (NTOs). Collectively the SSCs form the Skills for Business Network, which is responsible for tackling the skills and productivity needs of the UK. The Sector Skills Development Agency (SSDA) is responsible for funding, supporting and monitoring the network of Sector Skills Councils. All SSCs are licensed by the Secretary of State for Education and Skills, in consultation with Ministers in Scotland, Wales and Northern Ireland.The four key goals are: Reduce skills gaps and shortages; Improve productivity; Increase opportunities for all individuals in the workforce and Improve learning supply. For the first time, SSCs give employers direct influence on training policy. Unlike the former National Training Organisations, which were responsible only for apprenticeship training, Sector Skills Councils are looking at education and training at all levels, from apprenticeships to Masters Degrees.Part 2 The training initiativesI will choose three training initiatives to help the AG Bell company.1. Investors in peopleThe Investors in Peoples Standards sets out a level of good practice for the training and development of people to achieve business goals. It provides a national framework for improving business performance and competitiveness. Organization working towardsthe Standard must show a planned approach to setting and communicating business objectives and developing people to meet these objectives.The Investors in Peoples Standards is based on four key principles: Commitment: to invest in people to achieve business goalsPlanning: how skill, individuals and teams are to be developed to achieve these goals Action: taking action to develop and use necessary skill in well defined and continuing programme directly tied to business objectivesEvaluation: outcomes of training and development for individuals progress towards goals, the value achieved and future needs.2. Get for workGet for work is a training programme for young people who want to develop skills and equip themselves for the world of work. The scheme is designed to support young people move into a job, further training or college, by helping them focus on what they want to do, what’s the best job for them. Get Ready for Work also helps young people identify their individual needs and offer training in a number of skills.3. Modern apprenticeshipsModern Apprenticeships offer people aged over 16 the chance of paid employment linked with the opportunity to train for jobs at craft, technician and management level. They are an exciting way for people to gain skills and qualification that will help to start a career without having to study full-time, and are available now across a wide range of industries. Modern Apprentices are given the chance to develop expertise and knowledge through on-the-job assessment as well as can also gain vital skills in areas such as teamwork and problem solving.Part3 The usefulness of two of training initiatives at AG BellIn my opinion, I think Investors in People is suits for AG Bell. Because investors inpeople is a practical, flexible and easy to use framework delivering organisational improvement through people. It centers on the development of people to achieve real results and continuous improvement for any organisation. For the AG Bell, this way can helps staff know their common goal clearly, develop team spirit and increase their performance. So the taff quality highly, the company will make more profits.Get ready for work is suits for the company too. Because the expansion, it is necessary to recruit new employees. AG Bell can use this way can recruit some people who has dream and target, then train them. Let them know what they need to be and how to achieve the company’s goal. This way can make employees feel important and valuable.Part4 The implementation of the two training initiatives at AG BellImplement Investors in PeopleThere are four principles: commitment, planning, action, evaluation.First, employee must know their goals and bright future, then must have a nice plan to improve their skill and knowledge level. Next they should focus on how to achieve goals and take action. Last evaluate the efforts for future needs.Implement Go study for workGo study for work helps young people to improve their vocational and core skills, fill any knowledge gaps and boost their overall employability. The programme will work with young people for up to six months and they will be given a temporary work experience placement with a business relevant to their interests and skills. There is expert for everyone. He will chat to young people and answer any question, to suggest them what they need to and how to deal with their work problems. AG Bell can use this way to let new employees adapt workplace and improve their skills and increaseexperience before they work. Thus when they work, they will be easier and more proficiently, the company will be stronger.ConclusionThrough the analysis of AG Bell Ltd, there are some points need to improve. Because of the extension, AG Bell will recruit new employees, use some useful training initiatives, new employees can familiar with work and environment before they work, improve their specialized knowledge and skills. Thus the company will better and better, make more profits in the future.。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction ................................................................. 错误!未指定书签。
Section 1: Relationship between goals, objectives and policies错误!未指定书签。
Section 2: Differences between the formal and informal organization错误!未指定书签。
Section 3: Open System Theory ................................. 错误!未指定书签。
Section 4: Different stakeholders................................ 错误!未指定书签。
Section 5: Effective control strategy........................... 错误!未指定书签。
Conclusion .................................................................. 错误!未指定书签。
Reference .................................................................... 错误!未指定书签。
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 thecompany'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 organization Each 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。
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outcome
h n d人力资源管理o u t c o m eSANY GROUP system office room 【SANYUA16H-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 decentralizedapproach. 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 aShamrock 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 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 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.。
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 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 ofcontrol. 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 tocustomers. 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. AilsatheSection 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. Forexample, 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 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人力资源管理导论Outcome2
“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。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroductionThe purpose of the report is what to understand more fully the organization management. I learned company's departments’ worktogether 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 fiveminutes 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 Michelinaward. 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-nationalcompanies 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 receptionmanager, 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。
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.。
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。
HND人力组织管理outcome2（精简版）
HND人力组织管理outcome2HND人力组织管理outcome21. Introduction 22. Assessment . 2 2.1 Motivation and assess their applicability . 63. Conclusion .. 7 1 1. Introduction A munity teams staff and management of the munity, each member of the rational utilization of knoledge and skills to ork together, to solve the problem, so as to achieve a mon goal. The best they have mon hobbies and interests, in cooperation at the same time can be tice the result ith half the effort to plete the task. 2. Assessment 2.1 Motivation and assess their applicability a. Herzberg 2-factor theory：To-factor theory by American psychologist Herzberg developed. Hygiene Factors，It includes salary, holiday, pension rights, health, level regulation and pany policy and orking stability; For example: hen the pany in establishing Scotia Airays , they clearly kno that business travel is a lucrative potential industry, they started to appoint experienced manager team, the pany each department agree to market positioning in the aviation market; This shos the pany doing ell for regulatory levels; Scotia Airays have a very good job stability, hich is one of the key to the success of the pany, such as: Scotia Airays has had been able to retain the same management team that ere brought to the business in 1996. The vast majority of the staff has also remained ith the business as it has gron through the years. Motivators：Another is the motivators, this theory includes: praise, recognition and opportunity for personal groth; Incentive can make people produce factors of job satisfaction is closely related to the content of the factors, improving such factors ill create job satisfaction, lack of, make staff produce not satisfied”. In recent years, the pany because of the service level of ascension, meet the regulationsfor consumer demand has obtained the reputation, the idely praised by the public. For example, It 2 has developed a reputation for its strict adherence to the UK civil aviation standards, the level of service provision It offers over and above the minimum consumer travel protection schemes and its proactive role in identifying and meeting customer needs. The corporate culture of trust beteen managers and employees to build, the corporate culture ill enhance ork efficiency; improve business efficiency, affecting every employee. This culture is devoted to Executive, Rosa Dallevic set up and in the various departments to establish a great orking relationship. b. The concept of equity theory：By the American psychologistJohn Stark Adams in 1965. Causes of equity and inequity identified link ith case concluded: Scotia ill undoubtedly have a major impact upon employees and their perception of the balance beteen effort and reard must be carefully monitored to ensure a sense of fairness is felt by all employees. The management to strengthen the supervision of staff and take effective the equity of the management control, so to ensure that every employees ork and payment balance. As a manager should be aare that the staffs ork enthusiasm is not only related to personal ine and the staffs are equity remuneration distribution is more closely. 2.2 summaries methods According to Scotia Airays management, I summarized the folloing point of vie, can be implemented to improve performance and prove that provide added value for organizations. Teamork: In this team, beteen the person and persons dependence is very close, the enterprise culture to establish trust beteen managers and employees, the corporate culture ill enhance the ork efficiency, increase the benefit, affecting every employee. This culture is the Chief Executive,Rosa Dallevic, and in various departments to establish a good orking relationship, so as to form a relatively strong collective, very petitive, overes the limitations of individual is unable to plete. Collaboration is the core of there. A small group of collective by 3 plementary mutual members in each others ay, able to strict management itself, hich makes it easier to handle the problem. Authorization: authorization can be subordinate respect, but also conducive to play a subordinate ones ability and cleverness, also can reduce his orkload, improve ork efficiency; give employees a certain rights, it’s give full play to make the customer reception staff. Job rotation: it allos employees to avoid ork monotonous, boring and a series of negative feelings, appropriate to add a bit of fresh, increase color, rotation can increase the degree of understanding of the panys employees, hich ill offer certain responsibilities, play a role in encouraging. For different personalities, give different occupation planning, such as: good munication, Ill bring him assigned to the purchasing department be scanty of ords, such as personality, I ill arrange his financial department. Training: this ill directly improve the skill level of employees and their ork efficiency. Target setting: the SMART foundation for the theory is established, both to develop team ork goals or employee performance objectives must meet the above principles, the five principles are indispensable. The process of making process is its capacity increasing, the manager must and staff together in the process of making high performance goals of improving performance ability. 2.3 achievement and identify a. Why is it important to team ork, because it provides structure, it promotes motivation, it promotes co-ordination; According to the case description: Akey driver 4 of the success of Scotia Airays is the management agrees out the targets ith middle and junior managers and staff, and allos the operational planning to be determined by those managers and employees then populate the details into the plan. The pany is a structure posed of four departments: the superior managers, middle managers junior managers and ordinary employees, reasonable distribution of the ork, the efficiency is raised. According to the case: One of the main strengths of Scotia Airays has been its ability to ork successfully ithin the regulatory frameorks of the aviation industry. b. Could improve situation by positive effects on： .Improve the quality of service, according to the case: Scotia Airays offers several value added services, to the as, valets to assist the passengers in boarding the plane, gourmet meals and a range of the in - flight services and entertainment. .Improve thedecision-making，according to the case: Scotia Airays has made up of five planes deployment; the managers can make positive changes in market demand and quick response. In vie of the European Union and Britain loosened controls on aviation license terms, Scotia Airays of great opportunities in the future. Executives and mid-level and staff reached an agreement on the output target, they all agreed to let managers and employees decided on a plan of action, team ork by coordination to confirm a target as the center, improve the accuracy of the decision. . Staff development: team ork like a ne orld, a alone like a tunnel vision for a long time, according to the case: Scotia Airays currently employs executives and managers in the marketing, finance, HR and flight operations ith the operational and administrative staff ithin each department. Rosa Dallevic is in overall charge, assisted by its ehrs long - term colleague, Azim Ishtiaq. She has also employed the samepersonal assistant, Katrin Wright, since She joinedScotiaand this from from promote consistency and continuity. c.Possible costs could include: The cost of training, in order to improve the staffs production efficiency, discontent surrounding the roles and responsibilities, a team is not many people ill be satisfied ith their jobs, often can produce dispute. Conflicting personal objectives and the 5 need for supervision strengthen supervision and increase my cost. According to the case: in staffing levels in recent years, the pany increased spending on investment and capital budget, and This has include the identification of potential implications for organizational objectives, goals and policies, as ell as the essential more that that ill be required to ensure the business remains viable. Understandably, many of the orkforces are anxious about the expansion and the possible risk and uncertainty it could bring. 2.4Impact upon team cohesion and performance potential 1. Participation: participation is the core of the team cohesion, if a team participation is not enough, so the efficiency of the hole team ill drop significantly. A key driver of the success of Scotia Airays is the management agrees out the targets ith middle and junior managers and staff, and allos the operational planning to be determined by those managers and employees then populate the details into the plan.2. Communication: due to the lack of munication beteen people, beteen the departments and munication, often encounter some friction, contradiction and conflict, misunderstanding. This ill affect the efficiency of the organization, make the enterprise is difficult to form cohesion, artificial cost of internal friction increases, even led to the deaths of the enterprise. Therefore, the one of the main content of enterprise culture construction is to enhance munication. Themanagement teams ithin Scotia have orked meticulously in planning and evaluating their services to ensure that the customer focus is the primary driver of business success. The satisfaction of the interests of the stakeholders involved in Scotia Airays has then of Paramount importance to Rosa, and at times hen about decisions have had be seems, she has alays had a strong and decisive manager. 3. Team objective: The team objective is like a persons eyes, and it can allo the team to find direction, save a lot of valuable time. According to the case: Scotia Airays aspires to mark its international presence, by introducing flights to major European tourist destinations, as ell as expanding to major business centers in 6 Eastern Europe and the Middle and Far East. The airlines international flights ill only use the custom built ide bodied aircraft, and he not offer pa class travel. 3. Conclusion Through this report, I understand that as a manager, must make it clear in the object management is the people, things, objects, focal point and core of all human. And the management efficiency of the objective factors in addition to the rules and regulations, there is one very important point is the subjective factor, the managers and the superior and subordinate to have good munication. As long as e can establish good munication and relationship ith superiors and subordinates, in the ork ill gradually form the cooperation ork.。
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人力资源管理outcome
HND人力资源管理outcome————————————————————————————————作者：————————————————————————————————日期：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. Craig: KitchenRestauraFarm supply:3 staffs ChambermaidsReceptionManagerStaffSupplierAs 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 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.8。
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。
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“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, recruitmentand 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 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 letsome 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 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 advantagewith 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.。