HND 人力资源 案例 中文 翻译
HND客户服务outcome1
SQA-HND-客户服务-OUTCOME1《客户关系文化构建》英文案例中文提示Alice Hendry最近受聘成为高山酒店集团的总经理。
这是她首次受聘成为这个层次的管理者，她非常渴望能成功地做好自己的工作。
她意识到她的任务将是非常艰巨的。
但她自信：凭着从以前数次的类似经历中所获得的经验，她能迅速调动她得员工，把他们整合成一支忠于所做工作的统一团队。
酒店集团的董事会要求她提交一份报告，就她将怎样在传统的春秋淡季提升经营业绩做出详细说明。
该酒店集团有一系列的独特资源：它有150间客房，两个餐馆，两个酒吧和一个夜总会。
除此之外，它还有一个健身中心和一个游泳馆。
集团还经营有自己的运动品商店，在冬季提供滑雪用品的租售和滑雪培训课程，在夏季提供山地自行车运动设备的租售和导游。
集团还经营有高山缆车。
缆车除了冬季供滑雪者上山使用夏季供山地自行车运动者使用外，平时也向风景观光者开放。
酒店在冬夏两季的顾客通常是年轻运动爱好者。
尽管如此，Alice意识到酒店以前也尝试过吸引其他类型的顾客，尤其是在滑雪和山地自行车运动冷淡的春秋两季。
很明显，酒店以前的这种努力没有获得任何成功，虽然酒店的设备能毫无疑问的能满足更多成年顾客的需求。
Alice已经对酒店以前的这种经营失败做了一些调查，她不无担心地发现：酒店以前努力在淡季吸引更多中年顾客方面获得了一些成功，但是顾客的回头率太低，不能留住顾客。
在Alice到任第一个月末她召集了酒店集团的所有中高层管理会议。
会议讨论她对本年度淡季提高经营业绩的计划。
她建议：集团需要开展一系列拓展市场的行动来吸引更多中老年顾客；集团的员工对工作要采取更灵活的办法。
例如：有些人更喜欢比较安静的郊外散步，而不是剧烈的滑雪和山地车。
集团的健身中心为了吸引这类顾客可以相应的开展这类安静的运动项目；运动品商店可以为不具有强烈冒险精神的顾客或者在天气不好的时候提供低谷徒步团体游；Alice还觉得春季观鸟游在这里很有市场，因为她注意只要知道观察的地点，高山酒店集团所处的区域有很多罕见的夏季候鸟出现；夜总会很容易在淡季改造成舞厅，用作排排舞等健身舞活动（吸引中老年顾客），而不是仅仅局限在受年轻人喜欢的劲爆舞。
HND人力理论部分
1. Basic components of organization.Individuals carry out different roles to achieve its goals and arrangement.It’s include objectives, people and structure.（换顺序）2 Classification of goals(组织目标分类) 关键词P29Product goals:Consumer goals:Secondary goals:Operational goals:3 Objectives and polic ies两个的定义（简写）4 Internal with external environment（换词）Resources: qualified employee, job, finance equipment↓Internal environment: objective, communication, administration↓External environment: design, staff training, consumer satisfaction5 Stakeholder and reasons of stakeholders P71Employees: peoples work for organizationFanciers: lend organization moneyDirectors and managers: people lead organizationSuppliers: people provide raw materials and servicesCommunities: people affected by organization6 Strategies for controlling staffJohn Child point out four strategies, they are Personal centralize, Bureaucratic control, Output control and Cultural controlA Motivation factorsMaslow’s Hierarchy of Needs: Physiological needs, Safety and security needs, Social needs, Ego needs Self-actualizationAlderfer’s ERG theory: Existence, Relatedness, GrowthB Equity theory公平原则指的是组织的个人回报是根据个人变现决定的，这些变现有严格标准并有制度加以保证（翻译成英文）C Goal theory 定义D Improving job performance and team cohesiveness 凝聚力Team work, Participation in decision making, Autonomy,Consultation, Selection of adaptable supervisor, effective delegation, empowerment(7选4)E Team work表现优异的团队都会有下面的这样的特征：共同认知并同意团队任务，目标，技术，个人工作与团队合作的关系（翻译成英文）12 Duties and roles of managerNaylor point out some theories as follow, the responsibility of manager is include achieving objectives in a changing environment, working with and through people, working the most of available resources, balancing equity, efficiency and effectiveness13 Likert’s Management systems（Key words）Exploitive authoritative:Benevolent authoritative:Consultative:Participative:14 Measure the effectiveness of managementProductivity level, Meeting deadline, Time management, Motivation and morale15 How these indicators help to assess their performance这些理论可以考量经理们的效率，帮助他们彻底清楚他们的角色，职能，并且让他们有效地评估自己的表现并适时做出改变（翻译）16 Understanding of leadership领导力描述的是在你的控制范围内能做到的最好的状态，领导力要求我们拥有有效地沟通技巧，激励技巧和团队精神（翻译）17 John Adairs action centred approachAction centred approach 关注的是领导对于the task team, maintenance and individual needs 这项不同层次的需求的驾驭能力18 Contingency, situational and transformational approaches to leadershipsV room and Y etton’s decision quality and acceptance approach 如何帮助David更具员工参与决策的程序，将领导风格分为三类：独裁专制型，协商型和群体决策型19 Hersey and Blanchard model （key point）P211Telling: relationship behaviorSelling: task and relationship behaviorParticipating: relationship and supportDelegating: not much task or relationship20 Why leadership这里关于领导力的理论可以帮助我们理解经理的行为并有效地评估这些行为，同时提出建议进行改进（翻译）。
HND员工培训与开发案例（1）
Case studyAG Bell Ltd.A.G. Bell Ltd., is a private sector company specialising in 24/7 call centre services. Based in High T own, Scotland, the company prides itself on achieving exceptional service levels, and exploiting cutting edge technology. The company encourages a team based approach to meeting its demanding targets for response rates.When traditional manufacturing industries were at their peak, High T own experienced very little unemployment. With the downturn in traditional industry, unemployment rates reached an all time high. In addition to these high levels of unemployment, the potential workforce tends to be low skilled with higher than average representation among disadvantaged groups. AG Bell Ltd relocated to High T own five years ago attracted to the area by inward investment grants offered by the Government.AG Bell Ltd has a reputation throughout the industry for its innovative approach to HR Employing 180 staff, the flat organisation structure (see diagram below) facilitates a supportive, enabling culture, where people are valued as a key resource and developed to meet business needs. The company’s approach to its workforce is reflected in its desire to achieve the Investors in People Standard over the next year. The workforce at AG Bell Ltd is diverse and the organisation benefits from the opportunity to recruit staff from a variety of disadvantaged groups. The workforce has above average representation of Black Minority Ethnic workers, disabled workers and workers with criminal records.Due to rapid expansion, the organisation needs to expand its workforce by 40 employees. T o enable this to happen, the company will relocate to larger premises in High T own during the next two months.Assessment task instructions 1Prepare a Training Strategy for the OrganisationThis assessment is based on the case study of AG Bell Ltd.As the HR Manager of AG Bell Ltd, you have been asked to develop a Training Strategy for the next two years. The training strategy you produce is to be included in the Staff Handbook.Use the information contained in the case study to assist you. Y ou may make whatever assumptions you wish about the company provided these do not materially alter the fundamental basis of the study. Please state clearly any assumptions you do make.Y ou should produce your strategy in the form of a document, which contains the following:1. Policy StatementThis should be an overall statement of the philosophy of the organisation. This should be about 2-3 paragraphs in length (maximum), and should detail the nature of the company’s commitment to training, and the contribution that training will make to organisational success over the forthcoming 2 years.2. The Main Body of the Training Strategy(a) Identify the major issues that AG Bell Ltd will be facing in the next 2 years. Y ou should refer to at least 3 important organisational issues that have training implications.(b) Identify training needs at AG Bell Ltd and sort these requirements into the categories of organisational, group and individual level needs. Y ou should then assign time scales for meeting these needs in terms of short term (immediate), and key strategic (medium to longer term). Produce a summary table of training needs along the lines of the example provided overleaf.Y ou should also include recommendations on the allocation of resources to meet the needs you identify.3. Responsibilities for Training at AG Bell LtdState how you propose that responsibilities for training should be allocated amongst managers, team leaders, training professionals and individual employees. Referring to the organisations chart provided with the case study material, clearly identify those individuals within the company who will have responsibility for ensuring the training and development recommendations are achieved.。
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人力资源管理报告
Table of Contents1.0 Introduction 02.0 Main body (1)2.1 Current organizational structure (2)2.2 Solution Approaches (2)2.3 Factors impacted the new structure (7)2.4 Relationships in the new structure (8)2.5 The practice of authority,responsibility and delegation (9)3.0 Conclusion (10)4.0 Reference (11)1.0 IntroductionBarbour Brown Engineering Ltd is a new joint partnership,which is set by David Barbour and Neil Brown and mainly work for civil and structural engineering designs.The company consists of engineers, technicians, apprentices and an officesupervisor.The company is famous high quality design ,finishing work timeously within the quoted price.Though over the past fourteen years the company was developing continuously, a problem existed was that David who work as an administration leader cannot engage his work with Neil who was work for marketing.So that，many project was missed because of their discordance .However，there are many successful cooperation projects between BBE and John Colbert Civil Engineering Contractors,which concentrated on the development stage of projects via the design specification made by Neil. Now,there is a noticeable trend that customers require a more substantial and fast service.And John has an intention to retire,so John proposed Neil about a merger between BBE and JCCEC to increase competitiveness and make savings. After taking a panoramic view of the situation of the two companies, David and Neil agreed that it was time to re-structure.2.0 Main body2.1 Current organizational structureAn organization is a group of individuals operating together in a systematic way to achieve a set of objectives. Barbour Brown Engineering Ltd is aimed to provide high quality products and services.To make any adjustment, the current operating structure must be understand, of which BBE was running in a mechanistic system,which tends to be is more rigid in structure and was considered more appropriate to stable conditions. Compared with the mechanistic system, the organic system is a more fluid structure considered to be more appropriate to changing conditions. In addition,BBE was employed in line structure which provides routes for upwards and downwards communication and links departments to an ultimate source of authority.And flat structure refers to few or no levels of intervening management between staff and managers, in which staff are more directly involved in the decision making process, rather than closely supervised by managers. No matter line or flat structure,the goal is to provide better products and services.组织是一组个体的操作在一起以一种系统化的方式来实现一组目标。
人力资源管理hnd Outcome4 原文+翻译
Outcome 4: Assessment task 2Supplement to the case studyThe mergerDavid and Neil had their usual Friday meeting. This week the main area for discussion was the business’s need to re-structure. This issue had increased in priority when Neil explained that John Colbert Civil Engineering Contractors had approached him about a merger. John Colbert Senior was about to retire and the firm believed that continued success and growth could best be accomplished by creating a business that would cater fully for both the design and development of civil and structural engineering projects. One main reason behind this was that more and more clients wanted cost savings that could be derived from the synergy that would result from dealing with one organisation for design and development. Although both firms had reputations for high quality work, increasing competition and the need to make efficiency savings was making it more and more important that the two businesses looked to new possibilities for managing and developing. Over the past four years the two firms had worked together on a number of projects and they were about to start work on two major developments: the new leisure complex and the office block for the Scottish Executive, the latter of which was only secured as a result of the close working arrangement of the two firms. John and Neil were also aware that successful completion of this project could lead to more Scottish Executive projects.Currently John, a chartered civil engineer, employed two teams. Each team comprised a team leader, digger driver and three qualified builders. When working on large developments the two teams would work on site together, but be responsible for different aspects of the site development. For instance, in road development, one team would concentrate on road production whilst the other team concentrated on bridges or pathways, depending on the design specification.Neil agreed with John that, from a business perspective, a merger of the two companies could be beneficial in a number of ways:The merger would primarily be beneficial because the engineers would have the formal authority to manage the construction staff. At the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. A merger would help clarify this relationship.John’s firm was based out of town and, in addition to the space for his equipment, he had a large office that would cope with the additional staff from Barbour Brown. In the past, engineering consultants had always preferred to be based in town centres. This was mainly to allow clients easy access to the engineers. As a result of new technology and computer networks, design communication tended to be done through phone calls and email. It was very rarely that clients visited the offices. When meetings were essential, these tended to take place either on site or at the client’s main office. The building that housed the offices of Barbour Brown was in a prime town location that could beredeveloped. Aware of this potential, Neil was eager to give the merger his full consideration.In addition to the re-location, John also has a small, but efficient, administration team that handles reception, secretarial support, accounts and wages. Again, savings could be made by reducing the administration costs currently incurred by having two administration sections. Neil was aware that the merger, should it go ahead, would create some redundancies.Although not always keen to make major changes, David did agree that, since their business needed re-structured, the merger would provide the ideal reason for making changes to the current method of working, and the proposal to merge should go ahead.David and Neil星期五都有例会。
人力资源案例课程描述中英文版
1、课程名称：大学英语IName: College English I学时：64讲授学时Hours : 64 hrs lecture学分：4Credit：4课程简介：本课程是学生学习专业知识的基本课程。
它主要通过讲解英语的基本语法与用法，训练学生的初级英语听、说、读、写、译的综合运用能力。
本课程的目的在于初步训练学生的英语阅读能力与基本的听、说、读、写、译能力，为培养学生具有较强的阅读能力和一定的听、说、读、译能力奠定最初的语音、语法、语感的坚实基础。
课程任务精读为只要详解内容，通过对基础语法的介绍、联系，辅以初级英语听、说训练，来帮助学生打好英语学习的基础。
Brief introduction: It is a basic course to teach students the professional knowledge. By explaining the English grammar and usage of English, it trains student’s ability in listening, speaking, composing and translating of elementary English. The purpose of this subject is to nurture students’ ability in listening, speaking, reading, writing and translating, laying a solid foundation in pronounce, grammar and speech feeling for their higher abilities. Taking intensive reading as the main content, introducing basic grammar, practicing students’ listening and speaking, this subject lays a foundation for future English studies.2、课程名称：管理学Name: Management学时：51讲授学时，Hours : 51 hrs lecture，学分：3Credit：3课程简介：课程基本内容关注三方面知识的教学：管理发展的历史演变；组织管理的基本原理；以巴纳德组织内部平衡、外部平衡、动态平衡为核心依次展开的管理职能和要素。
HND人力资源管理outcome1【范本模板】
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME：uSCN：CLASS:ContentsIntroduction 0Section 1：Relationship between goals, objectives and policies (1)Section 2：Differences between the formal and informal organization.. 1Section 3：Open System Theory (1)Section 4: Different stakeholders (2)Section 5: Effective control strategy (3)Conclusion (3)Reference (3)IntroductionThe purpose of the report is what to understand more fully the organization management. I learned company’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:25713 6471 摱34197 8595 薕32495 7EEF 绯424989 619D 憝：dKGoals are long—term。
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_人力与组织管理_考试案例翻译
Section ABarbour Brown有限公司是一个工程顾问公司，由David Barbour和Neil Brown在14年前建立，位于一个大片农村地区中的主要城镇。
最初，该公司仅仅专注于国内的工程项目，例如道路和下水道的铺设，由于当时的私人房屋建设迅速发展。
80年代，Neil和David都为一家在那个城镇中有办事处的大公司（Floyd and Fleming有限公司）工作.David做过分支经理，而Neil,一个有企业家精神的年轻人，参与了结构发展的部分，之后在中东地区工作了两年。
1989年Floyd和Fleming 公司决定撤除分支办事处并集中经营他们在城市里的工作。
Neil最近从中东地区工作归来，享受了做自己老板的自由和灵活。
他和David讨论了合伙继续在那个小镇经营工程咨询服务的可能性。
David有在当地工作的经验，他意识到小镇里有足够的小型工程，来维持公司运营。
他还有足够的储蓄和资产，可以用于管理买断。
Neil同样有国外工作所得的储蓄。
有了这些资源，这两个人有足够的资本来买下当时Floyd和Fleming公司的办公室。
他们制订了一项经营计划来保证额外用于买断的资金。
用来支持这项创业的筹资，从银行贷款和苏格兰发展机构的拨款中获得。
以五年内不得在中央地带接受和执行工作为条件，管理买断被同意了。
1990年新的Barbour和Brown工程有限公司开张了。
公司团队包括David, Neil和其它两位合格的工程师组成：Jack,一个志存高远的毕业生；James一个30岁却还未获得资格认证的工程师。
另外还有两个合格的技师和一个学徒技师Section B在接下来的14年中公司稳定地发展，主要集中于核心的国内工程业务。
公司通过从事当地的工作来发展，由于Neil和Brown坚信内部投资的原则，他们总是支持当地其它公司的发展。
为此他们让当地的承办人，保险经纪人和会计来给他们提供服务。
实际上，只要可能，他们推荐John Colbert工程承包公司来从事建设工作已经成了一条不成文的规定。
hnd_人力资源管理outcome1
1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people.Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s.2. （1）Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization.Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function.Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks.a.Emerging of Personnel Management/Social justiceEvolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers.b.Grouth in PM 1914-1939/Human bureaucracyThe exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayoc.Consent by negotiationDuring the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role.d. Organisation and integrationFrom the early 1980s, the Human Resources Management function is complex and as such has resulted in the formation of Human resource departments/divisions in companies to handle this function. The Human resource function has become a wholly integrated part of the total corporate strategy.Personnel specialists began to develop a closer role in the management of organisations, rather than dealing principally with employee issues on their behalf. The period also saw the growth of personnel as a career, with opportunities to specialise in specific areas. The practitioners of HRM are required to get certification ,such as CIPD.（2）a.Human recource planningHuman recource planning requires the human resource mangement function to ensure that it has in place the right type and number of workers in place at any given time.b.Recruitment and selectionRecruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right type of applicant. Ultimately, this increases the chances of making a suitable selection and appointment. c. Training and DevelopmentMore and more organisations are recognising human capital as their most valuable asset. Retaining the best people in your company requires a comprehensive succession planning policy. In fact, corporate training and development is the solution to enhance the competence and capabilities of your people. Through training and development, you can observe improvements in performance of your workforce in handling their job more effectively. Equipped with the right skills and knowledge, your best people can perform better.d. Employee relationsEmployee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.e. Pay and rewardIt is important for employers to find out what attracts, retains and engages individuals and then explore how best they can meet these needs as well as meeting the requirements of the business within the appropriate legal and regulatory environment. It is crucial that when creating an employer offering, organisations try to ensure that they align their practices to the needs of the business and employees, and integrate the various elements of the reward package so that they support, rather than contradict, one another.f. Performance Management and AppraisalStaff Performance Management is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.Staff performance management can be a very effective management tool when applied properly. It provides staff with clarity of aims and focus on job expectation, motivates staff to perform better, cultivates the desired culture, helps focus on the desired results,improves communication, helps develop staff and helps achieve departmental objectives.g. Job analysisJob analysis is the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. It include two main part : Job descriptions – what the job entails? Person specifications – what kind of people to hire for the job?Job Analysis: The procedures for determining the duties and skills requirements of a job and the kind of person who should be hired for it .Job description: A list of a job’s duties , responsibilities, reporting relationships, workin g conditions, and supervisory responsibilities. It is a product of the job Analysis.作为一个术语，以反映组织achieed如何从员工的最佳的人力资源管理。
(精选)HND 人力资源2
1Explain the validity of one process and more content theory of motivation and assess their applicability to scenarios that exist within Scotia Airways.Maslow’s Hierarchy of Needs Theory： Human needs can be classified into 5 levels, which can be portrayed in the shape of pyramid. In different stage of life, people will show their different urges to different levels of needs. Normally speaking, the main power of motivation usually comes from the most imperious needs level at present.It includes basic or physiological needs, safely and security needs, social needs, self-esteem needs, self-fulfilment needs. Basic or physiological needs is water sleep sex etc.Safely and security needs is security of body, of employment,of property,etc.Social needs is friendship, family.Self-esteem needs is self-esteem confidence,etc.Self-fulfilment needs is creativity, morality,etc.The high level is Self-fulfilment.Middle level are social needs self-esteem. Lower level are basic or physiological and Safely and security needs.The thing that can motivate staffs is the thing that they want to get. In this case when the investors first decided to set up Scotia Airways, they had a clear idea thatbusiness travel was a growth area. They set about appointing a management teamwhose experience and expertise was firmly grounded in the budget aviation market,it offer more chance about job and meet security of employment due to Future opportunities seem likely as the EU and UK govern ment relaxtheir control over the licensing of airline provision. Scotia Airways has been able to retain themanagement team that werebrought to the business in 1996. The vast majority of staff have also remained. It is the security of the employment and of friendship.The targets for scale of provision, passenger volum e and marketshare are determined by senior managers, and middle and juni or managers and employeesthen populate the details into the plan. It is benefit for staff acquire the satisfaction of achieve. So based on the above, Scotia Airways meet lower level needs and middle level needs, but don’t meet higher level needs.Vroom’s Expectancy Theory : It states that an individual tends to act in a certain way, in the expectation that the act will be followed by a given outcome, and according to the attractiveness of that outcome. Vroom maintain that high levels of effort lead to high performance and high performance will lead to the attainment of reward.If the reward is desire outcomes, staff will have effort again. High motivation consist of high expectancy ,high instrumentality and high valence. But Scotia Airway don’t use this theory.The investors in Scotia Airways have set an ambitious programme forexpansion over the next 5 years to include long haul destin ations. Somemembers of the management team and many workers are concerne d that thechange in strategy will change the ethos and culture of the business.Because of this expansion plan as outcome is not positive for the individual, not a personal desire and does not reflect the above relations hip, so staffs’ views are not uniform.2Given the range and complexity of challenges faced by the management of Scotia Airways, summarise methods that could be implement to improve job performance and justify how each provides added value to the organization. In this case, The investors in Scotia Airways have set an ambitious progra mme forexpansion over the next 5 years to include long haul destin ations. Somemembers of the management team and many workers are concerne d that thechange in strategy will change the ethos and culture of the business.They meet the resistance of expansion and revolution.Other problem is coordination between branches.So the following manner can solve these problem.Team-working：The interdependency relationship that exits in a org that will facilitate improved performance, especially in service industry.Team-working in favor of the outbreak of the potential to help the company's development.Empowerment：Authorizing staff to make decisions on such as resource allocation, operating problem solving and during customer interaction will improve the efficiency and quality of working.Advisable authorization in favor of self-management subsidiaries and reduce force of higher manager.Training： Every employee should have appropriate training before or during working. This is much more important when an org is newly developed or in the process of expansion.When the expansion of revolution, trainingstaff to unify their thinking.Target-setting： A series of determined SMART targets to motivate and control employees.Setting objective.The objective should be SMART-specific,measurable,attainable,realisitic,time-specific. It is good for unity.Endeavoring the same objective is conducive development of company.3Explain why the introduction of teamworking is fundamental to the achievement of the goals of Scotia Airways and identify the main costs and benefits they may encounter as result.The main value of team is their ability to assemble and empower employees to coordinate together, and use their talents to improve the organization. In teamworking, organisation will be clearly structured, and more fully participating in decisions and planning how work will be performed. It also benefits the employee's motivation and job satisfaction.Teamworking always can improve coordination/communication, staff development, conflict management quality and productivity.This is a virtuous cycle. For example, Members cooperate with each other in the team,and it improves coordination/communication ,because better coordination/communication can get better efficiency, it can improve quality and efficiency. Good coordination also is good for improving staff development. When staffs achieve goals, they will happy together. It helps to reduce conflict management.T he last result is that company’s productivity get improvement largely.But, team also takes some problem.Teamwork may have an unintended effect of fermenting hostility toward the managerial goal of making the teams fully self-managing. The conflictsbetween individual and team objectives.For example,Some membersof the managementteam and many workers are concerned that thechange in strategy will change theethos and culture of the business.Teamworking is not an one-day work, it will cost a long period of training.When company expand, it must adopt more team. But a good team must been trained ,it has to lots of spending.Supervision should be applied in every stage of team process.In this case, a lot of things are decided by only Rosa.Because some t eam process don’t apply, it isn’t good to authorize.At another aspect,it increase management’s cost.4Identify three factors that could impact upon team cohesion and performance within Scotia Airways and assess their potential impact.These can improve cohesion selection of appropriate supervisor, team size, trust and effective delegationSelection of appropriate supervisor: A successful always have wise leader. The wise leader can release the potential power of team at the most. In this case, Rosa Dallevic is in overall charge, assisted by her long-term colleague, Azim Ish tiaq. She has alsoemployed the same personal assistant, Katrin Wright, since she joined Scotiaand this has helped promote consistency and continuity. Theyare sensible leader.Rose also a strong and decisive manager. Though they don’t create some value directly, staffs have enough enthusiasm and motivation due to appropriate supervisor.Team size: The size is the smaller the better normally. In this case Scotia Airways has been an increase in staffing levels, anincrease in budgets and an increase in capital investment. It currently employs executives andmanagers in marketing, finance, HR and flight operations with operational and administrative staff within each department. To expand the size appropriately is benefit to allow company adapt the trendin the future when company expands. Team always consist of simple people.In team they can release their ability better. If team size is excessive ,it will take force in finance and also isn’t good to management.In this article, Scotia Airways don’t have the performanceof team. They can make improvements in this aspect.Trust: Trust is good for improve team cohesion and performance. If a team discredit each other ,it will disband quickly. In this case, A culture of trust has been emphasised and developed by both the management and workersand this has servedto enhance the effectiveness, efficiency and overall performance of the business. It will boost Scotia Airways ‘s staffs’ enthusiasm when trust has been a culture in company.Effective delegation:It helps higher managers better administrate company.If higher managers deal with all things, he will be tired and have more error-prone. Therefore, it is important to delegate effectively. Inthis case,The targets for scale of provision, passenger volume and m arket shareare determined by senior managers, and middle and junior man agers and employeesthen populate the details into the plan. It promotes efficiency.As far as I’m considered these strategies can improve cohesiveness and performance,learning from mistakes and listening to others.Learning from mistakes can shortcoming and avoid the same mistakes in the future. Listening to others can get information that we don’t h ave, sometime ,we get inspiration from the words of others.（注：专业文档是经验性极强的领域，无法思考和涵盖全面，素材和资料部分来自网络，供参考。
HND人力资源管理
In dividual ReportF84T 34 Managing People and Orga ni sati onsOutcome 4NAME:SCN:CLASS:ContentsIntroduction . .................................................... 错误! 未定义书签。
Section 1:The Structure at Present in Shangri-la Hotel .............................. 错误! 未定义书签。
Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel 错误! 未定义书签。
Section 3:The Influence of Task, Technology, and Size on the New Structure 错误! 未定义书签。
Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure 错误! 未定义书签。
Section 5: Authority, Responsibility and Delegation within the New Structure 错误!未定义书签。
Conclusion .................................................. 错误! 未定义书签。
Reference ................................................... 错误! 未定义书签。
IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the managementof the hotel. Hybrid managementstructure is used. Craig used the centralized and line approach to managethe restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization meanstop manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it meansthat authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managingprocess, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required thewaiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it meansthat the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig 's staffs were divided into following parts: thekitchen cook, the purchasing staff and the waiters. They did differenttasks and made differe nt products or service to customers. So it was a products or service approach.Secti on 2:An Appropriate Form of Re-Structurefor Sha ngri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and thesupplier. It is called a Shamrock management structure. Thedepartme ntalizati on approach could also be used.Product departmentalization: it means that the entire organization is divided into differe nt departme nts accordi ng to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, recepti on, kitche n staff and wait ing staff. There would be additional two types after the merger. Onewas is farm , the other is Gordo n ' s restaura nt.Shamrockstructure: It especially refers to the three-part or three levelsof an organizational structure. In the shamrock organization there are three differe ntgroups of people: basic man agers, employees as the core part, the exter nal co- workers and the part-time workers as a form of suppleme nt.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig 's kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it meansthat the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is notjust related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon' s farm as a hotel, Ailsa mademarketing strategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy which should be feasible in G ordon's farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon' s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks.For example, there were waiters in both Ailsa ' s and Craig ' s management system. But waiters in Craig 's restaurant supplied service to customers eating here. And waiters in Ailsa 's hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility ：It is the obligation for somepeople in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her managethe hotel. However, Craig hardly delegated any right to others. As a result, it caused someproblems such as staffs ' complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the managementstructures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
hnd人力报告
分析பைடு நூலகம்
LG最早被人们所认识，是最初的品牌“乐喜 -金星”（Lucky-Goldstar）。1958年创办时它 还只是一家小小的电扇生产商，1995年以后它才正式更名为LG。LG公司的营销人员绞 尽脑汁为LG这个名字赋予了新的品牌意义，“生活真美好”（Life's Good），并希望 强化这个概念。 现在，LG的触角已经延伸到了家电、电梯、手机、监控系统、化妆品、电池、塑料制品等 各个方面，其中甚至包括竹盐牙膏和蝶妆这样的日用品和化妆品品牌。 可是LG的扩张 道路并非一帆风顺，并在亚洲金融危机时遭遇了挫折。直到20世纪90年代中期，LG、 三星还在为争夺韩国电子产品制造商头把交椅而相互较量，那时他们也难分伯仲。但 此后双方共同经历了金融危机，而三星很快便进行了痛苦的结构调整，并投入巨资进 行品牌塑造，结果一下子跨入了全球电子业领导者的行业。而LG公司却把赌注错押在 了电信产业上，包括有线通信、移动电话服务和交换机系统等，这些后来一路滑坡的 行业，造成了LG股票的暴跌。后因战略调整才逐渐恢复元气。 曾经一度LG让韩国的消费电子品牌开始在世界范围内掀起一阵阵“韩流”，成为挑战原有 日系企业索尼、松下等最强有力的竞争对手。几年以前，当欧美消费者听到LG时，还 十有八九会把它与品质不高的产品联系在一起。但是，仅仅两年的时间，LG就一举改 变了自己在世界消费电子品牌中的形象。今年1月，LG在美国拉斯维加斯规模宏大的世 界消费电子产品博览会上出尽了风头。不仅是它琳琅满目的产品吸引了人们的眼光： 从售价180美元、只有火柴盒大小的MP3播放器，到价格高达7.7万美元的71英寸等离 子电视机。更重要的是，在此次展会上LG公司一举夺得了16项创新奖，超过了其它任 何一家参展公司。
企业介绍
LG = Lucky Goldstar，LG集团，1995年前称为Lucky Goldstar，韩国第三 大公司，属下有44家公司，在全球有大约300个办事处和下属企业,所 涉及产品包括LG手机、电视、数码影音、电脑办公及BSV液晶拼接屏 。前身是乐喜化学工业会社。现在LG一般认为是Life is Good的缩写。 LG集团创立于1947年，年销售额高达730亿元（2011年数据），全球 目前拥有17万员工。是领导世界产业发展的国际性企业集团。LG集团 目前在171个国家与地区建立了300多家海外办事机构。事业领域覆盖 化学能源、电机电子、机械金属、贸易服务、金融以及公益事业、体 育等六大领域。而LG电子是LG集团最大的子公司。LG集团不断向无 穷的技术领域发起挑战，并致力于新技术的开发，科研开发是LG的发 展重点，也是业务拓展的强大后盾。LG集团在世界6个国家设立了31 所研究中心，科研开发的投入已占集团总收入的5%。目前正通过海 外研究机构，进一步加强着自身的技术力量，LG集团在美国的芝加哥 、圣佛塞、圣迭亚哥，在日本的仙台、在德国的都塞夫和爱尔兰的都 柏林等地的科研机构正在利用高尖端的科研设备，大力开展各项科研 活动，为实现高科技社会的早日到来而努力。
hnd客服案例翻译
通过第一步的诊断，老实说，得承认你有问题。
三年前，joe sansone，休斯顿，德克萨斯州，TMC orthopedic公司的董事长，发现他有一个很大的问题。
、TMC orthopedic公司成立于1991年，当时只有三名员工，现如今已超过100名员工，并且在德克萨斯州不断的发展和扩大自己的经销商。
TMC公司主要负责提供假肢，治疗方法|冷冻治疗，同种异体移植物，电子医疗设备和医疗服务在各个大型的社区。
就一个商人而言，桑博说他总是承认保健市场主导的各类产品和他公司所提供的服务，并意识到在提供假肢的服务当中有潜在的利润。
桑博决定开展一个有十名截肢患者组成的小组，从而确定他们的需求以及其中所获取的利润。
“他们恨我们。
”桑博回忆起他的销售代表说，小组经历一个半小时，“没有人觉得和我们待在一起时快乐的，没有人觉得和任何人待在这里是快乐的，这只是一个满是对此表示不满的病人的屋子罢了。
”桑博退了一步，仔细的想了很久，他真的很想努力完成自己的假肢业务。
他就好像在一个十字楼口，他可以采取最简单的方法，照常营业，毕竟他可以从每个病人那里得到很高的利润，而且他很关心自己公司所提供的并不比外面的差。
他能花费很多时间和资源来找到办法解决他的病人的需要。
他开始通过电视来采访截肢患者，从访谈中证实了病人的需求只是没有的到满足，“第一次，我能从病人的角度来了解假肢的服务。
”他还发现并没有那么多患者对护理起诉，而是对整个医疗过程起诉----从初级的保健医师，矫形外形医师，再到专业的康复医师，每位医师都在上演他们独有的作用，但患者却从一个变成另一个。
患者的起诉内容主要有两点，一是他们认为没有人倾听他们的需要，二是他们认为他们在整个医疗过程中没有被一直照顾。
“没有人在整个医疗过程中有时间来处理病人以及他们的情感需要。
”桑博说，“因此，我们工作的发展方案，是我们必须满足患者不仅提供假肢，还要满足病人的所有需求。
”从头开始在过渡过程中的第一步是将TMC公司分开，分成截肢患者中心和假肢中心，其中第一个步骤是创建两个新职位：病人的倡导者和同行者。
HND人力资源管理outcome41
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 directlyin 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 isfarm , 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: Kitchen Restaurant Alisa: Marketing Managing the hotelFarm supply: 3 staffsRestaurant: wife, 2 chefs,4 waitersChambermaidsReceptionKitchen staffWaiting staff.ManagerStaffSupplier-GordonAs 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 shouldbe 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人力资源管理outcome1
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME：uSCN:CLASS：ContentsIntroduction2Section 1：Relationship between goals, objectives and policies2 Section 2：Differences between the formal and informal organization3 Section 3: Open System Theory3Section 4: Different stakeholders4Section 5：Effective control strategy5Conclusion6Reference6IntroductionThe purpose of the report is whatto understand more fully the organization management。
I learnedc ompany's departments’ work together in order to achieve the company's goals。
This report has five sections which arerelationship between goals,objectives and policies，differences between the formal and informal organization，open System Theory，different stakeholders andeffective control strategy。
Section 1:Relationship between goals， objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do。
HND 人力资源2
1Explain the validity of one process and more content theory of motivation and assess their applicability to scenarios that exist within Scotia Airways.Maslow’s Hierarchy of Needs Theory: Human needs can be classified into 5 levels，which can be portrayed in the shape of pyramid. In different stage of life, people will show their different urges to different levels of needs。
Normally speaking，the main power of motivation usually comes from the most imperious needs level at present。
It includes basic or physiological needs，safely and security needs, social needs, self-esteem needs, self—fulfilment needs。
Basic or physiological needs is water sleep sex etc.Safely and security needs is security of body, of employment，of property，etc。
Social needs is friendship，family。
Self—esteem needs is self—esteem confidence，etc。
HND 人力资源2
1Explain the validity of one process and more content theory of motivation and assess their applicability to scenarios that exist within Scotia Airways.Maslow’s Hierarchy of Needs Theory：Human needs can be classified into 5 levels, which can be portrayed in the shape of pyramid。
In different stage of life，people will show their different urges to different levels of needs。
Normally speaking, the main power of motivation usually comes from the most imperious needs level at present。
It includes basic or physiological needs，safely and security needs，social needs, self—esteem needs，self—fulfilment needs。
Basic or physiological needs is water sleep sex etc.Safely and security needs is security of body，of employment，of property,etc.Social needs is friendship, family.Self-esteem needs is self-esteem confidence,etc。
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Section ABarbour Brown有限公司是一个工程顾问公司，由David Barbour和Neil Brown在14年前建立，位于一个大片农村地区中的主要城镇。
最初，该公司仅仅专注于国内的工程项目，例如道路和下水道的铺设，由于当时的私人房屋建设迅速发展。
80年代，Neil和David都为一家在那个城镇中有办事处的大公司（Floyd and Fleming有限公司）工作.David做过分支经理，而Neil,一个有企业家精神的年轻人，参与了结构发展的部分，之后在中东地区工作了两年。
1989年Floyd和Fleming公司决定撤除分支办事处并集中经营他们在城市里的工作。
Neil最近从中东地区工作归来，享受了做自己老板的自由和灵活。
他和David讨论了合伙继续在那个小镇经营工程咨询服务的可能性。
David有在当地工作的经验，他意识到小镇里有足够的小型工程，来维持公司运营。
他还有足够的储蓄和资产，可以用于管理买断。
Neil 同样有国外工作所得的储蓄。
有了这些资源，这两个人有足够的资本来买下当时Floyd和Fleming公司的办公室。
他们制订了一项经营计划来保证额外用于买断的资金。
用来支持这项创业的筹资，从银行贷款和苏格兰发展机构的拨款中获得。
以五年内不得在中央地带接受和执行工作为条件，管理买断被同意了。
1990年新的Barbour和Brown工程有限公司开张了。
公司团队包括David, Neil和其它两位合格的工程师组成：Jack,一个志存高远的毕业生；James一个30岁却还未获得资格认证的工程师。
另外还有两个合格的技师和一个学徒技师Section B在接下来的14年中公司稳定地发展，主要集中于核心的国内工程业务。
公司通过从事当地的工作来发展，由于Neil和Brown坚信内部投资的原则，他们总是支持当地其它公司的发展。
为此他们让当地的承办人，保险经纪人和会计来给他们提供服务。
实际上，只要可能，他们推荐John Colbert工程承包公司来从事建设工作已经成了一条不成文的规定。
Neil Brown和John Colbert曾经是大学期间的校友并且一直是好朋友。
可以依赖John的公司提供的服务，成为了获取合同的一个重要优势，因为这不仅在设计阶段，也在建设阶段增加了该公司保证高质量服务的能力。
该公司的主要目的是提供高质量的服务，因此员工具备最先进的技术尤为重要。
这使得该公司可以尽可能高效地提供高规格设计。
员工被激励去升级他们的技能，当他们获取资格认证的时候，会发给奖金。
当地的学院被用来培训那些学徒，但是由于培训需求的缺乏，费用正在提高。
David想要继续利用那所学院，不仅因为它距离较近，也因为它和工程部门的首脑关系友好。
由于这层关系，他不想用其它的学院。
他同样很高兴能容易地看到学徒的进步。
Neil，另一方面，感觉培训如此昂贵并且有课程不起作用的危险，认为他们应该寻求在中央地带的其它学院。
他还认为那些年轻的学徒可能会喜欢去城里进修的机会，这还有可能给予他们鼓励。
2004年公司雇佣了另外两个工程师，四个技师和4个学徒。
一个新的城镇旁路的合同和住房建设的持续增加似的公司可以扩大规模。
为了支持工程人员，又雇佣了一个员工监督来处理接待，记账和薪水发放的事务。
Section C当Neil集中精力来促进公司发展并签署合同的时候，David,一个有条不紊的人，出任总经理。
他管理严苛，在RTF10年的经历造就了他自己的管理风格。
所有新项目在第一时间给他过目成了一项总政策。
他之后会酌情把新任务交给当前任务接近完成的工程师或技师。
David 给员工分派特定的任务，因为这样使他可以严格监管他们的表现。
员工，和David以及Neil，彼此之间都非常友好，在周五晚上总是会一起喝酒。
虽然没有固定的结构，David将公司资历最老的James任命为最高领导。
这件事偶尔会在公司从事国民建设工程的工程师中引起不满，因为James是唯一没有获得资格认证的工程师，资格也因此相对较低。
James经常被指派给员工分配新工程的任务，也被允许可以在David 不在的时候，授权实地探访。
自从公司成立，David和James一直非常友好。
James最初就被雇佣为David的技师，已经为David工作了20年。
员工的工资不低并且有不短的假期，但是有一个因素引起了员工的反感：虽然David总是对员工出色完成任务提出表扬，他却从不就如何分配任务听取员工的意见。
时间表的使用也引起了员工的不满，尤其是工程师。
通常惯例是时间表应该由所有员工来填写。
这是用来计算花费的时间并和每项工程设定的目标时间进行对比。
Neil和David通过时常参考过去用于设计、实地探访、通话的时间等等，利用这些信息来设定工程成本。
虽然Neil本意是用这些信息作为将来的计划，但是喜欢监督员工的David,却用时间表来评估每个员工通话的次数、出差的时长和实地考察的时间。
另外，员工被要求在实地考察之前，从David或Neil 处（或James如果二人不在）获取时间表上记录的权力。
这引起了一些困难。
首先，不是所有的实地考察都可以事先计划好。
通常会有临时考察，尤其是工地出问题的时候。
然而，由于Neil总是坚持高质量的服务，员工在必要的情况下尽可能快地赶往工地被认为是很重要的。
第二，Neil的客户至上的观点，与David的要求员工必须获取授权才能去实地访问的规定格格不入。
第三，工程师们r认为他们作为专业人员，应该有根据考察情况做出决定的权利，而不必去请求许可。
公司的布置也有问题。
James和两个民政工程师共用一间办公室，工程师经常觉得像是有“老大哥”（注:Big Brother还有管教所的意思，这里可以理解为他们像是在管教所里一样）在监视他们。
四位技师使用不同的办公室，学徒们位于主要的作图室。
这种方式的问题是那些更高层的员工似乎在工作安排上，比其它人的灵活性更差。
他们还觉得，必须一直走去别的房间去和技师与学徒谈话是件又耗时又麻烦的事情。
还有，结构工程师的Jack与他的技师共用一间办公室。
这一个小团队似乎在一起工作得非常好，通常能听到笑声。
正如David经常提到的，他们的确快速地完成了工程。
因此他们的奖金总是高一些。
Jack总是鼓励Neil来引入更多的结构建设工程，因为他的工作比民事工作更加有利可图。
最初他试图与一个结构设计的技师一起，为房屋建设的主要客户工作。
这个领域的工作在过去的三年间发展了，因此另外一个技师被调派过来和他一起工作。
David在结构工程方面的经验很少，他让Neil来做关于结构工程方面的决定。
Neil的管理方法更加灵活，再加上Jack 的团队在一间办公室里一起工作，于是Neil就工程的设计和建设跟Jack的团队进行讨论。
虽然他可以在设计要素方面在必要的地方提出建议和帮助，他还是给Jack以决定工程如何进行的自主权和灵活性。
当一个工程在进行中，Neil也要求Jack参加和客户一同讨论工程的计划和建设的会议。
Jack遵从Neil的指示，鼓励他的小团队在工程设计上提出建议。
与其它工程师不同，Jack很少被James的高资历所影响而郁闷。
然而另一方面，David却对Jack拥有的统治权感到不满，却难以说出口，基于这个领域在发展的事实。
这主要是由于Jack那个忠诚的小团队的出色表现。
Neil全神贯注于通过获取合同来使得公司发展，他不想参与到工作行政方面。
该公司以高质量的设计以及在报价范围内及时完成目标而享有盛名。
Neil认为公司应该一直为达到这些标准而努力。
他认为，公司接手的任何工作应该充分利用成本，同时规定，一旦价格确定，不得以增加额外要价和花费的方式来修改。
在过去，这项规定保证了公司的业务。
Neil几乎从不在事先没有向当事人询问的情况下解雇员工，员工因此都很投入地工作。
他同时保证了员工会在年底由于成功地完成工程而拿到相应的奖金。
员工很喜欢Neil咨询他们的方式，慢慢地感到被Neil尊重。
Neil同时感到，与客户保持完全的联络从而保证公司的最高质量服务是非常必要的，他自己在公司中的角色是为公司提供外部联络。
结果，他在办公室中的时间非常的少。
虽然他和David确实每星期都会开会并讨论进一步的计划，Neil和一名工程师讨论并提出的计划却很少返还给他来做，原因是David的分派工作的方式。
通常做工作的工程师不是起初被咨询的那一位，时间因此被浪费了，也是由于这个原因，这两个合伙人的不同的方法时常会引起恼怒。
系统中的裂痕James意识到员工中有不少牢骚，说Jack和他的团队的工作更加有效，于是James向David 谈到了这个问题。
David希望他的公司被别人认为是一个和谐的公司，他很重视这个问题，于是决定这个问题和其它几个问题，应该在下一次的公司会议上被提出。
直到现在，公司的“工作成本原则”（见上一段）被证明是非常有效的。
但是竞争性投标，尤其是价格战，意味着该公司已经失去了两个重要的合同，而由他们的竞争对手接手。
这是需要强调的另外一个问题。
公司充分地发展，需要确保接连不断的工作，来维持生存。
该公司企图获得两个大规模的合同：为Scottish Executive搬迁到农村而建设的多重复合电影院和办公楼。
另外，用来支持这些建设的新的道路以及在城镇南边的其它建设，也需要设计。
该公司必须保证这些合同。
另外，David对他被留下给员工挑选工作任务而没有得到Neil的帮助一事，感到一些不满。
他同时意识到，过去的14年里公司在进步在发展，现在是时候重组了。