HND人力资源管理outcome

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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outcome1

HND人力资源管理outcome1————————————————————————————————作者：————————————————————————————————日期：Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：Contents Introduction (2)Section 1: Relationship between goals, objectives and policies (2)Section 2: Differences between the formal and informal organization (3)Section 3: Open System Theory (3)Section 4: Different stakeholders (4)Section 5: Effective control strategy (5)Conclusion (6)Reference (6)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 tablewithin 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 hasa 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 outcome3

Contents1. Introduction2. Findings2.1 Managerial Work2.1.1 managerial activities2.1.2 managerial role2.2 Mechanisms that could measure managerial performance 2.3 Behavioral theory of leadership2.4 Transformational theory of leadership2.5 John Adair's Action Centered Leadership2.5.1 The reasons why ACL may prove to be important3. Conclusion4. Reference1. IntroductionScotia Airways is located next to Glasgow International Airport. My report will assess the main features of managerial work and explain the main roles and activities of managers. And I will describe the value of two mechanisms that could be used to measure managerial performance and justify how each could be used to assess managerial performance and identify and explain a behavioral theory of leadership and transformational theory of leadership. At last I will analyze how theories of leadership could be used to improve how managers lead staff through this change.2. Findings2.1 Managerial WorkManagement is all about running an organization in a steady state, ongoing administration, organizing structures, establishing systems and processes, controlling in particular by financial means. It can also be defined as the effective use and coordination of resources such as capital, plant, materials and labor in order to achieve defined objectives with maximum efficiency.2.1.1 managerial activitiesManagerial activities can be described as following: forecasting, planning, organizing, commanding, coordinating and controlling. Forecasting means the manager can predict future events.Planning When managers are making planning, it required that the plan to meet anticipated demand. The board of directors express their hopes of the company, and their requires to the company, and then the managers analysis the external environment and the condition of the company. Making planning based on the analysis result. If the plan can get agreement from the board, the managers will convey the goals to every department an d staff. If the plan can’t get the agreementfrom the board, the managers needn’t to make plans until get through. Scotia Airways aspires to mark its international presence, introducing flights to major European tourist destinations, as well as expanding to major business centers in Eastern Europeand the Middle and Far East.●Organizing means the managers can mobilize materials, resources, people and allocate them to departments and people. One of the main strength of Scotia Airwayhas been its ability to work successfully within the regulatory framework of the aviation industry. Because the managers can mobilize resources and employees, encourage them to work hard.●Commanding is the essential characteristic of the managers, lead staff to undertake tasks. The managers in Scotia Airway lead their staff to work under the standard, in order to get success.●Coordinating require ensuring that people, resources, equipment are all working together. The airline has an increasing presence at Scotland’s main airports i n Glasgow, Edinburgh and Aberdeen. And the work can do well still, the managers coordinate the people, resources and equipment well.●Controlling is the important characteristic of the managers, with the great development of the airline company, the management strength the monitoring progress to ensure to the work can be done well.2.1.2 managerial role●Information role The informational roles link all managerial work together. The three informational roles are primarily concerned with the information aspects of managerial work. In the monitor role, the manager receives and collects information.In the role of disseminator, the manager transmits special information into the organization. The top level manager receives and transmits more information from people outside the organization than the supervisor. Future opportunities seem likelyas the EU and UK government relax their control over the licensing of airline provision. The company can change its work according to the information●Decisional role The decisional roles make significant use of the information. There are four decisional roles. In the entrepreneur role, the manager initiates change. In the disturbance handler role, the manger deals with threats to the organization. In the resource allocator role, the manager chooses where the organization will expand its efforts. In the negotiator role, the manager negotiates on behalf of the organization. The top level manager makes the decisions about the organization as a whole, while the supervisor makes decisions about his or her particular work unit. Scotia Airway is successful in expanding need the managers decide the way of dividing and using the resources.●Interpersonal role Interpersonal role directly result from managers formal power base, managers in dealing with members and other stakeholders of relations, they play a role in interpersonal. In the Scotia airways expansion stage, communication role must effectively promote communication. The vast majority of staff in Scotia Airway have also remained with the business as it has grow through the years, if the managers can do well in communication with the staff, they will get greater performance than expected.2.2 Mechanisms that could measure managerial performance●Motivation and morale of staff●Productivity level●Training and development●Absenteeism●Level of staff turnoverAs the expansion of Scotia Airways occurs and more staff are recruited, the level of staff turnover would provide a primary indicator of staff morale and career development opportunities. This would be particular true as the culture of Scotia develops during its growth period.●Training and developmentTraining —A Needs Assessment should be taken first to determine who needs which program and what topics should be stressed, then each organizational members howto perform current jobs. Help worker’s acquire skills to perform effectively. Training used more often at lower levels of firm, development is common with managers. For example, in Scotia Airways, the management will recruit some employee, then the new recruits need to do some specific training to make themselves can complete the task efficiently.Development —B uild worker’s skills to enable them to take on new duties.General speaking, if the staff can work well on time, and master all the basic skills, it indicates that the training made sense. Good or bad training and development can show the managerial performance is well done or not. Scotia Airway use the positive management, and company’s culture to develop the employee’s responsibility to the air company.Motivation—A great deal of material has been covered in this area earlier in the Scotia Airways. From the beginning this company has been operating very well, with no doubt that every employee must be motivated.Teamwork— Fostering teamwork is creating a work culture that values collaboration such as in a Scotia Airways, people understand and believe that thinking, planning, decisions and actions are better when done cooperatively. Form teams to solve real work issues and to improve real work processes.Delegation—Whatever the structure of Scotia Airways, the various operation of Scotia Airways must be distributed amongst it members. It is necessary to plan, organize, direct and control activities and the Scotia Airways also have done this plan the expansion in five years.2.3 Behavioral theory of leadershipLeadership style is the manner and approach of providing direction, implementing plans, and motivating people.The responsibilities as a manager for each individual are:1.understand the team members as individuals - personality, skills, strengths, needs, aims and fears2.assist and support individuals - plans, problems, challenges, highs and lows3.identify and agree appropriate individual responsibilities and objectives4.give recognition and praise to individuals - acknowledge effort and good work5.where appropriate reward individuals with extra responsibility, advancement and status6.identify, develop and utilize each individual's capabilities and strengths7.train and develop individual team members8.develop individual freedom and authorityTheManagerialGrid(Blake&Mouton)This grid graph places an emphasis upon the concern a manager has for people andthe concern a manager has for task. For instance, Scotia Airway would benefit by analyzing the behavioral approach that managers would require to manage the expansion of Scotia Airways. Whilst it is clear that the achievement of expansion is vital, the need to manage and support the needs of a tightly-knit group of workers will challenge managers. Managers should be trained to reflect the need for teammanagement to satisfy the demand of both production and employee needs.2.4 Transformational theory of leadershipTransformational leaders treat relationships with staff inn terms of motivation and commitment, influencing an inspiring people to give more than just mechanical compliance and hence to improve organizational performance.Transformational leaders openly share information with workers, such as everyone is aware of problems and the need for change, and leaders empower workers to help with solutions. From the case of Scotia Airways, we can know that every workers of this company have known the expansion in five year.Transformational managers would make subordinates aware of how important their jobs are by providing feedback to the worker. They make subordinates aware of their own need for personal growth and development. For example, in Scotia Airways will offer the training program for the new recruits and other staff to help improve their skills.They are charismatic and have a vision of how good things can be. They are excited and clearly communicate this to subordinates. And they engage in development of workers.Transformational managers also should motivate workers to work for the good of the organization, not just themselves. In Scotia Airways, the management set a specific objective expansion over the next 5 years to include long haul destination and management motivate the employee to improve their skills to reach this target.2.5 John Adair's Action Centered LeadershipThe expansion of Scotia Airways will need to be carefully managed. It is very important that managers not only manage effectively but also lead effectively. Leadership theories will play a significant part in the management of the change. John Adair's simple Action-Centered Leadership model provides a great blueprint for leadership and the management of any team, group or organization. Action Centered Leadership is also a simple leadership and management model, which makes it easy toremember and apply, and to adapt for your own situation.John Adair's Action-Centered Leadership model is represented by Adair's 'three circles' diagram, which illustrates Adair's three core management responsibilities:●Achieving the task To the whole company,identifying the task and task allocation is very important. The purchase department should purchase high-quantity aircraft parts, produce the superior planes. The market department should spread the company’s reputation and promote the numbers of flight. The service department should increase the number of servicers, and improve their service level.●Managing the team or group: Team construction plays an essential role in the expansion of the company, so maintaining morale and building team spirit is the first step, and then, setting standards and maintaining discipline is to bind the staff can increase the team-working efficiency, in Scotia Airway, every department should communicate as often as possible, choose those who are poor in working, to make a training to them.●Managing Individuals: The individual is a very small part of the company, but is also the important part. As long as everyone can do well on his or her own, the company will operate well. But the managers also need find the personal problems, and improve them by training and development. Giving praise and status is also necessary at the reasonable time. Encourage task conflict and avoid relationship conflict.2.5.1 The reasons why ACL may prove to be important●It provides an essential management framework which will allow Scotia's management to be specifically trained to lead the organization toward its planned expansion. As ACL sees leaderships as a trainable, transferable skill Scotia Airways will be able to tailor leadership training toward its drive for expansion.●Leadership standards can be established and reported to the individuals and groups. Norms and support mechanisms can be provided by the manager to facilitate achievement of plans and a smooth transition to expanded service.●ACL encourages the understanding of group and individual needs and promotes the development of individual and group capabilities and strengths.3. ConclusionAccording to the information of the findings, there are the answers that assess the main features of managerial work and explain the main roles and activities, describe the value of two mechanisms that could be used to measure managerial performance, Identify and explain a behavioral theory of leadership and a transformational theory of leadership. At last this report also give the planned expansion that Scotia have undertaken, analyze how theories of leadership could be used to improve how managers lead staff through this change.4. ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations,。

HND人力资源管理outcome1

Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction (2)Section 1: Relationship between goals, objectives and policies (2)Section 2: Differences between the formal and informal organization (3)Section 3: Open System Theory (3)Section 4: Different stakeholders (4)Section 5: Effective control strategy (5)Conclusion (6)Reference (6)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 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 localcollege. 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人力资源与管理报告outcome1

Question 1Most of the time, organizations were established in order to complete specific goals .and these goals are very important which make sure the direction that the organization will take over the long-range and are not always very unambiguous. Actually, there are four types of goals. Operational Goal, Product Goal, Consumer Goal and Secondary Goal.When a goal relate to the consumer we called it consumer goal, at the same time others may include product goals which refer to the range of products and services, operational goals cover staffing levels and technology, according to the case study we can see “The Scotia Airways is the first airline to offer full business class services, but at prices that are equivalent to the economy class of its competitors,” is the consumer goal of the Scotia Airway.As we know, the Scotia Airways is an organization aims to make profit, in other words, Scotia Airway’s operation goal was to make profit and enhance the market share.Secondary goals are usually not the most important things but are all the same important that the organization would like to achieve, according to this case study we can see “Scotia Airways aspires to mark its international presence, by introducing flights to major European tourist destinations, as well as expanding to major business centre in Eastern European and the Middle and Far East.” is the Secondary goals of the Scotia Airways.In a sense, the objectives should have four key elements, they are Measurable, Attainable, objectives are more specific than goals, and in order to achieve goals the specific path must be formed. and Realistic and be Time-specific. In the case study you can see, the investors in Scotia Airways have set an ambitious program for expansion over the next 5 years to include long haul destinations. And the airlines international flights will only use custom built wide bodied aircraft, and would not offer economy class travel.Policies can provide a way to make sure that the management and staff can make decisions. Which also try to provide a guideline to channel a manager’s thinking in a specific direction. Again policies familiarly give an expression to the values of the main stakeholders. In the case study you can see, Senior Management agrees output targets with middle and junior managers and staff, and allows the operational planning to be determined by those managers and employees.RelationshipBusiness objectives are more specific and have the particular method in order to achieve goals; goals are usually determine the long-range direction of the organization. Objectives are narrow and are set for certain tasks in particular while goals are broader than objectives in the sense that goals are general intentions and are not specific enough to be measured, but they both have a certain time frame, goals usually have a longer time-frame than objectives, objectives are usually precise targets set for a short term, goals may be set for a longer term but many objectives may be set within that goal.AdviceEmployees is the basic part of Scotia Airways, so, if the Scotia Airways pay more attention to the welfare of the employee, they will pay more attention to their work for reward, because they will think that is a good choice to join in this company, or they will think this organization is just like their family. Scotia Airways will have a better future once the employees working hard. At the same time, Scotia Airways can set a feedback systems, this is to say, Scotia Airways should listen to their consumer’s suggestion, so the management can make some decision much easy and make fewer mistakes.Question 2Open systems is a useful system to business corporation because it can provide a ripe way of thinking, and its theory is a systems that interact with their environments. Inputs:Raw materials: the aircraft supporting facilities like oil.Machinery: Scotia Airway’s airplane.Human resources: 80 staff across all departments.Money: the investors invest much capital in Scotia Airways.Organization processes:Strategy: become an airline with international influence and can sustained profitability Objectives and goals: aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, every time they are on board. Structure: the Scotia Airways have three departments. Finance department, operations department, marketing and sales departmentManagement style: work together like a familyQuestion 3Formal organizationFormal organization has clear objectives, tasks, structure and the corresponding mechanism, the function and the members of the responsibility relations as well as member activities of the specification. Formal organizational is a certain structure, the same goals and specific functions behavior system. For example, Scotia Airway’s department, Finance department, marketing and sales department, and operations department.Informal organizationInformal organization has no formal plan organization structure, through interaction and from formal organization have clear objectives and organization operation mechanism. Informal organization intends to create a certain forms of way, this kind of organization form usually organization chart to illustrate.In Scotia Airways, some department like finance department is a permanent establishment, because the department is certain structure and have the right to decide the company strategy.Some organization in Scotia Airways is informal organization, like some basketball team in the Scotia Airways. The team is made up by the Scotia Airways employees. But it is not a formal organization because the team is only some employees who like to play basketball.Question 4Employees: employees are most interested in job security. This group is the most important part of an organization. Without their hard working, organization can not exist with normal operation. In short, they contribute to the organization and key to its success. For example, the airline currently employs 80 staffs across all departments. They are interest in job security, and the quality of their services will directly affect the company’s performance.The government: the government levy taxes and rules on organization sometimes may be expensive to carry out and follow. For example, if the government increases tax, it will make the profit, because the cost of sales is increase.Suppliers: suppliers always want to have a good relationship with the organization because they can achieve some benefits from it. For example, when the Scotia Airways have a very good relationship with the suppliers, the suppliers may be give a low price. It will decrease a lot of cost.Directors and managers: directors and managers are most interested in how to make maximum profit and achieve the goals made by the organization. For example, they have a clear idea that business travel was a growth area. And Scotia Airways need more money supports their company. Sure they have interest income from investment. Question 5Control through rules, policies and proceduresAs we all know, rules, policies and procedures can regulate people’s behavior, Scotia Airways try to let people know which management can make a decision by providing a working rules, it is good for the company, because it can make people work more efficient. Scotia Airways set a standard of policies which aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, and every time they are doing great because of the rules and policies, and through the rules, every employee knows what they should do and what the right manner is. So, the management can run the company much easy,ReferenceScottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 20.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 27.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 29.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House,Managing People and Organizations page 32.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 44.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 46.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 58.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 72.。

HND人力资源管理outcome1

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 .. 1 Section 3：Open System Theory (2)Section 4: Different stakeholders (2)Section 5: Effective control strategy (3)Conclusion (4)Reference (4)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 goal s。

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。

HND人力资源管理outcome4.doc

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 torun things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staffdirectly 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 ’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 beused.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 wasis 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.Manager Supplier-GordonFarm supply: 3 staffsCraig: KitchenRestaurant: wife, 2 chefs,Restaurant4 waiters Alisa: MarketingManaging the hotelChambermaidsReceptionKitchen staffWaiting staff.StaffAs above graph shows, the organization of the hotel was divided into three parts in theShamrock model. The first part was the manager in the organization. This part played animportant role in the organization. In the case, Craig was a manager who directs thetasks in the kitchen and the restaurant. He arranged and managed the kitchen andrestaurant into a normal operation. Ailsa played a key role in the marketing andmanagement of the hotel. She worked hard in the managing hotel development andmade great progress finally. The second part was staff. There were four types :chambermaids, reception, kitchen staff and waiting staff. They also played an importantrole 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 third part was supplier- Gordon. Gordon supplied raw materials fromhis farm to Craig ’ s kitchen. Also, Gordon opened a restaurantch consistedwhi ofhis wife, two chefs and four waiters. Every part in the Shamrock organization hastheir own expectations.Section 3:The Influence of Task, Technology, andSize on the New StructureContingency theory holds the view that there is no one best way to structure. Theparticular situational factors such as size, technology or task will determine thesystems and structures employed.Task: it means that the nature and size of the task will influence shaping theorganization. For example, in the case, before Gordon converted his farm house tohis restaurant, his main task was to grow and sell organic products. So theorganization was a simple one. After owning a restaurant, the tasks becamecomplicated and the organization structure became complicated as well. So thenature 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 relatedto the information technology, but also to the technology of producing a product orsupplying 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 strategywhich should be feasible in Gordon’ sfarm. Appropriate technology is very importantin 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. Forexample, 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 staffdirectly in a line relationship. In the case, Craig was responsible for managing anddirecting the kitchen staff and waiters. He allocated the specific tasks to differentstaffs 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 functionsin the hotel. In the case, for example, the relationship between the accountantfunction and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffswhich are in different systems and do different tasks. For example, there werewaiters in both Ailsa ’ands Craig ’managements system. But waiters inCraig ’restaurant supplied service to customers eating here. And waiters inAilsa ’hotels 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 aresult, 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outcome2

Individual ReportF84T34 Managing People and OrganisationsOutcome 2NAME：SCN：CLASS:ContentsIntroduction (2)Section1: Content and Process Theory within Application (2)Section 2: Methods improving job performance (3)Section 3a：Importance of Teamwork (4)Section 3b: Three factors affecting team cohesiveness and performance .. 5 Conclusion (5)Reference (5)IntroductionThree points in this report。

Using the Maslow’s theory analysis the Shangri-la hotel in the case. The benefits of expectancy theory。

Combining with case write five ways to improve performance。

The content of the final includes Belbin-team roles and contribution and three factors influencing of team cohesion. The following is the main content of the paper.Section1：Content and Process Theory within ApplicationMaslow's theory：Maslow’s theory is put forward by Maslow in the mid-1950s。

hnd_人力资源管理outcome1

1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people.Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s.2. （1）Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization.Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function.Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks.a.Emerging of Personnel Management/Social justiceEvolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers.b.Grouth in PM 1914-1939/Human bureaucracyThe exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayoc.Consent by negotiationDuring the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role.d. Organisation and integrationFrom the early 1980s, the Human Resources Management function is complex and as such has resulted in the formation of Human resource departments/divisions in companies to handle this function. The Human resource function has become a wholly integrated part of the total corporate strategy.Personnel specialists began to develop a closer role in the management of organisations, rather than dealing principally with employee issues on their behalf. The period also saw the growth of personnel as a career, with opportunities to specialise in specific areas. The practitioners of HRM are required to get certification ,such as CIPD.（2）a.Human recource planningHuman recource planning requires the human resource mangement function to ensure that it has in place the right type and number of workers in place at any given time.b.Recruitment and selectionRecruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right type of applicant. Ultimately, this increases the chances of making a suitable selection and appointment. c. Training and DevelopmentMore and more organisations are recognising human capital as their most valuable asset. Retaining the best people in your company requires a comprehensive succession planning policy. In fact, corporate training and development is the solution to enhance the competence and capabilities of your people. Through training and development, you can observe improvements in performance of your workforce in handling their job more effectively. Equipped with the right skills and knowledge, your best people can perform better.d. Employee relationsEmployee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.e. Pay and rewardIt is important for employers to find out what attracts, retains and engages individuals and then explore how best they can meet these needs as well as meeting the requirements of the business within the appropriate legal and regulatory environment. It is crucial that when creating an employer offering, organisations try to ensure that they align their practices to the needs of the business and employees, and integrate the various elements of the reward package so that they support, rather than contradict, one another.f. Performance Management and AppraisalStaff Performance Management is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.Staff performance management can be a very effective management tool when applied properly. It provides staff with clarity of aims and focus on job expectation, motivates staff to perform better, cultivates the desired culture, helps focus on the desired results,improves communication, helps develop staff and helps achieve departmental objectives.g. Job analysisJob analysis is the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. It include two main part : Job descriptions – what the job entails? Person specifications – what kind of people to hire for the job?Job Analysis: The procedures for determining the duties and skills requirements of a job and the kind of person who should be hired for it .Job description: A list of a job’s duties , responsibilities, reporting relationships, workin g conditions, and supervisory responsibilities. It is a product of the job Analysis.作为一个术语，以反映组织achieed如何从员工的最佳的人力资源管理。

HND人力组织管理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人力资源与管理报告outcome2

2.1According to the Motivation-Hygiene Theory of Frederick Herzberg, people are influenced by two factors, one is hygiene factors which is also means failure preventer, and another is motivation factors which is some kind success builder. Satisfaction and psychological growth are a result factor of motivation factors. Dissatisfaction was a result of hygiene factors. And the Motivation-Hygiene Theory is trying to prove that the attitude individuals have towards their job is decided the success or not of the task in significant measure. Hygiene factors are needed to ensure that an employee does not become dissatisfied. They do not cause higher levels of motivation, but without them there is dissatisfaction. Due to the expansion plan of Scotia Airways, many staff have a concern about the change this company may face. But if without the help of all of the members in the business, this plan is not going to be successful, so it is essential for the managers of Scotia Airways to do something like raise their wages or improve the working condition to pacify the emotion of staffs. Holiday and medical care is also can become somehow the motivator factors to workers. Motivation factors are needed in order to motivate an employee into higher performance. These factors result from internal generators in employees. In order to encourage the talented worker, the managers of the business should give them some promotion as a reward or show them the opportunities of advancement. It will give the workers sense of personal achievement and work harder to get more praise.Process theories of motivation provide an opportunity to understand thought processes that influence behaviour. Equity Theory considered that a individual is whether motivated or not is not only decided by what they have got, but also by what they have got is fair enough to anyone else or not. So the distribution rationally is important for stimulating job motivation' factors of individuals in an organization. Someone will compared to other colleagues that the ratio of input, like time, effort and ability, and output, like salary, praise and achievement, and when it is equal, they will feel justice. And Scotia Airways wil never stop to recruit new staff, whenever there is someone who has get into this company with an unfair way, the originalmembers in Scotia Airways will feel uncomfortable and thinking that their effort is not worth. This is going to be a disaster for Scotia Airways cause their origin member will not being hard-working in that unfair condition.2.2As management of Scotia Airways, there faced many challenges. According to the case, we got that the Scotia Airways plans to expand its market, and set an ambitious programme for expansion over the five years. When face of more and more worker,the management should give the right of manege,the low level management. Let the staff can manage themself when they face some low level problem. That will be improve the efficiency and communication with the client.And if the management want to control the organization, the management must pay attention to teamwork,the team cohesion. It is also can improve the staff performance and improve the Scotia Airways performance. For example ,AC Milan foot club. In 2007,the team has no one can be called superstar,and the average age of the team is much than another them in Europe . But the team also become the Champion of the UEFA Champions League. Why? It is due to the teamwork and the team cohesion. In 2007,the captain is Maldini, a people who can unite the team members. So AC Milan can play a better level in the game,and won the championship in the final.Then,There have three common sides in organization—job enlargement, job rotation and job enrichment. Job rotation means employees could change his/her jobs and do various jobs after a period time. It makes employees feel fresh about many jobs that can last their motivation. And the job enrichment means employees have opportunities to use his/her abilities with different jobs, which retained fresh feel about a job, and make them have higher motivation. These can make employees in Scotia Airways interested in their work. But all of these have a premise that is we should found their characteristics and training them. Staffs levels is the most important part of a expansion organization, only employees with high quality can adapt various jobs, and ensuring they use their empowerment right. It also stimulates employees’ motivation to work harder. The final, the management of Scotia Airways should divided goals tomany smart objectives. It makes goals to be more clear and acceptable which is completed convenient. In a word, these methods can make employees develop all abilities to work, maximum the benefits within Scotia Airways, and promote the expansion of it.2.3At first. The Scotia Airways Only hired 80 employees. Because of expansion, the management decide to expand the size of the department. So the management should use team working to manage their worker, to improve the performance.The main value of team is their ability to assemble and empower employees to coordinate together, and use their talents to improve the organization. It also benefits the employee's motivation and job satisfaction. Teamxork can improve quality and flexibility, coordination /communication, satisfaction, productivity, development and solve the problem.In the Scotia Airway,the management team within Scotia have worked meticulously in planning and evaluating their services to ensure that customer focus is the primary driver of business success. So, Scotia Airways have to improve their teamwork’s ability to adapt to market, which reflect the important of teamwork.However, it also has a potential faults and cost team. The team may have an unexpected effect fermentation hostility management target, make the team completely self management. Individual and team conflict between target.There is a potential "social loafing" (that is, a person's do less, team work than he/she usually do work alone). Undefined roles and responsibilities can also cause dissatisfaction. In the Scotia Airways, Its expansion over recent years certainly will need to the management of company increase its management ability. This expansion of company also bring the problem of the bloated of organization, the relationship of new staff and old staff is stiffness and team trust is reduce. The Scotia Airway must solve these potential disadvantages and cost of teamwork.2.4A successful organization always has higher team cohesive and performance, but there have many factors impact on it. Scotia Airways has been influenced by three factors—selection of appropriate supervisor, participation of decision making and SMART objectives. As a team, it must have a completed structure. It means there has senior managers, employees, and employees conclude some proposers, some executors and so on. In this case, the Scotia Airways want to employs executives and managers in marketing, finance, HR and administrative staff within each department. Rosa is in overcharge and assisted by others. When difficult decisions have had to be taken, she has always been a strong and decisive manager. She is the powerful manager, and effective to lead manager team of Scotia Airways. So selection of appropriate supervisor of a team is more significant for an organizati on’s performance. Then, another part is participation of decision. Every members of a team should participation of decision actively. In this case, the Scotia Airways is made decisions both managers and employees, which benefits promote their team cohesive. It easy to make reasonable decisions with discussion of regularly meeting.The sufficient participation of decision could make team work efficient and improve its performance. The third one is to have SMART objectives. SMART means Specific, Measurable, Attainable, Realistic and Time-bound. Specific objectives are acceptable to employees. Measurable, attainable and realistic means the objectives are appropriate of their abilities. In this case, the Scotia Airways gives valets, gourmet meals, entertainments and extra services to customers, and they plan to expand their market share the next five years and increase their tourist destinations. These objectives are following these rules, and completed these objectives is make employees’ become higher motivatio n. These three factors are effective impact on improve team cohesive and performance of Scotia Airways.Reference•Wigfield, A., Guthrie, J. T., Tonks, S., & Perencevich, K. C. (2004). Children's motivation for reading: Domain specificity and instructional influences. Journal of Educational Research, 97, 299-309.•<Managing People and Organisations> China Modern Economic Publishing House page:192•The Managing People and Organisations PPT of teacher Jianhong Wu page:232 233 388349X。

HND人力资源管理outcome1

HND人力资源管理outcome1Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：Contents Introduction (2)Section 1: Relationship between goals, objectives and policies (3)Section 2: Differences between the formal and informal organization (4)Section 3: Open System Theory (4)Section 4: Different stakeholders (5)Section 5: Effective control strategy (6)Conclusion (7)Reference (7)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 andinformal 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 workdepressing.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 healthand 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 V on Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。

HND人力与组织管理outcome1

1.Analyze the relationship between organizational goals, objectives and policies andexplain their contribution to effective management in the Shangri-la Hotel case study.Organizational goal is the expected results of subjective vision, is formed in the mind of a subjective ideology.the goals include five parts followsCustomer goals focusing on customers’needs, benefits, services ,etc. For example people who live in the Shangri-la Hotel are need comfortable room, delicious food and excellent service.Product goals related to the range of products including quality, quantity and services on offer.For example Craig is convinced that using the freshest meat,vegetables and fruit from Gordon’s farm is essential.Operational goals covering areas like technology or machines used,staffing levels.Craig must make sure that all customers would be attended to within five minutes of being seated.Secondary goals subordinate to the above three goals and relating to environmental issue. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.Service goals is every employee should be a good professional quality and professional personal integrity, into every day to deal with customers do every thing, into the customer’s perception and recognition.The hotel want to customers feel pleasant in the hotel.Organizational objectives are more specific than goals and identify the specific path to be taken in order to achieve goals.It has to be SMART (specific, Measurable, Attainable, Realistic, Time-bound) Specific: objective must be detailed and definite.Measurable: objective should be assess by concrete standards, includingAttainable: objective set by organization could be achievable and accessible.Realistic:objective should be built up in obedient with real capabilities and actual condition.Time-bound:objective are set on time and should be adapted to the condition change.In case, under control of Ailsa’s management , Shangri-la hotel became the first hotel in Glasgow to achieve the prestigious 5-star AA award.Organizational policies: these provide a framework of rules or guidance within which management and staff can make decisions.In the shangri-la Hotel, The fist rule is the reputation of the Shangri-la Hotel depended on high quality customer care, and it was important that all staff in the hotel were trained to the highest standards. The second is Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries. The last one is the sales visits that Ailsamade meant she was often away from the hotel, so Antonio had authority to charge of the Hotel when she was absence.Relationship: Each policy will contribute to the achievement of objectives,every objectives are to promote the realization of goals.2.Identify the main difference between the formal organization and informal organization.Organization is a group of individuals operating together in a systematic way to achieve set of objectives.Formal organizations are set up to achieve goals and specific organizational objectives .Informal organization theorists have been aware that within the formal structure of the organization there will always be an informal group.Formal organization has planned responsibility, consistent functions and structure of authority and communication. In case,the hotel is a formal organization,because the hotel has professional manage. And all staff have their responsibility and tasks.Informal organization has loosely structured and fluctuating with its individual membership spontaneous.In case, the Hotel kitchen is an informal organization .Because they are independent individual. they haven’t specific system to control their thought and behavior. And the structure of authority and communication in the kitchen is not rigorous. they haven’t specific structure. they work together and sure the work.3.Explain the composition of the open System Theory and explain how it applies in the Shangri-la Hotel case study.The open System Theory is a conceptual framework, which investigate organization and its environmental relation. Open system have internal and external environment.SWOT belongs to internal environment,PEST belongs to external environment.SWOT analysis is a kind of enterprise internal analysis method. It includes strengths, weakness,opportunity and threat.Strengths are internal factor of organization.In case, Shangri-la hotel is a 3-star Michelin hotel, it is first 5-starAA in Glasgow.Weakness are internal factor of organization.In case, employees have complain about Craig.Opportunity is external factor of organization.In case, Shangri-la cooperation with Gordon. Gordon has the freshest meat,vegetables and fruit.Threat is external factor of organization.In case,recently,the three main large companies of Shangri-la hotel into closure.PEST analysis refers to the analysis of the macro environment.It includes polities,economic,society and technology.Political factor includes political system ,the political situation, the government’s attitude.In case, Economic factor includes GDP,market mechanism,market demand,etc. In case,Alica obtained the funding from Scottish Enterprise.Social factor is that general conditions of whole social development in a certain period,mainly includes social morality ,and cultural traditions, the population change trend. In case, Craig and Ailsa both believed in supporting local business, and always used local banks, financial advisors and lawyers to support their business.Technological FactorsRefers to the total level and change trend of social technology, technical change, technological breakthroughs to the enterprise, and the technology of the interaction between the political, economic and social environment. In case,hotel need more advanced product to attract customers.4.Identify different stakeholders in the case study and explain their influence and interest.Stakeholder Theory is a around the enterprise and the social value as the center of business ethics and organizational management theory.Stakeholder includes nine roles . this role has twoparts,external stakeholders and internal stakeholders.External stakeholders in clude customers, supplies,society,Government ,creditors and shareholders. Internal stakeholders include Directors and managers,employees, owners.External stakeholdersShareholders is institutions and individuals who own a stake in a company.Craig and Ailsa. they have discretion to determine the profitability of the company. shareholder will be interested in return on their investment and possibly the long-term growth and developmentof the hotel.The influence of shareholder have right of decide strategy. right to vote, right to election of directors.Customer who buy the products or services. People who live in the Shangri-la hotel and choose Shangri-la hotel in the future.they spend money in hotel and bring benefit for Hotel. The interest of customer want to have more quality service. The influence of customer is if they do not accept this Hotel, they can chose the other hotels. So customer have great influence in the hotelSupplies who provide raw materials and services.The Gordon’s farm and Scottish Enterprise. Farm supply products for Shangri-la Hotel, Scottish Enterprise offer fund to Shangri-la hotel.The supplies interest is Shangri-la Hotel provides a source of revenue for the supplier. The influence of supplies is they want to ensure that the hotel will be important to pay for the goods.Internal stakeholdersDirectors and managers: those who lead organizations. Craig and Ailsa. they have authority to make decisions directly. The interest of directors and managers make hotel become more and more successful under the control of them. The influence of directors and managers is they make decision, these decision will decide the development of the hotel.Employee who work for an organization. For example Saskia, Antonio and staff who work in the Shangri-la hotel. The kitchen staff were well paid,but the atmosphere could be very tense.The interest of employee achieve salary. The influence of employee have development of working conditions and quality of service and they can provide service for customers to make benefits for hotel.5.Recommend an effective control strategy that applies to the Shangri-la Hotel case study and justify its suitability.Strategy control mainly refers to the implementation of enterprise business strategy.check the enterprise strategy. evaluation of enterprise performance, and the established strategic objectives and performance standards,to find a strategic gap, to analyze the causes of deviation, to correct the deviation, so that the implementation of enterprise strategy better with the current internal and external environment,enterprise goals , so that the enterprise strategy is achieved.Effective include personal centralized control,, bureauctric control,output control, cultural control.personal centralized control: It takes centralized decision. It emphasis direct supervision and personal leadership founded upon ownership, charisma, or technical expertise. It user reward and punishment to reinforce conformity to personal authority .Bureaucracy control: Bureaucracy is an organization structure with many levels of authority and a rigid hierarchy, regulated by an organization structure with many levels of authority and a rigid hierarchy, regulated by set rules and procedures held together by a central administration. Problemsof bureaucracy control gave detailed rules and procedures, power from top to the bottom,emphasize the work schedule , pay attention to the extra rewards and don not believe in team work.Output control: Financial measure of performance. problem with output control is managers must create output standards that motivation at all levels. They must be careful not to create short-term goals that motivate managers to ignores the future, And if standard are set too high, works may engage unethical behaviors to attain them.Culture control: The set of internalized value, norms,standards of behavior, and common expectations that control the ways in which individuals and groups in an organization interact with each other and work to achieve organization goals.he Craig’s behavior displayed the personal centralized control,because when the waiting stuff offered suggestions on how to deal with customers’ problems,Craig always rejected them and proclaim’ this is my kitchen,we run it my way.’which reflect Craig as the manager in this hotel,take centralized decisions and ignore other employees opinions.。

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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。