hnd人力资源管理outcome
HND人力资源管理导论Outcome
“Escape to Wild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。
它作为一家私营公司小规模的经营了超过15年的，一直到六年前，一位经理被聘请来扩展公司业务。
首先，公司增加了邮购目录上的商品数，并且用了更大的仓库来存放和配送货物。
四年前，“Escape to Wild”开了第一家自己的零售专营店，到现在，已经有了10家零售专营店，并有计划再多开五间店。
两年前，公司建立了自己的网站，实现了网上购物，这部分的业务发展迅速，还带了了很多海外的订单。
这位新经理上任以来，公司员工已由原来的20人发展到300人，业务也变得更大更复杂，持续需要加强员工来源已经成为这家户外服饰专营公司最强烈的需求，需要更多的员工是这家公司的当务之急。
“Escape to Wild”公司没有明确的人力资源部门。
部门经理们根据自己部门的职责招聘新人，负责确定他们的薪酬水平。
薪酬管理业务已经外包，员工培训一般是临时组织的，财务主管负责处理员工的合同和特殊情况，例如产假和加薪。
在这个快速发展的时期，公司已经开始将更多的精力投入到服务正在增加的客户群中。
到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。
在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。
不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。
同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。
一个管理层的人员最近参加了一个关于员工法案的研讨会，法律的复杂性带来的实际问题是公司更加需要一个专门的部门来公平的处理员工的问题。
同样，员工们也开始抱怨一些条款和条件中的矛盾，有一些人离职了，因为他们对自己遭受到的人力资源问题觉得不满意。
hnd人力组织与管理outcome全部答案
Section B
6. Motivation for staff depends on more than high salary and working condition
Explaining one of the following theories: • Maslow’s hierarchy of need • Herzberg’s two factor theory • Alderfer’s ERG theory
• Controlled conditions and close book • Words requirement: 1,500 words • Time length: 135 minutes • A4 page of note is allowed to bring
with candidates • Candidates should achieve at least
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
• David used ‘Big Brother’ approach, which means it has complete control over people and is always checking what they do, he liked to run a tight ship
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
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。
人力资源管理hnd Outcome4 原文+翻译
Outcome 4: Assessment task 2Supplement to the case studyThe mergerDavid and Neil had their usual Friday meeting. This week the main area for discussion was the business’s need to re-structure. This issue had increased in priority when Neil explained that John Colbert Civil Engineering Contractors had approached him about a merger. John Colbert Senior was about to retire and the firm believed that continued success and growth could best be accomplished by creating a business that would cater fully for both the design and development of civil and structural engineering projects. One main reason behind this was that more and more clients wanted cost savings that could be derived from the synergy that would result from dealing with one organisation for design and development. Although both firms had reputations for high quality work, increasing competition and the need to make efficiency savings was making it more and more important that the two businesses looked to new possibilities for managing and developing. Over the past four years the two firms had worked together on a number of projects and they were about to start work on two major developments: the new leisure complex and the office block for the Scottish Executive, the latter of which was only secured as a result of the close working arrangement of the two firms. John and Neil were also aware that successful completion of this project could lead to more Scottish Executive projects.Currently John, a chartered civil engineer, employed two teams. Each team comprised a team leader, digger driver and three qualified builders. When working on large developments the two teams would work on site together, but be responsible for different aspects of the site development. For instance, in road development, one team would concentrate on road production whilst the other team concentrated on bridges or pathways, depending on the design specification.Neil agreed with John that, from a business perspective, a merger of the two companies could be beneficial in a number of ways:The merger would primarily be beneficial because the engineers would have the formal authority to manage the construction staff. At the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. A merger would help clarify this relationship.John’s firm was based out of town and, in addition to the space for his equipment, he had a large office that would cope with the additional staff from Barbour Brown. In the past, engineering consultants had always preferred to be based in town centres. This was mainly to allow clients easy access to the engineers. As a result of new technology and computer networks, design communication tended to be done through phone calls and email. It was very rarely that clients visited the offices. When meetings were essential, these tended to take place either on site or at the client’s main office. The building that housed the offices of Barbour Brown was in a prime town location that could beredeveloped. Aware of this potential, Neil was eager to give the merger his full consideration.In addition to the re-location, John also has a small, but efficient, administration team that handles reception, secretarial support, accounts and wages. Again, savings could be made by reducing the administration costs currently incurred by having two administration sections. Neil was aware that the merger, should it go ahead, would create some redundancies.Although not always keen to make major changes, David did agree that, since their business needed re-structured, the merger would provide the ideal reason for making changes to the current method of working, and the proposal to merge should go ahead.David and Neil星期五都有例会。
hnd人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction .............................................................................................................................................................. Section 1:The Structure at Present in Shangri-la Hotel.................................................................................. Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel....................................................... Section 3:The Influence of Task, Technology, and Size on the New Structure........................................Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure .........................Section 5: Authority, Responsibility and Delegation within the New Structure ...................................... Conclusion................................................................................................................................................................ Reference ..................................................................................................................................................................IntroductionThe purpose of this report is to examine the understanding of management structure inthe organization and its application. There are five sections in the report: management structure before merger; management s tructure 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 orservices: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has f ew 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. H owever, because o f wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig ’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, r eception, 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 andmanagement 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 anCraig: Kitchen Restaurant Alisa: MarketingFarm supply: 3 staffsRestaurant: wife, 2 chefs, 4waiters ManagerSupplier-Gordonimportant 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 theirown 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 the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager,had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:Contents Introduction........................................................................................................ Section 1:The Structure at Present in Shangri-la Hotel........................... Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel Section 3:The Influence of Task, Technology, and Size on the New Structure.............................................................................................................. Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure.................................................................................................... Section 5: Authority, Responsibility and Delegation within the New Structure.............................................................................................................. Conclusion.......................................................................................................... Reference............................................................................................................ IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management 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_outcome4
Contents1.0 Introduction2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical Structures2.1.2 Span of Control2.1.3 Departmentalization2.1.4 Communication Patterns2.1.5 the Chain of Command2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical Structures2.2.2 Span of Control2.2.3 Departmentalization2.2.4 Communication Patterns2.2.5 Chain of Demand2.3 Contingency Approach that help determine the Future structure2.3.1 Task2.3.2 Technology2.3.4 Size2.4 Relationships2.4.1 Line Relationship2.4.2 Functional Relationship2.4.3 Staff Relationship2.4.4 Lateral Relationship2.5 Authority, Responsibility and Delegation3.0 Conclusion4.0 Reference1.0 IntroductionThis report has mainly analysis the Tasty Company, which is a food company. According to the contingency approach, there is a need to re-structures the internal structure. It is also to identify the line, staff, functional and lateral relationships. In the report, I will explain the current and recommended structure of the company, and the authority, responsibility and delegation to line management relationships in the proposed structure.2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical StructuresThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line. This kind of structure is suitable for the beginning of the Tasty Company.This is the sort of structure that allows for easy decision-making and is also very informal in nature. They have fewer departments, which makes the entire organization become decentralized one so the authority and responsibility could be defined clearly Tasty Company with this structure can be bureaucratic and respond slowly to change the customer needs and the market within which the organisation operates. Communication across various sections can be poor especially horizontal communication.Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry2.1.2 Span of ControlSpan of control is simply the number of subordinates that an executive supervises.The number of employees that a manager can manage must be determined by every organization. Wide spans have the advantage of supervisors having to delegate and ensure clear policies are laid down. As for Tasty Company, the span of control of the firm is narrow, a president control five managers. Usually, managers are easily to delegate and make sure policies are carried out.The high cost due to the numerous levels, supervisors may get too involved in the work of subordinates and undue delay may be caused. The possible loss of control by the supervisors and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.2.1.3 DepartmentalizationThe assignment of jobs to departments is called departmentalization, and it represents one of the core aspects of the horizontal division of labour. The methods of departmentation include Functional, product, matrix, geographic, customer and hybrid. And the definition of function departmentation is that employees with closely related skills and responsibilities are assigned to the same department.This method is easy and logical to measure and evaluate the employees’ performance and decide usually efficiency and effective. Second, it can enhance the communication between managers and employees and enhance the career ladders and training opportunities. It follows the principle of specialisation, and economies result by having similar tasks grouped under one area.Functions may not be so important as the area covered by Tasty may be widespread and another grouping may be better..Such specialisation may invoke narrowness of outlook. And there may be conflicts between local functional goals and the needs of the whole organisation. A classic example is conflicts between operations staff and marketing staff where operations might want to standardise to get efficiency and marketing might want more variety to meet what they believe are customers’ need.Management positions need people of wide experience and this is not readily available in a rigid functional departmentation system that affords poor traininggrounds.2.1.4 Communication PatternsTasty company has numerous communication patterns. Generally, a normal company has six types of patterns for communication including line relationships, functional relationships, staff relationships, lateral relationships, matrix structure and hybrid structures. From the current organizational structure of Tasty, it is easy to find that they apply the line relationships, A president control five vice general managers, and each manager can not manages other managers because they are in a same level, and they plays the same roles of subordinate for the general manager.2.1.5 the Chain of CommandIt is a typical pyramid shape. Generally speaking, the enterprise must take the focus of attention from supply transferred to the consumer demand. The concept of demand chain for channel members are facing a severe task: enable provide customers more value than supply chain. The main characteristics of the demand chain are demand enter into supply chain, power transfer, demand as the core and the alliance formation of real value. In addition, the flow contents of the chain of demand include demand, resource, information, knowledge and cooperation relationship. The core of demand chain management is the collection, transmission of demand. As for Tasty Company, the chain of demand is extremely significant, in order to stablish the demand chain, the company should push attention to more ceramic collectors and wealthy, and attracts them buy our food. Also the firm should ensure demand chain can solve the needs of market, sales and service in the value chain.2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical StructuresTo solve the problems of current organizational structure which is too simple and leads that each manager doesn’t recognize their task, thus Tasty Company may have confusions without appropriate hierarchy. After expanding the organizational structure, there’re five levels of management. First, the president actions as the biggest controller, they take up the highest location of the company, and he counterbalances the power with every department. Therefore, President controls the general manager and it should work for himself. Then, every manager manage some departments or factories, and each department have closely contact with other departments, and they are controlled by their each manager.2.2.2 Span of ControlSpan of control is too narrow as for these managers, nothing have controlled by them. As the result, some departments should be formatted while the organizational structure is expanding. Every manager controls four or more departments, that is to say, the span of control become much wider than the former structure. The presidentalso actions as the biggest controller, he has widest span of control. Last but not least,in the future organizational structure of Tasty, many supervisor has appeared, and it ensure the span of control in the president which can not too wide to influence the operation of the firm, they make the span of control maintain a suitable quantity.2.2.3 DepartmentalizationIt is easy to find that the departmentalization is not obvious of the current organizational structure, and these managers can not consist a effective organization. Therefore, after extending the organizational structure, the company realizes departmentalization. The future organizational structure is matrix structure. Departments are working for four or more their own task. The organization will be more efficiency and the communication between departments and managers definitely are enhanced, the managerial performance also will improve a lot.2.2.4 Communication PatternsThere is no doubt that in the previous organizational structure, the communication pattern is too simple because line relationships actions the main communication pattern in Tasty management. As the result, there is a big change after the organizational structure changing. The future structure changes into matrix structure therefore the function of each department is able to develop easily. And manager can make command become more centralized, the degree of task completion enable maximized. Additionally, there are several department for marketing which was managed independently by one general manager which indicates that the matrix structure was very useful in the future organizational structure of Tasty.2.2.5 the Chain of CommandAs for previous organizational structure, the chain of demand is narrow which is not good for company’s operation, and there are fewer managers. So in the future organizational structure, more department managers should be showed up, and that cause demand chain become more and more luxuriant. These managers can control the chain of demand forcefully. For example, Marketing Department can make thedemand chain stronger, and it can control more departments to meet the common goals. Last, the chain of command would make Tasty Company work more efficiently.2.3 Contingency Approach that help determine the Future structure 2.3.1 TaskThe situational variables may include task, technology and size, which will determine the systems and structures determined. The nature and size of the task is a key determinant in shaping the organization. To accomplish the targets that provide better service to the customers after they purchased the products, and achieve the good effect of brand, Tasty Company can increase the After Service in the Line Executive. After having completed the task, the company can promote standardized and efficient services. The technology the organization uses is a key factor in its success. This is in relation not just to information technology but the complete approach to producing an item or delivering a service.2.3.2 TechnologyIn the process of the social and economic development, the company has no choice but to develop new technologies constantly, thus it is a need to increase the Sales Managers who can help the company to research and develop the technology and also overall charge the departments of design and techniques. This change can make the company highly formalized, and has a great deal of specialization and division of labor, and high centralization of decision-making. The size of the organization is a key variable in influencing the design and structure of the organization, with small organizations typically having few procedures which typically will have many written procedures, organization charts and formal processes.2.3.3 SizeIf the company is attempting to employ a growth task by entering into global markets, it will need a structure that is flexible, fluid and readily adaptable to theenvironment. Therefore, Tasty Company should expand the scale. Thus, it is necessary for the company to increase the quality assurance manager which takes responsibility for the material, production, and equipment. With the size increased, the capacity, number of personnel, outputs includes customers and sales, resources are also increased. The organizational structures tend to be higher customization, specialization and differentiation. However, increasing size is also related to increase structuring of organizations activities but decreased concentration of power.2.4 Relationships2.4.1 Line RelationshipThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line, hence the name line structure. This kind of structure is suitable for smaller organizations like small accounting firms and law offices.the Advantages of Line RelationshipThis relationship has the advantages of simple structure, would arise low management cost. The command is unified and under this structure departments could make decisions rapidly. The responsibility and subordinate relationship are also very clear, flexible. It’s easy to maintain the discipline and order.the Disadvantages of Line RelationshipUnder this structure, it may cause some various contradictions and incongruities. To the production department and running of enterprise, it will cause some bad effects. And it is not conducive to develop comprehensive management talents.2.4.2 Functional RelationshipThis kind of organizational structure classifies people according to the function they perform in their professional life or according to the functions performed by them in the organization. Wherever the functional specialist supports or has authority over certain activities of a particular department there is said to be a Functionalrelationship.●the Advantages of Functional RelationshipThis structure will make the most of the experts’ talent and give the lower level work specific guidance so as to make up for the inadequacy of ability of administrative leadership and management.●the Disadvantages of Functional RelationshipThis structure is easy to form multiple leadership and results in lower employee do not know what course to they should take.2.4.3Staff RelationshipIt may be between the administrative support staff and the different teams. And it describes the relationship between the assistants of senior staff and other staff. The assistant may not have direct authority, however, but act as a representative of the senior manager they work for.●the Advantages of Staff RelationshipUnder this relationship, responsibility is clear, every departments are aware to what they should do work, the manager could centralize and unify the employee and command. A variety of experts can play an significant business management role. The stability of organization is higher, when external environment changes small , it’s easy to develop an organizing group efficiency.●the Disadvantages of Staff RelationshipSome every department becomes a system. And in this structure some departments may don’t pay attention to information lateral communication, which will cause repeated easily and low efficiency. If the departments are delegated with excessive power, it’s harmful to this structure. Some departments are lack of flexibility and lags on response to environmental changes. Also, this structure may increase the management cost2.4.4 Lateral RelationshipIn management, it is a link between two employees of the same organization who are at the same level of authority. They may not have the same job title or description, but they report to either the same person or to people who are of equal standing in the company's chain of command. The term describes the 'side by side' relationship that two employees may have in the hierarchical structure of a business.●the Advantages of Lateral RelationshipIn this situation, it can shorten the distance between managers and employees. The speed of information circulating longitudinally is fast so there will be less distortional information. And the employees are more active and autonomy and satisfaction. It’s better for leaders to understand employees’ situation. Supervisors and employees can form a larger collective, which is beneficial to solve more complex problems.●the Disadvantages of Lateral RelationshipBecause the management range is wide, the dec entralization of power, it’s difficult to implement the strict control. The managements are difficult to carry out thorough and specific management. When supervisors and employees form a larger collective, with the expansion of collective’s scale, the coor dination and consensus becomes more difficult.2.5 Authority, Responsibility and DelegationAuthority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organization. Responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function.Delegation is the act of passing the responsibility to complete a task to another person.●The Authority, Responsibility, Delegation of the Sales ManagerThe sales manager in the Tasty Company should take responsible for the sales activities in regard of the sales growth for the company. What’s more, the sales manager should develop sales plans and assist in developing the market. Also, thesales manager should direct support and train related local Account Sales Managers to achieve branch and personal objectives. Moreover, it is a need for sales manager to monitor the sales result for each sale on a monthly basis to make sure that his monthly sales quota is met. At the same time, meet with top customers, assist sales representatives to maintain relationships and close deals is also their responsibilities. When it comes to the authority, the sales manager has the framework of the guidelines, policies, rules concerning line or staff relations as well as of budgets and plans approved the authority to make the decisions necessary to fulfill his responsibility. Considering the delegation, for instance, the general manager appoint the sales manager to increase the economic trade at home and abroad, and highlight the importance for the sales manager to make a plan about the cooperation with some of the large and medium-sized enterprises at home and abroad, and enhance the sales of the Tasty Company. Also, the sales manager can carry out the plan if the general manager gives the authority to make the cooperation plan, and communicate with other companies and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the sales manager.The Authority, Responsibility, Delegation of the Administration Manager The responsibilities of the administration manager in the Tasty Company are establish and maintain good relationships with local governmental authorities, and in charge of management of all offices in China including the head office and factory property. The administration manager has the authority to check finance manager expenses, precede work described. Also, approval of department expenses within the approval limited and approval to selection of service provider within the responsible area are also the manager’s authority. Next comes to the delegation, for instance, the general manage appoints the administration manager to select the excellent people to help the development of the company and tell the administration manager to increase the difficulty of hiring staff and make sure their loyalty to the company. The administration manager can carry out the plan when the general manager gives the authority and give abundant information and resources. Meanwhile, it’s essential forthe general manager to support and monitor the production manager during the recruitment of the staffs.3.0 ConclusionIf the Tasty Company adopts the new organizational structure, it will have a good reputation for its leading market, maximum profit advanced management,. The size of the company and beneficial parts has a dramatic improve. If they do well in these every points above, they will more likely a stable development in its future.4.0 ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations。
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人力资源管理outcome2
Individual ReportF84T 34 Managing People and OrganisationsOutcome 2NAME：SCN:CLASS：ContentsIntroduction (3)Section1: Content and Process Theory within Application (3)Section 2: Methods improving job performance (4)Section 3a: Importance of Teamwork (5)Section 3b: Three factors affecting team cohesiveness and performance .. 5 Conclusion (6)Reference (6)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 ApplicationMas low’s theory:Maslow’s theory is put forward by Maslow in the mid-1950s。
HND人力组织管理outcome3（精简篇）
HND人力组织管理outcome3HND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大二人力组织管理MPO人力报告Outcome3参考
Contents1.0 Assess the main features of managerial work and explain the main roles and activities of managers within the organization (2)2.0 Identify two ways that organizations can measure managerial performance. State how each measure can be utilized to assess managerial performance. (2)2.1 employee motivation and morale (2)2.2 employee satisfaction (3)3.0 identify and explain an appropriate behavioral theory of leadership and highlight its application in the organization (3)3.1 initiating structure (3)3.2 Consideration (concern for people) (4)4.0 identify and explain a contingency or transformational theory of leadership and highlight its application in the organization (4)4.1 Leadership styles (4)4.2 Maturity levels (4)Question 5 for the organization, explain how theories of leadership can be used to improve the way in which a manager leads the staff (5)5.1 A leader’s functions for achieving the task (5)5.2 A leader’s functions for building and maintaining (5)5.3 A leader’s functions for developing individuals (5)Reference ........................................................................................................... 错误!未定义书签。
HND人力资源管理 outcome3
Contents1. Introduction2. Findings2.1 Managerial Work2.1.1 managerial activities2.1.2 managerial role2.2 Mechanisms that could measure managerial performance 2.3 Behavioral theory of leadership2.4 Transformational theory of leadership2.5 John Adair's Action Centered Leadership2.5.1 The reasons why ACL may prove to be important3. Conclusion4. Reference1. IntroductionScotia Airways is located next to Glasgow International Airport. My report will assess the main features of managerial work and explain the main roles and activities of managers. And I will describe the value of two mechanisms that could be used to measure managerial performance and justify how each could be used to assess managerial performance and identify and explain a behavioral theory of leadership and transformational theory of leadership. At last I will analyze how theories of leadership could be used to improve how managers lead staff through this change.2. Findings2.1 Managerial WorkManagement is all about running an organization in a steady state, ongoing administration, organizing structures, establishing systems and processes, controlling in particular by financial means. It can also be defined as the effective use and coordination of resources such as capital, plant, materials and labor in order to achieve defined objectives with maximum efficiency.2.1.1 managerial activitiesManagerial activities can be described as following: forecasting, planning, organizing, commanding, coordinating and controlling. Forecasting means the manager can predict future events.Planning When managers are making planning, it required that the plan to meet anticipated demand. The board of directors express their hopes of the company, and their requires to the company, and then the managers analysis the external environment and the condition of the company. Making planning based on the analysis result. If the plan can get agreement from the board, the managers will convey the goals to every department an d staff. If the plan can’t get the agreementfrom the board, the managers needn’t to make plans until get through. Scotia Airways aspires to mark its international presence, introducing flights to major European tourist destinations, as well as expanding to major business centers in Eastern Europeand the Middle and Far East.●Organizing means the managers can mobilize materials, resources, people and allocate them to departments and people. One of the main strength of Scotia Airwayhas been its ability to work successfully within the regulatory framework of the aviation industry. Because the managers can mobilize resources and employees, encourage them to work hard.●Commanding is the essential characteristic of the managers, lead staff to undertake tasks. The managers in Scotia Airway lead their staff to work under the standard, in order to get success.●Coordinating require ensuring that people, resources, equipment are all working together. The airline has an increasing presence at Scotland’s main airports i n Glasgow, Edinburgh and Aberdeen. And the work can do well still, the managers coordinate the people, resources and equipment well.●Controlling is the important characteristic of the managers, with the great development of the airline company, the management strength the monitoring progress to ensure to the work can be done well.2.1.2 managerial role●Information role The informational roles link all managerial work together. The three informational roles are primarily concerned with the information aspects of managerial work. In the monitor role, the manager receives and collects information.In the role of disseminator, the manager transmits special information into the organization. The top level manager receives and transmits more information from people outside the organization than the supervisor. Future opportunities seem likelyas the EU and UK government relax their control over the licensing of airline provision. The company can change its work according to the information●Decisional role The decisional roles make significant use of the information. There are four decisional roles. In the entrepreneur role, the manager initiates change. In the disturbance handler role, the manger deals with threats to the organization. In the resource allocator role, the manager chooses where the organization will expand its efforts. In the negotiator role, the manager negotiates on behalf of the organization. The top level manager makes the decisions about the organization as a whole, while the supervisor makes decisions about his or her particular work unit. Scotia Airway is successful in expanding need the managers decide the way of dividing and using the resources.●Interpersonal role Interpersonal role directly result from managers formal power base, managers in dealing with members and other stakeholders of relations, they play a role in interpersonal. In the Scotia airways expansion stage, communication role must effectively promote communication. The vast majority of staff in Scotia Airway have also remained with the business as it has grow through the years, if the managers can do well in communication with the staff, they will get greater performance than expected.2.2 Mechanisms that could measure managerial performance●Motivation and morale of staff●Productivity level●Training and development●Absenteeism●Level of staff turnoverAs the expansion of Scotia Airways occurs and more staff are recruited, the level of staff turnover would provide a primary indicator of staff morale and career development opportunities. This would be particular true as the culture of Scotia develops during its growth period.●Training and developmentTraining —A Needs Assessment should be taken first to determine who needs which program and what topics should be stressed, then each organizational members howto perform current jobs. Help worker’s acquire skills to perform effectively. Training used more often at lower levels of firm, development is common with managers. For example, in Scotia Airways, the management will recruit some employee, then the new recruits need to do some specific training to make themselves can complete the task efficiently.Development —B uild worker’s skills to enable them to take on new duties.General speaking, if the staff can work well on time, and master all the basic skills, it indicates that the training made sense. Good or bad training and development can show the managerial performance is well done or not. Scotia Airway use the positive management, and company’s culture to develop the employee’s responsibility to the air company.Motivation—A great deal of material has been covered in this area earlier in the Scotia Airways. From the beginning this company has been operating very well, with no doubt that every employee must be motivated.Teamwork— Fostering teamwork is creating a work culture that values collaboration such as in a Scotia Airways, people understand and believe that thinking, planning, decisions and actions are better when done cooperatively. Form teams to solve real work issues and to improve real work processes.Delegation—Whatever the structure of Scotia Airways, the various operation of Scotia Airways must be distributed amongst it members. It is necessary to plan, organize, direct and control activities and the Scotia Airways also have done this plan the expansion in five years.2.3 Behavioral theory of leadershipLeadership style is the manner and approach of providing direction, implementing plans, and motivating people.The responsibilities as a manager for each individual are:1.understand the team members as individuals - personality, skills, strengths, needs, aims and fears2.assist and support individuals - plans, problems, challenges, highs and lows3.identify and agree appropriate individual responsibilities and objectives4.give recognition and praise to individuals - acknowledge effort and good work5.where appropriate reward individuals with extra responsibility, advancement and status6.identify, develop and utilize each individual's capabilities and strengths7.train and develop individual team members8.develop individual freedom and authorityTheManagerialGrid(Blake&Mouton)This grid graph places an emphasis upon the concern a manager has for people andthe concern a manager has for task. For instance, Scotia Airway would benefit by analyzing the behavioral approach that managers would require to manage the expansion of Scotia Airways. Whilst it is clear that the achievement of expansion is vital, the need to manage and support the needs of a tightly-knit group of workers will challenge managers. Managers should be trained to reflect the need for teammanagement to satisfy the demand of both production and employee needs.2.4 Transformational theory of leadershipTransformational leaders treat relationships with staff inn terms of motivation and commitment, influencing an inspiring people to give more than just mechanical compliance and hence to improve organizational performance.Transformational leaders openly share information with workers, such as everyone is aware of problems and the need for change, and leaders empower workers to help with solutions. From the case of Scotia Airways, we can know that every workers of this company have known the expansion in five year.Transformational managers would make subordinates aware of how important their jobs are by providing feedback to the worker. They make subordinates aware of their own need for personal growth and development. For example, in Scotia Airways will offer the training program for the new recruits and other staff to help improve their skills.They are charismatic and have a vision of how good things can be. They are excited and clearly communicate this to subordinates. And they engage in development of workers.Transformational managers also should motivate workers to work for the good of the organization, not just themselves. In Scotia Airways, the management set a specific objective expansion over the next 5 years to include long haul destination and management motivate the employee to improve their skills to reach this target.2.5 John Adair's Action Centered LeadershipThe expansion of Scotia Airways will need to be carefully managed. It is very important that managers not only manage effectively but also lead effectively. Leadership theories will play a significant part in the management of the change. John Adair's simple Action-Centered Leadership model provides a great blueprint for leadership and the management of any team, group or organization. Action Centered Leadership is also a simple leadership and management model, which makes it easy toremember and apply, and to adapt for your own situation.John Adair's Action-Centered Leadership model is represented by Adair's 'three circles' diagram, which illustrates Adair's three core management responsibilities:●Achieving the task To the whole company,identifying the task and task allocation is very important. The purchase department should purchase high-quantity aircraft parts, produce the superior planes. The market department should spread the company’s reputation and promote the numbers of flight. The service department should increase the number of servicers, and improve their service level.●Managing the team or group: Team construction plays an essential role in the expansion of the company, so maintaining morale and building team spirit is the first step, and then, setting standards and maintaining discipline is to bind the staff can increase the team-working efficiency, in Scotia Airway, every department should communicate as often as possible, choose those who are poor in working, to make a training to them.●Managing Individuals: The individual is a very small part of the company, but is also the important part. As long as everyone can do well on his or her own, the company will operate well. But the managers also need find the personal problems, and improve them by training and development. Giving praise and status is also necessary at the reasonable time. Encourage task conflict and avoid relationship conflict.2.5.1 The reasons why ACL may prove to be important●It provides an essential management framework which will allow Scotia's management to be specifically trained to lead the organization toward its planned expansion. As ACL sees leaderships as a trainable, transferable skill Scotia Airways will be able to tailor leadership training toward its drive for expansion.●Leadership standards can be established and reported to the individuals and groups. Norms and support mechanisms can be provided by the manager to facilitate achievement of plans and a smooth transition to expanded service.●ACL encourages the understanding of group and individual needs and promotes the development of individual and group capabilities and strengths.3. ConclusionAccording to the information of the findings, there are the answers that assess the main features of managerial work and explain the main roles and activities, describe the value of two mechanisms that could be used to measure managerial performance, Identify and explain a behavioral theory of leadership and a transformational theory of leadership. At last this report also give the planned expansion that Scotia have undertaken, analyze how theories of leadership could be used to improve how managers lead staff through this change.4. ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations,。
HND人力资源与管理报告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人力组织与管理组织outcome3全部答案解析
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
• Structure
-- Civil engineering project -- Structural engineering project
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
Explaining one of the following theories: • Maslow’s hierarchy of need • Herzberg’s two factor theory • Alderfer’s ERG theory
• Well trained staff
• Loan from bank, grant
• Equipments • Local
contractors, insurance brokers and accountants
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
h n d人力资源管理o u t c o m eSANY GROUP system office room 【SANYUA16H-Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction (2)Section 1:The Structure at Present in Shangri-la Hotel (2)Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3)Section 3:The Influence of Task, Technology, and Size on the New Structure (5)Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6)Section 5: Authority, Responsibility and Delegation within the New Structure (7)Conclusion (8)Reference (8)IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralizedapproach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called aShamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers andbusiness. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform atask, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’ complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。