人力与组织管理Outcome3review
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。
(优选)hnd人力组织与管理outcome全部答案
-- managerial staff -- qualified engineer -- technicians -- apprentice
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
• Well trained staff
• Loan from bank, grant
• Equipments • Local
• Structure
-- Civil engineering project -- Structural engineering project
• Facility, technologyPr,opefritynofaJinng cWAiaNGl (bank loan, grant)
Section A
-- product goals: to provide the best designs through well trained staff; to provide high quality service
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development
（优选）hnd人力组织与管理 outcome全部答案
Assessment 1: Introduction
• Assessment 1 covers outcome 1, 2 and 3 • Controlled conditions and close book • Words requirement: 1,500 words • Time length: 135 minutes • A4 page of note is allowed to bring with
(完整word版)HND人力outcome3.
1A.with reference to an appropriate theory explain the main roles and activities of a managerManagement roles refers to a specific type of management behavior. Mintzberg 10 kinds of management behavior can be further combination of three main aspects, namely the interpersonal roles, informational role and decisional role.Informational including Monitor, Disseminator,Spokesperson. Interpersonal including Figurehead,Leader and Liaison. Decision including Entrepreneur, Disturbance handler,Resource allocator and Negotiator.Monitor seek and get all kinds of internal and external information, in order to thoroughly understand the organization and the environment. Also known as supervisors.Disseminator will from external personnel and lower the information transmitted to other members of the organization.Spokesperson released to the outside world organization plan, policies, actions and results, etc. Figurehead must perform the routine many legal and social obligations. Also known as the representative.Leader responsible for motivating; Responsible for personnel, training and related responsibilities. Liaison maintenance developed by external relations and sources, get help and information. Entrepreneur opportunities for organizations and environments, establish "improvements" to initiate change.Disturbance handler when organizations face focus, accident chaos, responsible for corrective action.Resource allocator is responsible for the allocation of various resources organization - to develop and approve all relevant organizational decisions.Negotiators in the main negotiations as a representative of the organization.1B.explain how the roles identified in (a) are being carried out by managers in Shangri-la HotelsIn case Ailsa as Leader in Hotel.she took part in all events of Hotel and manage all staff in the Hotel.Such as when students chose become part-time staff in the Hotel,Ailsa would increase their salary.Craig as resource allocator in Hotel.Each day in the kitchen he personally prepared the menu for the restaurant, and allocated specific tasks to the waiters and kitchen staff. He kept close tabs on exactly what each one did, as he believed that every dish that left the kitchen had his signature on it and therefore had to meet his rigorous standards.Saskia as Disseminator in the hotel. Whenever Craig was away from the hotel, Saskia was delegated the job of issuing work to the kitchen and waiting staff.2A. Explain Likert's System theory on leadershipThis theory is he and his colleagues on the production as the center of the style of leadership and people-centered leadership after a comparative study of the results. The theory is that support relationship is a two-way street. Leaders want to consider the situation of subordinate staff, ideas, and hope, help staff to achieve its objectives, make the worker to realize their own value and importance. Leader this support can motivate subordinates to the worker the worker of leadership take the attitude of cooperation, trust, support the leader's job.He's led four system model is put forward in 1967, is the leadership style is divided into four types of systems. Exploitative authoritative, benevolent authoritative, consultative and participative.He thinks only a fourth way - "participative" to achieve truly effective leadership to correctly set goals for the organization and effectively reach your target. Given the leadership to take way to motivate people, so he thought, this is the most effective way of leading a group.Management style 1 is called "the exploitative authoritarian" or "authoritarian - authoritarian". In this way, the director of the personnel is very authoritarian, rarely trust subordinates, to make people fear and punishment, the method of combination rewards to motivate people, occasionally take a top-down communication, decision-making authority is limited to the top.Management way 2 is referred to as "benevolent authoritative" or "enlightened authoritarian", in this way, the director of the personnel have full of trust and confidence of the staff; Reward and punishment and incentive methods; Allow a certain amount of communication from bottom to top, solicited subordinates some ideas and Suggestions; Granted to certain decision-making power at a lower level, but firmly control policy.Management style 3 is called "consultation". Take this way, the director of the personnel of subordinates have quite big but not fully trust and confidence, he often try to adopt the subordinate ideas and opinions; The reward, occasionally with punishment and a certain degree of participation; Engaged in two-way communication information up and down; Top on major policy and overall decision-making at the same time, allow lower-level departments make specific decision problem, and in some cases.He believes that 4 is the most effective approach of management way, can be called“participatory" collective. Managers to take a fourth way of subordinates in all matters with full confidence and trust, always get ideas and opinions from subordinates, and actively adopt them; To determine the objectives and evaluation target the progress, organize groups to participate in, on the basis of the material rewards; More engaged in the communication between with colleagues between up anddown; I encourage organizations at all levels to make decisions, or as members of the group with their subordinates to work together.2B.Which system do you believe apply to Craig and Ailsa's approach to management . explain your answer.Craig often use the benevolent authoritative system in the hotel. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. Craig always made a point of telling the team they had done a good job at the weekly get-together.Ailsa often use the group participative system in the hotel. Ailsa knew that Antonio had many years’experience in the hotel trade and trusted him and the team to implement this strategy. The sales visits that Ailsa made meant she was often away from the hotel, but in her absence Antonio ran things with little problem or fuss.3A.Describe how the Tannenbaum and Schmidt Theory of leadership shows that different situations demand different leadership approachesR. Tannenbaum and Warren Schmidt in 1958 leading behavior continuum theory is proposed. , they argue, managers in deciding what behavior (style) is most suited to produce often difficult when dealing with a problem. They don't know whether should I make a decision, or authorized to make decisions.1, tells-the leaders make decisions and announced. In this mode, the leaders identify a problem, and is considering various alternatives, choose a, and then announced to subordinates, not to direct participation in decision-making.2,sells- leader to persuade subordinates executive decisions. In this mode, with the former mode, the leader of responsibility for the identified problems and make decisions. But he is not simply declared to implement the decision, but realized that subordinates may exist in opposition, and tries to illustrate the benefits of this decision may give subordinates to persuade subordinates to accept the decision, to eliminate the subordinate.3, leaders put forward plans and solicit opinions of the subordinates. In this mode, the leaders put forward a decision, and hopes to subordinates to accept the decision, he offered the subordinate a details about his plans, and allow the subordinate problems are put forward. In this way, the staff can better understand the leader's plan and intentions, leaders and subordinates to discuss the significance and role of decision making.4, leader can modify the plan is put forward. In this mode, the subordinates can affect decisions play a certain role, but the initiative in identifying and analysing problems are still in the hands of leaders. Leader first to think of a problem, which is a temporary plan is put forward. And give the tentative plan to relevant personnel to ask for some advice.5, leader to ask questions, ask for opinion make decisions. In the above several kinds of mode, the leaders before they ask for their opinions put forward their own solutions, and in this pattern, subordinates in the decision to make before put forward their own Suggestions. The leader's active role in problem determination, subordinate role is to put forward a variety of solutions, and finally, leaders from their own and subordinates of the solutions proposed a he thinks the best solution.6, leader scope issues, subordinates collective decision-making. In this model, the leader has decision-making authority to the subordinate group. The leader's job is to figure out what the problem to be solved, and put forward decision-making for subordinates the conditions and requirements of subordinates in accordance with the extent of leaders define the problem to make decisions.7, leader allows subordinates within the limits prescribed by the boss. This model represents the extreme freedom of groups. If the leader took part in the decision-making process, he should try to make myself and other members of the team is in equal status, and prior statement observe group made any decision.3B.Describe the Bass theory of leadership and explain how it can be used to enhance the motivation, moral and job performance of employeesBass will initially be transformational leadership is divided into six dimensions, and then summarized as three key factors, Avolio in its basic way of transformational leadership behavior will be summarized as four aspects,inspirational motivation, intellectual Stimulation,idealized Influence and individualized consideration.Inspirational motivation refers to the leader r of followers placed high expectations, through the incentive to make them involved in the business of achieving an organization's vision. In practice, the leader use beliefs and emotional appeal to condensed group members, in order to obtain greater achievement than individual interests, so the factors to enhance the team spirit.Intellectual Stimulation refers to leaders inspire their followers to creativity and innovation consciousness, on its own and the leader's beliefs and values, beliefs and values to the organization also questioned, leader support follower try the creation of new theory, new method to solve theproblems of the organization, to encourage the followers to think independently and solve problems.Idealized Influence refers to the leader to the follower by way of example, followers of the leader, and is willing to follow the leader, the leader usually have higher moral standards, values and moral behavior, the leaders provide followers goals and vision, a sense of mission to followers. charismaindividualized consideration refers to the leader to create a supportive atmosphere, followers to listen carefully to the individual needs, a leader in helping the individual self-fulfillment when playing with the coach and the role of advisor, help followers to achieve its own needs and development.3c. Explain how Craig could use the above approaches to improve his leadership styleCraig also believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.4.Explain two ways in which managerial performance can be measured and in each case describe how the measure can be used to assess managerial performance.Measures of managerial effectiveness method is refers to the use of certain quantitative indicators and evaluation standard, to achieve its performance goals,and to achieve this the budget execution results taken by the comprehensive evaluation method. Measures of managerial effectiveness including Appraisal, Staff development, Management development and Development programmes. Staff development : Effective development requires a systematic approach, which begins when the human resources department formulates its plan, This plan outlines the job requirements for the future in order to achieve the organizational goals, along with performance criteria in order to achieve the goals.Management development is under the specific environment of group has the resources for effective planing, organizing, leading and controlling, in order to achieve the established process of organizational goals.In case , Ailsa and Craig always use staff development. Ailsa had close links with the local college who ran hospitality courses, and would often take on learners who were studying there as part-time staff. On completing their studies, many of these learners opted to take up full-time employment with the hotel, at which time Ailsa would increase their salary. Craig believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.Craig always use management development. Craig depended greatly on Saskia, having worked together in London for many years. Whenever Craig was away from the hotel, Saskia was delegated the job of issuing work to the kitchen and waiting staff. Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries.。
人力Outcome3
人力Outcome3Outcome31A. With reference to an appropriate theory explain the main roles and activities of a manager.Management roles refers to a specific type of management behavior. Mintzberg 10 kinds of management behavior can be further combination of three main aspects, namely the interpersonal roles, informational role and decisional role. Let's look at each of the ten managerial roles in greater detail.Interpersonal CategoryThe managerial roles in this category involve providing information and ideas. Figurehead –As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization. Informational CategoryThe managerial roles in this category involve processing information.Monitor –In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. Disseminator – This is where you communicate potentially useful information to your colleagues and your team.Spokesperson –Managers represent and speak for their organization. In this role you're responsible for transmitting information about your organization and its goals to the people outside it.Decisional CategoryThe managerial roles in this category involve using information.Entrepreneur –As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.Disturbance Handler –When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.Resource Allocator –You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.Negotiator –You may be needed to take part in, and direct, important negotiations within your team, department, or organization.1B. Explain how the roles identified in (a) are being carried out by managers in Shangri-la Hotels.In case, Saskia is a disseminator in the hotel.When Craig left the hotel, Saskia was assigned to the work of the kitchen and service staff.Ailsa is the leading hotel.She took part in all the hotel activities and managed all the staff in the hotel. If students choose to become part - time staff in the hotel, Ailsa will increase their wages.Craig is an allocator of hotel resources.Every day in the kitchen, he prepared the menu for the restaurant and assigned specific tasks to the attendants and the kitchen staff. He pays close attention to what everyone has done, because he believes that every dish that leaves the kitchen has his signature, so he must conform to his strict standards.2A. Explain Likert's System theory on leadership.Rensis Likert and his associates studied the patterns and styles of managers for three decades at the University of Michigan, USA, and identified a four-fold model of management systems. The model was developed on the basis of a questionnaire administered to managers in over 200 organizations and research into the performance characteristics of different types of organizations. The four systems of management system or the four leadership styles identified by Likert are:▪System 1 - Exploitative Authoritative: Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The superior has no trust and confidence in subordinates. The decisions are imposed on subordinates and they do not feel free at all to discuss things about the job with their superior. The teamwork or communication is very little and the motivation is based on threats.▪System 2 - Benevolent Authoritative: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy.The superior has condescending confidence and trust in subordinates (master-servant relationship). Here again, the subordinates do not feel free to discuss things about the job with their superior. The teamwork or communication is very little and motivation is based on a system of rewards. ▪System 3 -Consultative: Responsibility is spread widely through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates. Some amount of discussion about job related things takes place between the superior and subordinates. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job. ▪System 4 -Group Participative: Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy.There is a high level of confidence that the superior has in his subordinates.There is a high level of teamwork, communication, and participation.2B. Which system do you believe apply to Craig and Ailsa's approach to management. Explain your answer.In case, Ailsa use the group participative system in the hotel.Alisa knew that Antonio had years of experience in the hotel industry and trusted him and his team to implement this strategy. The sales visit that Alisa means that she often leaves the hotel, but she is not, Antonio running things rarely have a problem or a fuss.Craig uses the benevolent authoritative system in the hotel.Every weekend, Craig always offers a free hot drink for the team to celebrate, and the team always likes these parties. Craig always stressed that they had to tell the team that they did well at the weekly party.3A. Describe the Bass theory of leadership and explain how it can be used to enhance the motivation, moral and job performance of employees.According to Bass transformational leadership theory encompasses several different aspects, including:∙Emphasizing intrinsic motivation and positive development of followers∙Raising awareness of moral standards∙Highlighting important priorities∙Fostering higher moral maturity in followers∙Creating an ethical climate (share values, high ethical standards)∙Encouraging followers to look beyond self-interests to the common good ∙Promoting cooperation and harmony∙Using authentic, consistent means∙Using persuasive appeals based on reason∙Providing individual coaching and mentoring for followers∙Appealing to the ideals of followers∙Allowing freedom of choice for followersTransformational leaders are described to hold positive expectations for followers, believing that they can do their best. As a result, they inspire, empower, and stimulate followers to exceed normal levels of performance. Transformational leaders also focus on and care about followers and their personal needs and development.Transformational leaders fit well in leading and working with complex work groups and organizations, where beyond seeking an inspirational leader to help guide them through an uncertain environment, followers are also challenged and feel empowered; this nurtures them into becoming loyal, high performers.There are 4 components to transformational leadership, sometimes referred to as the 4 I's:∙Idealized Influence (II) - the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.∙Inspirational Motivation (IM) - Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.∙Individualized Consideration (IC) - Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.∙Intellectual Stimulation (IS) - the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.Transformational leadership is said to have occurred when engagement in a group results in leaders and followers raising one another to increased levels of motivation and morality.3B. Explain how Craig could use the above approaches to improve his leadership style.Idealized Influence (II) - Craig also believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.Inspirational Motivation (IM) - At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.Intellectual Stimulation (IS) - Saskia was aware that there were some moans among the kitchen staff and had spoken to Craig about this. Craig was upset to be advised of this as he had always felt his restaurant was a high-pressure but fun environment to work in. So Craig decided to discuss the issue with Ailsa.4. Explain two ways in which managerial performance can be measured and in each case describe how the measure can be used to assess managerial performance.It is important in an organisation that the performance of management is measured on an ongoing basis and that corrective action taken as required. By measuring management performance, an organisation can evaluate and review the effectiveness and performance of a manager’s approach, identify problem areas and offer insights for improvement. There are a variety of mechanisms to measure the effectiveness of an organization’s management. There may include: Appraisal, Staff development, Management development and Development programmers.Appraisal: All staff members, whether managers or not, should be regularly appraised. For managers such appraisal should include not only technical ability and skills but also managerial and interpersonal skills. This assists in building effectiveness by identifying if individual members of staff have stuck to their own goals which when grouped go towards meeting the goals of the organisation.Staff development: Effective development requires a systematic approach, which begins when the human resources department formulates its plan. This plan outlines the job requirements for the future in order to achieve the organizational goals, along with performance criteria in order to achieve the goals.In case, Craig use appraisal.Craig kept close tabs on exactly what each one did, as he believed that every dish that left the kitchen had his signature on it and therefore had to meet his rigorous standards.Craig always made a point of telling the team they had done a good job at the weekly get-together. The team worked well together and often received complimentary feedback from customers on how well they were taken care of and how positive their experience of the hotel had been.Ailsa and Craig use staff development.Ailsa had close links with the local college who ran hospitality courses, and would often take on learners who were studying there as part-time staff. On completing their studies, many of these learners opted to take up full-time employment with the hotel, at which time Ailsa would increase their salary. Craig believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.。
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,。
人力outcome1-3全部知识要点
Section A
1. Basic components of organisation
• People
----managerial staff qualified engineer technicians apprentice
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
Property of Jing WANG
ain goals
• 4 main goals
-- consumer goals: high quality service at quoted price; happy customer was a priority -- product goals: to provide the best designs through well trained staff; to provide high quality service -- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development -- secondary goals: use local contractors, insurance brokers and accountants for services to the company
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
hnd_人力组织与管理_outcome13_全部答案
satisfy customer’sPropneretyeofdJing WANG
Section A
2b. Objectives and policies
-- product goals: to provide the best designs through well trained staff; to provide high quality service
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development
-- Based on explicit values
• Policies in case:
-- all work should be allocated by David
-- David required the staffs to use timesheet
-- use local firms to provide service, such as local contractors, insurance brokers and accountants
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
HND人力outcome3
Individual ReportF84T 34 Managing People and OrganizationsOutcome 3Name:SCN:Class:目录Introduction (2)Section 1: Roles and Activities of Managers within Application (3)Section 2: Likert’s Systems Theory on Leadership within Application (4)Section 3: Tannenbaum and Schmidt Theory of Leadership within Application (6)Conclusion (9)IntroductionThe purpose of the report is what to introduce a number of theories. The Shangri-la Hotel learned from these theories to better manage the hotel. There are five sections which are Roles and Activities of Manager, Likert’s Systems Theory, Tannenbaum and Schmidt Theory, Bass theory and two ways in which Managerial Performance can be measured. The finding of this report reveals that a number of theories on leadership within application.FindingsSection 1: Roles and Activities of Managers within ApplicationOne appropriate theory is Fayol’s Theory of Managerial Acti vities. It includes five activities that are forecast and plan, organise, command, coordinate, control.Forecast and plan: Forecast and plan are the future and make plans for the future. Ailsa visited some companies to make their own experience more abundant in the case. She also allows employees to go to university to study. Employees learned more knowledge and applied to the work. She is preparing for the future development of the company. So we think this conclusion is forecast.Organise: Organise is to set the organizational structure and determine what each person should do. Ailsa is the manager of the Shangri-La Hotel. She managed the company’s chambermaids, receptionists, cleaners and maintenance staff. She gave them a task. So we think this form is organise.Command:Management of the staff’s arrangement is called the command. Craig command the staff in the kitchen. He let staff do what they do. The employees are following his orders. So we think his behavior is called command.Coordinate: Coordinate means bind together and harmonise activity and effort. Craig and Gordon produced a number of terms in the process of cooperation. For example, in what season to the hotel to provide what vegetables, or when a kind of vegetable is sold good will give some discount to hotel. So we think it is a coordinate.Control: Control is to monitor the process of the work and to ensure the implementation of the plan. And will correct the mistakes. Craig doesn’t allow otherpeople to sign in the kitchen. Only allow himself and Sous Chef Saskia sign the bill. We think this behavior belongs to control.Section 2: Likert’s Systems Theory on Leadership within ApplicationLikert’s System Theory was proposed by Likert in 1967. Likert System Theory also called support relation theory. Likert System Theory belonging to behavior theory. Support relation theory for a long time to discuss the influence of the leadership behavior on the production efficiency. The theory suggests that leaders should consider the situation and ideas of their employees. Leaders support employees to achieve their goals of action to allow employees to realize their own value and importance. Let them realize that the experience and knowledge in the work is helpful to enhance their sense of personal value and importance. At the same time, employees will also take a cooperative attitude towards the leader and have a sense of trust. They will realize mutual support. It includes four systems that are exploitative autocratic, benevolent autocratic, participative and democratic.Exploitative Autocratic:The manager doesn’t believe his employees in this form of management. The power is concentrate at the highest level. They rarely allow subordinates to participate in decision making. Most of company’s decis ions are made by management. And then declare it in the form of an order. It will be implemented as a threat and a mandatory approach when necessary. The contact between the superior and the subordinate is based on the mutual distrust. Incentives are mainly used to intimidate and punish the method, but occasionally there will be a reward. It is easy to form an informal organization that is opposite to the formal organization’s goals in this way.Benevolent Autocratic: The leadership of a humble attitude in this form. Subordinates are still keeping cautious attitude. The decision making power is still atthe highest level. Subordinates can participate in a certain extent and subject to high level constraints. It has a certain degree of bottom-up communication. It takes reward and punishment is used together. It will form an informal organization, but the goal is not necessarily opposed to formal organization.Participative: The leader fully trusts the subordinate. It takes a high degree of decentralization. The communication both top-down, down-top two-way communication and parallel communication between colleagues so the exchange of information in a friendly atmosphere. Informal organization and formal organization become a whole. All forces work to achieve organizational goals. Organizational goals and personal goals are consistent.Democratic: The superior have a considerable degree of trust in subordinates, but not entirely trust. The main decision making power also master in the hands of the managers. The subordinate can make some specific issues of decision making. The contact between the superior and the subordinate is based on the mutual trust. It basic uses the reward way to motivate employees. But occasionally use the way of punishment. This may be an informal organization, but it may support the organization’s goals. It has a small group of people against to the organization goals.Craig often uses the benevolent autocratic system. Ailsa often uses the democratic system. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. But Craig has absolute power in kitchen. Craig own design menu and he let staff do what they do. The employees are following his orders So Craig belongs to benevolent autocratic leadership. Ailsa always gave Antonio to do it when she was going out. Because Ailsa has a certain trust in him. But Ailsa doesn’t fully trust him. Some thing will only allow her to do. So Ailsa belongs to democratic system.Section 3: Tannenbaum and Schmidt Theory of Leadership within ApplicationTannenbaum and Schmidt Theory was proposed by Tannenbaum and Schmidt. Tannenbaum and Schmidt Theory belong to behavior theory. The Tannenbaum and Schmidt Continuum is a simple model which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team’s freedom is increased, so the manager’s authority decreases.As levels of freedom increase, the movement is along a continuum from Tells, Sells, Suggests, Consults, Joins, Delegates and Abdicates. Tells:All decisions made by leaders put forward and announced to subordinates. Sells: Leaders to subordinates marketing decisions. Suggests: Leaders put forward the decision-making and ask for recommendations from subordinates. Consults: Leaders make decisions for subordinates to discuss.Join: Leaders ask questions to subordinates for advice. Delegates: Leaders put forward limiting conditions and by collective decision making. Abdicates: Leaders allow subordinates freedom activity under specified conditions.Craig uses the “Tell”approach on many occasions. Tells brought Craig some bad results. The leader doesn’t trust employees. Employees will have some negative emotions after a long time. They have no enthusiasm and power for the work. So it will affect the efficiency of work. Craig can use the “Join”approach. This can increase the trust between the leader and subordinates. It can also improve the enthusiasm of the employees. The employees work efficiency is become higher.Section 4 Bass theory of leadership within ApplicationBass theory of leadership was raised in 1980s. The theory is leaders influence on followers in emotional and symbolic significance. It includes transformationalleadership and transactional leadership.Transactional leadership: Transactional leadership is establishing incentive mechanisms for subordinates to achieve goals by clarifying the role of work or wages. Transactional leadership has four factors that are contingency reward, active exemplary management, passive exemplary management and laissez-faire. Contingency reward insists efforts and rewards the principle of mutual exchange. Active exemplary management is monitor and found not to conform to the rules of activities. Passive exemplary management is only when they do not meet the criteria for intervention. Laissez-faire is giving up responsibility and avoids making decisions.Transformational leadership: Transformational leadership refers to the development of personal care and intelligence through personal charisma to achieve a higher level of goals. Transformational leadership has charisma, emotional appeal, intellectual stimulation and personalized care. Charisma is the leader provides a target vision for the followers. And give a sense of mission to the followers. Emotional appeal is the leader of the high expectations of followers. They use a variety of ways to stress the importance of working in a simple way. Intellectual stimulation is the leader supports followers to try new ways to solve the problem. They encourage followers to think independently and solve problem. Personalized care is pay attention to everyone. And give training, guidance and advice according to the circumstances of each person.Transformational leadership is better than Transactional leadership. The research shows transformational leadership and low turnover rate, high productivity, high employee satisfaction has a higher correlation.Craig use transactional leadership more in case. We suggested that he should use more transformational leadership. It can inspire his team to work harder. Craig and employees can also build trust and respect. This will get more revenue for hotel.Section 5 Two Ways in which Managerial Performance can be MeasuredEmployee satisfaction: Employee satisfaction is an employee through comparison of the perceived effects of the enterprise and his expectations formation the feeling. It is a kind of psychological activity. Alisa always gave Antonio to do it when she was going out. He is always going to get things done. So Alisa very trusts Antonio. Antonio is satisfied with the present situation of his work. If the higher the employee satisfaction, then the employee enthusiasm for work is higher. It can improve the efficiency of work. It can increase employee satisfaction and team cohesion in the hotel.Team cohesiveness: Team cohesiveness is the power that people gather together. Team cohesiveness is a necessary condition for the existence of a team. If a team doesn’t have the team cohesiveness. It loses the condition of existence. Craig always provided free drinks for the team to celebrate every weekend. The team members always like the parties. This approach can better encourage employees and increase the cohesion of the enterprise. The hotel’s employees will be to work harder.ConclusionThe findings of this report reveal that a number theory for the Shangla-ri Hotel. The manager can apply these theories to the management hotel. The manager can use to more transformational leadership. It can better motivate employees to work hard. And build trust and respect between employees. Finally, I wish the future of Shangri-la Hotel is getting better and better.ReferenceSteven L McShane, Mary Ann V on Glinow, Organizational Behaviour, Fourth Edition, McGraw-Hill Irwin10。
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outcome3
IntroductionThis report introduce the management’s main activities and duties, objective measurements of management effectiveness, analysis the behavior theory, leadership style and how to improve the leadership. The management need to formulate the useful policies and provide the flexible working conditions for the staffs.1 Managerial duties and rolesManagement is the leader of the company,they need to do many thing for the company.Such as making decisions and organisational objectives,Acquiring and allocating resources in the way to obtain the most output through limited input and Creating an effective knowledge-sharing system.Making decisions and organisational objectives means that according to the different decisions.In early 1980s,the Tang’s Clothing Ltd formulate ‘less than less’ concept,because people want the cheapest price.The second half of the 1980s,with the increasing income level and a strong desire for a higher living standard,The Tang’s Clothing Ltd successfully introduced a series of fashionable clothing products under the brand ‘Half Moon’.In 1980’s,the Tang’s Clothing Ltd management make the right decisions and the Tang’s Clothing Ltd company development very fast and have their own style.Acquiring and allocating resources in the way to obtain the most output through limited input means that the management should arrange the resources more reasonable.Brian Tang does not arrange the resources reasonable.He formulate the policy that all new design should be approved by him before being put into production.This policy limited the designers creating.So control the resources of the firm stronger,the staff can not working flexible.Creating an effective Knowledge-sharing system means that the company should encourage the Staff communication with each others.Brian Tang does not creating the system and he does not encourage the staff communication with each others.The management play an important role in the company:the interpersonal roles ,the informational roles and the decisional roles.The interpersonal roles is that mainly related to people both inside and outside the organisation,including being a leader,liaison and figurehead.A leader need to be responsible for the motivation of subordinates and staff training and associated duties.Brian Tang does not provide the training for the staff and flexible working condition for staff.So Brian Tang need to provide the training and flexible working condition for staff.The informational roles means that involve receiving,searching for,acquiring and disseminating Information including monitor,disseminator and spokesperson.Monitor need to seeks and receive wide variety of internal and external information to develop through.Disseminator need to transmits information received from outside or from subordinates.But Brian Tang does not encourage staff communication with each others.The firm keep development,need the staff communication with each others and they will learn something in other staffs.So they can make the best design.So Brian Tang should encourage the staff communication with each others and share information.The decisional roles concerning decision making and managing changes.The four decisional roles include resources allocator,disturbance handler negotiator and entrepreneur.Entrepreneur need to searches organisation and its environment. In the early 1980s, the Tang’s Clothing Ltd formulate the ‘less for less’ concept, because the people want to cheapest price. It is the right decision. As for making policing, Brian Tang formulate that all the design should be approved by him to put into production. This the bad decision making. Because the staff need the flexible working condition and have the power to decision the design.2 Measuring Management EffectivenessManagement effectiveness are divide into internal effectiveness and external effectiveness.Internal effectiveness include:member’s loyalty to the organisation,level of staff acceptance of the organisation’s goals and so on.External effectiveness include:Market position(market share)Customer satisfaction and so on.Member’s loyalty to the organisation is that the staffs hope to stay in the firm and try their best to make contribution.In Tang’s Clothing Ltd,Brian Tang does not care about staff in working time and he formulate the policy will limit the staff’s idea.And he does not encourage creating and communication.So the important staffs are leave Tang’s Clothing Ltd and loin sharon’s company.So Brian Tang‘s management effectiveness are low.As for customer satisfaction,it means that the customer satisfy your products or not .Brian Tang does not encourage creating and formulate the policy that all new designs should be approved by him before being put into production.It limit the designers creating and ideas.But Sharon give the power of decision in work time for staff and she encourage staffs communication with each other and creating.So many clients are cooperation with Sharon’s company.Management effectiveness can help the Tang’s Clothing Ltd to evaluate the effectiveness and performance of a manager’s approach and offer insights for improvement.Searches organisation and its environment for opportunities and initiates important projects to bring about changes.3.Behavioral Theories of LeadershipBehavioral Theories attempted to identify and explain the behavioral choices behind effective leadership. The two dimensional of leader behavior are people and task. If the leader hope to have the high profit, he need to focus on people and task. Because high concern for people, can motivation people work hard. And concern for task. It means that the leader need to use the scientific and effective management.Concern for people focuses on building up and maintaining healthy relationships. The leader concentrates on motivating and encouraging staff and promoting rust, support and cooperation within the organisation.Concern for task emphasizes leader’s role in talking charge to plan, organise and control as employees or subordinates do their job. The focus is on accomplishing the task or jobs.Ohio state studies identified two dimensions of leader behavior as: initiating structure(concern for task) and consideration(concern for people). The result is that leaders with both high initiating structure and high consideration generally achieved high work performance and staff satisfaction.As for university of Michigan Studies, it also identified two dimensions of leader behavior as: employee oriented(concern for people) and production oriented(concern for task). The findings of the studies reveal that employee oriented leaders more possibly lead to high group productivity and high job satisfaction.Brian Tang doesn’t concentrates on motivating and encouraging staff and promoting trust, support and cooperation. He formulate the policy limited the staff creating ideas and he never care about their ideas and feelings in the workplace. So he is the low concern for people. But Sharon not only pay attention to the task but also pay attention to people. Sharon provide the flexible working condition for staffs and she give the power of decision for staffs. So Sharon’ s management effective are better than Brian Tang’s management effective. So Brian Tang need to provide the flexible working condition for staffs and give the power of making decisions in working time for staffs.4.Contingency Theories of LeadershipThe Fiedler contingency model is that determines leadership style by measuring responses to pairs of contrasting adjectives.The first step is that model is to identify a person’s leadership style. High score is a relationship-oriented leadership style. And low score is that a task-oriented leadership style. Brian Tang is belong to the low-score leadership style. He doesn’t provide the flexible working conditions for staffs and doesn’t care about the sta ffs idea. As for Sharon, she belong to the high-score. She provide the flexible working conditions, even though the designer can work at home. And she give the power of making decisions in work time for designers.The second step is to evaluate and define the work situation. It divide into three parts: first is the leader-member relations, second is task structure and third is position power. Leader-member relation is the amount of trust, respect and confidence followers have in their leaders. Task structure is the degree, to which the job is structure or procedurised. As for position power, it means the degree of influence a leader has over power variables such as promotion, salary increase, hiring, firing and discipline. In Tang’s Clothing Ltd, leader-member relations are not very good. Because Brian Tang pay attention to the task structure and he doesn’t care about the staffs in the work time. He formulate the policy that all new designs should be approve by him before put into production. This policy limit the designers creating and influence the staff’s satisfaction for the company. As for power, Brian Tang have the own power, he doesn’t give the power for the staffs that they can make the decisions for their job. But on the contrary, Sharon’ s company h ave the great relationship between leader and staffs. Sharon provide the flexible working condition for staffs and she give the power of decision for staffs.The third step is to match the leadership style with the work situation. So Brian Tang’s leadersh ip style is poor leader-member relations, high task structure and weak position power. And Sharon is good leader-member relations, high task structure and strong position power. Brian Tang need to provide the flexible working condition for staffs and give them the power to make decision for their job, the most important is he should be care about his staffs.5 Improving LeadershipExploitive authoritative divide into three parts: management uses fear and threats, communication is top down with most decisions taken at the top and superiors and subordinates are distant.In this type of management system, the job of employees is to abide by the decisions made by managers and those with a higher status than them in the organisation. And the subordinates do not participate in the decision making. The organisation is concerned simply about completing the work and there is no teamwork involved. In Tang’s Clothing Ltd, Brian Tang doesn’t give the power of making decision for the staffs. And he formulate the policy that all new designs should be approve by him before put into production, this policy limit the designers create design and ideas. So the designers doesn’t like to work. So Brian Tang’s exploitive authoritative is TheoryX, it means negative. Theory X have many characteristics such as no trust and confidence in staff, may get results in certain situations and usually creates dissatisfaction and poor quality and quantity. So Brian Tang need to give the power of making decision for the staffs. And according to the market, the designers will create the right and fashion products for customers. So the Tang’s will have high revenue.As for tight control and loose control, Handy proposed a spectrum, ranging from tight to loose management. Handy identified three basic variables that affect the effectiveness of a particular leadership style, tight of loose control style.Tight control leaders are described as a person who has a preference for autocratic style with low estimation of follower’s abilities and high e stimation of his or her own. Such leaders have a low tolerance of uncertainty.Loose control leaders are described as a person who has a preference for democratic style with high trust and confidence in followers’ abilities. Such leaders dislike stress and accept reasonable risk and uncertainty.Brian Tang is the tight control leaders. He doesn’t trust his staffs and provide the flexible working conditions for them. Brian Tang doesn’t encourage teamwork and communication. So the staffs dislike uncertainty in work, tends to obey or accept authority and consider work as trivial. So Brian Tang need to trust his staff, provide the flexible working condition and encourage communication and teamwork.ConclusionThis report analysis that the management how to improve the leadership. In Exploitive authoritative of management system, the job of employees is to abide by the decisions made by managers and those with a higher status than them in the organisation.ReferencesSQA，Managing People and Organisation, 4th edition, 2013, China Modern Economic Publishing HouseThe case study of the Tang’s Clothing Ltd。
hnd_人力组织与管理_outcome1-3-文档资料
• Each section is 30 marks
2
Section A
1. Basic components of organisation
• People
-- managerial staff -- qualified engineer -- technicians -- apprentice
• Words requirement: 1,500 words
• Time length: 135 minutes
• A4 page of note is allowed to bring with candidates
• Candidates should achieve at least 50% to pass
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
5
Section A
2b. Objectives and policies
• Definition of objective
visit
7
Section A
3. How organisation interacts with external environments
Inputs
• Well trained staff
• Loan from bank, grant
• Equipments • Local
contractors, insurance brokers and accountants
Managing People and Organisation
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
hnd 人力 outcome1-3 全部答案
Section A
2b. Objectives and policies
• Definition of policy
-- Provide a framework of rules or guidance that manager and staff can make decision -- Systematic way of delegating responsibility and encourage consistency -- Based on explicit values
• Structure
-- Civil engineering project -- Structural engineering project
• Facility, technology, financial (bank loan, grant)
Property of Jing WANG
Section A
Property of JingStakeholders
• Employees, including apprentices, technicians, engineers (payment, training, performance, promotion, working condition…) • Clients (high quality service, customer care, reputation…) • Financial providers, including bank, investors (performance, rate of return, credit, dividend) • Local firms, including training providers, insurance brokers, accountants (provide work for them, long-term cooperation) • Suppliers, including contractors (provide work Property of Jing WANG for them)
hnd_人力组织与管理_outcome13_全部答案 PPT
Section A
2a. Four main goals
• 4 main goals
-- consumer goals: high quality service at quoted price; happy customer was a priority
Processes
• Administration • Liaison with
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
• Structure
-- Civil engineering project -- Structural engineering project
Managing People and Organisation
Assessment 1 (Outcome 1, 2 and 3)
By Jing WANG
Assessment 1: Introduction
• Assessment 1 covers outcome 1, 2 and 3
• Controlled conditions and close book • Words requirement: 1,500 words • Time length: 135 minutes • A4 page of note is allowed to bring
• Objectives in case: -- to finish work on time and within price -- to ensure staffs are well trained -- Neil used timesheet to track the ongoing
人力Outcome3知识讲解
Outcome31A. With reference to an appropriate theory explain the main roles and activities of a manager.Management roles refers to a specific type of management behavior. Mintzberg 10 kinds of management behavior can be further combination of three main aspects, namely the interpersonal roles, informational role and decisional role.Let's look at each of the ten managerial roles in greater detail.Interpersonal CategoryThe managerial roles in this category involve providing information and ideas. Figurehead –As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.Leader –This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.Informational CategoryThe managerial roles in this category involve processing information.Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.Disseminator – This is where you communicate potentially useful information to your colleagues and your team.Spokesperson – Managers represent and speak for their organization. In this role you're responsible for transmitting information about your organization and its goals to the people outside it.Decisional CategoryThe managerial roles in this category involve using information.Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it. Resource Allocator – You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.1B. Explain how the roles identified in (a) are being carried out by managers in Shangri-la Hotels.In case, Saskia is a disseminator in the hotel.When Craig left the hotel, Saskia was assigned to the work of the kitchen and service staff.Ailsa is the leading hotel.She took part in all the hotel activities and managed all the staff in the hotel. If students choose to become part - time staff in the hotel, Ailsa will increase their wages.Craig is an allocator of hotel resources.Every day in the kitchen, he prepared the menu for the restaurant and assigned specific tasks to the attendants and the kitchen staff. He pays close attention to what everyone has done, because he believes that every dish that leaves the kitchen has his signature, so he must conform to his strict standards.2A. Explain Likert's System theory on leadership.Rensis Likert and his associates studied the patterns and styles of managers for three decades at the University of Michigan, USA, and identified a four-fold model of management systems. The model was developed on the basis of a questionnaire administered to managers in over 200 organizations and research into the performance characteristics of different types of organizations. The four systems of management system or the four leadership styles identified by Likert are:▪System 1 - Exploitative Authoritative:Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The superior has no trust and confidence in subordinates. The decisions are imposed on subordinates and they do not feel free at all to discuss things about the job with their superior. The teamwork or communication is very little and the motivation is based on threats.▪System 2 - Benevolent Authoritative:The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship).Here again, the subordinates do not feel free to discuss things about the job with their superior. The teamwork or communication is very little and motivation is based on a system of rewards.▪System 3 -Consultative:Responsibility is spread widely through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates.Some amount of discussion about job related things takes place between the superior and subordinates. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job.▪System 4 -Group Participative:Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation.2B. Which system do you believe apply to Craig and Ailsa's approach to management. Explain your answer.In case, Ailsa use the group participative system in the hotel.Alisa knew that Antonio had years of experience in the hotel industry and trusted him and his team to implement this strategy. The sales visit that Alisa means that she often leaves the hotel, but she is not, Antonio running things rarely have a problem or a fuss. Craig uses the benevolent authoritative system in the hotel.Every weekend, Craig always offers a free hot drink for the team to celebrate, and the team always likes these parties. Craig always stressed that they had to tell the team that they did well at the weekly party.3A. Describe the Bass theory of leadership and explain how it can be used to enhance the motivation, moral and job performance of employees.According to Bass transformational leadership theory encompasses several different aspects, including:•Emphasizing intrinsic motivation and positive development of followers •Raising awareness of moral standards•Highlighting important priorities•Fostering higher moral maturity in followers•Creating an ethical climate (share values, high ethical standards)•Encouraging followers to look beyond self-interests to the common good •Promoting cooperation and harmony•Using authentic, consistent means•Using persuasive appeals based on reason•Providing individual coaching and mentoring for followers•Appealing to the ideals of followers•Allowing freedom of choice for followersTransformational leaders are described to hold positive expectations for followers, believing that they can do their best. As a result, they inspire, empower, and stimulate followers to exceed normal levels of performance. Transformational leaders also focus on and care about followers and their personal needs and development. Transformational leaders fit well in leading and working with complex work groups and organizations, where beyond seeking an inspirational leader to help guide them through an uncertain environment, followers are also challenged and feel empowered; this nurtures them into becoming loyal, high performers.There are 4 components to transformational leadership, sometimes referred to as the 4 I's:•Idealized Influence (II)- the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.•Inspirational Motivation (IM)- Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.•Individualized Consideration (IC)- Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.•Intellectual Stimulation (IS)- the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft,"but the truth is that they constantly challenge followers to higher levels of performance.Transformational leadership is said to have occurred when engagement in a group results in leaders and followers raising one another to increased levels of motivation and morality.3B. Explain how Craig could use the above approaches to improve his leadership style.Idealized Influence (II)- Craig also believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.Inspirational Motivation (IM)- At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.Intellectual Stimulation (IS)- Saskia was aware that there were some moans among the kitchen staff and had spoken to Craig about this. Craig was upset to be advised of this as he had always felt his restaurant was a high-pressure but fun environment to work in. So Craig decided to discuss the issue with Ailsa.4. Explain two ways in which managerial performance can be measured and in each case describe how the measure can be used to assess managerial performance.It is important in an organisation that the performance of management is measured on an ongoing basis and that corrective action taken as required. By measuring management performance, an organisation can evaluate and review the effectiveness and performance of a manager’s approach, identify problem areas and offer insights for improvement. There are a variety of mechanisms to measure the effectiveness of an organization’s management. There may include: Appraisal, Staff development, Management development and Development programmers.Appraisal: All staff members, whether managers or not, should be regularly appraised. For managers such appraisal should include not only technical ability and skills but also managerial and interpersonal skills. This assists in building effectiveness by identifying if individual members of staff have stuck to their own goals which when grouped go towards meeting the goals of the organisation.Staff development: Effective development requires a systematic approach, which begins when the human resources department formulates its plan. This plan outlines the job requirements for the future in order to achieve the organizational goals, along with performance criteria in order to achieve the goals.In case, Craig use appraisal.Craig kept close tabs on exactly what each one did, as he believed that every dish that left the kitchen had his signature on it and therefore had to meet his rigorous standards. Craig always made a point of telling the team they had done a good job at the weekly get-together. The team worked well together and often received complimentary feedback from customers on how well they were taken care of and how positive their experience of the hotel had been.Ailsa and Craig use staff development.Ailsa had close links with the local college who ran hospitality courses, and would often take on learners who were studying there as part-time staff. On completing their studies, many of these learners opted to take up full-time employment with the hotel, at which time Ailsa would increase their salary.Craig believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.。
HND人力outcome3
Individual ReportF84T 34 Managing People and OrganizationsOutcome 3Name：SCN：Class：目录Introduction (2)Section 1：Roles and Activities of Managers within Application (3)Section 2: Likert’s Systems Theory on Leadership within Application (4)Section 3: Tannenbaum and Schmidt Theory of Leadership within Application (6)Conclusion (9)IntroductionThe purpose of the report is what to introduce a number of theories. The Shangri-la Hotel learned from these theories to better manage the hotel。
There are five sections which are Roles and Activities of Manager，Likert's Systems Theory，Tannenbaum and Schmidt Theory, Bass theory and two ways in which Managerial Performance can be measured. The finding of this report reveals that a number of theories on leadership within application.FindingsSection 1：Roles and Activities of Managers within ApplicationOne appropriate theory is Fayol's Theory of Managerial Activities。
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• assess and change as necessary the balance and composition of the group • develop team-working, cooperation, morale and team-spirit • develop the collective maturity and capability of the group - progressively increase group freedom and authority • encourage the team towards objectives and aims - motivate the group and provide a collective sense of purpose • identify, develop and agree team- and project-leadership roles within group
• set standards, quality, time and reporting parameters (变量) • control and maintain activities against parameters • monitor and maintain overall performance against plan • report on progress towards the group's aim • review, re-assess, adjust plan, methods and targets as necessary
Teaching Plan for Outcome 3
1 Manager Management and Leadership Likert’s Management Systems Model
John Adair's Action-Centered Leadership Model Fred Fiedler Contingency Model Situational Leadership Theory Transformational Leaders
• 3. Decisional roles 决策制定角色 e.g.David • Entrepreneur 企业家（战略、计划） • Disturbance handler 故障排除者 • Resource allocator 资源分配者 • Negotiator 谈判者
Main duties of manager
Likert’s Management Systems Model
• Four styles
剥削式集权领导(Exploitive authoritative )：决策 在领导，执行在下属，严格监督，以恐吓为主。 仁慈式集权领导(Benevolent authoritative)：奖惩 加恐吓。 协商式民主领导(Consultative) ：采用协商方式。 参与式的民主领导(Participative) ：授权分权相结 合。
2.1 Likert’s Management Systems Model P206 • Two centers and four styles • Two centers
工作中心(Task-centered)：严格监督， 依照详尽的规定行事。 员工中心(Staff-centered)：重视员工， 倡导员工参与管理。
Characteristics of Four Styles
Style 1
组织变 数 信任 程度
Style 2
Style 3
Style 4
Exploitive authoritative
对下属无信心
Benevolent authoritative
Consultative
Participative
有一定的信赖关系 上下之间有相当 的但不完全的信 任
b. Your responsibilities as a manager
for the group:
• establish, agree and communicate standards of performance and behavior • establish style, culture, approach of the group - soft skill elements • monitor and maintain discipline, ethics, integrity and focus on objectives • anticipate and resolve group conflict, struggles or disagreements
复杂、日 管理 正式任命 常问题
Management and Leadership
Managers do things right, while leaders do the right thing.
2.1 Approaches to management
• Likert’s Management Systems Model
• 管理是一个协调各项工作活动的过程，以 便能够有效率和有效果地同别人一起或者 通过别人实现组织的目标。
1.1 Role and Duty of Manager
• The main roles of manager and their relevant duties from Henry Mintzberg • 1. Interpersonal roles 人际关系角色 • Figurehead 挂名首脑（社交礼仪的代 表） • Leader 领导者（雇佣、培训、激励） • Liaison 联络者（同外部交往以便获得 支持和信息）
有完全的信任
交往 极少的交往或交往 程度 在恐惧和不信任下 进行 上 下 沟通 关 程度 上下之间不沟通 系 奖惩 恐吓威胁和偶尔的 程度 报酬
有一定的交往
适度的交往并在 相当的信任下进 行
深入友善的交往， 有高度的信赖
有一定的沟通
比较沟通
上下左右意见完 全沟通
报酬和有形无形的 惩罚
报酬和极偶然的 惩罚
• 1 working with people and depend on other people • 2 coordinating the relationship between efficiency, effectiveness and equity • 3 gaining as much as possible making use of limited resources • 4 reaching the enterprise goals in a ever-changing environment
Management and Leadership
类型 产生方式 所处理的 问题 正式任命 或从群众 中自发产 生 变化、变 革问题 主要行为 影响下属 方式 目标
领导
开发远景、 正式权威 变革结构， 说服、激 或非正式 制定战略 励和鼓舞、 制定目标 权威 和规范 计划、监 督、雇佣、 评价、物 正式权威 资分配、 制度实施 稳定组织 秩序，维 持组织高 效运转
P202-203
P204
P206-209
Suppleme nt
P210 P211 P213
8 Measures of Managerial Effectiveness P214-
1. Definition of Management P202
• Management is a process coordinating kinds of working activities to achieve the organizational goals through working with others or depending on others efficiently and effectively.
John Adair's Action-Centered Leadership Model
• John Adair’s model指出：一个领导者 在实施领导的过程中需要满足三种需要： task needs、team needs 、 individual needs ，领导者需根据不同的情况作出分 析判断，确定priority. 1. 任务需要——把工作做好。 2. 群体需要——建立和维护团队精神。 3. 个人需要——使个人的需要与任务和群体 的需要相和谐。
Outcome 3 Management and Leadership
领导理论
Vocabulary
• • • • • • • • • Management 管理 Manager 管理者 Leadership 领导 Leader 领导者 Delegation 授权 Authority 权力 Responsibility责任 Accountability义务 Duty 职责
Role and Duty of Manager
• 2. Informational roles 信息传递角色 • Monitor 监听者（员工、顾客、竞争 对手） • Disseminator 传播者 • Spokesperson 发言人（发布资讯）
Role and Duty of Manager
1.2 Management and Leadership P204
Leadership is about directing and inspiring subordinates to accomplish the task with confidence and enthusiasm.
领导是促使下属充满信心，满怀热情地完成任务的 艺术。
优厚的报酬启发 自觉
2.2 Leadership Theories