hnd_人力组织与管理_outcome1-3_全部答案
(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.。
HND人力资源管理 outcome1
Report for Managing People andOrganisationOutcome 1 to 3Prepared for Wu JianhongPrepared by Zhang ChenNumber: 20115434Date: 27th October 2012Contents1. Introduction2. Findings2.1The goal of Scotia Airways2.1.1 Operational Goal2.1.2 Consumer Goal2.2 The policy of Scotia Airways2.2.2 Culture Policy2.2.3 Expansion Policy2.3 Advice on effective managerial performance2.4 Main principles of Open Systems Theory2.5 Differences between formal and informal organization2.6 Four primary stakeholders of Scotia Airways2.7 Effective control strategy2.7.1 Establish rules2.7.2 Recruit new staffs2.7.3 Control through the organization structure2.7.4 Motivation2.7.5 Control through machinery2.7.6 Control through the budget and finance3. Conclusion4. Reference1. IntroductionScotia Airways is located next to Glasgow International Airport. My reporter is expounding the goals and objectives, policy, the principles of Open System Theory. As we know, the organizations have two styles: the formal and the informal. I will identify the differences about two organizations of the Scotia Airways. At last I will describe the stakeholders of the company and control strategies.2.1 Goal2.1.1 Operational GoalTh e Scotia Airway’s operational goal is that this company operates scheduled flights, mainly targeting business and leisure travelers and aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, every time they are on board. Its first consumer goal is that the airlines international flights will only use custom built wide bodied aircraft, and would not offer economy class travel.2.1.2 Consumer GoalThe first consumer goal is that Scotia Airways is the first airline to offer business class service, but at prices that are equivalent to the economy class of its competitor. The other policy is that develop 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.2.2 Policy2.2.1Culture PolicyIn Scotia Company, there is a culture fostered by the Chief Executive which has been reinforced by positive management approaches and wide ranging reward policies that were agreed and supported by Trade Union.2.2.2Expansion PolicyThe other policy is expansion policy that the investor in Scotia Airways has set an ambitious program for expansion over the next 5 years to include long haul destination.2.3 Advice on effective managerial performance·For a company to perform well, the first is comm itting the company’s success aswell as the development of company members.·The second is learning appropriate skills to do the tasks. For instance, the ScotiaAirways recruit many employs 80 staff across all departments so we can see thatthey are doing some preparation for the target.·The company should have its own clear identity. From the previous paragraphs, we can clearly know that Scotia Airways’ operational goals and consumer goals, therefore this company put up a good performance in self-recognition.·The company should learns from the mistakes and cope with setbacks. Forexample, if the airplanes’ takeoffs and landing is not always on time, the Airways Company should find out why it occurs frequently to prevent recurrence of similar problems, not doing so, the company will lose its consumers little by little.·The Company should be results focused and produces real results.·Scotia Airways should encourage its stuff to be positive and motivated.2.4 Main principles of Open Systems Theory·Open systems theory is a way of thinking about dynamic systems, or systems thatinteract with their environments. All businesses are dynamic systems, evolving and changing in response to feedback. Open systems theory is useful for businessesbecause it provides a framework for thinking about processes such as change --- a regular part of running a business.·An open system is a system which continuously interacts with its environment. The interaction can take the form of information, energy, or material transfers into or out of the system boundary, depending on the discipline which defines the concept (see below). An open system should be contrasted with the concept of an isolated system which exchanges neither energy, matter, nor information with its environment.·The principle of an "open system" was formalized within a framework that enabled one to interrelate the theory of the organism, thermodynamics, and evolutionarytheory. This concept was expanded upon with the advent of information theory and subsequently systems theory. Today the concept has its applications in the natural and social sciences.·Open systems have a number of consequences. A closed system contains limitedenergies. The definition of an open system assumes that there are supplies of energythat cannot be depleted; in practice, this energy is supplied from some source in the surrounding environment, which can be treated as infinite for the purposes of study.One type of open system is the so-called radiant energy system, which receives its energy from solar radiation – an energy source that can be regarded as inexhaustible for all practical purposes.2.5 Differences between formal and informal organization·Within any company there are two types of organization - the formal structure and the informal structure.·Both effect the organization and relationships between staff. The formal organization refers to the formal relationships of authority and subordination within a company.The primary focus of the formal organization is the position the employee/manager holds. Power is delegated from the top levels of the management down the organization. Each position has rules governing what can and cannot be done.·There are rewards and penalties for complying with these rules and performing duties well. The informal organization refers to the network of personal and social relations that develop spontaneously between people associated with each other. The primary focus of the informal organization is the employee as an individual person. Power is derived from membership of informal groups within the organization. The conduct of individuals within these groups is governed by norms-that is, social rules of behavior.·When individuals break these norms, other members of the group impose sanctions on them. Clearly, the informal structure can be either beneficial or detrimental to the functioning of the company or both. People who work in an organization are only human and their effectiveness may depend on their personal relations with thosearound them. An obvious illustration is that if a manager is aware of a personality clash between employees he must respond.2.6 Four primary stakeholders of Scotia Airways·First primary stakeholders is the owner of SA, they are interest in the profitability of company. And they control the company’s economic lifeline, when the companymakes profit; they are care about the dividend. They always decide the strategy of Scotia Airways, choosing the staff on the company sometimes, affecting the wholeoperations.·Second is the employees, actually they are the most important part of the wholecompany, because they influence the development of working condition, in thecases, the key is that repairer can provide perfective maintenance and the airlinestewardess have good service, and the more profit the company would get. Ofcourse ,they do better, they can gains the higher payment ,what they most carethings.·Third is the government, in the economic social, government play an irreplaceable role in market, for example, government would have some laws what is limited the over development of SA, such as the taxation and the health and safety laws. Insome ways, the taxation is paid attention, because it is a part of government income.·The last is the customers. The groups of people are interest in the rewarding value for money, in the form of goods or service. SA provides unparalleled and comfortable service would appeal to so many customers. Customers are a source of income, in other word, the SA wouldn’t be existing for a long time if they lack of cus tomers. 2.7 Effective control strategy2.7.1 Establish rulesIt is hard to change the ethos and culture of the business. So we can know that many of the workforces are anxious about the expansion. And this significant restructure is a challenge for all the workforce because the business remains are anxious about the expansion and the possible risk which could makes them fired.Therefore, the management team should control this situation through establishing rules, which has identified the ethos, culture of business and what the expansion could bring but stressed how the company plans to deal with it. So workforce won’t worry about losing their job and no need to looking for the next possible job.2.7.2 Recruit new staffThis is the first step to encourag e workforce but it’s not enough for management to ensure the plan implement successfully, thus, we still need to control it by recruiting new staff. The new staffs that are more creative for this expansion and training can make the reliability and consistency be achieved.2.7.3control through the organization structureThe first I think Scotia Airways control through the organization structure very well, from the first paragraph everyone can clearly know about the present Scotia Airways’ self-recognition that operates scheduled board flights. The last paragraph tells the ambitious program for expansion over next 5 years to include long haul destinations. We can see that this company understand its present situation clearly and is aware of what it wants to be.2.7.4 MotivationThe motivation is also very necessary. Through rewarding and punishing, I believe it will have a big motivation to workforce. Rewards are given in the form of financial benefits as well as non-monetary benefits-benefits in kind- such as company cars, free meals, and uniforms. Other rewards of a more intrinsic nature include job satisfaction, responsibility and autonomy. Actually punishing is a effective way to encourage workforce yet, which can develop a situation of competition. In the meantime it may be useful to look at some theorists’ work.2.7.5 Control through machineryAs for the bandied feeling of’ if it’s not broken, don’t fix it’, what exists within it is lack of creativity and initiative which does harm for a brand new expansion plan to proceed. This attitude is very wrong. Even though it is still a small Airways Company, it should keep their airplanes in good repair frequently rather than repair it after it’s broken. So controlling through machinery frequently is full of importance.2.7.6 Control through the budget and financeScotia Airways control through the budgets and finance. For example, the fourth paragraph tells us” there has been an increase in staffing levels, an increase in budget and an increase in capital inve stment”, we can know that Scotia Airways is very smart, I think they know a saying” no pain, no gain.” .This company want to be expanded so they must offer some capital such as money to gain long benefit.3. ConclusionAccording to the information of the findings, there are some advantages and weaknesses in this company. The advice and suggestions given can help the organization to identify the future structure for better management.4. ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations,Ⅰ.Page 17 and 19Ⅱ.Page 29 and 34Ⅲ.Page 85 and 87。
人力outcome1_2_3题目及答案
Section 11. Organization①an organization including people at least two. (In Barbour Brown Engineering Ltd, initially, there are 7 people: David and Neil, two other qualified engineers: Jack and James, two qualified technicians and one apprentice technician. Afterward, there are 17 people in all, including a further two engineers, four technicians and four apprentices.)②They have the organizational goal :( to offer the engineering consultancy servicein the town.)③They performed in a arranged way,(they have the formal reporting system, andline-structure. The system can be described as follows: David and Neil------engineers-----technicians-----apprentice technicians.)2. a)GoalDefinition: Goal describing what your organization wishes to accomplish, stemming from your purpose. Goals are the ends towards which your effects will be directed and often change from term to term or year to year, according to the circumstances. Importance of goal:①Consumer goal: (the main aim of the firm was to provide a highquality service.)②Product goal: (important that their staff were appropriately trained in the latesttechnology, they provide best designs via training the employees.)③Operational goal: (Neil and David believed in the principles of inwardinvestment, they used local contractors, insurance brokers and accountants to provide service to the firm.)④Secondary goal :( because David and Neil’s belief in inward investment, theyalways supported other local businesses and used local firms to provide service.So that they can build a good relationship with the local businesses and get inward.)2. b）objectives:Objectives are measurable specific goals, descriptions of exactly what is to be done, derived from goals.Objectives are clearly specific statements of measurable tasks that need to be accomplished to reach your goals.They are usually short terms with deadlines.①to meet targets timorously within the quoted price, ( Neil always insisted on a highquality of service, and believe that a happy customer was a priority, so the engineer should go to the site ASAP.)②To ensure the staff are well trained (they use colleges to train them and send themto the city to broaden their horizon.)③David use time sheets to supervise the ongoing projects.( It can bring somenegative effects, it’s time consuming and discourage employees’ enthusiasm and autonomy.)PolicyPolicies provide a framework of rules or guidance within which management and staff can make decisions.①David and Neil take on the different responsibilities in the firm :(As a generalpolicy, David allocate the work, Neil concentrated on promoting the business and setting up contracts.) negative and positive②They provide timorously service( it may supervise the task, but it’s timeconsuming and discourage employees’ enthusiasm and autonomy)③They provide best design at quoted price.④They used local contractors, insurance brokers and accountants to provide serviceto the firm. (This can help them build good relationship with the local business, it can also bring some bad effects, when the local firm is not good enough or mot suitable for them, David and Neil’s company would be influenced.3. We can show the relationship between the external environment and the firm with the following chart:①inputs:Finance help from the bank and Scottish development agency.Qualified employeesContracts from clientsEquipments②processes:Organization of projectsKeep good relationship with customers and suppliersAdministrative support③outputs:Production of designsWell trained employeesSatisfied customers4. Employees: 17people (David and Neil, four other qualified engineers, six qualified technicians and five apprentice technicians.)Clients: people who need engineering consultancy service.Suppliers: the local contractors, insurance brokers and accountants (they provide service to the firm.)Finance providers: bank Scottish development agency (they provide findings to the firm)Training providers: college.(the colleges provide training to the staff.5.①personal centralized②bureaucratic approach③output④culturalDavid Barbour used the personal centralized strategy of controlling staff. (He used timesheets to supervise the ongoing projects, settled time-consuming and cumbersome office layout, treat the employees unfairly.)Section26.David①He treat the employees unfair (he treated James, the less qualified one, as beingmost senior, because James had been with the firm longest. It’s unfair to Jack, the qualified one.)②There is no consultation from employees.(He never sought advice from the staffon the best way to divide up the work.)③The staff are lack of autonomy.( He used timesheets to supervise staff)④The office layout is time-consuming and cumbersome.⑤He makes James acted as the “big brother”(David treated James specially, Jameswas allowed to authorize site visits when David was out of the office)His management makes his team less efficient, unhappy, and have fewer bonuses in the end of the year.Neil①His management style was more flexible, he emphasized the team work.②He offered advice, assistance to the team, and often discuss with them.③He gave enough autonomy and flexibility to the team members.④He offered careful service to the clients and frequent customer meeting are held. Ultimately, Neil’s team has high level of performance, the atmosphere was harmony, and they also have more bonuses in the end of the year.7.Equity theoryDavid treats the staff unfairly, and his behavior will affect the motivation and performance of other staff.a.It will affect their performance ability.b.They will have fewer bonuses in the end of the year.c.His behavior will also affect the morale, the atmosphere of the office.It’s very crucial to use Equity theory to improve the motivation and performance of employees.Goal theoryNeil’s goal is to provide a high quality service.He concentrated on promoting the firm by sourcing business contracts.In order to achieve this goal, he must communicate with clients well and meet them frequently; he also needs to consult staff when necessary.8. Team working (Neil emphasized team work and he run the team very well.) Empowerment (he gave organizational arrangement that allow his staff more autonomy, direction.)Consultation (he often adopts the wise advice from his staff)Participation in decision making (he often discuss with staff a lot)Effective delegation (Effective delegation of Jack made Neil can make best use of his time to achieve his goal)Autonomy (he gave staff enough autonomy and flexibility)End-of –year bonuses (fair bonuses can encourage staff)Good relationship with clients (offer careful customer service and frequent client meeting)9. Highly cohesive teams are more productive and better at meeting objectives, so it is important for David transform his team to be a more harmony one.Key elements of good team working include:①Delegation or accountability②Empowerment③Authority④Responsibility①As a mature organization more than 14 years, its manager David should have thebasic level to trust staff, give them more autonomy. Members of the team are professional; they can arrange well their work. So, the frequent level of provision is not necessary.②The manager must have frequent consulting with them, authority means not onlyguide and direct, but also communicating.③By doing so, we can improve the effectiveness of the team, and we can alsorelease the pressure of Dvid, make him pay more attention to the strategic activities.Section 310. Duties:a.Planning (adjust the processes in different time to make sure to achieve the goals.)anizing (organizing human and material resources to allocate themeffectively.)c.staffing (provide training to the staff)d.directing (pay enough attention to the team work)e.Controlling (improving David’s team.)Roles:rmational roleb.interpersonal rolec.decisional roleNeil:Neil set up good relationship with suppliers and clients.He sets up specific plan for future business.He planned for new development.(the structural development projects)David:He organized the workloadHe organized the staffHe using system, (e.g. the timesheets, to control staff and other resources) to make sure the objectives will be met。
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
人力与组织管理outcome
人力与组织管理outcome1-3Outcome11．理论organisation定义elements of the organisation（组织4要素）案例从sectionA找其中technology不用写，structure不用画图，创业时是一家什么样的企业，企业性质是什么2.理论formal和informal（理论各三点，并三点连成一句）案例从sectionB和sectionC找案例写2个3.理论Goals一句话解释4个goals用关键点解释案例4大goals各一个备份目标1个4.理论Objective一句话解释案例找出3个符合SMART的原则的objective5.理论policy用一句话解释案例至少找出3个案例点6.画出系统理论图参照英P58用案例中真实内容代替理论名称7.从案例中找出5类stakeholder并配有理论解释8.理论strategies参照中P82-83前4大策略理论压缩一半案例David和Neil各属于哪个控制Outcome21.你同意高的薪水和好的福利是激励员工努力工作的途径和唯一手段吗？一句话leading 理论写2个除Maslow`s理论外其余都要配有理论解释evidence （依据）一句话找出案例4点2.请用亚当斯的公平理论分析David和Neil的管理方式一句话leading 理论PPT P62前2章PPT 第一章PPT理论加上大于和小于找出案例3点3.请用洛克的目标设定理论分析David和Neil如何给员工设置目标一句话leading 理论PPT P60 压缩一半找出案例4点4.请分析structure office（Neil）是如何提高团队凝聚力的一句话leading 理论PPT P73 11个点都抄上去找出案例4点结合理论11个点中的随便4点5.请分析civil office（David）在团队建设方面存在的问题理论PPT P70第一章改写到一半找出案例4点结合PPTP73页那11点中随便的4点Outcome31.leadership的重要性英P204前两段压缩2.用Naylor`s管理职责论分析David and Neil在BBE公司中的职责分工一句话leading 理论PPT P83最后一章PPT 找出案例3点3.用Likert`s理论分析David and Neil 分别属于哪一型理论PPTP93页第一章案例David and Neil 属于哪一型分别各一点解释4.用Likert理论的KPI指数分析Neil的高效与David的低效理论PPTP92 第一章By前面一段抄下来案例各用一句话来说出Neil的高效与David的低效（一句话来自PPTP92 第二章第三章PPT ）5.用Likert`s理论的KPI指数重要性分析在未来的管理中David and Neil因以什么为中心理论PPTP92 第一章By后面那段抄下来（注意By请用其他词来代替）案例分析David and Neil 各有什么不足之处（不从案例中找自己说）6.请用John Adair的理论帮助David提高工作绩效PPTP95 第三章PPT ：之前summary(总结下) ：之后照抄案例David有没有完成任务团队稳定么满足个人需求么7.用决策中心论帮助David更好的做决策理论PPTP97 第二章~第三章\压缩其中写出（理论名称理论作用理论内容）案例用PPTP98 第一章、第二章中的点来写出David 如何更好的做决策（3点）比例可以是第一章：第二章=1：2（点）或者第一章：第二章=2：1（点）8.请用情景理论分析Neil用过的两种情景理论PPTP100前二章PPT S1 S2 S3 S4 用关键点解释其中写出（理论名称理论作用理论内容）案例Neil用过的2个两种情景（成熟度与准备度相匹配）9．英P238 最后一段整一个Outcome3 压缩。
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_人力资源管理outcome1
1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people.Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s.2. （1）Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization.Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function.Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks.a.Emerging of Personnel Management/Social justiceEvolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers.b.Grouth in PM 1914-1939/Human bureaucracyThe exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayoc.Consent by negotiationDuring the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role.d. Organisation and integrationFrom the early 1980s, the Human Resources Management function is complex and as such has resulted in the formation of Human resource departments/divisions in companies to handle this function. The Human resource function has become a wholly integrated part of the total corporate strategy.Personnel specialists began to develop a closer role in the management of organisations, rather than dealing principally with employee issues on their behalf. The period also saw the growth of personnel as a career, with opportunities to specialise in specific areas. The practitioners of HRM are required to get certification ,such as CIPD.（2）a.Human recource planningHuman recource planning requires the human resource mangement function to ensure that it has in place the right type and number of workers in place at any given time.b.Recruitment and selectionRecruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right type of applicant. Ultimately, this increases the chances of making a suitable selection and appointment. c. Training and DevelopmentMore and more organisations are recognising human capital as their most valuable asset. Retaining the best people in your company requires a comprehensive succession planning policy. In fact, corporate training and development is the solution to enhance the competence and capabilities of your people. Through training and development, you can observe improvements in performance of your workforce in handling their job more effectively. Equipped with the right skills and knowledge, your best people can perform better.d. Employee relationsEmployee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.e. Pay and rewardIt is important for employers to find out what attracts, retains and engages individuals and then explore how best they can meet these needs as well as meeting the requirements of the business within the appropriate legal and regulatory environment. It is crucial that when creating an employer offering, organisations try to ensure that they align their practices to the needs of the business and employees, and integrate the various elements of the reward package so that they support, rather than contradict, one another.f. Performance Management and AppraisalStaff Performance Management is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.Staff performance management can be a very effective management tool when applied properly. It provides staff with clarity of aims and focus on job expectation, motivates staff to perform better, cultivates the desired culture, helps focus on the desired results,improves communication, helps develop staff and helps achieve departmental objectives.g. Job analysisJob analysis is the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. It include two main part : Job descriptions – what the job entails? Person specifications – what kind of people to hire for the job?Job Analysis: The procedures for determining the duties and skills requirements of a job and the kind of person who should be hired for it .Job description: A list of a job’s duties , responsibilities, reporting relationships, workin g conditions, and supervisory responsibilities. It is a product of the job Analysis.作为一个术语，以反映组织achieed如何从员工的最佳的人力资源管理。
HND人力组织管理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-大三人力Outcome-3
Report on Appropriate Appraisal Scheme forA G Bell Ltd.I.IntroductionA G Bell Ltd, based in High Town, Scotland, is a private sector company specializing in 24/7 call center services. Besides, the company has a reputation throughout the industry for benefits to their staffs.This report will provide the basic information on variety of Appraisal Schemes and the sound advice on the most appropriate approach to appraise employees at A G Bell Ltd for managers.II.Findings1. a. What would be A G Bell Ltd’s key objectives in introducing an appraisal system?When introduce an appraisal system at A G Bell Ltd, the key objectives may include below:At first, to recognize the employees’ current job performance level, e.g. to identify the A G Bell’s disabled workers’ skills they majored and the conditions that the tasks they have finished. Next, to discuss the approaches that would be able to keep or even enhance their performance levels, e.g. the appraiser in A G Bell ought to exchange the idea on performance levels with the appraisees, additionally, the appraiser must face to one appraisee only in the appraisal meeting and vice versa. Then, to supply the feedbacks for the appraisees and motivate them, e.g. the line managers are supposed to provide the feedbacks on performance levels to the workers with criminal records of A G Bell Ltd.Furthermore, the objectives are also to identify the staffs’ training needs, especially focus on their career developments, e.g. A G Bell Ltd’s appraisal meeting would be able to acquaint the black minority ethnic workers’training and development needs so that supply the opinions for enhancing their performance. Moreover, to agree the performance objectives related toachievement of the organization’s overall goals, e.g. the line managers will introduce the whole objectives need to be done by an individual for their workers and these jobs must be related to the A G Bell Ltd’s overall goal. In addition, to recognize the employees’potential and release the related information to the HR Dept for planning process, e.g. the appraisal meeting in A G Bell Ltd can provide information about an employee’s potential for promotion and their career prospects within the organization.1. b. What are the advantages and constraints of most appraisal systems?Appoint to most appraisal systems, the advantages include below:●They would be able to supply the information for managers to make decisions●They can help with process of planning, resources allocation and solving problems●They play an crucial role in implementing and managing change●They are beneficial at promoting team-building and improving inter-personal relationship●They provide a formal two-way communication mechanism, furthermore, they assist withthe communication and achievement of organizations●They may recognize the employees’ potential as well as the training and development needs In the meantime, the constraints or disadvantages of most appraisal systems can be seen below:●They are generally time-consuming to carry out, and as a result, they often cost aconsiderable of costs to maintain and develop themselves●By utilizing these systems, the staffs often need to receive lots of training for participatingcompetently, because that most of the employees are not skillful during the appraisal process, and this phenomenon may lead to a lack of trust●Inappropriate or irrelevant measures of performance often incurred accompanied with theimplementation of the appraisal systems●The employees usually pay their attention on achieving the objectives established by theappraisers, but ignore their initial job descriptions, and as a result, the quality of appraisal result is often compromised between these two parts●The employers or the managers may give lip services to the appraisal systems instead ofconnecting the personal objectives with the organization’s goal2. a. Describe 4 types of appraisal scheme and outline the roles of the individualsinvolved in each type of scheme.Generally speaking, there are six popular types of appraisal schemes, and they are Overall Assessment, Self Appraisal, Sliding Scales of Grading, Behaviorally Anchored Rating Scales (BARS), 360-Degree Appraisal and Consultant Appraisal.Self Appraisal: in the self appraisal model, each individual carries out their own self-evaluation as a major input into the appraisal process. In order to do this in a reasonably objective manner, employees obtain data for appraising their strengths and weakness. The types of data that would be relevant in the appraisal process will vary according to the job role of the appraisee.Sliding Scales of Grading: sliding scales of grading have several of forms, but they all aim to rate employees. Rating scales involve identifying aspects or elements contributing to job performance in each job role, and attaching a numerical or alphabetical score to them.There are commonly two major types of rating scales which illustrated below: 1—2—3—4—5—6—7—8—9—10, andLOW________________A VERAGE_________________HIGHDuring the process of appraising, the appraisees will be scored in each of the small tasks on individual’s performance, and then, the line managers will give the feedbacks to the appraisees.Behaviorally Anchored Rating Scales: BARS is another category of rating scale that is more sophisticated than the sliding scales. This scale concentrates on employee behavior, which ismeasured against typical behavior in each of the elements of the job. The scale attempts to rate performance, for example in terms of excellent, good, fair and poor, but for each of these categories and for each job element.360-Degree Appraisal: this type of appraisal involves gathering information, usually through questionnaires, from a range of sources including peers and subordinates as well as the appraisee’s supervisor and more senior managers if appropriate. Furthermore, the process of appraisal must be fair, and that means the HR Dept ought to arrange the same time and the proper location to carry out the appraisal.Based on the statements above, the specific roles of the individuals involved in each type of the schemes will be illustrated in the table below:2. b. Recommend the type of appraisal scheme that would be most appropriate for A G Bell Ltd, and explain the reasons for your choice.From what has been stated above, the Sliding Scales of Grading may be the most appropriate appraisal scheme to assess the employees of A G Bell Ltd.In the first place, the staffs consist of Black Minority Ethnic workers, disabled workers and workers with criminal records, and so, by using the scales, the performance levels of each worker can be described clearly.Besides, the company has employed staffs up to 180, and the use of scales can help with relatively saving cost implication in comparison with other appraisal schemes like 360-Degree and Consultant Appraisal. Furthermore, based on the amount of staff, Sliding Scales is beneficial at saving time through an assessment for all staffs in the same time.3. Prepare a set of guidelines to issue to managers in A G Bell Ltd in respect of best practice in appraisal, making reference to the key legislation.Generally speaking, a successful practice in appraisal may contain four crucial steps, and they are Preparation, During the Meeting, the Tasks should be done before the close of the Meeting and the Meeting Follow-Up.As for A G Bell Ltd, the best practice in appraisal may concentrate on four main parts below: Preparation:●Arrange one time unified appraisal, through scales, for all the workers in A G Bell Ltd toobtain information, and note that they must finish it in the same time and the similar locations in order to ensure the fair of the appraisal. The appraisees need to complete the Part A while appraisers need to finish the Part B during the appraisal test.●Prepare the times and rooms for appraisal meeting, in addition, ensure that the atmosphere iscomfortable and relaxed for appraisees without interruptions, e.g. the appraisee only need to face to one appraiser●Prepare the relevant papers, e.g. the appraiser need to get the appraisee’s last appraisalrecord (if appropriate) and check it, moreover, the training and development records which contain any training and development activities noted●Send any pre-appraisal documentation to the appraisees in order to ensure that they haveenough time to prepare the appraisal meeting●Inform the appraisees in advance the time and locations of the appraisal meeting●Provide adequate and proper training course for the appraisers and appraisees who involvedin the appraisal processPrivacy and Confidentiality:●Arrangements must be maintained in an appropriate degree of confidentiality. For example,the appraiser in A G Bell ought to keep a secret with the physical conditions of a disabled worker as well as the grades agreed during the meeting●Arrangements are supposed to store completed appraisal documentation, i.e. the appraisermust assure that the documentation is securely stored to ensure confidentiality. E.g. the archives of black workers must be guarded by special guardsInterview Structure:●Both parties who involved in the process of appraisal must be aware of the proposedstructure of interview, and that means they need to receive the proper training for participating competently in the appraisal meeting●Appraisers are supposed to endeavor to ease the appraisees’ tension and make a friendly andinformal discussion with the appraisees. i.e. the two parties should listen to each other patiently, and appraisers need to encourage the appraisees to talk and recognize the potential barriers to accomplish performance targets as well as solutions●Appraisers ought to try their best to avoid the common errors within the interviewer process,e.g. the line managers should not make overly subjective decisions in terms of the employees’rating scores, especially appoint to the disabled workers in A G Bell Ltd●It is important that the process must be ensured do not unlawfully discriminate in light of theemployees’ grounds of sex, race or disability, especially in A G Bell. In addition, the relevant legislation contains the Sex Discrimination Act (SDA), the Race Relations Act (RRA) 1976, the Disability Discrimination Act 1995 and other Codes of Practice produced by the relevant commissions like the Commission for Racial Equality (CRE)As a matter of fact, the interview structure relies on the form of appraisal schemes used. Most of schemes will incorporate an element of goal setting, and this ought to be done jointly during the appraisal meeting.Follow-Up:●Appraisers will finish the proper in-house documentation based on the completion of theirprogress during the meeting. After that, appraisees should agree time deadlines with the appraisers, and that means the appraisees need to improve their performance in a certain period of time after the interview●Some arrangements need to be made for the appraisees to follow up any training anddevelopment needs. For example, the company may arrange some training courses for theworkers with criminal records to improve their performanceAt last, the appraisal should be ongoing, not just a one-off annual event, and that means the participants involved in the process of appraisal must ensure that they carry out the action plan as agreed. In addition, the appraisers should monitor the progress achieved by appraisees in certain period of time.III.ConclusionsThe company of A G Bell should adopt Sliding Scales of Grading to appraise all of their employees, and besides, the organization also needs to obey the relevant regulations or legislations during the process of appraisal. Furthermore, the company should continue to provide the excellent benefits to their staffs based on the fair and justice.。
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_outcome1-3_全部答案
Assessment 1 (Outcome 1, 2 and 3)
By Jing WANG Property of Jing WANG
Assessment 1: Introduction
• Assessment 1 covers outcome 1, 2 and 3
• Local firms, including training providers, insurance brokers, accountants (provide work for them, long-term cooperation)
• Suppliers, includiPnrogpertcyoofnJintgrWaAcNtGors (provide work for them)
50% to pass • Each section is 30 marks Property of Jing WANG
Section A
1. Basic components of organisation
• People
-- managerial staff -- qualified engineer -- technicians -- apprentice
• Clients (high quality service, customer care, reputation…)
• Financial providers, including bank, investors (performance, rate of return, credit, dividend)
Property of Jing WANG
Section B
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
(完整word版)HND人力outcome3
1A.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.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 delegatedthe 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.。
HND人力与组织管理outcome1
1.Analyze the relationship between organizational goals, objectives and policies andexplain their contribution to effective management in the Shangri-la Hotel case study.Organizational goal is the expected results of subjective vision, is formed in the mind of a subjective ideology.the goals include five parts followsCustomer goals focusing on customers’needs, benefits, services ,etc. For example people who live in the Shangri-la Hotel are need comfortable room, delicious food and excellent service.Product goals related to the range of products including quality, quantity and services on offer.For example Craig is convinced that using the freshest meat,vegetables and fruit from Gordon’s farm is essential.Operational goals covering areas like technology or machines used,staffing levels.Craig must make sure that all customers would be attended to within five minutes of being seated.Secondary goals subordinate to the above three goals and relating to environmental issue. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.Service goals is every employee should be a good professional quality and professional personal integrity, into every day to deal with customers do every thing, into the customer’s perception and recognition.The hotel want to customers feel pleasant in the hotel.Organizational objectives are more specific than goals and identify the specific path to be taken in order to achieve goals.It has to be SMART (specific, Measurable, Attainable, Realistic, Time-bound) Specific: objective must be detailed and definite.Measurable: objective should be assess by concrete standards, includingAttainable: objective set by organization could be achievable and accessible.Realistic:objective should be built up in obedient with real capabilities and actual condition.Time-bound:objective are set on time and should be adapted to the condition change.In case, under control of Ailsa’s management , Shangri-la hotel became the first hotel in Glasgow to achieve the prestigious 5-star AA award.Organizational policies: these provide a framework of rules or guidance within which management and staff can make decisions.In the shangri-la Hotel, The fist rule is the reputation of the Shangri-la Hotel depended on high quality customer care, and it was important that all staff in the hotel were trained to the highest standards. The second is Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries. The last one is the sales visits that Ailsamade meant she was often away from the hotel, so Antonio had authority to charge of the Hotel when she was absence.Relationship: Each policy will contribute to the achievement of objectives,every objectives are to promote the realization of goals.2.Identify the main difference between the formal organization and informal organization.Organization is a group of individuals operating together in a systematic way to achieve set of objectives.Formal organizations are set up to achieve goals and specific organizational objectives .Informal organization theorists have been aware that within the formal structure of the organization there will always be an informal group.Formal organization has planned responsibility, consistent functions and structure of authority and communication. In case,the hotel is a formal organization,because the hotel has professional manage. And all staff have their responsibility and tasks.Informal organization has loosely structured and fluctuating with its individual membership spontaneous.In case, the Hotel kitchen is an informal organization .Because they are independent individual. they haven’t specific system to control their thought and behavior. And the structure of authority and communication in the kitchen is not rigorous. they haven’t specific structure. they work together and sure the work.3.Explain the composition of the open System Theory and explain how it applies in the Shangri-la Hotel case study.The open System Theory is a conceptual framework, which investigate organization and its environmental relation. Open system have internal and external environment.SWOT belongs to internal environment,PEST belongs to external environment.SWOT analysis is a kind of enterprise internal analysis method. It includes strengths, weakness,opportunity and threat.Strengths are internal factor of organization.In case, Shangri-la hotel is a 3-star Michelin hotel, it is first 5-starAA in Glasgow.Weakness are internal factor of organization.In case, employees have complain about Craig.Opportunity is external factor of organization.In case, Shangri-la cooperation with Gordon. Gordon has the freshest meat,vegetables and fruit.Threat is external factor of organization.In case,recently,the three main large companies of Shangri-la hotel into closure.PEST analysis refers to the analysis of the macro environment.It includes polities,economic,society and technology.Political factor includes political system ,the political situation, the government’s attitude.In case, Economic factor includes GDP,market mechanism,market demand,etc. In case,Alica obtained the funding from Scottish Enterprise.Social factor is that general conditions of whole social development in a certain period,mainly includes social morality ,and cultural traditions, the population change trend. In case, Craig and Ailsa both believed in supporting local business, and always used local banks, financial advisors and lawyers to support their business.Technological FactorsRefers to the total level and change trend of social technology, technical change, technological breakthroughs to the enterprise, and the technology of the interaction between the political, economic and social environment. In case,hotel need more advanced product to attract customers.4.Identify different stakeholders in the case study and explain their influence and interest.Stakeholder Theory is a around the enterprise and the social value as the center of business ethics and organizational management theory.Stakeholder includes nine roles . this role has twoparts,external stakeholders and internal stakeholders.External stakeholders in clude customers, supplies,society,Government ,creditors and shareholders. Internal stakeholders include Directors and managers,employees, owners.External stakeholdersShareholders is institutions and individuals who own a stake in a company.Craig and Ailsa. they have discretion to determine the profitability of the company. shareholder will be interested in return on their investment and possibly the long-term growth and developmentof the hotel.The influence of shareholder have right of decide strategy. right to vote, right to election of directors.Customer who buy the products or services. People who live in the Shangri-la hotel and choose Shangri-la hotel in the future.they spend money in hotel and bring benefit for Hotel. The interest of customer want to have more quality service. The influence of customer is if they do not accept this Hotel, they can chose the other hotels. So customer have great influence in the hotelSupplies who provide raw materials and services.The Gordon’s farm and Scottish Enterprise. Farm supply products for Shangri-la Hotel, Scottish Enterprise offer fund to Shangri-la hotel.The supplies interest is Shangri-la Hotel provides a source of revenue for the supplier. The influence of supplies is they want to ensure that the hotel will be important to pay for the goods.Internal stakeholdersDirectors and managers: those who lead organizations. Craig and Ailsa. they have authority to make decisions directly. The interest of directors and managers make hotel become more and more successful under the control of them. The influence of directors and managers is they make decision, these decision will decide the development of the hotel.Employee who work for an organization. For example Saskia, Antonio and staff who work in the Shangri-la hotel. The kitchen staff were well paid,but the atmosphere could be very tense.The interest of employee achieve salary. The influence of employee have development of working conditions and quality of service and they can provide service for customers to make benefits for hotel.5.Recommend an effective control strategy that applies to the Shangri-la Hotel case study and justify its suitability.Strategy control mainly refers to the implementation of enterprise business strategy.check the enterprise strategy. evaluation of enterprise performance, and the established strategic objectives and performance standards,to find a strategic gap, to analyze the causes of deviation, to correct the deviation, so that the implementation of enterprise strategy better with the current internal and external environment,enterprise goals , so that the enterprise strategy is achieved.Effective include personal centralized control,, bureauctric control,output control, cultural control.personal centralized control: It takes centralized decision. It emphasis direct supervision and personal leadership founded upon ownership, charisma, or technical expertise. It user reward and punishment to reinforce conformity to personal authority .Bureaucracy control: Bureaucracy is an organization structure with many levels of authority and a rigid hierarchy, regulated by an organization structure with many levels of authority and a rigid hierarchy, regulated by set rules and procedures held together by a central administration. Problemsof bureaucracy control gave detailed rules and procedures, power from top to the bottom,emphasize the work schedule , pay attention to the extra rewards and don not believe in team work.Output control: Financial measure of performance. problem with output control is managers must create output standards that motivation at all levels. They must be careful not to create short-term goals that motivate managers to ignores the future, And if standard are set too high, works may engage unethical behaviors to attain them.Culture control: The set of internalized value, norms,standards of behavior, and common expectations that control the ways in which individuals and groups in an organization interact with each other and work to achieve organization goals.he Craig’s behavior displayed the personal centralized control,because when the waiting stuff offered suggestions on how to deal with customers’ problems,Craig always rejected them and proclaim’ this is my kitchen,we run it my way.’which reflect Craig as the manager in this hotel,take centralized decisions and ignore other employees opinions.。
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• Structure
-- Civil engineering project -- Structural engineering project
• Facility, technology, financial (bank loan, grant)
Property of Jing WANG
Section A
Property of Jing WANG
Section A
2b. Objectives and policies
• Definition of objective -- Objectives are more specific than goals -- Identify the specific path to achieve goals -- Have to be SMART • Objectives in case: -- to finish work on time and within price -- to ensure staffs are well trained -- Neil used timesheet to track the ongoing projects and for the forward planning -- provide high specification design and Property of Jing WANG satisfy customer’s need
Section A
3. How organisation interacts with external environments
Inputs
• Well trained staff • Loan from bank, grant • Equipments • Local contractors, insurance brokers and accountants
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
• The staff were lack of autonomy, as David used timesheet to keep a check on staff, while Neil used this information as a tool for forward planning. Staff were required to seek authorisation prior to going out on a site visit. • The office layout (James with 2 civil engineers shared one office, and 4 technicians shared a another office, apprentices were based in the main drawing room) caused more senior staff appeared to have less flexibility over their working arrangements, they need to go to another room to speak with technicians and apprentices
Managing People and Organisation
Assessment 1 (Outcome 1, 2 and 3)
Property of Jing WANG
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 with candidates • Candidates should achieve at least 50% to pass • Each section Property is 30 marks of Jing WANG
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
Processes
• Administration • Liaison with clients • Organising projects • Structns of design • Civil & Structural development projects • Client’s satisfaction • Reputation
Property of Jing WANG
Section A
2a. Four main 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
Explaining one of the following theories: • Maslow’s hierarchy of need • Herzberg’s two factor theory • Alderfer’s ERG theory
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
Section A
5. Strategies to control staff
• • • • • • • • Personal centralised Bureaucratic control Output control Cultural control Control through rewards and punishments Control through rules, policies Control through structure Management by Objective
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 • David was lack of consultation, he never sought advice from staffs on the best way to divide up the work. This caused resentment (irritation), although staff were well paid and had good holiday
2a. Four main goals
• Goal Description -- Determine the direction of organisation -- Define and set clear targets -- Help organisations identify: What, How, Who, When and Why factors
Property of Jing WANG
Section A