HND人力资源管理实务OUTCOME3曹老师

Key Primary Resverlogix Objective Obtained

Rwanda sees trade expansion with China as key objective

(Xinhua)

10:48, August 20, 2011

KIGALI, Aug. 19 (Xinhua) -- On the occasion of a visit to Rwanda by China's Vice Minister of Commerce, Gao Hucheng, Rwandan officials have on Thursday urged local companies to use the leverage of its government's strong political relationship with China to develop new business and investment opportunities.

Hailed nowadays as a top investment opportunity in the east African region, Rwanda is in a strong position to attract business investors from China with the aim to promote trade exchanges between the two sides, according to Rwandan Foreign Affairs Minister Louise Mushikiwabo.

The Rwandan official believes that there is currently huge potential for furthering mutually beneficial trade exchange and increasing investment channels between China and the African nation.

"The increasingly growing trade and economic relations between China and Rwanda remains a key objective since the establishment of diplomatic relations between the two countries in 1971", Mushikiwabo told reporters in Kigali.

Furthermore, officials in Kigali have announced their intention to enact visa exemption deals while securing free-trade agreements as a way to encourage the expansion of Chinese investments in many other sectors of the national economy such as health and tourism.

A Chinese investment company has already acquired land in the Rwandan Capital Kigali City to construct a five star hotel, a commercial building a well as a conference hall with an investment of 70 million U.S. dollars, according to Chinese Embassy in Kigali.

Within the new business cooperation between China and Rwanda, the framework agreement on health will cover the construction of a new ultra-modern clinic to be built by Chinese engineers in Masaka, a suburb of Kigali, Rwanda's Minister of Health, Agnes Binagwaho said.

In the education sector, some young Rwandans have long benefited from grants to pursue their academic programmes in Chinese universities, according to the government in Kigali.

Speaking in the same vein, the visiting vice minister said China wants

to provide a forum where business leaders from both parties can meet and interact so as to increase trade and investment between the two economies.

The visiting Chinese official also signed business agreements for the funding of six investment projects in Rwanda.

Rwandan President Paul Kagame has made several visits to China since 2007, with an aim to encourage Chinese companies to come and assess business opportunities in the African nation.

On several occasions, the Rwandan leader has urged his countrymen especially business community to take advantage of China's investment climate and strike investment ties that would be mutually beneficial.

The visit of Chinese senior government official is aimed at reinforcing cooperation and commercial exchanges between the two countries, according to the government press release issued in Kigali.?

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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 justice Evolution 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 bureaucracy The 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 Mayo c.Consent by negotiation During 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 integration

HND人力资源管理导论Outcome

“Escape to Wild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。它作为一家私营公司小规模的经营了超过15年的，一直到六年前，一位经理被聘请来扩展公司业务。首先，公司增加了邮购目录上的商品数，并且用了更大的仓库来存放和配送货物。四年前，“Escape to Wild”开了第一家自己的零售专营店，到现在，已经有了10家零售专营店，并有计划再多开五间店。两年前，公司建立了自己的网站，实现了网上购物，这部分的业务发展迅速，还带了了很多海外的订单。这位新经理上任以来，公司员工已由原来的20人发展到300人，业务也变得更大更复杂，持续需要加强员工来源已经成为这家户外服饰专营公司最强烈的需求，需要更多的员工是这家公司的当务之急。 “Escape to Wild”公司没有明确的人力资源部门。部门经理们根据自己部门的职责招聘新人，负责确定他们的薪酬水平。薪酬管理业务已经外包，员工培训一般是临时组织的，财务主管负责处理员工的合同和特殊情况，例如产假和加薪。在这个快速发展的时期，公司已经开始将更多的精力投入到服务正在增加的客户群中。到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。一个管理层的人员最近参加了一个关于员工法案的研讨会，法律

新人教版四年级数学上册《画垂线》优秀教学设计

新人教版四年级数学上册《画垂线》优秀教学设计一、教学目标（一）知识与技能会用三角尺或量角器画垂线，培养学生的作图能力。（二）过程与方法通过动手操作、交流讨论等活动，使学生经历画垂线的过程，培养学生良好的学习习惯，初步培养学生空间想象能力。（三）情感态度和价值观通过活动，让学生从中感受到学习的乐趣，体会到成功的喜悦。二、教学重难点教学重点：画垂线的方法教学难点：画垂线的方法三、教学准备课件、三角板、量角器四、教学过程（一）复习旧知，激励引入 1．复习旧知，揭示本质师：上节课我们一起认识了平行和垂直这两种直线的特殊位置关系，下面我们一起做一个游戏。（1）拿一张正方形的纸对折两次，使两条折痕互相垂直。（2）展示学生作品。这两条折痕互相垂直吗？你是怎样想的？引导学生说出：只要它们相交成直角，就说明两条折痕互相垂直。 2．点明课题，提出挑战（1）师：刚才我们把正方形的纸对折两次，使两条折痕互相垂直。你能画出互相垂直的两条直线吗？（2）今天这节课我们一起学习画垂线。（二）自主尝试，探究新知 1．初步感知，尝试解决

师:认真思考，怎样才能保证画出互相垂直的两条直线？（1）初步尝试，感知画法 ①画一画：学生独立尝试互相垂直的两条直线,教师巡视。预设学生有三种画法： a.用两把三角板来画 b.用量角器来画 c.用一把三角板来画 ②说一说：你是怎么画的？ ③想一想：先让学生来谈一谈：你画出的是互相垂直的两条直线吗？画的过程中应该注意些什么？（2）对比观察,揭示本质师:为什么使用三角板或量角器都可以很快画出互相垂直的两条直线？哪种方法更简单一些？引导学生发现：画互相垂直的两条直线实质上就是让这两条直线相交成直角，用一把三角尺来画比较简单一些。2．自主探究，总结方法（1）学习过直线上一点画这条直线垂线的方法师：你能用三角板过直线上一点画这条直线的垂线吗？课件呈现问题。 ①学生独立思考，尝试画图。 ②学生汇报交流，师：你能说出过直线上一点，用三角尺画垂线的步骤吗？多让几个学生来说一说画垂线的步骤，逐步形成规范的数学语言。将三角板的一条直角边与直线重合，然后沿着直线移动，让三角板的顶点与直线上的点重合，最后沿三角板的另一条直角边画一条直线，然后画上直角符号。 ③课件演示用三角尺画垂线的过程，结合课件演示教师总结提升：线线重合、点点重合。线（直线）-线（直角边）重合，点（顶点）-点（直线上点）重合。牢记这两个重合就可以正确画出垂线。 ④练习：过直线上一点画已知直线的垂线。

2018年度人力资源状况分析报告

2018年度人力资源状况分析报告为了更好地完善公司的人力资源制度改革，帮助公司人力资源管理走向规范化、标准化、职业化，通过有效管理，更大程度提升调动员工工作积极性。本次人力资源分析主要采用了问卷调查、员工行为观察、员工代表沟通交流、整理汇总历史资料等方法，通过这些方法基本清晰公司人力资源管理的现状，并对公司在人力资源管理各个环节中出现的问题进行了重点分析，形成了以下报告：第一部分公司的人力资源现状一、集团总部人力资源结构分析 (一) 集团总部现有员工119 人，其中，高层管理人员11人，占9.24%,中层人员 24人，占20.2%,基层84 人，占 70.6% (二) 不包括基层后勤辅助类岗位的总部员工现有107人，其中男、女比例如下 (三) 高层队伍结构分析 ◆ 高层队伍的年龄结构良好，平均年龄44岁，年富力强，学历结构较合理，全日制第一学历均在大专及以上，资质上有6人（占55%）持一级建造师证，职称上36%为高工，18%为中级，18%为助工，28%没有任何职称。 ◆ 高层队伍的结构缺陷主要是 ● 73%的高层是从事项目施工和项目管理出身，司龄10年以上，缺乏专业的企业管理方面的训练，在11名高层中只有2名是在2012年通过社会招聘引进的，有一定现代化企业管理经历。 ● 高层人员的职称和资质匹配度不足以应对企业发展需求 (四) 中层队伍结构分析 ◆ 中层队伍的平均年龄是38.7岁，年龄结构如下：

◆ 中层队伍的工龄结构分析：现有人员中54%是在2010年改制后通过社会招聘引进的，优势在于这批人即拥有一定的新知识和新技能，又有较好的工作经验，同时劣势是缺乏对建筑行业的认知。其余在改制前入职人员，其在中恒工作时间均超过10年，企业忠诚度较高，同时缺乏的是专业的职业化训练和素养。 ◆ 中层队伍的第一学历结构分析：本科占29%,大专占 46%，中专以及下占25%。通过函授或其它在职教育形式，90%大专及以下学历的员工有提升，获得大专及上学历，同时还有二名中层获取MBA 硕士学历。 ◆ 中层队伍的职称和资质结构分析：职称上8%为高工，13%为中级，17%为助工，62%还未获得任何职称。资质上有8位（33% ）中层获得一级建造师。缺陷是：职称和资质持有率太低，有待提升。 (五) 基层队伍结构分析 ◆ 基层队伍的平均年龄是30.6岁，具体占比如下： ◆ 基层队伍的第一学历结构如下： ◆ 基层队伍工龄结构分析

HND人力资源管理outcome1

Individual Report F84T 34 Managing People and Organisations Outcome 1 NAME: u SCN: CLASS：

Contents Introduction (2) Section 1: Relationship between goals, objectives and policies (2) Section 2: Differences between the formal and informal organization (3) Section 3: Open System Theory (3) Section 4: Different stakeholders (4) Section 5: Effective control strategy (5) Conclusion (6) Reference (6)

Introduction The purpose of the report is what to understand more fully the organization management. I learned company's departments’ work together in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies，differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy. Section 1: Relationship between goals, objectives and policies The relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better. Goals: Goals are long-term. Consumer goals are to provide to the customer the demand of consumers.Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. This is the Shangri-la Hotel's service goals. Objectives: Objectives are short-term. Objectives are more specific than the goals; it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes.

人力资源管理实务1

Assessment task 1 詻筱敉 Outcomes(s) covered 1 1 The definition of human resource management. Human resource management makes a clean sweep of all process about enterprise human resource economic activity, also maintaining a qualified workforce-human resource-in ways that contribute to organizational effectiveness. It use scientific way give the human resource combine with a certain material resources a reasonable training, organizing and distributing, make human resource and material resources keep a reasonable ratio. Thus can maximum achieve the object of the organization. Also it introduced as a term to reflect how organizations achieved the best from their employees, and recognized that the best way to compete in an ever-increasing worldwide market was to have highly motivated people. 2. (1) The difference of human resource management and personnel management. The terms personnel and human resource management are used inter-changeably by both organization and academics. ①The difference of manage concept Personal management is consider people as “tool”, tends to be bureaucratic, mechanistic and centralized with formally defined roles. But human resource considers people as “resource”, emphasize produce and develop. It focus on the commitment of employees; more organic, flexible and resourcecentred. ②The difference of manage method Personnel management is shorter-term and reactive, regarded as Marginalized management function. HRM takes a longer-term, proactive, strategic view, with the emphasis on helping the organization to achieve business success, regarded as Strategic management function. HRM is intergraded into line-management, rather than focused on specialist/professional roles. Also it focuses on the commitment of employees, rather than their compliance. Personnel functions tended to be bureaucratic, mechanistic and centralized, with formally defined roles. They are regarded as workforce-centered. Human resource management is more organic, flexible and resource-centered. ③The difference of manage content Personal management is recruitment new staff and fill the vacancy. In other ways, give approach people the approach work. Human resource not only has this function, but also responsible for plan the work and coordinate the relation of the work. (2) The evolution of personnel and human resource management. The first stage: social justice Evaluation of Personnel management started in 19th century. During the 1800?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 first Trade Union Conference held in 1868. The personnel functionary arises from the work of nineteenth century social

HND人力资源管理_outcome4

Contents 1.0 Introduction 2.0 Findings 2.1 Current Organizational Structure 2.1.1 the Characteristic of Hierarchical Structures 2.1.2 Span of Control 2.1.3 Departmentalization 2.1.4 Communication Patterns 2.1.5 the Chain of Command 2.2 Future Organizational Structure 2.2.1 the Characteristic of Hierarchical Structures 2.2.2 Span of Control 2.2.3 Departmentalization 2.2.4 Communication Patterns 2.2.5 Chain of Demand 2.3 Contingency Approach that help determine the Future structure 2.3.1 Task 2.3.2 Technology 2.3.4 Size 2.4 Relationships 2.4.1 Line Relationship 2.4.2 Functional Relationship 2.4.3 Staff Relationship 2.4.4 Lateral Relationship 2.5 Authority, Responsibility and Delegation 3.0 Conclusion 4.0 Reference

HR1 人力资源管理实务 outcome1

Introduction There is a vacancy in our company which is the team leader for customer relationship. So we need recruitment an appropriate staff to be the team leader. I designed whole process of recruitment in this report. At first, we must ensure our recruitment is fair and legal. So there are some information about the legal that we need to know. The Sex Discrimination Act (SDA) The SDA makes it unlawful to discriminate on the grounds of sex. The SDA applies to two kinds of discrimination, direct discrimination and indirect discrimination. The Equal Pay Act (EPA) 1975 The EPA says women must be paid the same as men (and vice versa) when they are doing equal work, similar word that has been rated as equivalents, and work that is of equal value. National Minimum Wage Act 1998 This act increases the rights of workers by determining a national minimum wage in line with other European Union states. The Race Relations Act (RRA) 1976 This act makes it unlawful to discriminate against anyone on grounds of race, colour, nationality (including citizenship), creed, or ethnic or national origin. The Disability Discrimination Act 1995 It makes it unlawful to discriminate against disabled individuals without justifiable reason, and requires employers to make reasonable adjustments to the workplace or working arrangements to accommodate disabled people. The Asylum and Immigration Act 1996 This act makes it a criminal offence for an employer to offer employment to a person who does not have permission to work in the UK. The employer must check before confirming employment. Rehabilitation of Offenders Act1974 This act allows offenders who have not been reconvicted of any offence for a period of time, to apply for jobs and take up offers without the embarrassment of having to admit past convictions. The period of time after which sentences are regarded as ‘spent’ depends on the nature of the offence and sentence. Any conviction resulting in a sentence of more than 30 months will never be considered as ‘spent’ under the te rms of this Act. Trade Union and Labor Relations Act 1992 This act states that employers must not discriminate against job applicants on grounds of trade union membership or non-membership of a trade union. Employment Rights Act 1996 It protects employee s’ rights with regard to deductions from pay. Before a formal recruitment, we need do a job analysis to gain information about the position. Job analysis plays a central role in HRM. Information regarding the job’s duties may be the basis for creating training programs. Information about the human traits required to do the job are used to decide what sort of people to recruit and hire. Job analysis support fair employment practice and a fair pay and reward policy. There are various techniques can be used to do a job analysis, such as interviews, questionnaires, observation, participant diary/logs.

人力资源管理实务操作完全手册

第一章人力资源部工作实务 1．小型企业人力资源部组织结构图 2．中型企业人力资源组织结构图 3．大型企业人力资源部组织结构图 4．集团公司人力资源部组织结构图 5．人力资源部周工作汇报表 6．工作分解表 7．人力资源部汇报关系与授权图 8．人力资源部业务沟通模式和内控模式 9．人力资源部职责分工表 10．当月人力资源情况汇总表 11．人力资源重要事项通报 12．某公司人力资源部年度重点工作计划表第二章组织与职位管理 1．小型通信企业组织结构图 2．中型软件开发企业组织结构图 3．中型家电企业子公司组织结构图 4．大型零售企业区域分公司组织结构图 5．大型房地产企业组织结构图 6．大型证券企业组织结构图 7．岗位分析调查问卷 8．工作分析访谈表 9．工作评价要素表 10．部门关键能力分析调查表 11．部门职位设置表 12．岗位设置分析表 13．职位位置组织结构图人力资源管理实务操作完全手册

14．任职资格学历——工作经验替代表 15．组织设计流程图 16．职位说明书编写流程图 17．组织结构调整流程图 18．岗位设置流程图第三章人力资源规划 1．企业人力资源状况统计表 2．人力资源结构调整计划表 3．人力资源流动成本分析表 4．人力资源战略规划表 5．岗位编制计划表 6．组织调整申请表 7．岗位增编申请表 8．公司部门内部岗位调动调整表 9．人力资源规划操作流程图 10．人力资源计划制订流程图 11．人力资源预算管理流程图第四章招聘管理 1．招聘流程图 2．招聘需求表 3．应聘人员登记表 4．面试通知书 5．面试评价表样例一 6．面试评价表样例二 7．电话面试记录表 8．结构化面试问卷样本 9．新员工试用期考核表 10．新员工试用期工作总结表 11．新员工试用期转正考核表 12．新员工提前转正申请表 13．猎头服务委托单 14．猎头服务效果评价表 15．内部人员竞聘申请表 16．外部招聘管理流程图

人教版四年级数学上册导学案画垂线

精品基础教育教学资料，请参考使用，祝你取得好成绩！第2课时画垂线

（2）小组合作尝试画垂线，教师巡视，对有困难的学生给予帮助。（3）学生讨论垂线的画法。明确：第一步：把三角尺的一条直角边与已知直线重合。第二步：沿着直线平移三角尺，使三角尺的直角顶点和直线上的已知点重合。第三步：从直角的顶点起，沿着另一条直角边画出的一条直线，就是已知直线的垂线。直角顶点就是垂足，最后标上垂直符号。（4）课件演示标准画法。 2.教学过直线外一点画已知直线的垂线。（1）出示例2第2小题，与上题的要求有什么不同？你能利用过直线上一点画垂线的方法意三角尺的使用方法。（4）观看课件演示，反思自己的作图，看看有没有需要改进的地方。 2.（1）比较两种画垂线要求的异同。（2）尝试画，同桌互相检查纠正。（3）全班同学交流画法并回顾两种垂线的画法。线的两条垂线，这两条垂线互相平行。（）答：（1）×（2）√ 3.选择。（1）过直线上一点画已知直线的垂线，这样的垂线可以画（）条。 A.1 B.2 C.3 D.无数（2）过直线外一点画已知直线的垂线，这样的垂线可以画（）条。 A.1 B.2 C.3 D.无数答案：(1)A (2)A 4.画图。（1）过已知点向对边画垂线。（2）三角形内有一点O，你能分别过点O画出三条边的垂线吗？

来完成这个任务吗？（2）学生试画，教师指导。画完后和同桌交流作图步骤。（3）全班交流、总结作图方法。提示：按画垂线的方法进行画图。三巩固练习。（9分钟）完成教材第58页“做一做”。学生独立完成，教师巡视检查并提醒订正。教学过程中老师的疑问：四课堂总结，布置作业。（4分钟）1.通过今天的学习，你有什么收获？ 2.布置作业。 1.谈谈自己本节课的收获。 2.独立完成作业。五、教学板书画垂线 1.边线重合； 2.平移到点； 3.画线标号。

hnd人力资源管理outcome

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Individual Report F84T 34 Managing People and Organisations Outcome 4 NAME: SCN: CLASS:

Contents Introduction (2) Section 1:The Structure at Present in Shangri-la Hotel (2) Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3) Section 3:The Influence of Task, Technology, and Size on the New Structure (5) Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6) Section 5: Authority, Responsibility and Delegation within the New Structure (7) Conclusion (8) Reference (8)

Introduction The purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure. Section 1:The Structure at Present in Shangri-la Hotel At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff. Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure. Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized