Managing People and Organizations
AE Managing People and Organisations - DE3D 34(new)英文精品课件
Assessment Exemplar for Higher National Unit DE3D 34: Managing People and Organisations1st edition: July 2004Price: £20.00Publication code: CB2148Published by the Scottish Qualifications Authority, Hanover House, 24 Douglas Street, Glasgow,G2 7NQ, and Ironmills Road, Dalkeith, Midlothian, EH22 1LEThe information in this publication may be reproduced to support SQA qualifications. If it isreproduced, SQA should be clearly acknowledged as the source. If it is to be used for any other purpose, then written permission must be obtained from the Support Materials Development Officer at SQA. It must not be reproduced for trade or commercial purposes.© Scottish Qualifications Authority 2004Contents1Introduction2How to generate evidence 3Assessment exemplar1 IntroductionThis pack must be used in conjunction with a copy of the Unit specification which details the standard of performance expected of the candidate. A copy of the Unit specification can be obtained from SQA.This pack supplements the assessment guidelines and support notes of the Unitspecification. It aims to provide an example of assessment that is valid, reliable andpracticable. The assessment task(s) detailed in this pack correspond to the assessmentguidelines outlined in the Unit specification.The example provided is intended for guidance only. It may be used in a variety of ways including, for example:♦to exemplify the standard of performance expected of candidates achieving the Unit, ie as a benchmark♦to help you develop your own assessment for the Unit♦to help you develop valid and practicable assessments for other Units within the subject area of the Group Award to which it contributes♦to give you new ideas♦as a staff development toolIt is important that you make sure that the assessment exemplar is used in a contextappropriate to the delivery of the Unit and to the Group Award of which it forms a part.It is also very important that you note that using this assessment exemplar does notautomatically guarantee successful external moderation. It is still your responsibility to make sure that all the appropriate internal quality assurance procedures are satisfactorily completed. For example, a valid, effective and approved internal moderation systemmust be in use at your centre.Recommended readingBefore using this material you might find it useful to look at some of our otherpublications, in particular:♦Guide to Assessment and Quality Assurance for Colleges of Further Education (AA0841/3, September 2003)♦Guidance on Special Assessment Arrangements (AA0645/4, September 2003)♦Quality Assurance Principles, Elements and Criteria (A0798, December 1998)Details of these and other SQA publications are available in SQA Information, ourpublications catalogue which is updated and printed twice a year (telephone:0845 279 1000). SQA Information lists all published HN assessment exemplars. Youcould also visit our website at .A free copy of this pack is available to all SQA approved centres at the time of initialdistribution. Additional copies can be obtained, price £20.00, from SQA’s CustomerContact Centre, Scottish Qualifications Authority, 24 Douglas Street, Glasgow, G2 7NQ (telephone: 0845 279 1000 or fax: 0141-242 2123).Other related UnitsThis Unit has been validated as part of the HNC and HND Business awards at level 7within the Scottish Credit and Qualifications Framework (SCQF).1 Centres are required to develop the assessment instrument in accordance with the validated Unit specification.Related Units are:Unit code SCQF level TitleDE3X 358Business Culture and StrategyDE3L 358Behavioural Skills for BusinessCore SkillsWhere Core Skills have been embedded in a Unit specification and an assessor wishes to use an alternative method of assessment, she/he must ensure that the assessment generates the Evidence Requirements specified in the Unit specification. It is recommended thatthe centre seek prior moderation for the alternative method to ensure that the Core Skill is still covered. The Unit specification will detail the Core Skills covered within the Unit.1 The SCQF provides the national common framework for describing all relevant programmes of learning qualifications in Scotland. The level a qualification is assigned within the framework is an indication of how hard it is to achieve. There are 12 levels, from level 1 for Access 1 through to level 12 for doctorates. For further information on the level and credit rated see the Unit specification.2 How to generate evidenceIntroductionThe Scottish Qualifications Authority’s system of assessment measures the evidence of a candidate’s attainment of knowledge, understanding and skills against defined criteria.The assessment process must allow for evidence of each candidate’s performance to be generated and collected. This evidence must then be judged against the standards set out in the Unit specification. To achieve the Unit the candidate must successfully meet the standards and there must be evidence to prove this.The Unit specification defines the criteria you need to use to judge whether or not thecandidate has met the standards. All Units have the following:OutcomesThese tell you what the candidate actually has to do.Knowledge and/or skillsThis section details the essential knowledge and skills which the candidate must attain in order to achieve each Outcome, combination of Outcomes or for the Unit as a whole.Evidence RequirementsEvidence Requirements can be written for each Outcome, for a combination of Outcomes, or for the Unit as a whole. There is no standard format for writing EvidenceRequirements. Provided that they state clearly and unambiguously the type, standard and amount of evidence which candidates have to produce in order to be judged competent, the Evidence Requirements can be written in the format which will be most easilyunderstood by users of the Unit.Note: The national standard of achievement expected, which was previously specified as Performance Criteria, is now stated in the Evidence Requirements.Where it is not possible to cover all the items listed under knowledge and/or skills through holistic assessment, sampling can be used as a method of gaining additional evidence.Sampling may also sometimes be an appropriate method of assessing very knowledge-based Units. This type of assessment must always be carried out in supervised conditions.Where sampling is used, the Evidence Requirements must clearly state:♦the standard of evidence required for each knowledge and/or skills item so that satisfactory performance can be judged whichever items are sampled on any oneoccasion♦the proportion of knowledge and/or skills which can be sampled♦whether any item(s) must be included in each assessment, ie if it is crucial to the achievement of the Outcome(s) or to an embedded Core Skill♦the fact that a different sample should be chosen on each assessment occasion to prevent candidates being able to foresee what they will be asked♦the conditions of assessmentAssessment guidelinesThis section should give guidance on how best to conduct the assessment to generate the evidence required, eg recommending the use of a particular assessment instrument. It should include guidance on how to integrate the assessment of the whole Outcome or, if appropriate, how to link assessment holistically with other Outcomes in the Unit. Like Evidence Requirements, assessment guidelines can be written for each Outcome, a combination of Outcomes, or for the Unit as a whole.It is important to realise that it is up to the assessor to judge when and if the candidate has satisfactorily met the standards. This decision should be based on the quality and correct quantity of evidence collected, set against the standards in the Unit.The assessment instrument in this pack should not create any unnecessary barriers to achievement for open/distance learning delivery or candidates with special needs. However, you may need to adapt it so that you can assess candidates with special needs or candidates who are undertaking the Unit on an open/distance learning basis. Obviously, whilst taking into account the needs of the candidate concerned, the methods of assessment you choose must still be valid, reliable and practicable. If you have any questions or problems, or if you are in any doubt as to whether or not the alternative assessment you have chosen is still valid, please contact the Customer Contact Centre at the Scottish Qualifications Authority on telephone: 0845 279 1000.3 Assessment ExemplarAssessment tasksThe table below summarises how each assessment exemplar task relates to coverage of the Outcomes detailed in the Unit specification. It also indicates the evidence which should be retained for external moderation.Outcome Suggested task Suggested evidence to be retained1, 2 and 3 4Extended response questions basedon a case study (approx 1,500words)Report produced based on a casestudy (approx 1,500–2,000 words)ALL candidate responsesALL candidate responsesConditions of assessmentIt is recommended that two instruments of assessment will be used to assess this Unit. Assessment 1This will be a closed-book assessment that will holistically assess the Outcomes 1–3. The candidate will be given structured questions based on a case study requiring a response of approximately 1,500 words in total. The candidate’s response must be specific to the particular organisation given in the case study. The candidate should not provide exhaustive lists pertaining to theory that does not apply to the particular case used. The case study will be given to the candidate one week in advance of the assessment. During this period, lecturers may answer questions or clarify any misunderstandings that the candidate may have about the case study.The assessment should be undertaken in controlled conditions. Candidates should complete the questions under supervision. The assessment should take approximately two hours to complete.If it is desired the assessment may be divided into two or three separate events. The timing can be adjusted accordingly. It is anticipated that the reading time for the questions should be approximately five minutes per section and that sections A and B would require about 30 minutes to complete while section C should have 45 minutes allocated to it.It is recommended that the assessment takes place toward the end of the delivery period for the Unit.Assessment 2This will take the form of an open-book report. The candidate will be given a case study that requires a solution to the structural problem of a work organisation and she/he will be expected to analyse the problem, then prepare and present in a report, her/his solutions. Again, the candidate’s responses must be specific to the given organisation. It is recommended that the candidate be given approximately three weeks for research and preparation and a further week to present, in a report, their solution to the problem. The report should be approximately 1,500–2,000 words in length.It is recommended that the assessment takes place toward the end of the delivery period for the Unit.Assessment task1Outcome(s)covered1–3Assessment task instructionsThis assessment is based on the case study of Barbour Brown Engineering Ltd. It is divided into three sections. Section A provides information about the organisation’s start up; Section B about the growth and development and Section C provides information about the staff and management of the organisation.You must provide evidence from the case study in your answers.Barbour Brown Engineering LtdSection A: Starting upBarbour Brown Engineering Ltd, a firm of consulting engineers, was set up by David Barbour and Neil Brown 14 years ago, in a main town within a large rural area. Initially the firm concentrated solely on civil engineering projects such as road and sewer developments for the increasing number of private housing developments which were springing up.During the 1980s Neil and David had both worked for a large city firm (Floyd and Fleming Ltd) which had an office in the town. David had been branch manager and Neil, a younger and very enterprising individual, headed up the structural development section before spending two years working in the Middle East. In 1989 Floyd and Fleming Ltd decided to close the branch office and concentrate their business in the city.Neil had recently returned from working in the Middle East and had enjoyed the freedom and flexibility of being his own boss. He discussed with David the possibility of continuing to offer the engineering consultancy service in the town, under a new joint partnership. David had local experience and was aware that there were sufficient smaller projects to sustain the firm’s viability. He also had savings and equity that could be used for a management buy-out. Neil, likewise, had savings acquired through his work abroad. With these resources the pair had enough capital to buy the offices that housed the current Floyd and Fleming business. A business plan was drawn up to secure additional funding to buy over the business. Funding to support this venture was acquired through a bank loan and a grant from the then Scottish Development Agency. The management buy-out was agreed on the condition that they would not accept or carry out work within the central belt for a period of five years.In 1990 the new firm of Barbour Brown Engineering Ltd opened. The team comprised David, Neil and two other qualified engineers: Jack, a recent high flying graduate and James, a 30 year old engineer who had not, as yet, completed his full charter. In addition there were two qualified technicians and one apprentice technician.Section B: Growth and developmentOver the next 14 years the firm grew steadily, mainly concentrating on the core civil engineering business. The firm had developed by undertaking local work and, because Neil and David believed in the principles of inward investment, they had always supported other local businesses. To this end they used local contractors, insurance brokers and accountants to provide services to the firm. In fact, it had become an unwritten policy that they recommend the firm, John Colbert Civil Engineering Contractors, whenever possible, to undertake the development work. Neil Brown and John Colbert had been to university together and had remained close friends. Being able to rely on the service of John’s firm had been a major benefit in gaining contracts, because this increased the firm’s ability to ensure a high quality of service during the development stage of projects, in addition to the design stage.The main aim of the firm was to provide a high quality service and it was, therefore, important that their staff were appropriately trained in the latest technology. This enabled the firm to produce the designs to a high specification as efficiently as possible. The staff were encouraged to update their skills and were given bonuses whenever they gained recognised qualifications. The local college was used to train the apprentices but it was becoming expensive because of lack of demand locally for the training. David wanted tocontinue to use the college, not only because it was close but also because he was friendly with the Head of the Engineering Department. As a result of this friendship he was disinclined to use other colleges. He also liked the fact that he had easy access to their apprentices’ progress. Neil, on the other hand, felt that as it was now so expensive and there was always the threat that the courses wouldn’t run, they should look into using one of the colleges in the central belt. He also thought that the young apprentices might appreciate the chance of going to the city and that this might offer them further encouragement.By the year 2004 the firm employed a further two engineers, four technicians and four apprentices. A new town bypass contract and the continued increase in housing developments had allowed the firm to grow in size. To support the engineering staff an office supervisor was also employed to deal with reception, book-keeping and salaries. Section C: Running the businessWhile Neil concentrated on promoting the business and setting up contracts, David, methodical by nature, acted as the general manager. He liked to run a tight ship and his 10 years in the RAF had shaped his style of management. As a general policy, all new projects went to him in the first instance. He would then allocate the work, as appropriate, to an engineer and a technician who were nearing the completion of their current project. David set the staff specific tasks as this enabled him to keep a tight check on their performance. The staff, including David and Neil, were friendly towards one another and always had a drink together on a Friday night.Although there was no defined structure, David treated James, who had been with the firm longest, as being most senior. This on occasion caused irritation among the engineers who worked on the civil projects, because James was the only engineer who had not achieved his Charter and was, therefore, less qualified. James was often delegated the task of giving out new projects to staff and he was allowed to authorise site visits when David was out of the office. Since the firm opened, David and James had been very friendly. James was originally employed as David’s technician and had worked for David for 20 years.The staff were well paid and had good holidays but one factor that caused resentment among staff was that, although David praised their performance on the completion of projects, he never sought advice from them on the best way to divide up the work. The use of timesheets also gave rise to discontentment, especially among the engineers. It was an accepted practice that a timesheet should be filled in by all employees. This was used to tally up the hours taken and compare them against the targets set for each project. Neil and David used this information to set project costs by constantly reviewing the times taken for design, site visits, phone calls etc. Although Neil tended to use the information as a tool for forward planning, David, who liked to keep a check on staff, used the timesheets to assess the number of phone calls, travelling time and number and length of site visits for each member of staff. In addition, staff were required to seek authorisation by having their timesheet initialed either by David or Neil (or James if they were unavailable) prior to going out on a site visit. This caused a number of difficulties. Firstly, not all site visits could be planned in advance. Often ad hoc visits were required, especially if there were problems on site. Since Neil always insisted on a high quality of service, it was considered important that, if essential, an engineer should go to the site as soon as possible. Secondly, Neil’s belief that a happy customer was a priority, together with his trust of staff, was at odds with David’s rule of staff seeking authorisation for site visits. Thirdly, the engineers felt that as professionals, they should have the right to make decisions regarding site visits without having to ask permission. The office layout didn’thelp matters as James shared an office with the two civil engineers and they often felt it was like having ‘Big Brother’ watching over them. The four technicians shared a different office and the apprentices were based in the main drawing room. The result of this approach was that the more senior staff appeared to have less flexibility over their working arrangements than the others. They also felt that having to continually go through to another room to speak with technicians and apprentices was both time-consuming and cumbersome. Furthermore, Jack, the structural engineer, shared an office with his technicians. This little team seemed to work very well together as laughter could often be heard and, as David frequently stated, they did get through their projects more quickly. As a result their bonuses were always higher.Jack had always encouraged Neil to bring in structural development projects, as this work was more lucrative than the civil work. Initially he tended to work with one technician on structural designs for their main housing development client. Work in this area had developed during the past three years and another technician was moved over to work with him. David, who had little structural experience, left Neil to make decisions regarding the structural work. Since Neil’s management approach was much more flexible, coupled with the fact that the team worked together in the same office, Neil would discuss the project design and development with the team. Although he would offer advice and assistance on design elements, where necessary, he gave Jack the autonomy and flexibility to decide how the projects should be carried out. Once a project was underway, Neil also expected Jack to attend management meetings with clients to discuss the project planning and development. Jack, following Neil’s approach, encouraged the small team to offer suggestions on project design. Unlike the other engineers, Jack was less affected or worried by the apparent seniority of James. David, on the other hand, was unhappy that Jack was given such a free reign but felt unable to comment, given the fact that this area was growing. This was mainly due to the high level of performance of the small committed team.Neil, who concentrated on promoting the firm by sourcing business contracts, preferred not to get involved in work politics. The firm had a reputation for both high quality design and meeting targets timeously within the quoted price. Neil believed that the firm should always strive to achieve these standards. It was important to him that any work taken on by the firm was thoroughly costed and he stipulated that once a price had been set, it could not be altered by adding supplementary charges and expenses. In the past this had secured business for the firm. The staff were committed to working to target because Neil rarely put out a tender without close consultation with those most likely to be involved. He also ensured that end-of-year bonuses were given out based upon successful completion of projects. The staff liked the way that Neil consulted them and generally felt respected by him. Neil also believed that it was essential to liaise fully with clients to ensure that the firm was able to provide the best service, and his role in the firm was to provide this external liaison. As a result, he tended to spend very little time in the office. Although he and David did have weekly meetings to discuss the forward planning of projects, it was very rare that any proposed project Neil had discussed with an engineer actually came back to him because of David’s system for allocating work. It was frequently the case that time was wasted by the engineer doing the job because he wasn’t the one consulted at the start, and it was for this reason that the different approaches operated by the two partners tended to cause annoyance.Cracks in the system!James, aware that there were ‘grumblings’ among the civil staff, who felt that the way Jack and his team worked was far more effective, had spoken to David about the problem. David, who liked to tell friends that his firm was a happy one, was concerned, anddecided that this, together with some other issues, should be raised at the next Partners’meeting.Until recently, the job costing policy operated by the firm had proved to be very effective, but competitive tendering, normally based upon price, had meant that the firm had lost two important contracts to one of their competitors. This was another issue that needed to be addressed. The firm had grown substantially and needed to be sure of continued work in order to assure its viability. The firm expected to win two large-scale contracts: a multiplex cinema complex and an office block for the Scottish Executive as part of their re-location to rural areas. In addition, new roads to support these and other developments at the South side of the town were to be designed. It was essential that the firm secured these contracts.In addition, David did feel a bit disgruntled about the fact that he was left to sort out the workload for staff with little support from Neil. He was also aware that over the past 14 years the firm had grown and evolved and that is was now time to re-structure.Assessment task 1Section A1With reference to the firm in the case study, describe the basic components of a work organisation.2a)Using a recognised classification, explain the importance of the four main goals of the organisation in the case study.b)Identify examples of objectives and policy from the case study and comment onhow effectively you believe they have been implemented.3Using an open systems diagram, describe how the organisation in the case study interacts with its external environment.4All organisations have stakeholders. Give examples of the main stakeholders of this organisation giving reasons for your answer. You should identify at least fourstakeholders.5Outline four strategies for controlling staff. Identify the one used by David Barbour. Section B6Using two examples from the case study, explain why the motivation for staff to work well depends on more than a high salary and good working conditions.7How might the following theories of motivation be used to describe situations within the organisation:a)Equity theoryb)Goal theory8Describe how four work practices used in the Structural Engineering office have improved job performance and team cohesiveness?9With reference to problems in the Civil Engineering office, explain why the introduction of team working might help to resolve some of the difficulties. Section C10By identifying two duties and three roles of two managers from the case study explain why the job of a manager differs from any other job in an organisation.11Using Likert’s Management Systems Model:a)Describe the approaches to management currently adopted by Neil and David.b)Give two indicators that could be used to measure the effectiveness of thedifferent management approaches.c)Explain how these indicators could be used to help the partners assess theirperformance.12Why is it important to have an understanding of leadership when assessing the management of an organisation?13Explain how David could use the approach suggested by John Adair to improve his leadership style.14From the Contingency, Situational and Transformational approaches to leadership, describe:a)One theory that could be used to provide guidelines that might help Daviddecide on the right approach to leading the team.b) A different theory that could be used to demonstrate the approach adopted byNeil.15Why are the theories you have chosen relevant to our understanding of the way in which managers lead their staff?Re-assessment task 1Section A1Using examples from the case study, describe the common factors that exist in business organisations.2Provide three examples from the case study to distinguish between the formal and the informal organisation.3Explain why it is important for an organisation to have goals. With reference to the case study identify the main goals of the organisation.4Are the objectives and policy of the organisation in the case study appropriate to the current needs of the organisation? Provide examples to support your answer.5Using examples from the case study, identify at least four stakeholders and explain their relative interest.6Outline four strategies for controlling staff. Identify the one used by Neil Brown. Section B7Give two examples of the extent to which Herzberg’s model could be meaningfully applied to the staff in this organisation.8Drawing on two examples from the case study, explain fully how Expectancy Theory could be used to determine the way in which individuals perform within the workplace.9There is evidence of low morale within the Civil Engineering Division of the company. Describe four methods that David could use to improve job performance and team cohesiveness.10Explain, giving reasons, why you think Neil regards team working as important. Section C11Provide examples from the case study to describe the two main roles and three activities associated with managing.12With reference to McGregor’s Theory X and Theory Y model:a)Describe the approaches to management currently adopted in each area.b)Give two indicators that could used to measure the effectiveness of the differentmanagement approaches.c)Explain how these indicators could be used to help the partners assess theirperformance.13When reviewing the management activities within an organisation, why is it important to have an understanding of leadership?14Using Tannenbaum and Schimdt’s Continuum of Leadership, explain the choice of leadership style adopted by Neil.15Using two theories from either the Contingency, Situational or Transformational approaches to leadership, describe:a)one which would help the team leader of the Civil Engineering Divisionunderstand why his current approach is not working and,b)one that could be used by the partners to improve the leadership performance inthe organisation a whole.16How can an understanding of the theories you have chosen help the management within an organisation improve their approach to leading their staff?。
outcome3 1
The Difference Between Management And Leadership
Subordinate As A Leader
Often with small groups, it is not the manager who emerges as the leader. In many cases it is a subordinate member with specific talents who leads the group in a certain direction. "Leaders must let vision, strategies, goals, and values be the guideguide-post for action and behavior rather than attempting to control others."
Basic roles
Interpersonal: roles that involve coordination and interaction with employees. Informational: roles that involve handling, sharing, and analyzing information. Decisional: roles that require decision-making. decision-
Loyalty
Groups are often more loyal to a leader than a manager. This loyalty is created by the leader taking responsibility in areas such as:
职业生涯巧规划
职业生涯巧规划有学生经常问我是如何规划职业，从而成为富达投资的主席的。
我总是告诉他们：“其实并没什么宏大计划，我就是这样一步一步过来的。
”自我从法学院毕业后，我根本不知道自己会变成一个金融服务巨头的主席。
我担任过法律教授，证劵交易委员会的高级官员，以及法律公司的合伙人。
在我职业生涯的早些年里，我对自己有了一个更清楚的认识：我发现对比笔头工作，我更喜欢处理事情和管理人员。
所以，在1987年我接受了富达公司的工作，那个时候我还比较年轻。
我在公司里面奋斗了10年；在1997年，因为一系列原因，我被选为公司主席。
我想我的过去所能够带来的经验就是你并不能控制你职业的轨迹。
有很多因素促成了你的职业选择---全球经济趋势，政治选举，还有技术进步，这还只是冰山一角。
所以不要有那种你可以掌控全局的自大想法。
另一方面，如果你有一个好的心态，成功的机会变会提高。
你要知道职业规划是一个长期的过程，并且需要认真的管理。
对于你走的每一步，你都要问自己：未来我应该怎样做才能得到最大限度的发挥？获取流动性知识其实你的生涯早在学校做选择时就开始了。
你希望教育能够帮助你获得必要的专业技能，以便你能够胜任不同的工作。
那意味着你对于课程的选择必须更明智。
我建议你们可以选择拓展写作，逻辑分析和数量技能。
当你完成了你的正规课程，在寻找工作时，你需要去扩大你的流动性知识，这也会有助你找到你的下一份工作。
就比如说你找了一分整理航空单据的工作。
若干年之后，你一定会变成这方面的专家。
然而，这份经验对于其他方面的工作并没什么用处。
相比之下，如果你获得一份能够提升电脑程序技能的工作，那么对于未来，你就会有更多的职业选择。
在异国获得经验也是增加流动性知识的好方法。
我曾在非洲住过2年，也在英国，日本和中国呆了相当长的一段时间。
通过那些经验，我懂得了如何应对不同的经济，文化，和政治环境--这些在后来都帮助我在全世界评估或者开展我的商业计划。
类似的，你也可以利用这些不同的经验，让自己变得更有竞争力。
人力资源outcome1-作业
Outcome1DE3D Managing People and OrganisationsDeclarationI hereby declare that this submission is my own work and that，to the best of my knowledge and belief, it contains no material previously published or written by another person or material which has to a substantial extent been accepted for the award of any other degree or diploma at any university or other institute of higher learning，except where due acknowledgment has been made in the text.原创性声明兹呈交的论文,是本人在导师指导下独立完成的研究成果，在论文写作过程中参考的其他个人或集体的研究成果均在文中以明确方式标明，本人依法享有和承担由此论文而产生的权利和责任。
Signature(签名）: ZHOU RonghanDate（时间): 21th October, 20131.With reference to the case study, summaries the relationship bet ween goals， objectives , policyand advise the management of Sc otia Airways of the contribution each willmake to effective manager ial performance.Answer ：Goals：Organizations are usually matches to the purpose of achieving the specific goals。
HND人力资源管理
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow ofinformation will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. AilsaTask: it means that the nature and size of the task will influence shaping the organization. Fornature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technologyis very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. Theyall had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’ complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
现代管理学考题,含答案(英文)
1. Filling the follow blanks (20 points)1. 1. Competitors are an organization’s opponents in the external environment.(竞争对手是一个组织在外部环境的反对者）An organization’s Intertype competitors are distinctly different and competing organizations.2. Three general skills are need for effective management performance. （有效的管理需要三种基本技能）They are human, conceptualskills.good, bad, right, and wrong.（指的是行为的原理，区分好的，坏的，正确的和错误的）4. Techniques for forecasting resource （预测资源技术）are hunches, Market surveys,, time-series, and economic model.5. Five aspects that differentiate jobs are（区分工作的五个方面）Work pace, job repetitiveness, skill requirements, methods specification, and required attention.6. Five more widely used departmentalization bases are （五个广泛使用的部门化基地是）functional, Process, product, customer, and geographic.2. 7. Contemporary organization design theory can be divided into two categories ofopinion.（现代组织设计理论可以分为两类意见）They are Universalistic approachand contingency approach.略当中的一个）（三个条件确定控制功能的有效性）aretechnical level, and the strategic level.12. The three tasks of world class managers（世界顶级管理者的三个任务）: managing work and organizations,13.Three important situational dimensions assumed to（三个重要的情境维度被认为影响领导效能）:14. Five key steps in developing a quality control system（开发一个质量控制系统的五个关键步骤）: develop quality characteristics, establish quality standards, developquality review program, build commitment to quality,: policy, information,engineering and design,16. Job depth refers to（工作深度指的是）discretion or control over the job.17. Strategy involves the selection of missions, and appropriate courses of action to achieve theses objectives.（战略涉及任务选择）18. Richard Hackman has identified five core dimensions that provide enrichment for jobs.（rh variety, taskidentity, task significance, autonomy, and19. ___P/OM_______ goes well beyond manufacturing operations involving the assembly of products. （远远超出了涉及产品的装配制造业务）It also covers the operation of banks, transportation companies, hospitals and clinics, school systems, insurance companies, and high-technology firms.（它还包括银行，经营运输公司，医院和诊所，学校系统，保险公司，和高科技公司）20. Contemporary organization design theory can be divided into two categories of opinion. （现代组织设计理论可以分为两类意见）The second category of opinion states that the situation. This category is______.⒉Identifying True or false of the following sentences (20 points)Please write you answer into the following table1. Mintzberg found that managers regardless of the type of organization or the level in the organization perform similar role(明茨伯格发现管理者不论什么类型的组织或组织中的水平发挥类似的作用)T2. Social responsiveness has occurred when a business has met only its economic and legal responsibilities.(社会反应发生时，企业只见过它的经济和法律责任。
HND人力
Individual ReportF84T 34 Managing People and OrganizationsOutcome 3Name:SCN:Class:目录Introduction ..................................................错误!未定义书签。
Section 1: Roles and Activities of Managers within Application 错误!未定义书签。
Section 2: Likert’s Systems Theory on Leadership within Application错误!未定义书签。
Section 3: Tannenbaum and Schmidt Theory of Leadership within Application错误!未定义书签。
Conclusion....................................................错误!未定义书签。
IntroductionThe purpose of the report is what to introduce a number of theories. The Shangri-la Hotel learned from these theories to better manage the hotel. There are five sections which are Roles and Activities of Manager, Likert’s Systems Theory, Tannenbaum and Schmidt Theory, Bass theory and two ways in which Managerial Performance can be measured. The finding of this report reveals that a number of theories on leadership within application.FindingsSection 1: Roles and Activities of Managers within ApplicationOne appropriate theory is Fayol’s Theory of Managerial Activities. It includes five activities that are forecast and plan, organise, command, coordinate, control.Forecast and plan: Forecast and plan are the future and make plans for the future. Ailsa visited some companies to make their own experience more abundant in the case. She also allows employees to go to university to study. Employees learned more knowledge and applied to the work. She is preparing for the future development of the company. So we think this conclusion is forecast.Organise: Organise is to set the organizational structure and determine what each person should do. Ailsa is the manager of the Shangri-La Hotel. She managed the company’s chambermaids, receptionists, cleaners and maintenance staff. She gave them a task. So we think this form is organise.Command:Management of the staff’s arrangement is called the comman d. Craig command the staff in the kitchen. He let staff do what they do. The employees are following his orders. So we think his behavior is called command.Coordinate: Coordinate means bind together and harmonise activity and effort. Craig and Gordon produced a number of terms in the process of cooperation. For example, in what season to the hotel to provide what vegetables, or when a kind of vegetable is sold good will give some discount to hotel. So we think it is a coordinate.Control: Control is to monitor the process of the work and to ensure the implementation of the plan. And will correct the mistakes. Craig doesn’t allow other people to sign in the kitchen. Only allow himself and Sous Chef Saskia sign the bill. We think this behavior belongs to control.Section 2: Likert’s Systems Theory on Leadership within ApplicationLikert’s System Theory was proposed by Likert in 1967. Likert System Theory also called support relation theory. Likert System Theory belonging to behavior theory. Support relation theory for a long time to discuss the influence of the leadership behavior on the production efficiency. The theory suggests that leaders should consider the situation and ideas of their employees. Leaders support employees to achieve their goals of action to allow employees to realize their own value and importance. Let them realize that the experience and knowledge in the work is helpful to enhance their sense of personal value and importance. At the same time, employees will also take a cooperative attitude towards the leader and have a sense of trust. They will realize mutual support. It includes four systems that are exploitative autocratic, benevolent autocratic, participative and democratic.Exploitative Autocratic:The manager doesn’t believe hi s employees in this form of management. The power is concentrate at the highest level. They rarely allow subordinates to participate in decision making. Most of company’s decisions are made by management. And then declare it in the form of an order. It will be implemented as a threat and a mandatory approach when necessary. The contact between the superior and the subordinate is based on the mutual distrust. Incentives are mainly used to intimidate and punish the method, but occasionally there will be a reward. It is easy to form an informal organization that is opposite to the formal organization’s goals in this way.Benevolent Autocratic: The leadership of a humble attitude in this form. Subordinates are still keeping cautious attitude. The decision making power is still at the highest level. Subordinates can participate in a certain extent and subject to high level constraints. It has a certain degree of bottom-up communication. It takes reward and punishment is used together. It will form an informal organization, but the goal is not necessarily opposed to formal organization.Participative: The leader fully trusts the subordinate. It takes a high degree of decentralization. The communication both top-down, down-top two-way communication and parallel communication between colleagues so the exchange of information in a friendly atmosphere. Informal organization and formal organization become a whole. All forces work to achieve organizational goals. Organizational goals and personal goals are consistent.Democratic: The superior have a considerable degree of trust in subordinates, but not entirely trust. The main decision making power also master in the hands of the managers. The subordinate can make some specific issues of decision making. The contact between the superior and thesubordinate is based on the mutual trust. It basic uses the reward way to motivate employees. But occasionally use the way of punishment. This may be an informal organization, but it may support the organization’s goals. It has a small group of people against to the organization goals.Craig often uses the benevolent autocratic system. Ailsa often uses the democratic system. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. But Craig has absolute power in kitchen. Craig own design menu and he let staff do what they do. The employees are following his orders So Craig belongs to benevolent autocratic leadership. Ailsa always gave Antonio to do it when she was going out. Because Ailsa has a certain trust in him. But Ailsa doesn’t fully trust him. Some thing will only allow her to do. So Ailsa belongs to democratic system.Section 3: Tannenbaum and Schmidt Theory of Leadership within ApplicationTannenbaum and Schmidt Theory was proposed by Tannenbaum and Schmidt. Tannenbaum and Schmidt Theory belong to behavior theory. The Tannenbaum and Schmidt Continuum is a simple model which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team’s freedom is increased, so the manager’s authority decreases.As levels of freedom increase, the movement is along a continuum from Tells, Sells, Suggests, Consults, Joins, Delegates and Abdicates. Tells: All decisions made by leaders put forward and announced to subordinates. Sells: Leaders to subordinates marketing decisions. Suggests: Leaders putforward the decision-making and ask for recommendations from subordinates. Consults: Leaders make decisions for subordinates to discuss.Join: Leaders ask questions to subordinates for advice. Delegates: Leaders put forward limiting conditions and by collective decision making. Abdicates: Leaders allow subordinates freedom activity under specified conditions.Craig uses the “Tell” approach on many occasions. Tells brought Craig some bad results. The leader doesn’t trust employees. Employees will have some negative emotions after a long time. They have no enthusiasm and power for the work. So it will affect the efficiency of work. Craig can use the “Join” approach. This can increase the trust between the leader and subordinates. It can also improve the enthusiasm of the employees. The employees work efficiency is become higher.Section 4 Bass theory of leadership within ApplicationBass theory of leadership was raised in 1980s. The theory is leaders influence on followers in emotional and symbolic significance. It includes transformational leadership and transactional leadership.Transactional leadership: Transactional leadership is establishing incentive mechanisms for subordinates to achieve goals by clarifying the role of work or wages. Transactional leadership has four factors that are contingency reward, active exemplary management, passive exemplary management and laissez-faire. Contingency reward insists efforts and rewards the principle of mutual exchange. Active exemplary management is monitor and found not to conform to the rules of activities. Passive exemplary management is only when they do not meet the criteria for intervention. Laissez-faire is giving up responsibility and avoids making decisions.Transformational leadership: Transformational leadership refers to the development of personal care and intelligence through personal charisma to achieve a higher level of goals. Transformational leadership has charisma, emotional appeal, intellectual stimulation and personalized care. Charisma is the leader provides a target vision for the followers. And give a sense of mission to the followers. Emotional appeal is the leader of the high expectations of followers. They use a variety of ways to stress the importance of working in a simple way. Intellectual stimulation is the leader supports followers to try new ways to solve the problem. They encourage followers to think independently and solve problem. Personalized care is pay attention to everyone. And give training, guidance and advice according to the circumstances of each person.Transformational leadership is better than Transactional leadership. The research shows transformational leadership and low turnover rate, high productivity, high employee satisfaction has a higher correlation.Craig use transactional leadership more in case. We suggested that he should use more transformational leadership. It can inspire his team to work harder. Craig and employees can also build trust and respect. This will get more revenue for hotel.Section 5 Two Ways in which Managerial Performance can be MeasuredEmployee satisfaction:Employee satisfaction is an employee through comparison of the perceived effects of the enterprise and his expectations formation the feeling. It is a kind of psychological activity. Alisa always gave Antonio to do it when she was going out. He is always going to get things done. So Alisa very trusts Antonio. Antonio is satisfiedwith the present situation of his work. If the higher the employee satisfaction, then the employee enthusiasm for work is higher. It can improve the efficiency of work. It can increase employee satisfaction and team cohesion in the hotel.Team cohesiveness: Team cohesiveness is the power that people gather together. Team cohesiveness is a necessary condition for the existence of a team. If a team doesn’t have the team cohesiveness. It loses the condition of existence. Craig always provided free drinks for the team to celebrate every weekend. The team members always like the parties. This approach can better encourage employees and increase the cohesion of the enterprise. The hotel’s employees will be to work harder.ConclusionThe findings of this report reveal that a number theory for the Shangla-ri Hotel. The manager can apply these theories to the management hotel. The manager can use to more transformational leadership. It can better motivate employees to work hard. And build trust and respect between employees. Finally, I wish the future of Shangri-la Hotel is getting better and better.ReferenceSteven L McShane, Mary Ann Von Glinow, Organizational Behaviour, Fourth Edition, McGraw-Hill Irwin。
新疆农业大学中外合作办学情况简介
新疆农业大学中外合作办学情况简介国际教育学院新疆农业大学国际教育学院成立于2010年3月，主要职能是负责留学生汉语预科、学历教育以及短期游学和各类语言培训项目，中外合作办学项目的的招生、教学以及学生管理。
一、留学生教育近年来，每年在校的留学生200多人，来自19个国家和地区，其中学习专业的学生约占30%，语言生主要是汉语预科生，有少量学习新疆少数民族语言的学生。
二、中外合作办学项目1、SQA-HND项目。
通过引进英国高等教育体系中的阶段性文凭课程，在充分吸收国外先进教学理念，引进教材、管理模式的基础上结合我校同类专业的课程开展教学，为我区学生提供了在国内接受国外优质教育资源的机会。
本项目于2003年9月在我校首次招生，至今我学院获批准开设的专业包括商科类六个专业。
2013年，经自治区教育厅批准，我校首次开办开设国际经济与贸易、人力资源管理两个专业本科国际教育班，2014年招生人数达96人。
目前，该项目在校学生包括一个专科班，5个本科班，共152人。
2、新疆农业大学与俄罗斯太平洋国立大学合作举办交通运输（物流工程方向）专业合作办学项目。
该项目经教育部批准，采取“3+2”培养模式，由两校共同制定和实施教学计划。
计划学制是在我校学习三年（含一年预科语言学习阶段），到国外合作高校继续专业学习二年，毕业可同时获取两所院校本科学位。
目前，该项目已招生70名学生，这是新疆第一个由教育部批准的本科以上层次中外合作办学项目。
专业简介：国际经济与贸易主要课程：经济学导论（Economic Issues: An Introduction）、经济学1：微观和宏观的理论和应用(Economics 1: Micro and Macro Theory and Application )、商务会计(Business Accounting)、经济学2：世界经济(Economics 2: The World Economy)、国际贸易概论、国际贸易实务、国际结算、商法导论(Business Law :an introduction)、记分单元2（国际贸易与商务：大综合2）(Global Trade and Business :Grade unit 2 )、国际金融、国际商务组织(Global Business Organisations)、计量经济学、国际物流（International Logistics）信息与沟通技术在商务中的应用(Information and Communications Technology in Business) 、财务预算(Preparing Financial Forecasts)、商务文化与策略(Business Culture and Strategy)、商务行为技巧（Behavioral Skills for Business）、现代企业管理、国际经济合作、当代世界经济与政治。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Managing People and OrganizationsOutcome 4ReportA hybrid structure will include elements of both matrix and functional organisations.The advantage of this approach is that it may be adaptable to changing business circumstances.Disadvantages are that it may lead to staff being confused about what their responsibilities are.The main contingency models and the imporyance of situational variables for organisational designThe contingency approach suggests that an effective organisation must adjust its structure in a way that is consistent with the type of environment in which it operates as well as the technology it uses and any other context related factors such as the business environment.Thus the structure will adapt in response to the prevailing circumstances at any point in time.The success of the organisation will be dependent on the business achieving a match between its situation and its strategy.The structure of the organisation is itself a result of delegation.If there is not delegation then there is no structure.Delegation involves the passing on of authority and reponsibility to various levels throughout the organisation.Within the structure of the organisation the various activities thay have to be undertaken must be distributed among individual members of the workforce.Delegation is not, however,the arbitraryshedding of work.It is the systematic allocation of duties and responsibilities.It is the authorisation to undertake activities that would otherwise be carries out by someone in amore senior position.Delegation is founded on the concepts of Authority and responsibility. Authority: is the right to take action or make decisions that the manager would otherwise have handled. Authority legitimis es the exercise of power whithin the structure and rules of the organization. It enables the subordinate to issue valid instructions of others to follow. Authority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organization. It enables the subordinate to issue valid instructions for others to follow. Each firm has own special rules.Responsibility: involves an obligation by the subordinate to perform cerain duties or make certain decisions and having to accept possible reprimand from the manger for unsatisfactory performance.Authority and responsibility are at the basis of the ‘manager-subordiante’relationship. Utimate Responsibility: cannot be delegated. Managers have to accept ‘responsibility’ for the control of their of their staff,for the performance of all duties allocated to their departmance of all duties allocated to their department/section within the structure of the organisation and for the standards of results achieved.The manager is in return responsible to higher management.This is the nature of dual responsbility of the supervisor for the acts if subordinates is absolute. Accountability:The subordinate is responsible to the manager for doing the job gets done.The manager is accountable to a superior for the actions of subordinates.Need for control:the concept of ultimate responsibility gives rise to the need for effective management control over the actions and decisions of subordinate staff.The manager will need to keep open the lines of delegation and to have an upward flow of communication.The concept of accountability is an important principle of management.The anager remains accountable a superior not just for the work carried out personally but also for the total operation of the department.It is essential to maintain effective co-ordination and control.Control is an intergrated part of the system of delegation.But control should not be so close as to inhibit the effective use of delegation.It is a question of balance.Flat structure currently operated could be loosely described as a hybrid with a centralized line structure operated by David and with Neil operating a de-centralized team approach.Work is divided by product/service⏹Civil⏹Structural⏹AdministrationGrouping by product is ok but the company could think about operating either a shamrock organization, or a hybrid based on line project team concept with each partner responsible for a specific function and work division.Matrix StructureAdvantages:●Better control of project; greater security.●Better customer relations and higher profit margins.●Shorter project development of managers as the work includes widerresponsibilities.Disadvantages:●More complex internal operations.●Lower staff utilization.●More difficult to manage where there are a number of projects going on at onetime and possible inconsistent application of company policy.●The functional departments may neglect their job and let the project organisationdo everything.●Too much shifting of staff from project to project may hinder the training of newemployees in particular functional areas.The alternative Approaches to structureThe structure of a hierarchy has a number of levels of authority.Some organisations such as the police and army have many levels in their hierarchy.Others may have only one level,for example a small business.The hierarchy is an intergrating and coordinating device intended to bring together the activities of individuall,teams,groups and departments,which were previously separated by the division of labour and function.With a narrow span of control the daily contact between staff and manager will be more frequent.Hierarchical organisations are favoured by government,military and public bodies where there needs to be clarity of status.Advantages:◆Clear roles and responsibilities◆Clarity of reporting structure.Disadvantages:◆If there are many layers there may as a result be a cumbersome decision-markingprocess.Tasks and activities of a similar nature will be grouped into departments or units with people working within the departments.Functional activites refer to the grouping of jobs and tasks into the function to which they belong.Examples of functions include production,finance,and sales.Thus in an organisation that manufactures a product the functions will likely comprise:●Production:responsible for making the products and having in place theappropriate manufacturing processes●Purchasing:responsible for sourcing and buying raw materials●Marketing:responsible for advertising products and identifying and targetingmarkets for products●Sales:responsible for presenting products and selling them to customers●Distribution:responsible for getting the product to the cusomer●Finance:responsible for managering cash flow,accounting,invoicing,payments●Human resources:reponsible for personnel policies,supporting functional heads toemployee the right people,developing and training staff●Information management:responsible for managing data flows and often includesinformation technology and computing.This is the most widely used basis.Three maintain categories occur in most enterprises,although the names given to the function maybe different in practice:Operations(the trasnformation process used to create a product or service);Sales and Marketing(identifying potential customers and their needs; communicating these to the rest of the or the organisation); Finance(controlling&monitoring funds).Task –Scope of product/service will be wider and engineers will have more control over the site workers.Technology – Allows the movement to alternative locations, creating reduction in size of administrative support.Size – bigger is better. The bigger organization allows the company to compete more effectively for future projects and the reduction of support area, thus creating economies of scale.Identify the different line, staff, functional/lateral relationships within the proposed new structure.Line: Each partner having responsibility for a given area/division and also support area, ie Neil, marketing John site development and David administrative support.Project teams: A team leader, created for structural work (one team), site development (two teams) and civil work (three teams).Staff relationship would exist between the administrative support staff and the different teams.Functional relationship would exist between the finance and the project teams and also between the team leader for engineering design team and site development team.A lateral relationship would be between engineering team leaders.Describe how authority, responsibility and delegation should be exercised within the new structure.Responsibility for each partner (Neil: Bus development, David, admin, John site development). Each team has the authority to organize and divide work. Team leaders exercise the authority to delegate specific duties within their teams.An organisation set up on a location or geographical basis will be where the service is most readily provided within a limited distance.Typically organisations offering matintenance and repair services will be organised in this way.Each location may have i’s own subset of functions such as finance and adminsration,as well as the sales force.Geographical Advantages:◆Lower cost of operation◆Local knowledge of market and customers◆Provides a good training ground for managers.Disadvantages:◆Potential loss of control by head office◆The most common one to remain centralised is finance,but can also includehuman resources,quality management and nowdays information management.In departmentation bu product,a production unit is set up for each good service.This approach is mainly adopted bu large organisations,but can work effectively in smaller ones.Top management can delegate wide authority to a division or plant that manufactures and sells a product or family of products(or services). Advantages:●Aids specialization of staff and equipment●Coordination is facilitated and customers may get better services Disadvantages:●Difficulty of maintaining coordination among product areas,i.e.between thoselooking after one family of products and others●Duplication of some activities in each product group.Barbour Brown Engineering Ltd faced many difficulties,and they didn’t used methods properly to improve the situation,the company would collapse soon.。