HND人力资源管理 outcome4
hnd人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction ...........................................................Section 1:The Structure at Present in Shangri-la Hotel.........................Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel..............Section 3:The Influence of Task, Technology, and Size on the New Structure.......Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure.Section 5: Authority, Responsibility and Delegation within the New Structure. ......Conclusion. ...........................................................Reference. ............................................................IntroductionThe purpose of this report is to examine the understanding of management structure 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 ofcontrol. As a result, the relationship between manager and subordinate will be closed, the flowof 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 aretaken 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 tocustomers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the Supplier-Gordo Managermanaging hotel development and made great progress finally. The second part was staff. Therenwere four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffsprovided service to customers and the kitchen supplied foods and drinks to customers. The thirdFarm supply: 3 staffs Craig: Kitchenpart was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Restaurant:wife, 2 RestaurantGordon opened a restaurantchefs, 4whichwaitersconsisted of his wife, twoAlisa:chefsMarketingandfour waiters. Every partin the Shamrock organization has their own expectations.Managing thehotelChambermaidsReceptionKitchen staffWaiting staff.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicatedas well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service.In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategiesand plans which focused on the city customers and business. After the merger, Ailsa mustmake another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes.In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuffwas increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costlyto 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 aline relationship. In the case, Craig was responsible for managing and directing the kitchenstaff 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. Forexample, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa ’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa ’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2021,Managing People and Organisations, China Modern Economic Publishing House.。
人力资源管理hnd Outcome4 原文+翻译
Outcome 4: Assessment task 2Supplement to the case studyThe mergerDavid and Neil had their usual Friday meeting. This week the main area for discussion was the business’s need to re-structure. This issue had increased in priority when Neil explained that John Colbert Civil Engineering Contractors had approached him about a merger. John Colbert Senior was about to retire and the firm believed that continued success and growth could best be accomplished by creating a business that would cater fully for both the design and development of civil and structural engineering projects. One main reason behind this was that more and more clients wanted cost savings that could be derived from the synergy that would result from dealing with one organisation for design and development. Although both firms had reputations for high quality work, increasing competition and the need to make efficiency savings was making it more and more important that the two businesses looked to new possibilities for managing and developing. Over the past four years the two firms had worked together on a number of projects and they were about to start work on two major developments: the new leisure complex and the office block for the Scottish Executive, the latter of which was only secured as a result of the close working arrangement of the two firms. John and Neil were also aware that successful completion of this project could lead to more Scottish Executive projects.Currently John, a chartered civil engineer, employed two teams. Each team comprised a team leader, digger driver and three qualified builders. When working on large developments the two teams would work on site together, but be responsible for different aspects of the site development. For instance, in road development, one team would concentrate on road production whilst the other team concentrated on bridges or pathways, depending on the design specification.Neil agreed with John that, from a business perspective, a merger of the two companies could be beneficial in a number of ways:The merger would primarily be beneficial because the engineers would have the formal authority to manage the construction staff. At the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. A merger would help clarify this relationship.John’s firm was based out of town and, in addition to the space for his equipment, he had a large office that would cope with the additional staff from Barbour Brown. In the past, engineering consultants had always preferred to be based in town centres. This was mainly to allow clients easy access to the engineers. As a result of new technology and computer networks, design communication tended to be done through phone calls and email. It was very rarely that clients visited the offices. When meetings were essential, these tended to take place either on site or at the client’s main office. The building that housed the offices of Barbour Brown was in a prime town location that could beredeveloped. Aware of this potential, Neil was eager to give the merger his full consideration.In addition to the re-location, John also has a small, but efficient, administration team that handles reception, secretarial support, accounts and wages. Again, savings could be made by reducing the administration costs currently incurred by having two administration sections. Neil was aware that the merger, should it go ahead, would create some redundancies.Although not always keen to make major changes, David did agree that, since their business needed re-structured, the merger would provide the ideal reason for making changes to the current method of working, and the proposal to merge should go ahead.David and Neil星期五都有例会。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction ................................................................. 错误!未指定书签。
Section 1: Relationship between goals, objectives and policies错误!未指定书签。
Section 2: Differences between the formal and informal organization错误!未指定书签。
Section 3: Open System Theory ................................. 错误!未指定书签。
Section 4: Different stakeholders................................ 错误!未指定书签。
Section 5: Effective control strategy........................... 错误!未指定书签。
Conclusion .................................................................. 错误!未指定书签。
Reference .................................................................... 错误!未指定书签。
IntroductionThe purpose of the report is what to understand more fully the organization management. I learned c ompany's departments’ work together in order to achieve thecompany's goals. This report has five sections which are relationship between goals, objectives and policies，differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy.Section 1: Relationship between goals, objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. 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.Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organization Each Business organization has a formal and an informal aspect of organization. Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization. Informal organizationsInformal organizations are flexible and loose structure, are spontaneous and have different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are used to analyze the internal and micro-environment.For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelin award. Highest rated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience and problem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the local college. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing.Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-La Hotel. Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation.Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-national companies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and their daughter Craig Ailsa.Manager: Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers.Employee: Employee training opportunities, and opportunities for promotion in the company. Staff will affect the quality of enterprises and service. In the Shangri-la Hotel the reception manager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer. Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-la Hotel Gordon Meldrum is the supplier.Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-la Hotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement.Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In the Shangri-la Hotel Craig personally prepared the menu for the restaurant.Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company.Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control can make workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel.ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。
hnd人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction .............................................................................................................................................................. Section 1:The Structure at Present in Shangri-la Hotel.................................................................................. Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel....................................................... Section 3:The Influence of Task, Technology, and Size on the New Structure........................................Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure .........................Section 5: Authority, Responsibility and Delegation within the New Structure ...................................... Conclusion................................................................................................................................................................ Reference ..................................................................................................................................................................IntroductionThe purpose of this report is to examine the understanding of management structure inthe organization and its application. There are five sections in the report: management structure before merger; management s tructure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products orservices: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has f ew vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. H owever, because o f wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig ’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, r eception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon ’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing andmanagement of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played anCraig: Kitchen Restaurant Alisa: MarketingFarm supply: 3 staffsRestaurant: wife, 2 chefs, 4waiters ManagerSupplier-Gordonimportant role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has theirown expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager,had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:Contents Introduction........................................................................................................ Section 1:The Structure at Present in Shangri-la Hotel........................... Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel Section 3:The Influence of Task, Technology, and Size on the New Structure.............................................................................................................. Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure.................................................................................................... Section 5: Authority, Responsibility and Delegation within the New Structure.............................................................................................................. Conclusion.......................................................................................................... Reference............................................................................................................ IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structurebefore merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within fiveminutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in thecase, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform a task,assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’ complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
HND人力资源管理outcome4【范本模板】
Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME：SCN:CLASS：ContentsIntroduction (2)Section 1:The Structure at Present in Shangri-la Hotel (2)Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3)Section 3:The Influence of Task, Technology, and Size on the New Structure (5)Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6)Section 5: Authority, Responsibility and Delegation within the New Structure (7)Conclusion (8)Reference (8)IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report：management structure before merger; management structure after new development；contingency approach and its variables after merger; different relationships within the new structure；relevance of different relationships with new structure。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction (3)Section 1: Relationship between goals, objectives and policies (3)Section 2: Differences between the formal and informal organization (5)Section 3: Open System Theory (6)Section 4: Different stakeholders (8)Section 5: Effective control strategy (10)Conclusion (11)Reference (11)IntroductionThe 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 policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help therealization 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.Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organizationEach Business organization has a formal and an informal aspect of organization.Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization.Informal organizationsInformal organizations are flexible and loose structure, are spontaneous andhave different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are used to analyze the internal and micro-environment.For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelin award. Highest rated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience andproblem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the local college. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing.Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-La Hotel.Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation.Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-national companies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and their daughter Craig Ailsa.Manager:Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers.Employee:Employee training opportunities, and opportunities for promotion in the company. Staff will affect the quality of enterprises and service. In the Shangri-la Hotel the reception manager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer.Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-la Hotel Gordon Meldrum is the supplier.Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-laHotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement.Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In the Shangri-la Hotel Craig personally prepared the menu for the restaurant.Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company.Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control canmake workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel.ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。
hnd人力资源管理outcome
h n d人力资源管理o u t c o m eSANY GROUP system office room 【SANYUA16H-Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction (2)Section 1:The Structure at Present in Shangri-la Hotel (2)Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3)Section 3:The Influence of Task, Technology, and Size on the New Structure (5)Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6)Section 5: Authority, Responsibility and Delegation within the New Structure (7)Conclusion (8)Reference (8)IntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralizedapproach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called aShamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers andbusiness. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform atask, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’ complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。
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Contents1.0 Introduction2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical Structures2.1.2 Span of Control2.1.3 Departmentalization2.1.4 Communication Patterns2.1.5 the Chain of Command2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical Structures2.2.2 Span of Control2.2.3 Departmentalization2.2.4 Communication Patterns2.2.5 Chain of Demand2.3 Contingency Approach that help determine the Future structure2.3.1 Task2.3.2 Technology2.3.4 Size2.4 Relationships2.4.1 Line Relationship2.4.2 Functional Relationship2.4.3 Staff Relationship2.4.4 Lateral Relationship2.5 Authority, Responsibility and Delegation3.0 Conclusion4.0 Reference1.0 IntroductionThis report has mainly analysis the Tasty Company, which is a food company. According to the contingency approach, there is a need to re-structures the internal structure. It is also to identify the line, staff, functional and lateral relationships. In the report, I will explain the current and recommended structure of the company, and the authority, responsibility and delegation to line management relationships in the proposed structure.2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical StructuresThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line. This kind of structure is suitable for the beginning of the Tasty Company.This is the sort of structure that allows for easy decision-making and is also very informal in nature. They have fewer departments, which makes the entire organization become decentralized one so the authority and responsibility could be defined clearly Tasty Company with this structure can be bureaucratic and respond slowly to change the customer needs and the market within which the organisation operates. Communication across various sections can be poor especially horizontal communication.Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry2.1.2 Span of ControlSpan of control is simply the number of subordinates that an executive supervises. The number of employees that a manager can manage must be determined by every organization. Wide spans have the advantage of supervisors having to delegate and ensure clear policies are laid down. As for Tasty Company, the span of control of the firm is narrow, a president control five managers. Usually, managers are easily to delegate and make sure policies are carried out.The high cost due to the numerous levels, supervisors may get too involved in the work of subordinates and undue delay may be caused. The possible loss of control bythe supervisors and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.2.1.3 DepartmentalizationThe assignment of jobs to departments is called departmentalization, and it represents one of the core aspects of the horizontal division of labour. The methods of departmentation include Functional, product, matrix, geographic, customer and hybrid. And the definition of function departmentation is that employees with closely related skills and responsibilities are assigned to the same department.This method is easy and logical to measure and evaluate the employees’ performance and decide usually efficiency and effective. Second, it can enhance the communication between managers and employees and enhance the career ladders and training opportunities. It follows the principle of specialisation, and economies result by having similar tasks grouped under one area.Functions may not be so important as the area covered by Tasty may be widespread and another grouping may be better..Such specialisation may invoke narrowness of outlook. And there may be conflicts between local functional goals and the needs of the whole organisation. A classic example is conflicts between operations staff and marketing staff where operations might want to standardise to get efficiency and marketing might want more variety to meet what they believe are customers’ need.Management positions need people of wide experience and this is not readily available in a rigid functional departmentation system that affords poor training grounds.2.1.4 Communication PatternsTasty company has numerous communication patterns. Generally, a normal company has six types of patterns for communication including line relationships, functional relationships, staff relationships, lateral relationships, matrix structure and hybrid structures. From the current organizational structure of Tasty, it is easy to find that they apply the line relationships, A president control five vice general managers, and each manager can not manages other managers because they are in a same level, andthey plays the same roles of subordinate for the general manager.2.1.5 the Chain of CommandIt is a typical pyramid shape. Generally speaking, the enterprise must take the focus of attention from supply transferred to the consumer demand. The concept of demand chain for channel members are facing a severe task: enable provide customers more value than supply chain. The main characteristics of the demand chain are demand enter into supply chain, power transfer, demand as the core and the alliance formation of real value. In addition, the flow contents of the chain of demand include demand, resource, information, knowledge and cooperation relationship. The core of demand chain management is the collection, transmission of demand. As for Tasty Company, the chain of demand is extremely significant, in order to stablish the demand chain, the company should push attention to more ceramic collectors and wealthy, and attracts them buy our food. Also the firm should ensure demand chain can solve the needs of market, sales and service in the value chain.2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical StructuresTo solve the problems of current organizational structure which is too simple and leads that each manager doesn’t recognize their task, thus Tasty Company may have confusions without appropriate hierarchy. After expanding the organizational structure, there’re five levels of management. First, the president actions as the biggest controller, they take up the highest location of the company, and he counterbalances the power with every department. Therefore, President controls the general manager and it should work for himself. Then, every manager manage some departments or factories, and each department have closely contact with other departments, and they are controlled by their each manager.2.2.2 Span of ControlSpan of control is too narrow as for these managers, nothing have controlled by them. As the result, some departments should be formatted while the organizational structure is expanding. Every manager controls four or more departments, that is tosay, the span of control become much wider than the former structure. The president also actions as the biggest controller, he has widest span of control. Last but not least, in the future organizational structure of Tasty, many supervisor has appeared, and it ensure the span of control in the president which can not too wide to influence the operation of the firm, they make the span of control maintain a suitable quantity.2.2.3 DepartmentalizationIt is easy to find that the departmentalization is not obvious of the current organizational structure, and these managers can not consist a effective organization. Therefore, after extending the organizational structure, the company realizes departmentalization. The future organizational structure is matrix structure. Departments are working for four or more their own task. The organization will be more efficiency and the communication between departments and managers definitely are enhanced, the managerial performance also will improve a lot.2.2.4 Communication PatternsThere is no doubt that in the previous organizational structure, the communication pattern is too simple because line relationships actions the main communication pattern in Tasty management. As the result, there is a big change after the organizational structure changing. The future structure changes into matrix structure therefore the function of each department is able to develop easily. And manager can make command become more centralized, the degree of task completion enable maximized. Additionally, there are several department for marketing which was managed independently by one general manager which indicates that the matrix structure was very useful in the future organizational structure of Tasty.2.2.5 the Chain of CommandAs for previous organizational structure, the chain of demand is narrow which is not good for company’s operation, and there are fewer managers. So in the future organizational structure, more department managers should be showed up, and that cause demand chain become more and more luxuriant. These managers can control the chain of demand forcefully. For example, Marketing Department can make the demand chain stronger, and it can control more departments to meet the commongoals. Last, the chain of command would make Tasty Company work more efficiently.2.3 Contingency Approach that help determine the Future structure 2.3.1 TaskThe situational variables may include task, technology and size, which will determine the systems and structures determined. The nature and size of the task is a key determinant in shaping the organization. To accomplish the targets that provide better service to the customers after they purchased the products, and achieve the good effect of brand, Tasty Company can increase the After Service in the Line Executive. After having completed the task, the company can promote standardized and efficient services. The technology the organization uses is a key factor in its success. This is in relation not just to information technology but the complete approach to producing an item or delivering a service.2.3.2 TechnologyIn the process of the social and economic development, the company has no choice but to develop new technologies constantly, thus it is a need to increase the Sales Managers who can help the company to research and develop the technology and also overall charge the departments of design and techniques. This change can make the company highly formalized, and has a great deal of specialization and division of labor, and high centralization of decision-making. The size of the organization is a key variable in influencing the design and structure of the organization, with small organizations typically having few procedures which typically will have many written procedures, organization charts and formal processes.2.3.3 SizeIf the company is attempting to employ a growth task by entering into global markets, it will need a structure that is flexible, fluid and readily adaptable to the environment. Therefore, Tasty Company should expand the scale. Thus, it is necessary for the company to increase the quality assurance manager which takesresponsibility for the material, production, and equipment. With the size increased, the capacity, number of personnel, outputs includes customers and sales, resources are also increased. The organizational structures tend to be higher customization, specialization and differentiation. However, increasing size is also related to increase structuring of organizations activities but decreased concentration of power.2.4 Relationships2.4.1 Line RelationshipThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line, hence the name line structure. This kind of structure is suitable for smaller organizations like small accounting firms and law offices.●the Advantages of Line RelationshipThis relationship has the advantages of simple structure, would arise low management cost. The command is unified and under this structure departments could make decisions rapidly. The responsibility and subordinate relationship are also very clear, flexible. It’s easy to maintain the discipline and order.the Disadvantages of Line RelationshipUnder this structure, it may cause some various contradictions and incongruities. To the production department and running of enterprise, it will cause some bad effects. And it is not conducive to develop comprehensive management talents.2.4.2 Functional RelationshipThis kind of organizational structure classifies people according to the function they perform in their professional life or according to the functions performed by them in the organization. Wherever the functional specialist supports or has authority over certain activities of a particular department there is said to be a Functional relationship.●the Advantages of Functional RelationshipT his structure will make the most of the experts’ talent and give the lower level work specific guidance so as to make up for the inadequacy of ability of administrativeleadership and management.●the Disadvantages of Functional RelationshipThis structure is easy to form multiple leadership and results in lower employee do not know what course to they should take.RelationshipIt may be between the administrative support staff and the different teams. And it describes the relationship between the assistants of senior staff and other staff. The assistant may not have direct authority, however, but act as a representative of the senior manager they work for.●the Advantages of Staff RelationshipUnder this relationship, responsibility is clear, every departments are aware to what they should do work, the manager could centralize and unify the employee and command. A variety of experts can play an significant business management role. The stability of organization is higher, when external environment changes small , it’s easy to develop an organizing group efficiency.●the Disadvantages of Staff RelationshipSome every department becomes a system. And in this structure some departments may don’t pay attention to information lateral communication, which will cau se repeated easily and low efficiency. If the departments are delegated with excessive power, it’s harmful to this structure. Some departments are lack of flexibility and lags on response to environmental changes. Also, this structure may increase the management cost2.4.4 Lateral RelationshipIn management, it is a link between two employees of the same organization who are at the same level of authority. They may not have the same job title or description, but they report to either the same person or to people who are of equal standing in the company's chain of command. The term describes the 'side by side' relationship that two employees may have in the hierarchical structure of a business.●the Advantages of Lateral RelationshipIn this situation, it can shorten the distance between managers and employees. The speed of information circulating longitudinally is fast so there will be less distortional information. And the employees are more active and autonomy and satisfaction. It’s better for leaders to understand employees’ situation. Supervisors and employees can form a larger collective, which is beneficial to solve more complex problems.●the Disadvantages of Lateral RelationshipBecause the management range is wide, the decentralization of power, it’s d ifficult to implement the strict control. The managements are difficult to carry out thorough and specific management. When supervisors and employees form a larger collective, with the expansion of collective’s scale, the coordination and consensus becomes more difficult.2.5 Authority, Responsibility and DelegationAuthority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organization. Responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function.Delegation is the act of passing the responsibility to complete a task to another person.●The Authority, Responsibility, Delegation of the Sales ManagerThe sales manager in the Tasty Company should take responsible for the sales activities in regard of the sales growth for the company. What’s more, the sales manager should develop sales plans and assist in developing the market. Also, the sales manager should direct support and train related local Account Sales Managers to achieve branch and personal objectives. Moreover, it is a need for sales manager to monitor the sales result for each sale on a monthly basis to make sure that his monthly sales quota is met. At the same time, meet with top customers, assist sales representatives to maintain relationships and close deals is also their responsibilities. When it comes to the authority, the sales manager has the framework of the guidelines, policies, rules concerning line or staff relations as well as of budgets and plansapproved the authority to make the decisions necessary to fulfill his responsibility. Considering the delegation, for instance, the general manager appoint the sales manager to increase the economic trade at home and abroad, and highlight the importance for the sales manager to make a plan about the cooperation with some of the large and medium-sized enterprises at home and abroad, and enhance the sales of the Tasty Company. Also, the sales manager can carry out the plan if the general manager gives the authority to make the cooperation plan, and communicate with other companies and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the sales manager.The Authority, Responsibility, Delegation of the Administration Manager The responsibilities of the administration manager in the Tasty Company are establish and maintain good relationships with local governmental authorities, and in charge of management of all offices in China including the head office and factory property. The administration manager has the authority to check finance manager expenses, precede work described. Also, approval of department expenses within the approval limited and approval to selection of service provider within the responsible area are also the manager’s authority. Next comes to the delegation, for instance, the general manage appoints the administration manager to select the excellent people to help the development of the company and tell the administration manager to increase the difficulty of hiring staff and make sure their loyalty to the company. The administration manager can carry out the plan when the general manager gives the authority and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the production manager during the recruitment of the staffs.3.0 ConclusionIf the Tasty Company adopts the new organizational structure, it will have a good reputation for its leading market, maximum profit advanced management,. The size of the company and beneficial parts has a dramatic improve. If they do well in these文档来源为:从网络收集整理.word版本可编辑.欢迎下载支持. every points above, they will more likely a stable development in its future.4.0 ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations11文档来源为:从网络收集整理.word版本可编辑.。