人力组织与管理_outcome1-3_全部答案课件
人力与组织管理outcome
Employee conduct Appropriate employee behavior, and they outline things such as proper dress code, workplace safety procedures, harassment policies and policies regarding computer and Internet usage, warnings or employee termination
Managing people and organization
第1页，共37页。
General Information
Text Book: Managing People and Organizations
Grading policy: satisfactory or unsatisfactory
Formal ✓ ✓ ✓ ✓
Informal
✓ ✓ ✓ ✓
September，2013
1
PA第G11E页，：共1371页。
Formal and Informal organization
Formal
Have purposes Defined reporting structure Rules Control the organization
Informal
No formal purpose, but have to meet social needs of members
No formal structure
No formal rules
No formal control
PA第G12E页，：共2页。
hnd_人力组织与管理_outcome1-3_全部答案(课堂PPT)
-- Objectives are more specific than goals
-- Identify the specific path to achieve goals
-- Have to be SMART
• Objectives in case:
-- to finish work on time and within price
12
Section B
6. Motivation for staff depends on more than high salary and working condition
• David used ‘Big Brother’ approach, which means it has complete control over people and is always checking what they do, he liked to run a tight ship
11
Section B
6. Motivation for staff depends on more than high salary and working condition
Explaining one of the following theories: • Maslow’s hierarchy of need • Herzberg’s two factor theory • Alderfer’s ERG theory
satisfy customer’s need
6
Section A
2b. Objectives and policies
• Definition of policy
-- Provide a framework of rules or guidance that manager and staff can make decision
hnd_人力组织与管理_outcome13_全部答案
satisfy customer’sPropneretyeofdJing WANG
Section A
2b. Objectives and policies
-- product goals: to provide the best designs through well trained staff; to provide high quality service
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development
-- Based on explicit values
• Policies in case:
-- all work should be allocated by David
-- David required the staffs to use timesheet
-- use local firms to provide service, such as local contractors, insurance brokers and accountants
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
HND人力组织管理outcome3（精简篇）
HND人力组织管理outcome3HND人力组织管理outcome21. Introduction 22. Assessment . 2 2.1 Motivation and assess their applicability . 63. Conclusion .. 7 1 1. Introduction A munity teams staff and management of the munity, each member of the rational utilization of knoledge and skills to ork together, to solve the problem, so as to achieve a mon goal. The best they have mon hobbies and interests, in cooperation at the same time can be tice the result ith half the effort to plete the task. 2. Assessment 2.1 Motivation and assess their applicability a. Herzberg 2-factor theory：To-factor theory by American psychologist Herzberg developed. Hygiene Factors，It includes salary, holiday, pension rights, health, level regulation and pany policy and orking stability; For example: hen the pany in establishing Scotia Airays , they clearly kno that business travel is a lucrative potential industry, they started to appoint experienced manager team, the pany each department agree to market positioning in the aviation market; This shos the pany doing ell for regulatory levels; Scotia Airays have a very good job stability, hich is one of the key to the success of the pany, such as: Scotia Airays has had been able to retain the same management team that ere brought to the business in 1996. The vast majority of the staff has also remained ith the business as it has gron through the years. Motivators：Another is the motivators, this theory includes: praise, recognition and opportunity for personal groth; Incentive can make people produce factors of job satisfaction is closely related to the content of the factors, improving such factors ill create job satisfaction, lack of, make staff produce not satisfied”. In recent years, the pany because of the service level of ascension, meet the regulationsfor consumer demand has obtained the reputation, the idely praised by the public. For example, It 2 has developed a reputation for its strict adherence to the UK civil aviation standards, the level of service provision It offers over and above the minimum consumer travel protection schemes and its proactive role in identifying and meeting customer needs. The corporate culture of trust beteen managers and employees to build, the corporate culture ill enhance ork efficiency; improve business efficiency, affecting every employee. This culture is devoted to Executive, Rosa Dallevic set up and in the various departments to establish a great orking relationship. b. The concept of equity theory：By the American psychologistJohn Stark Adams in 1965. Causes of equity and inequity identified link ith case concluded: Scotia ill undoubtedly have a major impact upon employees and their perception of the balance beteen effort and reard must be carefully monitored to ensure a sense of fairness is felt by all employees. The management to strengthen the supervision of staff and take effective the equity of the management control, so to ensure that every employees ork and payment balance. As a manager should be aare that the staffs ork enthusiasm is not only related to personal ine and the staffs are equity remuneration distribution is more closely. 2.2 summaries methods According to Scotia Airays management, I summarized the folloing point of vie, can be implemented to improve performance and prove that provide added value for organizations. Teamork: In this team, beteen the person and persons dependence is very close, the enterprise culture to establish trust beteen managers and employees, the corporate culture ill enhance the ork efficiency, increase the benefit, affecting every employee. This culture is the Chief Executive,Rosa Dallevic, and in various departments to establish a good orking relationship, so as to form a relatively strong collective, very petitive, overes the limitations of individual is unable to plete. Collaboration is the core of there. A small group of collective by 3 plementary mutual members in each others ay, able to strict management itself, hich makes it easier to handle the problem. Authorization: authorization can be subordinate respect, but also conducive to play a subordinate ones ability and cleverness, also can reduce his orkload, improve ork efficiency; give employees a certain rights, it’s give full play to make the customer reception staff. Job rotation: it allos employees to avoid ork monotonous, boring and a series of negative feelings, appropriate to add a bit of fresh, increase color, rotation can increase the degree of understanding of the panys employees, hich ill offer certain responsibilities, play a role in encouraging. For different personalities, give different occupation planning, such as: good munication, Ill bring him assigned to the purchasing department be scanty of ords, such as personality, I ill arrange his financial department. Training: this ill directly improve the skill level of employees and their ork efficiency. Target setting: the SMART foundation for the theory is established, both to develop team ork goals or employee performance objectives must meet the above principles, the five principles are indispensable. The process of making process is its capacity increasing, the manager must and staff together in the process of making high performance goals of improving performance ability. 2.3 achievement and identify a. Why is it important to team ork, because it provides structure, it promotes motivation, it promotes co-ordination; According to the case description: Akey driver 4 of the success of Scotia Airays is the management agrees out the targets ith middle and junior managers and staff, and allos the operational planning to be determined by those managers and employees then populate the details into the plan. The pany is a structure posed of four departments: the superior managers, middle managers junior managers and ordinary employees, reasonable distribution of the ork, the efficiency is raised. According to the case: One of the main strengths of Scotia Airays has been its ability to ork successfully ithin the regulatory frameorks of the aviation industry. b. Could improve situation by positive effects on： .Improve the quality of service, according to the case: Scotia Airays offers several value added services, to the as, valets to assist the passengers in boarding the plane, gourmet meals and a range of the in - flight services and entertainment. .Improve thedecision-making，according to the case: Scotia Airays has made up of five planes deployment; the managers can make positive changes in market demand and quick response. In vie of the European Union and Britain loosened controls on aviation license terms, Scotia Airays of great opportunities in the future. Executives and mid-level and staff reached an agreement on the output target, they all agreed to let managers and employees decided on a plan of action, team ork by coordination to confirm a target as the center, improve the accuracy of the decision. . Staff development: team ork like a ne orld, a alone like a tunnel vision for a long time, according to the case: Scotia Airays currently employs executives and managers in the marketing, finance, HR and flight operations ith the operational and administrative staff ithin each department. Rosa Dallevic is in overall charge, assisted by its ehrs long - term colleague, Azim Ishtiaq. She has also employed the samepersonal assistant, Katrin Wright, since She joinedScotiaand this from from promote consistency and continuity. c.Possible costs could include: The cost of training, in order to improve the staffs production efficiency, discontent surrounding the roles and responsibilities, a team is not many people ill be satisfied ith their jobs, often can produce dispute. Conflicting personal objectives and the 5 need for supervision strengthen supervision and increase my cost. According to the case: in staffing levels in recent years, the pany increased spending on investment and capital budget, and This has include the identification of potential implications for organizational objectives, goals and policies, as ell as the essential more that that ill be required to ensure the business remains viable. Understandably, many of the orkforces are anxious about the expansion and the possible risk and uncertainty it could bring. 2.4Impact upon team cohesion and performance potential 1. Participation: participation is the core of the team cohesion, if a team participation is not enough, so the efficiency of the hole team ill drop significantly. A key driver of the success of Scotia Airays is the management agrees out the targets ith middle and junior managers and staff, and allos the operational planning to be determined by those managers and employees then populate the details into the plan.2. Communication: due to the lack of munication beteen people, beteen the departments and munication, often encounter some friction, contradiction and conflict, misunderstanding. This ill affect the efficiency of the organization, make the enterprise is difficult to form cohesion, artificial cost of internal friction increases, even led to the deaths of the enterprise. Therefore, the one of the main content of enterprise culture construction is to enhance munication. Themanagement teams ithin Scotia have orked meticulously in planning and evaluating their services to ensure that the customer focus is the primary driver of business success. The satisfaction of the interests of the stakeholders involved in Scotia Airays has then of Paramount importance to Rosa, and at times hen about decisions have had be seems, she has alays had a strong and decisive manager. 3. Team objective: The team objective is like a persons eyes, and it can allo the team to find direction, save a lot of valuable time. According to the case: Scotia Airays aspires to mark its international presence, by introducing flights to major European tourist destinations, as ell as expanding to major business centers in 6 Eastern Europe and the Middle and Far East. The airlines international flights ill only use the custom built ide bodied aircraft, and he not offer pa class travel. 3. Conclusion Through this report, I understand that as a manager, must make it clear in the object management is the people, things, objects, focal point and core of all human. And the management efficiency of the objective factors in addition to the rules and regulations, there is one very important point is the subjective factor, the managers and the superior and subordinate to have good munication. As long as e can establish good munication and relationship ith superiors and subordinates, in the ork ill gradually form the cooperation ork.。
人力资源-outcome1-考试评分要求及标准答案-by小凡
Barbour Brown Engineering LtdSection A: Starting up (Outcome 1)Barbour 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 thaetdcould be usfor 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.Assessment task 1Section A (Outcome 1)1. With reference to the firm in the case study, describe the basic components of a work organisation.2.a Using a recognised classification, explain the importance of the four maingoals of the organisation in the case study.b Identify examples of objectives and policy from the case study and commenton how effectively you believe they have been implemented.3. Using an open systems diagram, describe how the organisation in the case study interacts with itsexternal environment.4. All organisations have stakeholders. Give examples of the main stakeholders of this organisationgiving reasons for your answer. You should identify at least four stakeholders.5. Outline four strategies for controlling staff. Identify the one used by David Barbour.Assessme nt ChecklistsSection A (Outcome 1)1. The basic components of a work organisation.First, organisations are made up by people. They have purposes, they use resources- human and non-human to achieve their purposes. They perform activities in a planned and controlled manner. For example, David and Neil who ran their company that employed two qualified engineers, two qualified technicians and one apprentice technician for the new firm of them. Neil and David were employed by a large city firm during the 1980s.Second, organisations have their own goals. Goals of organisations operating in the private sector generally revolve around the maximisation of profits for the owners. However, some organisations also have other objectives that they may purpose in the short term. For instance, Neil discussed with David the possibility of continuing to offer the engineering consultancy service in the town. Plans that apply to the entire organisation, that establishthe organisation s ove'rall objectives. A new business plan was drawn up for their new engineering consultancy service in the town, which could be found in the text.Finally, the most important factor is the “framework”of the organisations. It affects the organisation to achieving the goals. The internal and external environments of the organisation have an effect on the organization structure. Evidenced by, Neil and David designed civil and engineering structures. They firstly want to continue to offer the engineering consultancy service in the town and then accumulated the savings and equity. With these resources the pair had enough capital to buy the offices and eventually drawn up a business plan to secure additional funding to buy over the business. They structured the engineering designs for employing different people to effectively manage the staffs.2. a. Goals help the organisations to identify who is the person to set up the goals, what isthe content of the goals, when is the goals to carry out, how is the goals to achieve, why the goals should be realized. This case study should provide a specific objective to achieve and assess for the firm. It lacks of these information. They are 4 main goals the organisations.1) Operational goals, which cover areas such as staffing levels or technology to beused. It is better to design a plan for manage the staff, such as, they can control their whereabouts at any time and check their working conditions. They will ensure thatany investments we make are environmentally sound, so they could have anagreement with the local contractors for development.2) Product goals, it ignores people because it concerns more about the product.Therefore, using the effective approaches becomes the key point for training wellthe staffs. In this way, people devote themselves to working and the best designswill be created.3) Consumer goals. Providing high quality service and maintain a suitable price are tobe considered by Barbour Brown Engineering Ltd. In this way, consumer willpurchase product with satisfaction and continue to buy. It is benefit for both theconsumers and the engineering company.4) Secondary goals. As we know, secondary goals are not the most important thingsthat they would like to achieve but nevertheless important. Sometimes secondarygoals can include making a profit, after the more important goal of survival.b. ObjectivesBecause the new firm of Barbour Brow n Engin eeri ng Ltd has bee n ope ned, objectives should be effectively carried out. First, they must en sure that staffs are well train ed, for example, engin eers, tech nicians and appre ntice tech nician in the new firm have to be train ed. Second, every pers onnel must complete works pun ctually. Work efficie ncy will be improved by restricting time of theirs. A track of ongoing products is to be kept if the company has to develop rapidly and steadily. A useful timesheets can make the project clearly and systematically.PolicyThese provide a framework of rules and guida nee within which man ageme nt and staff can make decisions. They may be based on explicitly stated values. First, the staffs and man agers should be complete the timesheets in com mon. Second, one of the policies to train the staffs is using local trai ning providers. Third, policies gen erally reflect the values of the major stakeholders. All works can be allotted by David or Neil. Finally, if the financial apartment needs to invoice, then their invoice work at quoted price. 1) Political Factors: Bank sudde nly in creases the price of credits. So if they get a lot of money from bank, it is maybe hard to pay back and limit the development of this firm.2) Social Factors: If the educati on al level of this area is limited the staffs that are qualified of this kind of job will be deficient.3) Econo mic Factors: If the qua ntity of clie nt in dema nd is large, it exist competiti on about the costs of en gag ing clie nts.4) Tech no logy: If the firm don 'improve the producti on efficie ncy in accorda nce with the original method. Other competitors will catch up with the firm or overtake.Con seque ntly, it is n ecessary to use the automated producti on.5) Pote ntial future sce narios: In terests rate maybe rise from year to year. It will have an effect on circulating capital.6) En vir onment: Large nu mber of desig ns duri ng producti on may result in the polluti on. Perhaps sound of compla ins destroy the image of the firm. Such as, people doubt if the desig ns are good for their health.4. Main stakeholders:1) EmployeesEmployees are primarily interested in job security. This group is a vital resource of theorganisation and, as such, without their continued efforts, the organisation would not be able to survive. They contribute to the wealth of the organisation and are keys to its success. For example, allocate position effectively, efficient training, satisfactory income.3.Input- A.Get help from clie nts duri ng work B.Get capital from bank C. Have the staffs qualified Process- A. Liais on betwee n clie nts B. Arran geme nt of projects C. Assistance of AdministrationXXOutput-A. Satisfy the clie ntsB. Train the staffC. Produce the desig ns2) Suppliers (engineering contractors)Suppliers, similar to customers, are likely to wish to maintain a good relationship with the organisation since there may be a monetary reward involved. For instance, offer jobs for them, make a good agreement in corporate benefits.3) ClientsAlthough it is not included in the major stakeholders, clients deal with some procedures for architects. Offering a kind of service for them could achieve corporate objectives.4) Finance providersFinanciers look at an organisation as a potential money-earning instrument. For example, large banks, they are unlikely to invest if they do not think that there will be any financial gain or reward for themselves. Therefore, it is a good way to add source of income by increasing interest charges.5) Train providersProviders are more care about their jobs, especially their income. For one thing, the firm trains the providers with purpose, the efficiency of work will enhance. For another, providers are interested in their jobs; they dedicate themselves to their work seriously.5. In order for the organisation to reach its goals. It is normally necessary for some form ofcontrol to be used to regulate what is done on a day-to-day basis. Organisation control is the imposition of processes, procedures and standards upon an operation in terms of machinery or personal interactions. In ensuring that controls are maintained anorganisation's leaders will set and monitor standards, introduce plans and strategies, measure actual performance and take correct actions.1) Bureaucratic control. For example, David and Neil check and monitor the efficiencyof the branch manager periodically, and the branch managers make plans and finish the objectives of plans. Meanwhile, branch manager should also inspect andsupervise the staffs of their work unexpectedly. Although, it maybe will bring greatpressure to everyone, it can make the bureaucratic control efficiently.2) Control the output. For example, the organisation can delegate supervisors tomonitor workers in the factory. Poor quality of the outputs can reproduce or throwthem away. The supervisors check machines or facilities before there are someproblems. Supervisors write reports periodically to organisation to describe troubles of the factory.3) Personal centralised. It is the responsibility of David. He is the primary shareholderof the new firm. He has to monitor engineers, technicians, etc. If there are sometroubles in technical of his subordinates, he must take charge of all problems.Therefore, he can make plans about the future development of his firm and control through rewards and punishments.4) Cultural control. If the company makes large profit at the end of the year, holdi ng aparty to celebrate is a good choice. But if there are some staffs who are the Muslims, they should pay much atte nti on about the food, such as, the Muslims don 'eat pork.爱人者，人恒爱之；敬人者，人恒敬之；宽以济猛，猛以济宽，政是以和。
hnd_人力组织与管理_outcome1-3-文档资料
• Each section is 30 marks
2
Section A
1. Basic components of organisation
• People
-- managerial staff -- qualified engineer -- technicians -- apprentice
• Words requirement: 1,500 words
• Time length: 135 minutes
• A4 page of note is allowed to bring with candidates
• Candidates should achieve at least 50% to pass
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
5
Section A
2b. Objectives and policies
• Definition of objective
visit
7
Section A
3. How organisation interacts with external environments
Inputs
• Well trained staff
• Loan from bank, grant
• Equipments • Local
contractors, insurance brokers and accountants
Managing People and Organisation
hnd人力组织与管理组织outcome3全部答案解析
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
• Structure
-- Civil engineering project -- Structural engineering project
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition
Explaining one of the following theories: • Maslow’s hierarchy of need • Herzberg’s two factor theory • Alderfer’s ERG theory
• Well trained staff
• Loan from bank, grant
• Equipments • Local
contractors, insurance brokers and accountants
人力与组织管理 Outcome1 Exam
Section B Development and GrowthOver the following ten years since its establishment, the firm grew fast, mainly concentrating on traditional advertisement business based on mediums via TV and newspaper. There was little competition and the market was expanding at a soaring speed. By the year 1992 the firm had employed 300 people. In addition to a general office, the firm was structured into six departments which were respectively marketing, finance and accounting, human resources, engineering and designing, project development, administration departments.Robert concentrated on promoting the business and setting up contracts. He believes that the key to success in business in to build up and maintain an intimate network with the government and large state-owned enterprises. At his deep heart lies the belief that the success of business is up to how well he manages the relationship network.Robert liked to run a tight ship and 10 years in the government had shaped his style of management. Robert took himself as the real boss and the only decision-marker. All new projects went to him in the first instance. He was in change of allocating the work, as he considered appropriate, to employees who were nearing the completion of their current project. Robert set the staff specific tasks be accomplished on time and within the budget set.Friends acknowledged that Robert is moody, and likes to excel at everything he does. Due to his demanding ways, most employees are afraid of him. The staffs were well paid and had good holidays but one factor that caused dissatisfaction among staff was that, Robert never cared for their ideas on the best way to divide up the work.Managers are expected to fully document all decisions; and “good managers” are those who can provide detailed data to support their recommendations. Creative decisions that incur significant change or risk are not encouraged. Because managers of failed projects are openly criticized and penalized, manger try not to implement ideas that deviate much from the status quo. One lower-level manager quoted an often used phrase in the company: if it ain’t broke, don’t fix it.”Robert seems to have an extremely low tolerance of failure. He was often seen criticizing managers of failed projects. Robert was always heard yelling at managers, “Stop talking nonsense, I pay you to accomplish the task. I need to see the outcome. I don’t care if people are happy or not. Just go and get your work done.”Work activities are designed around individuals. There are distinct departments and lines of authority, and command. Performance evaluations and rewards emphasize individual effort，although seniority tends to be the primary factor in the determination of pay raises and promotions.Robert treated the administration manger jack, who had been with the firm longest, as being most senior. This on occasion caused irritation among the other managers, because jack was the only manager who had not achieved his formal commerce degree and was, therefore, less qualified. Jack was often delegated the task of giving out new projects to staff and he was allowed toauthorize site visits when Robert was out of the office. Since their childhoods, Robert and jack had been very close.From 1992 to 1995, The firm’s population increased to 500. the firm has 50 full-time employees working in its general office. The older office employees have been with Ads-First Ltd. All their working lives. They get along very well together, often planning parties during office hours and social events on weekends.With the fast expansion of the company, Robert always felt worried about losing control of the business. He tried to make extensive rules and regulations. Managers are supposed to supervise employees closely to ensure there are no deviations. Management is concerned with high productivity, regardless of the impact on employee morale or turnover.Under increasing management pressure, Robert has talked a lot about leading by example and giving people a chance to learn and make mistakes as they are learning. He also spends a lot of time talking about empowering staff to make their own decisions. However, his staffs often find themselves on the receiving end of angry outbursts whenever they make an error or make a decision on their own. in his organization, Robert has the reputation of being hot headed and prone to erratic temper outbursts. when he is in a good mood, he would make promises that he often does not follow through. If someone queries the status of a promised service they know that if Robert was in a bad mood he would yell at them, at times causing embarrassment in front of colleagues. Robert’s staffs spend their energy protecting themselves from his wrath rather than on innovation and maximum productivity. The main thing they are learning is how to stay out of the crossfire and not be believe Robert when he promises something or says that he would back them up in any decisions they make in an attempt to be empowered.The story of PaulPaul was hired in may, 1998 by Robert. He had been serving in the army for ten years. Prior to joining the firm he had just completed a five-year contract with an American Company operating in Shanghai, where he was a purchasing manager. At 35 years of age Paul did not have any formal qualifications, but had just commenced a commerce degree on a part-time basis, intending to major in information technology and marketing.Robert first met Paul at an old collegians function at the high school he had attended. The two had been introduced by a mutual and trusted friend. Although they had not known each other at school, they soon discovered a lot of common interests and spend most of the night talking and enjoying each other’s company. Robert had initially been impressed by Paul’s firm handshake, “a sign of strong character”, and his ten year term in the army. Robert believes that army men are “hard working, reliable and disciplined workers”. By the end of the night Robert offered Paul a job as the manager of the marketing department.Being in charge of the “flagship”department would be a highly visible, prestigious, and challenging job, soothing that certainly tempted Paul. However, concerned by his lack ofexperience, and the high profile he would have in the organization, Paul hesitated to accept the job offer. On the other hand, Paul admired Robert’s character, particularly his ability to achieve so much, in a business sense.Robert invited Paul to lunch in the company’s executive dinning room the next day. After being wined and dined, Paul was taken on a tour of the Shanghai Office. He soon found himself being introduced to all key personnel who appeared to be "very friendly and enthusiastic ". Robert then invited Paul back to his" very impressive" office for a "more formal chat" about the job offer. By now, Paul was very interested in the job. He enjoyed the boost to his ego that always accompanies being selected for a job when no application is made. The office seemed to be very progressive, had challenging growth target, and offered a friendly work environment. The office’s friendly atmosphere helped reduce Paul’s concern about his lack of experience and be generally supportive of his “need to learn the ropes.”Whist Robert acknowledged Paul’s lack of experience as an obvious weakness, he believed that former “army man”would be accustomed to coping with, and finding solutions to difficult situations. Robert had no doubt that Paul had the personality and intelligence to overcome his lack of experience. Robert often voiced the belief that “it’s one thing to cover a lot of theory at universities, but it’s not as effective as learning on the job. “Robert respected Paul’s potential ability an felt that they could work very well together. At the end of the formal chat Robert formally offered the job to Paul.Robert discussed Paul’s arrival with most of the office staff. He arranged to have Paul’s office situated on the third floor. This would enable Paul to be near the general office employees and the general accounting records, as well as close enough to the marking department to keep abreast of any office related problem. Apart from being responsible for the marketing, another of his principal tasks was to assist Jack. Who had been promoted as the general manger, in the preparation of daily, weekly and monthly accounting reports covering the entire organization.Paul spent most of his first week of word with Jack, learning the firm’s various accounting procedures and getting to know the staff and various sections within the office. However, jack hoped Paul would only need to be shown everything once, he simply did not have the time to be both a teacher, and general manager of the head office. Paul would need to learn to stand on his own two feet very quickly.Soon after talking up the position Paul started to encounter problems.Paul soon discovered that he had a staff problem-Jim. Jim worked in the marketing department, his current supervisor told Paul that Jim is conscientious, friendly, quick and accurate in his work. He has some special customers who always ask for him. However, he is paid $30000 a year, which is $8000 more than any of the other sales assistants. When Jim started he was regarded as a potential high-flier. By the time he was 28 he had reached the top of the pay scale. Although Jim had been offered several promotions he had turned them down “for private reasons”. Every year Jim’s pay had been increased and is now well beyond the end of the pay scale. The other staff inthe department had recently discovered details of Jim’s salary and had started to resent jim earning more than them. Paul noted that absenteeism, turnover and conflict within this department had increased dramatically in the last month.Paul decided to talk to Jim about another promotion, as it was simply too expensive to keep him in his current position. Jim told Paul that he enjoyed working in the department and said he was not ambitious. “ I do my job here as well as I can and when I get home I make things with my hands. I like doing that. I enjoy life and like life as it comes?’Paul also discovered that the 20% growth targets were unrealistic. The Asian financial storm had great impact on business organizations. Many of the firm’s important clients had reacted by reducing advertising budgets, consequently the market had slowed down dramatically and there was no chance that target for the current year would be reached. To Paul’s horror, ,not only had Robert apparently ignored the impact of the impact of the Asian financial storm on market demand when setting the growth targets, they had neglected to allocate additional funds urgently needed for staff training. Paul knew that he would need to make some difficult decisions to quickly reduce the office’s operating costs.Paul found that the stress of the problem was building within himself. He was losing at his family for no apparent reason. He had never fired anyone before and he found it a very unpleasant experience. He knew that he had no choice but that did not make it any easier to do. He started to question whether he was really suited for the job and started to yearn for the safety and security of his old position in the American company.Paul worked hard at the job but it was obvious that the growth targets would not be reached. This also caused Paul enormous stress. He could also see the necessity for further terminations ahead and knew he would not do it. He had to leave. After only six months in the job, he resigned with regret.Section C Challenges in the 21st CenturyEntering the 21 century, Robert feels under growing pressure and senses more and more challenges. The organization has reached its maturity. A lot of problems need to be solved in order to maintain competitive and effective. It become more and more difficult to maintain its leading position, which has long been set as part of company’s mission.The competition is fiercer than ever. Ads-First Ltd. Has recently lost several important contracts. Competitors are exercising aggressive strategies and gaining market share over the firm. With the fast development of online business and the ever increasing influence of the new mwdia, more and more internet-based advertising businesses appeared. Chinese government has become more concerned about the protection of consumers by enacting strict regulation on the advertisement industry, both online and off-line.Many of the professional staffs have shown a dissatisfaction towards the rigid system of workingand prefer to work on a flexitime and connect with the company via telephone, internet or other instantaneous communication approaches.External consultance has suggested Robert to restructure the company in order to be more responsive to changes in the market. Outsourcing is also considered to maintain a lean and flexible organization.The company has made a business plan to enter into the online advertisement business by building up an internet-based platform for both B2Band B2C purpose. This plan would only be possible if adequate funds are raised successfully. Ads-First has been negotiating with several commercial banks for loans and some investment companies for venture capital recently.A Human Resource company has been hired to recruit some IT professionals. An extensive training programme on online marketing proposed by the business school of a famous university has been adopted in which most of the management and marketing staffs will be trained.There are both challenges and opportunities. Robert understands that Ads-First will experience a lot of changes for the next five years in order to survive and develop.Robert will have to discuss with the other directors before he submit annual report and a proposal of a five-year plan covering the issues mention above to the shareholder’s meeting next month.。
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-- Neil used timesheet to track the ongoing projects and for the forward planning
-- provide high specification design and
satisfy custome人r’力s组织n与e管全e理部d_答o案utcome1-3_
Managing People and Organisation
Assessment 1 (Outcome 1, 2 and 3)
By Jing WANG 人力组织与管理_outcome1-3_
1
全部答案
Assessment 1: Introduction
• Assessment 1 covers outcome 1, 2 and 3
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
人力组织与管理_outcome1-3_
5
全部答案
Section A
2b. Objectives and policies
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
• Structure
-- Civil engineering project -- Structural engineering project
• Definition of objective -- Objectives are more specific than goals
-- Identify the specific path to achieve goals -- Have to be SMART • Objectives in case: -- to finish work on time and within price -- to ensure staffs are well trained
-- All staff should sign on the timesheet before site
visit
人力组织与管理_outcome1-3_ 全部答案
7
Section A
3. How organisation interacts with external environments
• Each section人力i组s织与3管0理_omutcoamer1k-3_s
2
全部答案
Section A
1. Basic components of organisation
• People
-- managerial staff -- qualified engineer -- technicians -- apprentice
-- Based on explicit values
• Policies in case:
-- all work should be allocated by David
-- David required the staffs to use timesheet
-- use local firms to provide service, such as local contractors, insurance brokers and accountants
• Facility, technolo人g力y组,织与fi管全n理部a_答on案utccoimae1l-3(_bank loan, gran3 t)
Section A
2a. Four main goals
• Goal Description -- Determine the direction of organisation -- Define and set clear targets -- Help organisations identify: What, How,
• Controlled conditions and close
• Words requirement: 1,500 words
• Time length: 135 minutes
• A4 page of note is allowed to bring with candidates
• Candidates should achieve at least 50% to pass
6
Section A
2b. Objectives and policies
• Definition of policy
-- Provide a framework of rules or guidance that manager and staff can make decision
-- Systematic way of delegating responsibility and encourage consistency
Who, When and Why factors
人力组织与管理_outcome1-3_
4
全部答案
Section A
2a. Four main goals
• 4 main goals
-- consumer goals: high quality service at quoted price; happy customer was a priority
-- product goals: to provide the best designs through well trained staff; to provide high quality service
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development