Managing People in Organisations - perception

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AE Managing People and Organisations - DE3D 34(new)英文精品课件

Assessment Exemplar for Higher National Unit DE3D 34: Managing People and Organisations1st edition: July 2004Price: £20.00Publication code: CB2148Published by the Scottish Qualifications Authority, Hanover House, 24 Douglas Street, Glasgow,G2 7NQ, and Ironmills Road, Dalkeith, Midlothian, EH22 1LEThe information in this publication may be reproduced to support SQA qualifications. If it isreproduced, SQA should be clearly acknowledged as the source. If it is to be used for any other purpose, then written permission must be obtained from the Support Materials Development Officer at SQA. It must not be reproduced for trade or commercial purposes.© Scottish Qualifications Authority 2004Contents1Introduction2How to generate evidence 3Assessment exemplar1 IntroductionThis pack must be used in conjunction with a copy of the Unit specification which details the standard of performance expected of the candidate. A copy of the Unit specification can be obtained from SQA.This pack supplements the assessment guidelines and support notes of the Unitspecification. It aims to provide an example of assessment that is valid, reliable andpracticable. The assessment task(s) detailed in this pack correspond to the assessmentguidelines outlined in the Unit specification.The example provided is intended for guidance only. It may be used in a variety of ways including, for example:♦to exemplify the standard of performance expected of candidates achieving the Unit, ie as a benchmark♦to help you develop your own assessment for the Unit♦to help you develop valid and practicable assessments for other Units within the subject area of the Group Award to which it contributes♦to give you new ideas♦as a staff development toolIt is important that you make sure that the assessment exemplar is used in a contextappropriate to the delivery of the Unit and to the Group Award of which it forms a part.It is also very important that you note that using this assessment exemplar does notautomatically guarantee successful external moderation. It is still your responsibility to make sure that all the appropriate internal quality assurance procedures are satisfactorily completed. For example, a valid, effective and approved internal moderation systemmust be in use at your centre.Recommended readingBefore using this material you might find it useful to look at some of our otherpublications, in particular:♦Guide to Assessment and Quality Assurance for Colleges of Further Education (AA0841/3, September 2003)♦Guidance on Special Assessment Arrangements (AA0645/4, September 2003)♦Quality Assurance Principles, Elements and Criteria (A0798, December 1998)Details of these and other SQA publications are available in SQA Information, ourpublications catalogue which is updated and printed twice a year (telephone:0845 279 1000). SQA Information lists all published HN assessment exemplars. Youcould also visit our website at .A free copy of this pack is available to all SQA approved centres at the time of initialdistribution. Additional copies can be obtained, price £20.00, from SQA’s CustomerContact Centre, Scottish Qualifications Authority, 24 Douglas Street, Glasgow, G2 7NQ (telephone: 0845 279 1000 or fax: 0141-242 2123).Other related UnitsThis Unit has been validated as part of the HNC and HND Business awards at level 7within the Scottish Credit and Qualifications Framework (SCQF).1 Centres are required to develop the assessment instrument in accordance with the validated Unit specification.Related Units are:Unit code SCQF level TitleDE3X 358Business Culture and StrategyDE3L 358Behavioural Skills for BusinessCore SkillsWhere Core Skills have been embedded in a Unit specification and an assessor wishes to use an alternative method of assessment, she/he must ensure that the assessment generates the Evidence Requirements specified in the Unit specification. It is recommended thatthe centre seek prior moderation for the alternative method to ensure that the Core Skill is still covered. The Unit specification will detail the Core Skills covered within the Unit.1 The SCQF provides the national common framework for describing all relevant programmes of learning qualifications in Scotland. The level a qualification is assigned within the framework is an indication of how hard it is to achieve. There are 12 levels, from level 1 for Access 1 through to level 12 for doctorates. For further information on the level and credit rated see the Unit specification.2 How to generate evidenceIntroductionThe Scottish Qualifications Authority’s system of assessment measures the evidence of a candidate’s attainment of knowledge, understanding and skills against defined criteria.The assessment process must allow for evidence of each candidate’s performance to be generated and collected. This evidence must then be judged against the standards set out in the Unit specification. To achieve the Unit the candidate must successfully meet the standards and there must be evidence to prove this.The Unit specification defines the criteria you need to use to judge whether or not thecandidate has met the standards. All Units have the following:OutcomesThese tell you what the candidate actually has to do.Knowledge and/or skillsThis section details the essential knowledge and skills which the candidate must attain in order to achieve each Outcome, combination of Outcomes or for the Unit as a whole.Evidence RequirementsEvidence Requirements can be written for each Outcome, for a combination of Outcomes, or for the Unit as a whole. There is no standard format for writing EvidenceRequirements. Provided that they state clearly and unambiguously the type, standard and amount of evidence which candidates have to produce in order to be judged competent, the Evidence Requirements can be written in the format which will be most easilyunderstood by users of the Unit.Note: The national standard of achievement expected, which was previously specified as Performance Criteria, is now stated in the Evidence Requirements.Where it is not possible to cover all the items listed under knowledge and/or skills through holistic assessment, sampling can be used as a method of gaining additional evidence.Sampling may also sometimes be an appropriate method of assessing very knowledge-based Units. This type of assessment must always be carried out in supervised conditions.Where sampling is used, the Evidence Requirements must clearly state:♦the standard of evidence required for each knowledge and/or skills item so that satisfactory performance can be judged whichever items are sampled on any oneoccasion♦the proportion of knowledge and/or skills which can be sampled♦whether any item(s) must be included in each assessment, ie if it is crucial to the achievement of the Outcome(s) or to an embedded Core Skill♦the fact that a different sample should be chosen on each assessment occasion to prevent candidates being able to foresee what they will be asked♦the conditions of assessmentAssessment guidelinesThis section should give guidance on how best to conduct the assessment to generate the evidence required, eg recommending the use of a particular assessment instrument. It should include guidance on how to integrate the assessment of the whole Outcome or, if appropriate, how to link assessment holistically with other Outcomes in the Unit. Like Evidence Requirements, assessment guidelines can be written for each Outcome, a combination of Outcomes, or for the Unit as a whole.It is important to realise that it is up to the assessor to judge when and if the candidate has satisfactorily met the standards. This decision should be based on the quality and correct quantity of evidence collected, set against the standards in the Unit.The assessment instrument in this pack should not create any unnecessary barriers to achievement for open/distance learning delivery or candidates with special needs. However, you may need to adapt it so that you can assess candidates with special needs or candidates who are undertaking the Unit on an open/distance learning basis. Obviously, whilst taking into account the needs of the candidate concerned, the methods of assessment you choose must still be valid, reliable and practicable. If you have any questions or problems, or if you are in any doubt as to whether or not the alternative assessment you have chosen is still valid, please contact the Customer Contact Centre at the Scottish Qualifications Authority on telephone: 0845 279 1000.3 Assessment ExemplarAssessment tasksThe table below summarises how each assessment exemplar task relates to coverage of the Outcomes detailed in the Unit specification. It also indicates the evidence which should be retained for external moderation.Outcome Suggested task Suggested evidence to be retained1, 2 and 3 4Extended response questions basedon a case study (approx 1,500words)Report produced based on a casestudy (approx 1,500–2,000 words)ALL candidate responsesALL candidate responsesConditions of assessmentIt is recommended that two instruments of assessment will be used to assess this Unit. Assessment 1This will be a closed-book assessment that will holistically assess the Outcomes 1–3. The candidate will be given structured questions based on a case study requiring a response of approximately 1,500 words in total. The candidate’s response must be specific to the particular organisation given in the case study. The candidate should not provide exhaustive lists pertaining to theory that does not apply to the particular case used. The case study will be given to the candidate one week in advance of the assessment. During this period, lecturers may answer questions or clarify any misunderstandings that the candidate may have about the case study.The assessment should be undertaken in controlled conditions. Candidates should complete the questions under supervision. The assessment should take approximately two hours to complete.If it is desired the assessment may be divided into two or three separate events. The timing can be adjusted accordingly. It is anticipated that the reading time for the questions should be approximately five minutes per section and that sections A and B would require about 30 minutes to complete while section C should have 45 minutes allocated to it.It is recommended that the assessment takes place toward the end of the delivery period for the Unit.Assessment 2This will take the form of an open-book report. The candidate will be given a case study that requires a solution to the structural problem of a work organisation and she/he will be expected to analyse the problem, then prepare and present in a report, her/his solutions. Again, the candidate’s responses must be specific to the given organisation. It is recommended that the candidate be given approximately three weeks for research and preparation and a further week to present, in a report, their solution to the problem. The report should be approximately 1,500–2,000 words in length.It is recommended that the assessment takes place toward the end of the delivery period for the Unit.Assessment task1Outcome(s)covered1–3Assessment task instructionsThis assessment is based on the case study of Barbour Brown Engineering Ltd. It is divided into three sections. Section A provides information about the organisation’s start up; Section B about the growth and development and Section C provides information about the staff and management of the organisation.You must provide evidence from the case study in your answers.Barbour Brown Engineering LtdSection A: Starting upBarbour Brown Engineering Ltd, a firm of consulting engineers, was set up by David Barbour and Neil Brown 14 years ago, in a main town within a large rural area. Initially the firm concentrated solely on civil engineering projects such as road and sewer developments for the increasing number of private housing developments which were springing up.During the 1980s Neil and David had both worked for a large city firm (Floyd and Fleming Ltd) which had an office in the town. David had been branch manager and Neil, a younger and very enterprising individual, headed up the structural development section before spending two years working in the Middle East. In 1989 Floyd and Fleming Ltd decided to close the branch office and concentrate their business in the city.Neil had recently returned from working in the Middle East and had enjoyed the freedom and flexibility of being his own boss. He discussed with David the possibility of continuing to offer the engineering consultancy service in the town, under a new joint partnership. David had local experience and was aware that there were sufficient smaller projects to sustain the firm’s viability. He also had savings and equity that could be used for a management buy-out. Neil, likewise, had savings acquired through his work abroad. With these resources the pair had enough capital to buy the offices that housed the current Floyd and Fleming business. A business plan was drawn up to secure additional funding to buy over the business. Funding to support this venture was acquired through a bank loan and a grant from the then Scottish Development Agency. The management buy-out was agreed on the condition that they would not accept or carry out work within the central belt for a period of five years.In 1990 the new firm of Barbour Brown Engineering Ltd opened. The team comprised David, Neil and two other qualified engineers: Jack, a recent high flying graduate and James, a 30 year old engineer who had not, as yet, completed his full charter. In addition there were two qualified technicians and one apprentice technician.Section B: Growth and developmentOver the next 14 years the firm grew steadily, mainly concentrating on the core civil engineering business. The firm had developed by undertaking local work and, because Neil and David believed in the principles of inward investment, they had always supported other local businesses. To this end they used local contractors, insurance brokers and accountants to provide services to the firm. In fact, it had become an unwritten policy that they recommend the firm, John Colbert Civil Engineering Contractors, whenever possible, to undertake the development work. Neil Brown and John Colbert had been to university together and had remained close friends. Being able to rely on the service of John’s firm had been a major benefit in gaining contracts, because this increased the firm’s ability to ensure a high quality of service during the development stage of projects, in addition to the design stage.The main aim of the firm was to provide a high quality service and it was, therefore, important that their staff were appropriately trained in the latest technology. This enabled the firm to produce the designs to a high specification as efficiently as possible. The staff were encouraged to update their skills and were given bonuses whenever they gained recognised qualifications. The local college was used to train the apprentices but it was becoming expensive because of lack of demand locally for the training. David wanted tocontinue to use the college, not only because it was close but also because he was friendly with the Head of the Engineering Department. As a result of this friendship he was disinclined to use other colleges. He also liked the fact that he had easy access to their apprentices’ progress. Neil, on the other hand, felt that as it was now so expensive and there was always the threat that the courses wouldn’t run, they should look into using one of the colleges in the central belt. He also thought that the young apprentices might appreciate the chance of going to the city and that this might offer them further encouragement.By the year 2004 the firm employed a further two engineers, four technicians and four apprentices. A new town bypass contract and the continued increase in housing developments had allowed the firm to grow in size. To support the engineering staff an office supervisor was also employed to deal with reception, book-keeping and salaries. Section C: Running the businessWhile Neil concentrated on promoting the business and setting up contracts, David, methodical by nature, acted as the general manager. He liked to run a tight ship and his 10 years in the RAF had shaped his style of management. As a general policy, all new projects went to him in the first instance. He would then allocate the work, as appropriate, to an engineer and a technician who were nearing the completion of their current project. David set the staff specific tasks as this enabled him to keep a tight check on their performance. The staff, including David and Neil, were friendly towards one another and always had a drink together on a Friday night.Although there was no defined structure, David treated James, who had been with the firm longest, as being most senior. This on occasion caused irritation among the engineers who worked on the civil projects, because James was the only engineer who had not achieved his Charter and was, therefore, less qualified. James was often delegated the task of giving out new projects to staff and he was allowed to authorise site visits when David was out of the office. Since the firm opened, David and James had been very friendly. James was originally employed as David’s technician and had worked for David for 20 years.The staff were well paid and had good holidays but one factor that caused resentment among staff was that, although David praised their performance on the completion of projects, he never sought advice from them on the best way to divide up the work. The use of timesheets also gave rise to discontentment, especially among the engineers. It was an accepted practice that a timesheet should be filled in by all employees. This was used to tally up the hours taken and compare them against the targets set for each project. Neil and David used this information to set project costs by constantly reviewing the times taken for design, site visits, phone calls etc. Although Neil tended to use the information as a tool for forward planning, David, who liked to keep a check on staff, used the timesheets to assess the number of phone calls, travelling time and number and length of site visits for each member of staff. In addition, staff were required to seek authorisation by having their timesheet initialed either by David or Neil (or James if they were unavailable) prior to going out on a site visit. This caused a number of difficulties. Firstly, not all site visits could be planned in advance. Often ad hoc visits were required, especially if there were problems on site. Since Neil always insisted on a high quality of service, it was considered important that, if essential, an engineer should go to the site as soon as possible. Secondly, Neil’s belief that a happy customer was a priority, together with his trust of staff, was at odds with David’s rule of staff seeking authorisation for site visits. Thirdly, the engineers felt that as professionals, they should have the right to make decisions regarding site visits without having to ask permission. The office layout didn’thelp matters as James shared an office with the two civil engineers and they often felt it was like having ‘Big Brother’ watching over them. The four technicians shared a different office and the apprentices were based in the main drawing room. The result of this approach was that the more senior staff appeared to have less flexibility over their working arrangements than the others. They also felt that having to continually go through to another room to speak with technicians and apprentices was both time-consuming and cumbersome. Furthermore, Jack, the structural engineer, shared an office with his technicians. This little team seemed to work very well together as laughter could often be heard and, as David frequently stated, they did get through their projects more quickly. As a result their bonuses were always higher.Jack had always encouraged Neil to bring in structural development projects, as this work was more lucrative than the civil work. Initially he tended to work with one technician on structural designs for their main housing development client. Work in this area had developed during the past three years and another technician was moved over to work with him. David, who had little structural experience, left Neil to make decisions regarding the structural work. Since Neil’s management approach was much more flexible, coupled with the fact that the team worked together in the same office, Neil would discuss the project design and development with the team. Although he would offer advice and assistance on design elements, where necessary, he gave Jack the autonomy and flexibility to decide how the projects should be carried out. Once a project was underway, Neil also expected Jack to attend management meetings with clients to discuss the project planning and development. Jack, following Neil’s approach, encouraged the small team to offer suggestions on project design. Unlike the other engineers, Jack was less affected or worried by the apparent seniority of James. David, on the other hand, was unhappy that Jack was given such a free reign but felt unable to comment, given the fact that this area was growing. This was mainly due to the high level of performance of the small committed team.Neil, who concentrated on promoting the firm by sourcing business contracts, preferred not to get involved in work politics. The firm had a reputation for both high quality design and meeting targets timeously within the quoted price. Neil believed that the firm should always strive to achieve these standards. It was important to him that any work taken on by the firm was thoroughly costed and he stipulated that once a price had been set, it could not be altered by adding supplementary charges and expenses. In the past this had secured business for the firm. The staff were committed to working to target because Neil rarely put out a tender without close consultation with those most likely to be involved. He also ensured that end-of-year bonuses were given out based upon successful completion of projects. The staff liked the way that Neil consulted them and generally felt respected by him. Neil also believed that it was essential to liaise fully with clients to ensure that the firm was able to provide the best service, and his role in the firm was to provide this external liaison. As a result, he tended to spend very little time in the office. Although he and David did have weekly meetings to discuss the forward planning of projects, it was very rare that any proposed project Neil had discussed with an engineer actually came back to him because of David’s system for allocating work. It was frequently the case that time was wasted by the engineer doing the job because he wasn’t the one consulted at the start, and it was for this reason that the different approaches operated by the two partners tended to cause annoyance.Cracks in the system!James, aware that there were ‘grumblings’ among the civil staff, who felt that the way Jack and his team worked was far more effective, had spoken to David about the problem. David, who liked to tell friends that his firm was a happy one, was concerned, anddecided that this, together with some other issues, should be raised at the next Partners’meeting.Until recently, the job costing policy operated by the firm had proved to be very effective, but competitive tendering, normally based upon price, had meant that the firm had lost two important contracts to one of their competitors. This was another issue that needed to be addressed. The firm had grown substantially and needed to be sure of continued work in order to assure its viability. The firm expected to win two large-scale contracts: a multiplex cinema complex and an office block for the Scottish Executive as part of their re-location to rural areas. In addition, new roads to support these and other developments at the South side of the town were to be designed. It was essential that the firm secured these contracts.In addition, David did feel a bit disgruntled about the fact that he was left to sort out the workload for staff with little support from Neil. He was also aware that over the past 14 years the firm had grown and evolved and that is was now time to re-structure.Assessment task 1Section A1With reference to the firm in the case study, describe the basic components of a work organisation.2a)Using a recognised classification, explain the importance of the four main goals of the organisation in the case study.b)Identify examples of objectives and policy from the case study and comment onhow effectively you believe they have been implemented.3Using an open systems diagram, describe how the organisation in the case study interacts with its external environment.4All organisations have stakeholders. Give examples of the main stakeholders of this organisation giving reasons for your answer. You should identify at least fourstakeholders.5Outline four strategies for controlling staff. Identify the one used by David Barbour. Section B6Using two examples from the case study, explain why the motivation for staff to work well depends on more than a high salary and good working conditions.7How might the following theories of motivation be used to describe situations within the organisation:a)Equity theoryb)Goal theory8Describe how four work practices used in the Structural Engineering office have improved job performance and team cohesiveness?9With reference to problems in the Civil Engineering office, explain why the introduction of team working might help to resolve some of the difficulties. Section C10By identifying two duties and three roles of two managers from the case study explain why the job of a manager differs from any other job in an organisation.11Using Likert’s Management Systems Model:a)Describe the approaches to management currently adopted by Neil and David.b)Give two indicators that could be used to measure the effectiveness of thedifferent management approaches.c)Explain how these indicators could be used to help the partners assess theirperformance.12Why is it important to have an understanding of leadership when assessing the management of an organisation?13Explain how David could use the approach suggested by John Adair to improve his leadership style.14From the Contingency, Situational and Transformational approaches to leadership, describe:a)One theory that could be used to provide guidelines that might help Daviddecide on the right approach to leading the team.b) A different theory that could be used to demonstrate the approach adopted byNeil.15Why are the theories you have chosen relevant to our understanding of the way in which managers lead their staff?Re-assessment task 1Section A1Using examples from the case study, describe the common factors that exist in business organisations.2Provide three examples from the case study to distinguish between the formal and the informal organisation.3Explain why it is important for an organisation to have goals. With reference to the case study identify the main goals of the organisation.4Are the objectives and policy of the organisation in the case study appropriate to the current needs of the organisation? Provide examples to support your answer.5Using examples from the case study, identify at least four stakeholders and explain their relative interest.6Outline four strategies for controlling staff. Identify the one used by Neil Brown. Section B7Give two examples of the extent to which Herzberg’s model could be meaningfully applied to the staff in this organisation.8Drawing on two examples from the case study, explain fully how Expectancy Theory could be used to determine the way in which individuals perform within the workplace.9There is evidence of low morale within the Civil Engineering Division of the company. Describe four methods that David could use to improve job performance and team cohesiveness.10Explain, giving reasons, why you think Neil regards team working as important. Section C11Provide examples from the case study to describe the two main roles and three activities associated with managing.12With reference to McGregor’s Theory X and Theory Y model:a)Describe the approaches to management currently adopted in each area.b)Give two indicators that could used to measure the effectiveness of the differentmanagement approaches.c)Explain how these indicators could be used to help the partners assess theirperformance.13When reviewing the management activities within an organisation, why is it important to have an understanding of leadership?14Using Tannenbaum and Schimdt’s Continuum of Leadership, explain the choice of leadership style adopted by Neil.15Using two theories from either the Contingency, Situational or Transformational approaches to leadership, describe:a)one which would help the team leader of the Civil Engineering Divisionunderstand why his current approach is not working and,b)one that could be used by the partners to improve the leadership performance inthe organisation a whole.16How can an understanding of the theories you have chosen help the management within an organisation improve their approach to leading their staff?。

Managing People and Organisations

International CollegeCentral South University of Forestry and TechnologyAssessment Task: __________________________________________Course Name: Managing People and Organizations Outcome: 1Prepared by: Lin Xingyu (English name) 林星宇 (Chinese name)20125635 (Candidate Number)Class : Class 6 of International Economics and Trade Name of Tutor: Shan DaiDue Date: September 30, 2013Date Submitted: October 7, 2013Your report/essay should meet the following requirements. Please confirm this beforesubmitting your assignment.☐ Assignment is presented on A4 size paper and is tidily typed and well presented..☐ Pages have been firmly stapled.☐ A copy has been retained by me.☐Declaration below is completed.DeclarationAll forms of plagiarism, cheating and unauthorized collusion are regarded seriously by the Universityand could result in penalties including failure in the unit and possible exclusion from the University. Ifyou are in doubt, please contact the Unit Coordinator.Expect where I have indicated, the work I am submitting in this assignment is my own work._______________________________________ (Signature)1. Goal is something that Scotia Airways hope to achieve in the future, sometimes it may take over a long term, and goal is always relatively unspecific. (Based on LONGMAN Dictionary of Contemporary English 4th Edition, ©Pearson Education Asia Limited, 2009)In the case study, there are 4 organization goals of Scotia Airway. The consumer goal is mainly targeting business and leisure travelers, the organization hope to provide comfort and convenience to its passengers, and to provide exceptional value for money. The product goal is to provide full business services, added some extra services, such as valets to assist the passengers in boarding the plane. Though their products toward business travelers, their price is equal to the economy class. The operational goal of the organization is to improve efficiency, so managers of the organization think they need 5 aircrafts and 80 staff to maintain the balance between demand and supply. The secondary goal aims to improve their social responsibilities and to attract investment.The benefits and importance of organization goals are mainly as follows:Goals can provide everyone in the organization motivation and commitment.Goals can divide labor based on specialization.Goals can set up the standards of performances, and assist to decide what needs to be done next.Objectives are things that Scotia Airways wish to achieve, but often as part of a project or a goal they are giving. (Based on Oxford Learner’s Thesaurus, © Oxford University Press, 2008)The benefits and importance of objective are mainly as follows:Objectives can be regarded as small or slight goals and are easier to be done or achieve.If Scotia Airways only has goals, people in the organization may think they are hard to achieve, and do not know how to do. Objectives are more realistic and also more achievable than goals.There are 5 principles that the objectives should be followed, they are SMART—Specific, Measurable, Attainable, Realistic and Time-specific.() SMART objectives can be found in the case study, Scotia Airway expand its market by introducing flights to major European tourist destinations.Policies is a framework of rules or guidance within which management and staff can make decisions. The government departments and EU relax their control over the licensing of airline provision, this provides all the airway organizations equal opportunities to compete. Other policies are health, safety and well-being policy. Scotia Airways can always meet above the UK civil aviation standards.2. Scotia Airways are influenced by both internal and external environments. Scotia Airways inputs raw materials, aircrafts, human resources, investments and information into itself, and it outputs first class of service. The internal environments include strategy, objectives and goals, structure, management style, working practices and innovative solutions can all influence the organization. The external environments include political factors, economic factors, social factors, technology, legislation and potential future scenarios can also influence the organization. There is a trend that more people will have business travelling, this can be induce into social factors. And the Airways is always looking at the newest technology to make sure its service not drop behind.3. Organization is a group such as a club or business that has formed for a particular purpose. Scotia Airway is a formal organization which has a clear purpose to make money and provide service, where an informal organization has no formal purpose. Scotia Airways has a defined reporting framework, it has stakeholders, management team and other employees, an informal organization has no formal structure. And it has rules and its own culture, where an informal one has no formal rules and influencing behaviors. Other differences between a formal and informal organization can also be found, such as whether the organization could be formally controlled. Obviously, Scotia Airways could be formally controlled. (Based on Managing People and Organization Version 4, SQA, 2013 Page 24)4. Stakeholders are individuals or groups who have invested money into Scotia Airways, and who have some important connection with it, and therefore is affected by its success or failure.Shareholders in Scotia Airways is the most powerful institution to influence the organization, they are interested in whether their investment is safeguarded and the resources given to the organization have been used effectively. They employ the most powerful management team and experienced workers to promote efficiency.Employees are more careful about their job security, they are also essential part of the organization. Scotia Airways has its own culture, and their employees work more positive because of a wide reward policies. They work more positive, their job would be more security.Customers are interested in whether their money is deserved to the service or the product, and the service or the product can be guaranteed for how many years. Scotia Airways provide business class services, but at prices that are equivalent to the economy class. And there services are more advanced than other competitors.Suppliers are interested in maintaining the relationship with Scotia Airways. And suppliers think the organization is social harmony and regard it as a family-style company, they are very delightful to cooperate with Scotia Airways.5. At first, the investors planned what was desired. They have a very clear idea that business travelling is a growth industry. And Scotia Airway established a high level of quality of service, this is a key point that the organization can make success. And the management team of Scotia Airway are monitoring and evaluating their service and performance, this is the primary driver of its business success. After monitoring and evaluating their service andperformance, they have to comparing the achievement with the planned target, when it is wrong or not achieve to the target, try to correct the performance.Advice:It seems that Scotia Airways has no its own website. Passengers and travelers cannot know recent developments of the organization and the website can provide newest scheduled flight. So the manage team need to establish a rigorous and human-based website.Solution to this advice:The website can be automatically added flight information and organization developments. Build a team, manage this site by hand.Regularly check the operation of the website manage team.Producing videos of Scotia Airways, and upload them and display on site.。

人力outcome1-3全部知识要点

Section A
1. Basic components of organisation
• People
----managerial staff qualified engineer technicians apprentice
• Objectives
-- concentrate on civil engineering business -- provide a high quality service
Property of Jing WANG
ain goals
• 4 main goals
-- consumer goals: high quality service at quoted price; happy customer was a priority -- product goals: to provide the best designs through well trained staff; to provide high quality service -- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development -- secondary goals: use local contractors, insurance brokers and accountants for services to the company
Property of Jing WANG
Section B
6. Motivation for staff depends on more than high salary and working condition

激励机制的有点与缺点

Managing People and Organizations–Essay1Employees are only motivated by financialrewards or penalties?TO: John LatsisWord Count: 2,320I.IntroductionFor this essay, discuss the methods of how to motivate employees. As we know that it is not uniqueness that employees are motivated by financial rewards or penalties. We need to effective motivation. What is effective motivation and how to use effective motivation is main line.As the market competition intense, there is an increasing trend towards motivating employees among organizations. Motivated employees would enhance the innovation, performance of an organization. This essay will mainly focus on three areas, firstly the role of an effective motivation will be discussed, and then the problems of effective motivation will be assessed and finally the essay will talk about how to conduct an effective motivation.In this essay, we use Maslow’s theory, McGregor’s X&Y theory, Hackman’s theory and so on to analysis this case.II.Main bodyMotivation is process which come true the organization’s target by employees hard working, but enterprise need to support the employees’ demands. Human resource management is the main factor for management, which come true by motivation. Today, the main subject for human resource management is how to maximum and effective motivation the employees’ active and innovate. It is really hard to reconstruct an argument here. Y ou need some help with the language.The role of an effective motivationAccording to the history, we can know that competition and war lives in every stage of human history. In order to achieve the purpose of the rulers, they used a variety of ways to encourage his employees. Some employees like financial rewards, some employees like encourage, some employees like promotion, even some employees like woman. These rulers seen through employees’ weaknesses, and they exploit these vulnerabilities to rule their employees. Really? Where does this argument come from?Effectively motivation is not only a skill, but also competitiveness for managers. Motivate is not only as financial rewards, but also have deep real contents. There are some differences between Modern enterprise’s employees and ancient employees. First of all, modern employees are required to a high level of knowledge and skill on creative. They rely mainly on their exploration and insight of new knowledge, resulting in the desire to create new things, to promote the development of production, technology updates, and production generation, for that make the knowledge capital increase value. No basis for this theoretical argument?Second, employees are required to have strong independence. Due to knowledge staffs who master special skills, have the main skills which usual the product and develop key skills for enterprise, so they are more willing to work in an independent environment, unwell to accept the constraints of other things or persons. Don’t follow the last part of this sentence.Third, strong achievement is needed. Employees are satisfied by financial rewards; moreover, they need to be recognized by the society, the higher the esteem and personal popularity.Fourth, employees should have strong desire for self-improvement. The knowledge-based staffs have strong awareness and consciousness of self-improvement, so they are not stop to study and update for knowledge, and not stop to constantly explore new technologies to pursue.You cannot make up for lack of reading with assertiveness.The problems of effective motivation will be assessedHackman and Oldham (1980) discuss the relationship between person and job as ‘internal motivation’, and suggest that:First, the work should be experienced as meaningful—as something that matters to the person. Second, work must involve the experience of responsibility for the results. Third a person must have knowledge of the results of their work.The targets of employee motivation and the strategy of enterprise development must be closely linked. The targets of employee motivation are make them know what are they need, and know the relationship with enterprise strategy. Motivation let employees in a drive state, to do it, not only meet their individual needs, but also achieve a certain goal and achieve enterprise goals. Motivation has a very important role about improve job performance goals and motivate potential power.Motivation not only exists in every aspect in the human resources management, but also embodies the value of employees, and provides new opportunities to employees. Enterprises can expand the scope of their work when employees have stand at the top of technology.According to McGregor’s Theory X&Y (McGregor, 1989,p 315), theory X represent that first management is responsible for organizing the elements of productive enterprise, for example, materials, people, equipment, and money. Second, with respect to people, this is a process of directing their efforts, motivating them, controlling their actions, modifying their behavior to fit the needs of the organization. Third, without this active intervention by management, people would be passive, even if resistant, to organizational needs. They must therefore be persuaded, rewarded, punished and controlled, their activities must be directed.Enterprises should increase the workload to the employees, let them feel challenging. After that, employees not only feel that enterprise is brighter, and can learn something, never-ending, but also provide more and more administration duties or professional and technical position. This enterprise strategy can let employees feel the enterprise attention, and give them a platform to display their career.If there is no scientific and sound job planning and job analysis, it is difficult to fair and impartial evaluation for different positions employees, and establish objective performance appraisal system also difficult. Good employee performance appraisal system will have a positive motivation, on the contrary, performance appraisa l are set incorrectly, will affect their enthusiasm to play. Is this your view as well? Y ou arevery uncritical of theory x.Many managers do not understand the important of spiritual motivation for the employees. They believe that the forms are not so important when employees know their heart. So they often neglect to do it. To do what: spiritually motivate? How would they do this if they wanted to?However, this is not true. Most of managers believe that employees do good job and do right job is justified, why need to praise it? It is inexcusable that employees wrong or bad the job, and must be immediately criticize or scold them. Everyone knows that employees want to get any praise; any praise will be given appropriate motivation. Do not let the passage of time quietly, and to immediately seize any praise can convey a positive impact on the opportunities.Most of managers believe that the motivation is rewards, for that, they often just consider the positive motivation, but neglect the constraints and penalties, when they design of motivation mechanisms. Sometime managers spend a lot of money to encourage employees, but the results are not very good. Money is not necessarily for employees on some special time. In summary, motivation should include simulate and constraints, rewards and punishment is the unity of opposites. Motivation is not only entirely encouraging, but also include a number of negative incentives, such as fines, demotion, pay cut or even eliminated, etc.How to conduct an effective motivationIt is one of positive and innovative spirit characteristics that failure is to be allowed. Managers should make the employees who have entrepreneurial spirit but frustrated by the frustration know that as long as their reasons are correct, it should be encouraged, even if the results fails. It is very important that increase employee’s enthusiasm. Sometime employee self-motivate is better than enterprise’s financial rewards.Thomas Peters said: people are the key about good business, motivati on people’s enthusiasm use simple and good values.Management should pay more attention to employees, and let them feel happy, support them successful demand, even if listen them complaint. Manager should support more and more opportunities which can join in the important decision making, for example, enterprise developing strategies decision making, working environment decision making and so on. The result is that employee self-motivation. For managers, they like to listen to that ‘we have for the self-motivate when we fall into danger’. Simple words represent employee’s enthusiasm and motivation.For that, employees feel enough self-respect and satisfaction, and then they should know that potential power increase is more important than making target. The organization morale can increase and change when employees make the organization goals as centre point. There is formal discuss between manager and employees about what is working key in this year, how many the working goals, what is the gearing, which training should be plan for achieve the enterprise goals, how much opportunities should be supported to employees, how to help employees come true their dream, and so on.Manager should organization trip and learning, to do it, the employee satisfaction should be increased. It is not only a team work, but also enjoys the welfare which support by enterprise. Employees can learn more and more new knowledge, and find out sense of belonging. It is very well performance for enterprise.Through the group activities which is managers and employees together, managers can learn more information about employees, and understand what they needs. According to Karl Marx, men make history, but not under conditions of their own choosing. There is a long distance between dreams with real! That is not the point that Marx was trying to make!Employees have their own needs before into this enterprise, so manager must deep understand employee need, and effective motivation. According to Maslow’s theory, different employees or the employee at different time or different environment has different demand.Therefore, when development and implementation of motivation policies, firstly manager needs to clearly investigate the real needs of each employee, secondly develop appropriate motivation to help employees meet their needs. For example, younger employees are more emphasis on ownership and innovative work environment. Middle-aged employees are more emphasis balance of work and private life and career development opportunities. Older workers are more concerned about job stability and to share in the profits.Maslow’s ‘hierarchy of needs’ theory is also used in currency. As we know that at the bottom of the hierarchy is what Maslow called ‘physiological’need, for example, needs of sleep, drink, food and so on. He also suggests that while such needs are unsatisfied then we are completely preoccupied by them and all our capacities are put to the service of meeting them. Other needs or concerns are in this way marginalized and become unimportant.Managers’ career planning can design two lines, one line is administration, and anther line is professional. For that, managers must learn how to grasp the principal contradiction, to seize the employee oriented needs. Otherwise, the motivation is on paper, without cause.Motivation system must reflect the principles of justice. According to equity theory, employee’s work motivation is not only influence by their absolute returns, but also be influence by their relative remuneration. Each employee wills unconsciously longitudinal comparison and parallel comparison for they pay work. By comparison, employee will discuss himself whether or not they are a fair treatment, in which affects their mood and attitude. For that, managers should solicit the views of employee before introduction of the motivation system. If most of employees are agree, the motivation system can implementation. Where does this notion of justice come from? Is it a technical or an everyday sense? Same question applies to equity. Job analysis is the basis for enterprise compensation management. Each employee’s wages and their jobs are closely linked, because the value of job is matched with workresponsibilities and work requirement. This value carry out through ana lysis by scientific and tools, so it can ensure that wages are fair and scientific, and get rid of egalitarianism. Manager should make job rotation, because employee does the same work long-term, they usual feel boredom. For that the new jobs and businesses can stimulate employee’s enthusiasm.The process of operating manage for enterprise is a continuous cumulative performance, access to the performance, it is include: organizational performance, the sector’s performance and employee individual performan ce.According to all over the world, performance management is still a relatively obvious gaps, even if some enterprise have implemented performance management, most of them remain in the level of performance management. The enterprises which really use performance management and promote performance management by science are very little.If there is not performance management, wages have not fairness and motivation. For that enterprise should pay more attention on performance management, analysis the theory, method and process of performance management clearly.Manager should use performance management scientific in them enterprises. Managers and employees thinking into performance, play the role of performance management initiative to mobilize the enthusiasm of the employee.III.ConclusionIn summary, human resources management is use scientific means and flexible system to mobilize people’s creativity and enthusiasm. No matter what kind of enterprises are inseparable from human creativity and enthusiasm, for that, as an enterprise, according to actual situation, flexible use motivation. Setting up motivation system which adapt to enterprise characteristics, characteristics of the times and the needs of employees, motivation employees’ potential and enthusiasm, improve the core competitiveness of enterprise.Although it is the main approaches that employees are motivated by financial rewards or penalties, effective motivation is adapted to modern enterprise.As a manager, you should use scientific and effective motivation to manage enterprise. Believe you employee, encourage you employee, motivate you employee, after that, you employee will make more and more profit to you!I can see that some thought has gone into this, but it is very poorly written and the argument is developed through a series of assertions.IV.Reference1.David Knights and Hugh Willmott, ‘Introducing Organizational Behaviorand management’South-Western Cengage Learning, United Kingdom,p42-p72.2.Russ, Travis L, ‘Management Decision’ 2011. V ol 49 Issue 5, P838-8363.Cunningham, Robert A, ‘Douglas McGregor—a lasting impression’ IveyBusiness Journal, Sep/Oct 2011, V ol. 75 Issue 5 P5-7.4.Sadri, Golnaz, Boen, R.Clake, ‘Meeting employee requirements: Maslow’shierarchy of needs is still a reliable guide to motivating staff’IndustrialEngineer, IE, Oct 2011, V ol 43 Issue 10, P44-48, 5P.5.Grant, Adam M, Berry, James W,’ The Necessity of Others is the Mother ofInvention: Intrinsic and Prosocial Motivations, Perspective Taking, andCreativity’Academy of Management Journal, Feb 2011, V ol 54 Issue 1,p73—96, 24p.6.Lindenberg. Siegwart, Foss. Nicolai J, ‘Managing Joint ProductionMotivation: The Role of Goal Framing and Governance Mechanisms’Academy of Management Review, July 2011, V ol 36 Issue 3, P500-525, 26p.7.Mike W.Peng, ‘Global Strategy Management’ second edition, South-WesternCengage Learning, Unitied Kingdom, 2009, p378-389.8.Richard L.Daft, ‘Leadship’fifth edition, South-Western Cengage Learning,United Kingdom,2011, p35-39.。

HND AE Managing People and Organisations 人力和组织管理报告(第一篇)

It has a trend that John’s firm joined forces with David and Neil’s company, which pave the way for a bigger future and absolutely brings a majority of changes on many accounts.Currently, Hybrid structure is the best way to describe the Barbour Brown Engineering Ltd because it is composed of two different structures, David’s group is the kind of centralized group operated in a line structure as David is responsible for everything. As we can see from the case, all new projects go to him in the first instance, and then he would allocate the job without seeking advices from staff. By contrast, Neil’s group works together as a team such as they work together in the same office, and Neil will discuss with his followers about the projects. His management is the type of decentralization, to show what I mean, he give Jack the autonomy to make decision regarding to the structural projects and allow Jack to attend management meetings to discuss the project planning and development with clients. Besides, the company exists different levels of authority, for example, David and Neil are in the same level, which is the top management as well as James and Jack who are located in the middle management . It is called Hierarchical structure and in the company the structure is flat caused by its small scare made up of David and Neil, six engineers, six qualified technicians, five apprentices and an office supervisor. However, few levels help decision making and communications, furthermore, in the company the span of control is wide, every manager supervises many subordinates. It is promince that the firm isdepartmetalized byproducts or service, as the group led by David cncentrates on civil engineering and administration, Neil’s team, on the other hand, is in the charge of structural development projects. Clearly, they embark on different product/service areas. Different departments divided by services lead to increased contacts, enlarged tasks and make a profit, what’s more, Jack is less affected or worried by James.On the other hand, maintaining coordination among product/service areas beomes dfficult.On the assumption that John merge into their company, they will embrace two further teams commanded by John working on the site development and one more team that undertake administration linked to reception, secretarial support accounts and wages. As a result, the Hybrid structure of the company tends to be gently complex. It is adaptable to changing business circumstances but employees will become confused about vague responsibilities. After incorporation the departmentation based on product or service actually remains. John is responsible for site development, Neil and David still take charge of separate departments.Of course, new development brings the new company a majority of variables pertained to task, technology and size. Accordingly, an effective adjustment on the new organization structure should be carried out fitted to the business environment which is well-known as Contingency Approach. Concerning to the task, it will be imposed on each team more than before as the result of the reputation of the integrated firm appears to be more widespread than before because they have togetheraccomplished many projects effectively with a high quality. Once the merge has come ture, David and Neil can take over more tasks working together with John’s teams and they are likely to be required to do more complicated tasks, so the link of each team become stronger leading the more complicated structure will be. John initially engages in the design job but he would take responsibility of both design and development of civil engineering and structural development projects. Neil is also placed in the similar situation, Neil acts as an liaison in the company. As a result, Neil is expected to consultant with clients much more times to provide the best service, on top of that, Neil bears more responsibilities to seek new projects, ensuring the company is stable, marketability, growing and becoming brighter. With regard to technology, John’s firm has not preferred to located in town centre any more result from new technology, computer networks and design communication with clients, therefore, it causes dispersion of department’s geographical location. Ultimately different locations will generate additional complicated structure for co-ordination. And furthermore it is imperative that David and Neil should absorb John’s worthful method of producing, which is also applicable to John’s team, in the end, they are expected to be in the harmony each other, the consequence of that is the complete approach tends to be slightly different. The size is considerably bigger than before when they create a merge. John has a large office coped with the additional staff from Barbour Brown and his equipment. Growing large contributes to redundancies, that is, more talented staff will not be fired and changes the company structure from organic to mechanistic and complex. John has the same status with David and Neil in the new structure. Obviously, the number of each levels within hierarchical structure should be increased.There are four categories of relationships involved in the mixed organization. First, Line relationship means the boss delivers the authority or command directly to their staff. For example, James gives out new projects to staff, which has a line relationship between James and the staff. If necessary, Neil passes the authority of decision making to Jack posing a line relationship, besides, the team leaders of site development will be commanded directly by John, meanwhile, the team leaders assign the work to subordinates. Next, the relationship between the assistants of senior staff and other staff is called Staff relationship. For instance, when David is absent from office, James will acts as a representative of him to authorize site visits, as a consequence, he has a staff relationship with other staff like Jack and civil engineers. The proposed new structure includes three independent apartments , in which functional specialist supports or has authority over certain activities of other particular department. It is defined as Functional relationship. To illustrate, the design specification of John’s team can cater fully for the civil and structure engineering projects, so they can offer assistants and supports for each other. What’s more, administration section manager have authority over other managers in secretarial support, wages and accounts. In the organization, Lateral relationship exist between staff at the same level. In the case, David, Neil and John are in the position, all of them are top managers who conducts their own section, in addition, both James andJack are the middle managers who manage the work of engineers and technicians. Authority, responsibility and delegation are the three types of relationships combined with the line relationship. Authority is the right to direct or guide the activities of others and select from their responses that are applicable to achieving the goals of the organization. As a general company policy, all new projects go to David at first, afterward, he would allocate the work to engineers and technicians. However, he never seek responses about the best method to divided up the work from them. Neil has the right to direct the structure work because David has little structure experience. In comparison with David, Neil normally discuss the projects with his team member. The merge of the two firms carries the benefit that engineers would have the formal authority to manage the construction staff because the bigger size the company is, the more formal ways of managing will be. As for responsibility, it is imposed on a person who has a certain position in an organization to complete a task , assignment or function. With the workload increasing, the leaders of each team confront a majority of responsibilities to turn out the projects, next, the detailed job operated by digger driver, qualified builder and technicians, sometimes, they will be ordered by top managers to work together to perform a heavy task. Turn to the last one, Delegation, which is the act of passing the responsibility to accomplish a task to another person. At that time, James is usually delegated to give out new projects to other staff and to promise site visits. This action successfully motivates James but irritate other engineers. In the future, David should be just, hence, he need to delegate this responsibility to the people who are deserved. It can remove dissatisfaction among organization. On the other hand, Jack is imparted the responsibility to make decision on the project’s progression with enough autonomy and flexibility, leading to Jack’s high enthusiasm and the high level performance of the department and that area is growing. A merge can help clarify the relationship of delegation that the design engineers are responsible for a given project on site. Unlike before, David’s rule of staff seeking permission for site visits is to be abolished after the incorporation., so that it tends to eliminate the resentment and improve the projects’efficiency and effectiveness.On the whole, the merge will lead to situational variables of tasks, technology and size, exerting an influence on the organization’s structure and may be on the methods of dividing and grouping activities together. More clearly the line, functional and lateral relationships combine individuals and different teams together to operate, the better relationship they have, the higher performance they will get. In order to perfect relationship between managers and followers, authority, responsibility and delegation should be completed well and appropriately.。

Unit 10 - Managing People and Organisations

Unit 10 Managing People andOrganisationsLearning hours: 60 hoursUnit level: 5(H2)Description of UnitThis unit is one of eighteen units leading to a BTEC HND in Global Trade & Business.The purpose of this unit is to provide learners with knowledge of different approaches to managing an organisation in a complex business environment. The unit introduces conceptual theories of managing organisations and the people within it. The management theories taught in this unit are applicable to people working in all levels of an organisation and will enable learners to evaluate organisational effectiveness.Unit is internally assessed.Summary of learning outcomesTo achieve this unit a learner must:1. Describe motivational influences that impact on individuals and groups toperform effectively within the workplace.2. Describe activities associated with the role of management.3. Evaluate organisational theories to organising people within the workplace.Content1. Motivational influencesmotivational influences:main factors that influence motivation at work; content theories; process theories; factors affecting performance ( ability, perception, learning and attitude formation and change); strategies that can be used to improve job performance; meaning and importance of teamwork; factors that affect team cohesiveness and performance2. Activitiesactivities:nature of managerial work, including the main roles and activities associated with managing; importance of leadership as part of a management process; different management styles; approaches to leadership; measures of managerial effectiveness3. Management theoriesorganisational theories:. types of structural relationships, including authority, responsibility and delegation; different methods of dividing and grouping activities together; alternative forms of structure; contingency models and the importance of situational variables for organisational design.Learning outcomes and assessment criteriaGuidance on delivery and assessmentDelivery StrategiesThis unit is designed to compliment other units within the syllabus of Global Trade and Business. It is essential that learners gain an understanding of all the relevant components associated within a business and its international environment.The teaching and learning model can be described as facilitative and directed at developing occupational competence. In terms of teaching-learning methodology, a combination of the following styles of delivery should be used: presentation methods (lectures), discussion methods and group Work (tutorials & group tasks), self-study methods (individual assignments). Centres should adopt a proactive approach towards the delivery if this unit by utilising reported cases from the press and media. Candidates should be encouraged to source relevant information e.g. internet, journals, magazines, newspapers. Learners should also be encouraged to use these articles as discussion topics within the learning environment.Learners require access to an appropriate environment whereby they can work to produce the required evidence with supervision and direction as required. Learners should be able to discuss and consider the impact of all relevant information to their occupation/subject area and be allowed to examine various outcomes of their assessment.AssessmentLearners can achieve a pass, merit, or distinction for this unit by applying the assessment criteria outline to each task.The assessment strategy should aim to encourage use of primary and secondary legal legislation and the application of suitable common law principles to the outcomes. Aspects of the unit may be further explored through case studies which link consumer protection and the function of those responsible for ensuring fair trading in a manner which highlights the effectiveness of alternative courses of action other than the consumer suing the supplier through the civil courts.In addition the sections on agency and obligation law should aim to highlight the duty of care an agent has in relation to a principle as well as the legally binding actions made on behalf of a principle through an agent. Finally what actions are available to through the courts for either an plaintiff or a defendant in the case of a negligence case being brought before either party.The assessment of this unit can be through individual and group assignments. These may be in the form of submitted reports, written memoranda, business letters, and presentations. The presentations may be formal and include electronic presentationsusing software such as Microsoft PowerPoint. Alternatively presentations may be in the form of a moot or discussion, or learner-led seminar on an outcome during which the learner, either individually or in a group, orally conveys assessment material to the group. It is recommended that a bank of different assessments be prepared to cover the knowledge and understanding of all outcomes within this unit.Students should produce evidence in relation to each of the learning outcomes within a portfolio.Learning ResourcesText Books1. Guest, D. E. & Clinton, M. (2007) Human resource management anduniversity performance. Research and Development Series, London: Leadership Foundation for Higher Education2. Gospel, H. & Pendelton, A., Eds (2005) Corporate governance and labourmanagement: An international comparison.Oxford: Oxford University Press.3. Clarke, T. (2007) International Corporate Goverance: A ComparativeApproach, London: Routledge4. S.L., Gulak, T.L. & Brown, K. (2007) The very separate worlds ofacademic and practitioner periodicals in human resource management: Implications for evidence-based management, Academy of Management Journal, 50, 987-1008.5. Hamel, G. (2007) The future of management, Boston: Harvard BusinessSchool Press6. Bryan, L.L. & Joyce, C.I (2007) Mobilizing minds: Creating wealth fromtalent in the 21st-century organization. New York: McGraw Hill7. Storey, J. (Ed.) (2007) Human resource management: a critical text(3rd edition), London: Thomson8. Reich, R. (2007) Supercapitalism: The Transformation of Business,Democracy and Everyday Life, New York: Alfred A. Knopf9. Gratton, L. (2007) Hotspots: why some companies buzz with energyand others don’t. Harlow: Financial Times/Prentice Hall。

HNDManagingPeopleandOrganisations报告第二篇

Managing Peopleand OrganizationsContents1.1 Introduction (2)1.2 The organisation of BBE and John Colbert Civil Engineering Contractors before merger (2)1.3 The organisation of BBE and John Colbert Civil Engineering Contractors after merger (3)1.4 The new organisation structure (task, technology and size) (4)1.5 The relationship within the proposed new structure (4)1.6 Authority, responsibility and delegation within the new structure (5)1.7 Conclusion (6)1.1 IntroductionBarbour Brown Engineering Ltd is going to re-structure, and John Colbert Civil Engineering Contractors want to make a merger with the company. So I will analysis the organization structure about the two companies and what will happened. After that, I will provide my opinions.1.2 The Organization Structure before mergerThe organization structure of BBEThe organisation structure of John Colbert Civil Engineering ContractorsBoth Barbour Brown Engineering Ltd and John Colbert Civil Engineering Contractors are flat organisation structures before merger. This kind of structure is suit for small organisations because of the few layers of the management. Supervisors having to delegate and ensure clear policies and laid down. Fewer levels of management which include benefits such as lower costs and there will be more communication between managements and workers. However, this structure may loss of control by the supervisor and the need for high-quality managers as their workload tends to be so Neil David Jack's team James' team Qualified technicians Apprentices Qualified technicians Apprentices Administration team John Team leader 1 Team leader 2 Administration team Digger driver3 qualified builders Digger driver 3 qualified buildershigh that bottlenecks may occur.In this case study, we can know that there are 17 people at all in this company. Respectively is Neil, David, Jack, James, two engineers, six technicians and five apprentices. And David delegate the right to James as Neil gave Jack the right to decide the project.As for John Colbert, John is the top of manager, there are two main teams and each team include a team leader, digger driver and three qualified builders.They work on site together when have large project. Also there is an administration team in the organisation.In my opinion, the BBE is the production within the functional departmentation. Production is responsible for making the products and having in place the appropriate manufacturing processes. In this case study, there are two main teams in BBE,the team of Jack and James. The own team has its own projects and provide different services.And I think the John Colbert Senior is the same departmentation as BBE is production departmentation. The staff of the company just like one team but responsible defferent aspects of the site development. For example, in road development, one team would concentrate on road production whilst the other team concentrated on the bridges or pathways, depending on the design specification.1.3 The organisation structure after mergerOver the past four years BBE and John Colbert Civil Engineering Contractors had worked together on a number of projects and they were about work on two major developments. David and Neil thought that their company to re-structure and John Colbert Civil Engineering Contractors had approached him about a merger. Then in my opinion the structure after merger would be hybrid organization structure.A hybrid structure will include elements of both matrix and functional organisations. It is a further development of the matrix structure. The advantage of this approach is that it may be adaptable to changing business circumstances. Disadvantages are that it may lead to staff being confused about what their responsibilities are. As we know from the case there are four main teams and two administration teams in the new organisation and and all manger would be authorized by David (Neil) or John. It is flexible for them to complete a large project together but responsible different aspects of the site development. The departmentation of the new organisation is also functional departmentation which is production. The member of the staff in the new organization have his own responsible for the project but when have large project, they will work together to deal with that, such as road development,bridges or pathways, etc.The best organisation structure is the matrix structure. This approach originated fromthe aerospace industry where this type of structure was used for specific projects. A more flexible and adaptable system was needed to achieve a project-orientated multi-disciplinary team. In this approach the degree of the project manager's authority and relationships to functional departments must be specified. We can know from the case study that John employed two teams. Each team comprised a team leader, digger driver and three qualified builders. When have large developments the two team would work together,but be responsible for different aspects of the site development. All of people know that each coin has two sides, the advantages of matrix structure:1)It is better control of project and better solution to clients' needs;greater security.2)This approach is better customer relations and higher profit margins and better for complex projects.3)This structure is better integration across functional departments, shorter project development time.4)More effective departmental communication and more efficient use of resources; aids the development of managers as the work includes wider responsibilities.The disadvantages of matrix structure:1)It's more complex internal operations. Potential conflict of management and project goals. Conflict over priorities.2)Conflict affect corporate management. "Two basis " over the individual.3)Responsibilities may not defined. Less focused, so not always project cost-effective.4)Slower response to clients.1.4 The new organisation structure (task, technology and size) Contingency theory takes the view that there is no one best way to structure, manage or control a business. From the case study we can know that in the past, engineering consultants had always preferred to be based in town centres in order to allow clients easy assess to the engineers. However, there are some new technology and computer networks,design communication tended to be done through phone calls and e-mail. Also the kinds of products will be expand, they can provide more products and services, engineers would have the formal authority to manage the construction staff. It is sure that the size of the organisation is larger than before merger. All the teams of BBE or John Colbert will work together, so the new organisation will have four main teams and two administration teams, when have a large development project they will work together. According to these, we can define the new organisation is Hybrid organisation structure.1.5 The relationship within the proposed new structureLine relationship:Direct relationships between superiors and subordinates.In this case, Neil delegate Jack the autonomy and flexibility to decide how the project shouldbe carried out, for David, he authorized Jack when David out he has the right to authorize site visit.Functional relationships: Relationships between specialist positions and other areas. Functional specialist supports or has authority over certain activities of a particular department.Staff relationships: Relationships between senior members of staff and other staff. These describe the relationship between the assistants of senior staff and other staff.Lateral relationships: Relationships between staff at the same level in the organisation. The are important for the coordination of the various functions of the organization and are often where ‘us and them ’ problems occur.1.6 Authority, responsibility and delegation within the new structureAfter merger , authority, responsibility and delegation would have some change.Authority: Authority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organisation. So Neil, David and John in the same level have the same power. As we know, before merger, David treated James, who had been with the firm longest, as being most senior. When David or Neil unavailable, James has some authority on a site visit. However ,now, each engineer would have the formal authority to manage the Neil JackDavid JamesJohn JamesNeil JamesJames Jack Neil John DavidNeil Johnconstruction 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.Responsibility: Responsibility is the obligation placed on a person who has a certain position in an organisation to perform a task, assignment or function. It would be more flexible than before merger. Also David, Neil and John are managers in the top to control the organisation, for James, he has the same power with Jack and other staffs in the new organisation, they leaders control their team in the same level. Delegation:Delegation is the act of passing the responsibility to complete a task to another person. In the new organisation, team leader can delegate the each staff when they work on site together.1.7 ConclusionIn this report, I analysed the organisation structure of BBE and John Colbert before and after merger. According to some factors to determine the new organisation structure. Also I introduced the relationships in the organisations among managers and staffs. There are some changes in the organisation, too.。

hnd_人力组织与管理_outcome13_全部答案

projects and for the forward planning -- provide high specification design and
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

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Perception: Definition
Perception is the process by which we select, organise and interpret external sensory stimuli and information into terms which are consistent with our own frames of reference and views of the world. Kakabadse, A, (2004) Working in
Defensive Behaviours
We may deny/distort information to make it fit our ‘frame of reference’ in the following ways: • Denial – “It couldn’t be” • Repression –avoid confronting/expressing our emotions • Projection – projecting our own feelings/motives onto others- “You’re so uptight” • Rationalisation – “It was all I could do in the circumstances”, “There wasn’t enough time” • Attribution – blame environmental factors beyond our control.
Interpretation
• We seek congruence between our ‘self concept’ and the observations we make about the world or our interpretation of reality. • We may maintain that congruence by denying or distorting data/information.
Filtering: Frame of Reference
• Frame of Reference - The relatively stable set of perceptions an individual has formed from present and past observation
Attribution Theory: Kelley (1973)
When we decide whether to attribute causes to either ‘internal’ or ‘external’ factors, Kelley suggests we use 3 basic criteria:
• Halo Effect
Process by which perception of a person is affected by and generalised
from a single trait or characteristic (e.g. assuming that someone who we find physically attractive is also knowledgeable, intelligent etc.)
• This is the person’s basic frame of reference through which all incoming information will be ‘filtered’
Frame of Reference: Involves Self Concept • Those things the person believes about themselves .... how they differ from others and how similar. • Includes Self Esteem – the extent to which individuals regards themselves as adequate/inadequate.
How do we account for the causes of behaviour? Attribution Theory (F. Heider, 1958)
• Attribution is the process by which we interpret the perceived causes of behaviour. • Behaviour can be attributed to either ‘internal’ or ‘external’ factors • Internal- personal attributes such as skill, knowledge, level of effort • External- environmental factor such as organisational rules, policies, unexpected events etc. • Behaviour at work may be explained in terms of the ‘locus of control’ – whether the individual perceives outcomes as controlled by themselves or by external factors. • For ourselves: tendency to attribute positive outcomes to self & negative outcomes to the environment.
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Distinctive High
Consensus High
Consistency Low
ExternaI Attribution
Assumptions we make when we form perceptions of others
• Consistency – We tend to see others as unitary wholes and organise our impressions around key traits. We expect people’s behaviours, attitudes, motives etc to be consistent with one another. • Stability – We tend to assume that people will continue to conform to our impressions of them over time. • Q: How does the above compare with how we expect others to regard us?
Key Sources of Judgemental Perception
• Stereotypes
Tendency to ascribe positive/ negative characteristics to a person on the basis of a generalised categorisation and perceived similarities (e.g. ‘Accountants are boring’)
Organisations
Perception involves a ‘Filtering’ Process
• We are unable to cope with all stimuli • We have to make sense of the world to act • We filter what is coming to us using categories and clusters to give meaning to what is going on around us. • These categories and clusters become central to our perceptual system, help us to deal with the world and have some sense of certainty.
•
or performance in this particular task or situation markedly different from other tasks or situations?
Distinctiveness: Is the individual’s behaviour, action
• Consensus: is the behaviour or action the same as or
different from the behaviour of other people in the same or similar situation?
• Consistency: does the individual always behave, act or perform this way in the
Managing People in Organisations Perception “I can see clearly now..”
Perception
3 ‘truisms’ relating to Social Perception in Organisations
• What you find depends on where you look • You see what you want to see • Sometimes you see what other people want you to see!