人力outcome理论部分
HR1 人力资源管理实务 outcome1
IntroductionThere is a vacancy in our company which is the team leader for customer relationship. So we need recruitment an appropriate staff to be the team leader. I designed whole process of recruitment in this report.At first, we must ensure our recruitment is fair and legal. So there are some information about the legal that we need to know.The Sex Discrimination Act (SDA)The SDA makes it unlawful to discriminate on the grounds of sex. The SDA applies to two kinds of discrimination, direct discrimination and indirect discrimination.The Equal Pay Act (EPA) 1975The EPA says women must be paid the same as men (and vice versa) when they are doing equal work, similar word that has been rated as equivalents, and work that is of equal value.National Minimum Wage Act 1998This act increases the rights of workers by determining a national minimum wage in line with other European Union states.The Race Relations Act (RRA) 1976This act makes it unlawful to discriminate against anyone on grounds of race, colour, nationality (including citizenship), creed, or ethnic or national origin.The Disability Discrimination Act 1995It makes it unlawful to discriminate against disabled individuals without justifiable reason, and requires employers to make reasonable adjustments to the workplace or working arrangements to accommodate disabled people.The Asylum and Immigration Act 1996This act makes it a criminal offence for an employer to offer employment to a person who does not have permission to work in the UK. The employer must check before confirming employment. Rehabilitation of Offenders Act1974This act allows offenders who have not been reconvicted of any offence for a period of time, to apply for jobs and take up offers without the embarrassment of having to admit past convictions. The period of time after which sentences are regarded as ‘spent’ depends on the nature of the offence and sentence. Any conviction resulting in a sentence of more than 30 months will never be considered as ‘spent’ under the te rms of this Act.Trade Union and Labor Relations Act 1992This act states that employers must not discriminate against job applicants on grounds of trade union membership or non-membership of a trade union.Employment Rights Act 1996It protects employee s’ rights with regard to deductions from pay.Before a formal recruitment, we need do a job analysis to gain information about the position. Job analysis plays a central role in HRM. Information regarding the job’s duties may be the basis for creating training programs. Information about the human traits required to do the job are used to decide what sort of people to recruit and hire. Job analysis support fair employment practice and a fair pay and reward policy. There are various techniques can be used to do a job analysis, such as interviews, questionnaires, observation, participant diary/logs.Interview is used widely in the job analysis. This method is suitable to analyze every levels and every position. The main advantages of interviews is that we don’t need employee complete the job illustration. And it can provide a chance for communication between employee and employer. Interview is more flexible, so it work out well. But it also have many disadvantages. Interview is handled by people, the result might be influenced by emotion. And interviews need a special time, a proper location.Questionnaire is the fastest method to collect information from employees. But questionnaires need high standards in designing. A typical questionnaire should include:·main duties of this position and time of every duties·association for internal and external·job coordinate and monitor duties·materials and facilities that position need·knowledge, technique and liability that position need·job condition·training·etc.Observation need we decide study purpose, and get permit. It need a lot of time to observe. It is cheap and handling easily. But it is not easy to control the whole observation. It is easily to be influenced by various factors. And it is just suitable to the physical position, mental work is difficult to observe.Participant diary/logs is finding out a job nature by details that employee written down. This method may cause lack of the real information, so when we use the participant diary, we need guide by writer.After job analysis, we will carry out a selection. This is a flow chart about the whole selection process (As bellows).This process includes two main resources of candidates, internal and external.There are an enormous variety of sources of potential candidates, and each source will have advantages and disadvantages to recruiter. Furthermore, the most appropriate source of candidates will also be influenced by the size, function, location and budget of the recruiting organisation.I promote the internal recruitment. Our company has many potential managers.External and internal recruitment both have advantages and disadvantages. External recruitment can attract qualified person join our company. And there is a big range we can choose. A new employee may bring new style and idea in our company. But external need a formal recruitment process, it is expensive and need long time. And the new staff needs some time to adapt to the new work environment.Internal recruitment is cheaper and more quickly. We can select an appropriate staff from our exist employees. There are many ways we can choose, such as post an advertisement in our company’s website, Promoting, job rotation, and reemployment. Exist employers knew our company well, we don’t need to carry out the training course about our company’s rules and culture. And they can get into the work quickly. Otherwise selecting employees from our company also can arouse the energetic. So I recommend the internal recruitment.Depending on this flow chard, after job analysis, deciding candidates’resources, now we need post an advertisement.Advertising is the most frequently used method of attracting candidates. There are many space we can post our advertisement on. However, no matter which resource is used, it is critical that design an attractive and effective recruitment advertisement.After post on advertisement, we should select a appropriate candidates. There are many choices of selection method. Before an interview, letters and CVs is the main way to assessment the identified. But in this recruitment, we can investigate the performance of every candidate in recently years. And we can ask some advice to the manager of candidates and the colleagues.These information is important for us to make the final decision. And I think an interview is necessary for us. Unstructured interview is more suitable. The questions have not been prepared in advance, interviewers ask questions as they come to mind, and there is generally on set format to follow, the process of interview more likes a chat. Because of the candidates are all from our company, they all have work experience and knowledge about the job and our company. So the structured interview can’t distinguish the differences of candidates.In the interview, the in-basket and the leaderless group discussion both are the good ways to assessment the interviewers.The candidates is faced with an accumulation of reports, memos, notes of incoming phone calls, letters, and other materials collected in the in-basket of the simulated job he or she is to take over. This is the in-basket method. Good team leaders for the customer relationship need the ability to coordinate various relationships and handle many problems. In-basket test can inspect one’s ability in short time.The leaderless group discussion means that a leaderless group is given a discussion question and told to arrive at a group decision. A team leader for the customer relationship need good communication ability and awake to teamwork. The leaderless group discussion can evaluate each group member’s interpersonal skills, acceptance by the group, leadership ability, and individual influence.There are guidelines for selection interview.Before the interview, we need prepare amply. Firstly, we need to decide a proper time and location for the interview, and who will attend in this interview. Secondly, we should prepare material about this interview. It includes questions, assessment standard, candidates’ material and vacancy materials. Finally, we should arrange accommodation for candidates.At interview period, ensuring every interviewee is fair and specialty is important. It will influence whole interview. If we carry out an unstructured interview, we need to control the interview process well. And ensure the questions are efficient. And the after the interview, we need a final decision in a short time.After selection, we will welcome a new employee in our company. And we need help him/she carry out new job smoothly. A new employee need some time to know the job well, these information can help them adapt to the new job as quickly as possible. Because of the new staff is from our company, so we needn’t introduce our company and the basic rules. But we need to provide job descriptions to the new staff and a new appraisal standard for this position. Introduce the new supervisor to him/her. Maybe we will provide job training for the employer. Adapting to the new job need some time, we must ensure the new employee can get into the new job successfully, and provide help continuously.All above is the whole recruitment process. After recruitment, we need evaluate this recruitment. We can analyze every step in this recruitment. We can assessment the cost of designing and posting our advertisement, and the effectiveness of it. For the interview step, we need to assessment whether the select method is effective or not. The time we spend and how many work we done is also an index that we can evaluate our recruitment. And we must collect complaints in the whole process. We also need collect feedback information to help us design next recruitment.。
HND人力资源管理outcome1【范本模板】
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME：uSCN：CLASS:ContentsIntroduction 0Section 1：Relationship between goals, objectives and policies (1)Section 2：Differences between the formal and informal organization.. 1Section 3：Open System Theory (1)Section 4: Different stakeholders (2)Section 5: Effective control strategy (3)Conclusion (3)Reference (3)IntroductionThe purpose of the report is what to understand more fully the organization management. I learned company’s departments’ work together in order to achieve the company's goals。
This report has five sections which are relationship between goals, objectives and policies, differences between the formal and informal organization，open System Theory，different stakeholders and effective control strategy.Section 1： Relationship between goals, objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results，and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better.Goals:25713 6471 摱34197 8595 薕32495 7EEF 绯424989 619D 憝：dKGoals are long—term。
HND人力outcome
HND人力outcome1A.with reference to an appropriate theory explain the main roles and activities of a manager Management roles refers to a specific type of management behavior. Mintzberg 10 kinds of management behavior can be further combination of three main aspects, namely the interpersonal roles, informational role and decisional role.Informational including Monitor, Disseminator,Spokesperson. Interpersonal including Figurehead,Leader and Liaison. Decision including Entrepreneur, Disturbance handler,Resource allocator and Negotiator.Monitor seek and get all kinds of internal and external information, in order to thoroughly understand the organization and the environment. Also known as supervisors.Disseminator will from external personnel and lower the information transmitted to other members of the organization.Spokesperson released to the outside world organization plan, policies, actions and results, etc.Figurehead must perform the routine many legal and social obligations. Also known as the representative.Leader responsible for motivating; Responsible for personnel, training and related responsibilities.Liaison maintenance developed by external relations and sources, get help and information. Entrepreneur opportunities for organizations and environments, establish "improvements" to initiate change.Disturbance handler when organizations face focus, accident chaos, responsible for corrective action.Resource allocator is responsible for the allocation of variousresources organization - to develop and approve all relevant organizational decisions.Negotiators in the main negotiations as a representative of the organization.1B.explain how the roles identified in (a) are being carried out by managers in Shangri-la HotelsIn case Ailsa as Leader in Hotel.she took part in all events of Hotel and manage all staff in the Hotel.Such as when students chose become part-time staff in the Hotel,Ailsa would increase their salary.Craig as resource allocator in Hotel.Each day in the kitchen he personally prepared the menu for the restaurant, and allocated specific tasks to the waiters and kitchen staff. He kept closetabs on exactly what each one did, as he believed that every dish that left the kitchen had his signature on it and therefore had to meet his rigorous standards.Saskia as Disseminator in the hotel. Whenever Craig was away from the hotel, Saskia was delegated the job of issuing work to the kitchen and waiting staff.2A. Explain Likert's System theory on leadershipThis theory is he and his colleagues on the production as the center of the style of leadership and people-centered leadership after a comparative study of the results. The theory is that support relationship is a two-way street. Leaders want to consider the situation of subordinate staff, ideas, and hope, help staff to achieve its objectives, make the worker to realize their own value and importance. Leader this support can motivate subordinates to the worker the worker of leadership take the attitude of cooperation, trust, support the leader's job.He's led four system model is put forward in 1967, is the leadership style is divided into four types of systems. Exploitative authoritative, benevolent authoritative, consultative and participative.He thinks only a fourth way - "participative" to achieve truly effective leadership to correctly set goals for the organization and effectively reach your target. Given the leadership to take way to motivate people, so he thought, this is the most effective way of leading a group. Management style 1 is called "the exploitative authoritarian" or "authoritarian - authoritarian". In this way, the director of the personnel is very authoritarian, rarely trust subordinates, to make people fear and punishment, the method of combination rewards to motivate people, occasionally take a top-down communication, decision-making authority is limited to the top.Management way 2 is referred to as "benevolent authoritative" or "enlightened authoritarian", in this way, the director of the personnel have full of trust and confidence of the staff; Reward and punishment and incentive methods; Allow a certain amount of communication from bottom to top, solicited subordinates some ideas and Suggestions; Granted to certain decision-making power at a lower level, but firmly control policy. Management style 3 is called "consultation". Take this way, the director of the personnel of subordinates have quite big but not fully trust and confidence, he often try to adopt the subordinate ideas and opinions; The reward, occasionally with punishment and a certain degree of participation; Engaged in two-way communication information up and down; Top on major policy and overall decision-making at the same time, allow lower-level departments make specific decision problem, and in some cases.He believes that 4 is the most effective approach of management way, can be called “participatory" collective. Managers to take a fourth way of subordinates in all matters with full confidence and trust, always get ideas and opinions from subordinates, and actively adopt them; To determine the objectives and evaluation target the progress, organize groups to participate in, on the basis of the material rewards; More engaged in the communication between with colleagues between up and down; I encourage organizations at all levels to make decisions, or as members of the group with their subordinates to work together.2B.Which system do you believe apply to Craig and Ailsa's approach to management . explain your answer.Craig often use the benevolent authoritative system in the hotel. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. Craig always made a point of telling the team they had done a good job at the weekly get-together.Ailsa often use the group participative system in the hotel. Ailsa knew that Antonio had many years’experience in the hotel trade and trusted him and the team to implement this strategy. The sales visits that Ailsa made meant she was often away from the hotel, but in her absence Antonio ran things with little problem or fuss.3A.Describe how the Tannenbaum and Schmidt Theory of leadership shows that different situations demand different leadership approachesR. Tannenbaum and Warren Schmidt in 1958 leading behavior continuum theory is proposed. , they argue, managers in deciding what behavior (style) is most suited to produce oftendifficult when dealing with a problem. They don't know whether should I make a decision, or authorized to make decisions.1, tells-the leaders make decisions and announced. In this mode, the leaders identify a problem, and is considering various alternatives, choose a, and then announced to subordinates, not to direct participation in decision-making.2,sells- leader to persuade subordinates executive decisions. In this mode, with the former mode, the leader of responsibility for the identified problems and make decisions. But he is not simply declared to implement the decision, but realized that subordinates may exist inopposition, and tries to illustrate the benefits of this decision may give subordinates to persuade subordinates to accept the decision, to eliminate the subordinate.3, leaders put forward plans and solicit opinions of the subordinates. In this mode, the leaders put forward a decision, and hopes to subordinates to accept the decision, he offered the subordinate a details about his plans, and allow the subordinate problems are put forward. In this way, the staff can better understand the leader's plan and intentions, leaders and subordinates to discuss the significance and role of decision making.4, leader can modify the plan is put forward. In this mode, the subordinates can affect decisions play a certain role, but the initiative in identifying and analysing problems are still in the hands of leaders. Leader first to think of a problem, which is a temporary plan is put forward. And give the tentative plan to relevant personnel to ask for some advice.5, leader to ask questions, ask for opinion make decisions. In the above several kinds of mode, the leaders before they ask fortheir opinions put forward their own solutions, and in this pattern, subordinates in the decision to make before put forward their own Suggestions. The leader's active role in problem determination, subordinate role is to put forward a variety of solutions, and finally, leaders from their own and subordinates of the solutions proposed a he thinks the best solution.6, leader scope issues, subordinates collective decision-making. In this model, the leader has decision-making authority to the subordinate group. The leader's job is to figure out what the problem to be solved, and put forward decision-making for subordinates the conditions and requirements of subordinates in accordance with the extent of leaders define the problem to make decisions.7, leader allows subordinates within the limits prescribed by the boss. This model represents the extreme freedom of groups. If the leader took part in the decision-making process, he should try to make myself and other members of the team is in equal status, and prior statement observe group made any decision.3B.Describe the Bass theory of leadership and explain how it can be used to enhance the motivation, moral and job performance of employeesBass will initially be transformational leadership is divided into six dimensions, and then summarized as three key factors, Avolio in its basic way of transformational leadership behavior will be summarized as four aspects,inspirational motivation, intellectual Stimulation,idealized Influence and individualized consideration.Inspirational motivation refers to the leader r of followers placed high expectations, through the incentive to make them involved in the business of achieving an organization's vision. Inpractice, the leader use beliefs and emotional appeal to condensed group members, in order to obtain greater achievement than individual interests, so the factors to enhance the team spirit.Intellectual Stimulation refers to leaders inspire their followers to creativity and innovation consciousness, on its own and the leader's beliefs and values, beliefs and values to the organization also questioned, leader support follower try the creation of new theory, new method to solve the problems of the organization, to encourage the followers to think independently and solve problems.Idealized Influence refers to the leader to the follower by way of example, followers of the leader, and is willing to follow the leader, the leader usually have higher moral standards, values and moral behavior, the leaders provide followers goals and vision, a sense of mission to followers.charismaindividualized consideration refers to the leader to create a supportive atmosphere, followers to listen carefully to the individual needs, a leader in helping the individual self-fulfillment when playing with the coach and the role of advisor, help followers to achieve its own needs and development.3c. Explain how Craig could use the above approaches to improve his leadership styleCraig also believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to his exacting standards.At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers.4.Explain two ways in which managerial performance can be measured and in each case describe how the measure can be used to assess managerial performance.Measures of managerial effectiveness method is refers to the use of certain quantitative indicators and evaluation standard, to achieve its performance goals,and to achieve this the budget execution results taken by the comprehensive evaluation method. Measures of managerial effectiveness including Appraisal, Staff development, Management development and Development programmes.Staff development : Effective development requires a systematic approach, which begins when the human resources department formulates its plan, This plan outlines the job requirements for the future in order to achieve the organizational goals, along with performance criteria in order to achieve the goals.Management development is under the specific environment of group has the resources for effective planing, organizing, leading and controlling, in order to achieve the established process of organizational goals.In case , Ailsa and Craig always use staff development. Ailsa had close links with the local college who ran hospitality courses, and would often take on learners who were studying there as part-time staff. On completing their studies, many of these learners opted to take up full-time employment with the hotel, at which time Ailsa would increase their salary. Craig believed it was important to study at college, but he spent a lot of time personally with the kitchen staff to ensure that they understood his personal methods and that meals had to be prepared to hisexacting standards.Craig always use management development. Craig depended greatly on Saskia, having worked together in London for many years. Whenever Craig was away from the hotel, Saskia was delegated the job of issuing work to the kitchen and waiting staff. Craig also insisted that only Saskia and he should have the authority to sign for the meat and vegetable deliveries.。
HND人力outcome3
F84T 34 Managing People and OrganizationsOutcome 3Name:SCN:Class:目录Introduction (2)Section 1: Roles and Activities of Managers within Application (3)Section 2: Likert’s Systems Theory on Leadership within Application (4)Section 3: Tannenbaum and Schmidt Theory of Leadership within Application (6)Section 4 Bass theory of leadership within Application (7)Section 5 Two Ways in which Managerial Performance can be Measured (8)Conclusion (10)The purpose of the report is what to introduce a number of theories. The Shangri-five sections which are Roles and Activities of Manager, Likert ’s Systems Theory, Tannenbaum and Schmidt Theory, Bass theory and two ways in which Managerial Performance can be measured. The finding of this report reveals that a number of theories on leadership within application.One appropriate theory is Fayol’s Theory of Managerial Activities. It includes five activities that are forecast and plan, organise, command, coordinate, control.future. Ailsa visitedsomecompanies tomaketheir ownexperiencemoreabundantin the case. She also allows employees to go to university to study. Employees learned more knowledge and applied to the work. She is preparing for the future development of the company. So we think this conclusion is forecast.Organise is to set the organizational structure and determine whateachpersonshoulddo. Ailsa is themanager of theShangri-La Hotel. Shemanagedthe company’schambermaids,receptionists,cleaners andmaintenance staff.Shegave them a task. So we think this form is organise.Management of the staff’s arrangement is called the command.Craig command the staff in the kitchen. He let staff do what they do. The employees are following his orders. So we think his behavior is called command.effort. Craig and Gordon produced a number of terms in the process of cooperation. For example, in what season to the hotel to provide what vegetables, or whena kind of vegetable is sold good will give some discount to hotel. So wethink it is a coordinate.implementationof the plan. And will correct the mistakes. Craigdoesn’tallowother people to sign in the kitchen. Only allow himself and Sous Chef Saskia sign the bill. We think this behavior belongs to control.Likert’s System Theory was proposed by Likert in 1967. Likert System Theory also called support relation theory. Likert System Theory belongingto behavior theory. Support relation theory for a longtime to discuss the influence of the leadershipbehavior onthe productionefficiency. The theory suggests that leadersshould consider the situation and ideas of their employees. Leaders support employees to achieve their goals of action to allow employees to realize their own value and importance. Let them realize that the experience and knowledge in the work is helpful to enhance their sense of personal value and importance. At thesame time, employees will also take a cooperative attitude towards the leader and have a sense of trust. They will realize mutual support. Itincludes four systems that are exploitative autocratic, benevolent autocratic, participative and democratic.The manager doesn’t believe his employees in thisformof management. The power is concentrate at the highest level. They rarelyallow subordinates to participate in decision making. Most of company’s decisions are made by management. Andthendeclare it inthe formof anorder. Itwill be implemented as a threat and a mandatory approachwhennecessary. Thecontact betweenthe superior andthe subordinate is basedonthe mutual distrust.Incentives are mainly used to intimidate and punish the method, but occasionally there will be a reward. It is easy to form an informal organization that is oppositetothe formal organization’sgoals inthis way.Subordinates are still keeping cautious attitude. The decision making power is still at the highest level. Subordinates can participate in a certain extent and subject to high level constraints. It has a certain degree of bottom-up communication. It takes reward and punishment is used together. It will form an informal organization, but the goal is not necessarily opposed to formal organization.decentralization. The communication both top-down, down-top two-way communication and parallel communication between colleagues so the exchange of information in a friendly atmosphere. Informal organization and formal organization become a whole. All forces work to achieve organizational goals. Organizational goals and personal goals are consistent.butnotentirely trust. The maindecisionmakingpower alsomaster inthe hands of the managers. The subordinate can make some specific issues of decision making. The contact between the superior and the subordinate is based on the mutual trust. It basic uses the rewardway tomotivate employees. But occasionally use theway of punishment. This may be an informal organization, but it may support the organization’sgoals. It has a small group of people against to the organizationgoals.Craig often uses the benevolent autocratic system. Ailsa often uses the democratic system. At the end of each week, Craig always provided free drinks for the teamtocelebrate, andthe teamalways enjoyedthese get-togethers. ButCraighas absolute power inkitchen. Craigowndesignmenuand he let staff do whatthey do.The employees are followinghis orders So Craigbelongs to benevolentautocratic leadership. Ailsa always gave Antonio to do it when she was going out. Because Ailsa has a certaintrust inhim. But Ailsa doesn ’t fully trust him. Some thing will only allow her to do. So Ailsa belongs to democratic system.TannenbaumandSchmidtTheory was proposedby TannenbaumandSchmidt. Tannenbaum and Schmidt Theory belong to behavior theory. The Tannenbaum and Schmidt Continuum is a simple model which shows the relationship between the level of freedomthat a manager chooses to give to a team, and the level ofauthority usedby the manager. As the team ’s freedom is increased, so the manager’s authority decreases.As levels of freedom increase, the movement is along a continuum from Tells,bydecision-byactivity under specified conditions.Craig uses the “Tell” approachonmany occasions. Tells broughtCraigsomebad results. The leader doesn’t trust employees. Employees will have some negative emotions after a long time. They have no enthusiasm and power for the work. So it will affect the efficiency of work. Craigcanuse the “Join” approach. This can increase the trust between the leader and subordinates. It can also improve the enthusiasm of the employees. The employees work efficiency is become higher.Bass theory of leadership was raised in 1980s. The theory is leaders influence onfollowers inemotional and symbolic significance. It includes transformationalleadership and transactional leadership.mechanisms for subordinates to achieve goals by clarifying the role of work or wages. Transactional leadership has four factors that are contingency reward, active exemplary management,passive exemplary management and laissez-faire. Contingency reward insists efforts and rewards the principle of mutual exchange. Active exemplary management is monitor and found not to conformto the rulesof activities. Passive exemplary management is only whenthey do not meet thecriteria for intervention. Laissez-faire is giving up responsibility and avoids making decisions.development of personal care and intelligence through personal charisma to achieve a higher level of goals. Transformational leadership has charisma, emotional appeal, intellectual stimulationand personalizedcare. Charisma is theleader provides a targetvisionfor the followers. Andgive a sense of missiontothefollowers.Emotional appeal is the leader of the high expectations of followers. They use a variety of ways to stress the importance of workingin a simple way.Intellectual stimulationis the leader supports followers to try new ways to solvet he problem. They encourage followers tothink independently andsolve problem. Personalized care is pay attentionto everyone. And give training, guidance andadvice according to the circumstances of each person.Transformational leadership is better than Transactional leadership. The research shows transformational leadership and low turnover rate, high productivity, high employee satisfaction has a higher correlation.Craig use transactional leadership more in case. We suggested that he should use more transformational leadership. It caninspire his teamtowork harder. Craig and employees can also build trust and respect.This will get more revenue for hotel.comparison of the perceived effects of the enterprise and his expectations formation the feeling. It is a kind of psychological activity. Alisa always gave Antonio to do it whenshe was goingout. He is always goingto get things done.So Alisa very trusts Antonio. Antonio is satisfied withthe present situationof hiswork. If the higher the employee satisfaction, thenthe employee enthusiasmforwork is higher. It can improve the efficiency of work. It can increase employee satisfaction and team cohesion in the hotel.together. Teamcohesiveness is a necessary conditionfor theexistenceof a team. Ifa teamdoesn ’t have the teamcohesiveness. It loses the conditionof existence. Craigalways provided free drinks for the teamto celebrate every weekend. Theteam members always like the parties. This approach employees and increase the cohesionof the enterprise. The hotel will be towork harder.can better encourage’s employeesThe findings of this report reveal that a number theory for the Shangla-ri Hotel. The manager can apply these theories to the management hotel. The manager can use to more transformational leadership. It can better motivate employees towork hard. Andbuildtrust andrespect betweenemployees. Finally, Iwish the future of Shangri-la Hotel is getting better and better.Steven L McShane, Mary AnnVonGlinow, Organizational Behaviour , Fourth Edition, McGraw-Hill Irwin。
HND人力资源管理_outcome4
Contents1.0 Introduction2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical Structures2.1.2 Span of Control2.1.3 Departmentalization2.1.4 Communication Patterns2.1.5 the Chain of Command2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical Structures2.2.2 Span of Control2.2.3 Departmentalization2.2.4 Communication Patterns2.2.5 Chain of Demand2.3 Contingency Approach that help determine the Future structure2.3.1 Task2.3.2 Technology2.3.4 Size2.4 Relationships2.4.1 Line Relationship2.4.2 Functional Relationship2.4.3 Staff Relationship2.4.4 Lateral Relationship2.5 Authority, Responsibility and Delegation3.0 Conclusion4.0 Reference1.0 IntroductionThis report has mainly analysis the Tasty Company, which is a food company. According to the contingency approach, there is a need to re-structures the internal structure. It is also to identify the line, staff, functional and lateral relationships. In the report, I will explain the current and recommended structure of the company, and the authority, responsibility and delegation to line management relationships in the proposed structure.2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical StructuresThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line. This kind of structure is suitable for the beginning of the Tasty Company.This is the sort of structure that allows for easy decision-making and is also very informal in nature. They have fewer departments, which makes the entire organization become decentralized one so the authority and responsibility could be defined clearly Tasty Company with this structure can be bureaucratic and respond slowly to change the customer needs and the market within which the organisation operates. Communication across various sections can be poor especially horizontal communication.Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry2.1.2 Span of ControlSpan of control is simply the number of subordinates that an executive supervises.The number of employees that a manager can manage must be determined by every organization. Wide spans have the advantage of supervisors having to delegate and ensure clear policies are laid down. As for Tasty Company, the span of control of the firm is narrow, a president control five managers. Usually, managers are easily to delegate and make sure policies are carried out.The high cost due to the numerous levels, supervisors may get too involved in the work of subordinates and undue delay may be caused. The possible loss of control by the supervisors and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.2.1.3 DepartmentalizationThe assignment of jobs to departments is called departmentalization, and it represents one of the core aspects of the horizontal division of labour. The methods of departmentation include Functional, product, matrix, geographic, customer and hybrid. And the definition of function departmentation is that employees with closely related skills and responsibilities are assigned to the same department.This method is easy and logical to measure and evaluate the employees’ performance and decide usually efficiency and effective. Second, it can enhance the communication between managers and employees and enhance the career ladders and training opportunities. It follows the principle of specialisation, and economies result by having similar tasks grouped under one area.Functions may not be so important as the area covered by Tasty may be widespread and another grouping may be better..Such specialisation may invoke narrowness of outlook. And there may be conflicts between local functional goals and the needs of the whole organisation. A classic example is conflicts between operations staff and marketing staff where operations might want to standardise to get efficiency and marketing might want more variety to meet what they believe are customers’ need.Management positions need people of wide experience and this is not readily available in a rigid functional departmentation system that affords poor traininggrounds.2.1.4 Communication PatternsTasty company has numerous communication patterns. Generally, a normal company has six types of patterns for communication including line relationships, functional relationships, staff relationships, lateral relationships, matrix structure and hybrid structures. From the current organizational structure of Tasty, it is easy to find that they apply the line relationships, A president control five vice general managers, and each manager can not manages other managers because they are in a same level, and they plays the same roles of subordinate for the general manager.2.1.5 the Chain of CommandIt is a typical pyramid shape. Generally speaking, the enterprise must take the focus of attention from supply transferred to the consumer demand. The concept of demand chain for channel members are facing a severe task: enable provide customers more value than supply chain. The main characteristics of the demand chain are demand enter into supply chain, power transfer, demand as the core and the alliance formation of real value. In addition, the flow contents of the chain of demand include demand, resource, information, knowledge and cooperation relationship. The core of demand chain management is the collection, transmission of demand. As for Tasty Company, the chain of demand is extremely significant, in order to stablish the demand chain, the company should push attention to more ceramic collectors and wealthy, and attracts them buy our food. Also the firm should ensure demand chain can solve the needs of market, sales and service in the value chain.2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical StructuresTo solve the problems of current organizational structure which is too simple and leads that each manager doesn’t recognize their task, thus Tasty Company may have confusions without appropriate hierarchy. After expanding the organizational structure, there’re five levels of management. First, the president actions as the biggest controller, they take up the highest location of the company, and he counterbalances the power with every department. Therefore, President controls the general manager and it should work for himself. Then, every manager manage some departments or factories, and each department have closely contact with other departments, and they are controlled by their each manager.2.2.2 Span of ControlSpan of control is too narrow as for these managers, nothing have controlled by them. As the result, some departments should be formatted while the organizational structure is expanding. Every manager controls four or more departments, that is to say, the span of control become much wider than the former structure. The presidentalso actions as the biggest controller, he has widest span of control. Last but not least,in the future organizational structure of Tasty, many supervisor has appeared, and it ensure the span of control in the president which can not too wide to influence the operation of the firm, they make the span of control maintain a suitable quantity.2.2.3 DepartmentalizationIt is easy to find that the departmentalization is not obvious of the current organizational structure, and these managers can not consist a effective organization. Therefore, after extending the organizational structure, the company realizes departmentalization. The future organizational structure is matrix structure. Departments are working for four or more their own task. The organization will be more efficiency and the communication between departments and managers definitely are enhanced, the managerial performance also will improve a lot.2.2.4 Communication PatternsThere is no doubt that in the previous organizational structure, the communication pattern is too simple because line relationships actions the main communication pattern in Tasty management. As the result, there is a big change after the organizational structure changing. The future structure changes into matrix structure therefore the function of each department is able to develop easily. And manager can make command become more centralized, the degree of task completion enable maximized. Additionally, there are several department for marketing which was managed independently by one general manager which indicates that the matrix structure was very useful in the future organizational structure of Tasty.2.2.5 the Chain of CommandAs for previous organizational structure, the chain of demand is narrow which is not good for company’s operation, and there are fewer managers. So in the future organizational structure, more department managers should be showed up, and that cause demand chain become more and more luxuriant. These managers can control the chain of demand forcefully. For example, Marketing Department can make thedemand chain stronger, and it can control more departments to meet the common goals. Last, the chain of command would make Tasty Company work more efficiently.2.3 Contingency Approach that help determine the Future structure 2.3.1 TaskThe situational variables may include task, technology and size, which will determine the systems and structures determined. The nature and size of the task is a key determinant in shaping the organization. To accomplish the targets that provide better service to the customers after they purchased the products, and achieve the good effect of brand, Tasty Company can increase the After Service in the Line Executive. After having completed the task, the company can promote standardized and efficient services. The technology the organization uses is a key factor in its success. This is in relation not just to information technology but the complete approach to producing an item or delivering a service.2.3.2 TechnologyIn the process of the social and economic development, the company has no choice but to develop new technologies constantly, thus it is a need to increase the Sales Managers who can help the company to research and develop the technology and also overall charge the departments of design and techniques. This change can make the company highly formalized, and has a great deal of specialization and division of labor, and high centralization of decision-making. The size of the organization is a key variable in influencing the design and structure of the organization, with small organizations typically having few procedures which typically will have many written procedures, organization charts and formal processes.2.3.3 SizeIf the company is attempting to employ a growth task by entering into global markets, it will need a structure that is flexible, fluid and readily adaptable to theenvironment. Therefore, Tasty Company should expand the scale. Thus, it is necessary for the company to increase the quality assurance manager which takes responsibility for the material, production, and equipment. With the size increased, the capacity, number of personnel, outputs includes customers and sales, resources are also increased. The organizational structures tend to be higher customization, specialization and differentiation. However, increasing size is also related to increase structuring of organizations activities but decreased concentration of power.2.4 Relationships2.4.1 Line RelationshipThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line, hence the name line structure. This kind of structure is suitable for smaller organizations like small accounting firms and law offices.the Advantages of Line RelationshipThis relationship has the advantages of simple structure, would arise low management cost. The command is unified and under this structure departments could make decisions rapidly. The responsibility and subordinate relationship are also very clear, flexible. It’s easy to maintain the discipline and order.the Disadvantages of Line RelationshipUnder this structure, it may cause some various contradictions and incongruities. To the production department and running of enterprise, it will cause some bad effects. And it is not conducive to develop comprehensive management talents.2.4.2 Functional RelationshipThis kind of organizational structure classifies people according to the function they perform in their professional life or according to the functions performed by them in the organization. Wherever the functional specialist supports or has authority over certain activities of a particular department there is said to be a Functionalrelationship.●the Advantages of Functional RelationshipThis structure will make the most of the experts’ talent and give the lower level work specific guidance so as to make up for the inadequacy of ability of administrative leadership and management.●the Disadvantages of Functional RelationshipThis structure is easy to form multiple leadership and results in lower employee do not know what course to they should take.2.4.3Staff RelationshipIt may be between the administrative support staff and the different teams. And it describes the relationship between the assistants of senior staff and other staff. The assistant may not have direct authority, however, but act as a representative of the senior manager they work for.●the Advantages of Staff RelationshipUnder this relationship, responsibility is clear, every departments are aware to what they should do work, the manager could centralize and unify the employee and command. A variety of experts can play an significant business management role. The stability of organization is higher, when external environment changes small , it’s easy to develop an organizing group efficiency.●the Disadvantages of Staff RelationshipSome every department becomes a system. And in this structure some departments may don’t pay attention to information lateral communication, which will cause repeated easily and low efficiency. If the departments are delegated with excessive power, it’s harmful to this structure. Some departments are lack of flexibility and lags on response to environmental changes. Also, this structure may increase the management cost2.4.4 Lateral RelationshipIn management, it is a link between two employees of the same organization who are at the same level of authority. They may not have the same job title or description, but they report to either the same person or to people who are of equal standing in the company's chain of command. The term describes the 'side by side' relationship that two employees may have in the hierarchical structure of a business.●the Advantages of Lateral RelationshipIn this situation, it can shorten the distance between managers and employees. The speed of information circulating longitudinally is fast so there will be less distortional information. And the employees are more active and autonomy and satisfaction. It’s better for leaders to understand employees’ situation. Supervisors and employees can form a larger collective, which is beneficial to solve more complex problems.●the Disadvantages of Lateral RelationshipBecause the management range is wide, the dec entralization of power, it’s difficult to implement the strict control. The managements are difficult to carry out thorough and specific management. When supervisors and employees form a larger collective, with the expansion of collective’s scale, the coor dination and consensus becomes more difficult.2.5 Authority, Responsibility and DelegationAuthority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organization. Responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function.Delegation is the act of passing the responsibility to complete a task to another person.●The Authority, Responsibility, Delegation of the Sales ManagerThe sales manager in the Tasty Company should take responsible for the sales activities in regard of the sales growth for the company. What’s more, the sales manager should develop sales plans and assist in developing the market. Also, thesales manager should direct support and train related local Account Sales Managers to achieve branch and personal objectives. Moreover, it is a need for sales manager to monitor the sales result for each sale on a monthly basis to make sure that his monthly sales quota is met. At the same time, meet with top customers, assist sales representatives to maintain relationships and close deals is also their responsibilities. When it comes to the authority, the sales manager has the framework of the guidelines, policies, rules concerning line or staff relations as well as of budgets and plans approved the authority to make the decisions necessary to fulfill his responsibility. Considering the delegation, for instance, the general manager appoint the sales manager to increase the economic trade at home and abroad, and highlight the importance for the sales manager to make a plan about the cooperation with some of the large and medium-sized enterprises at home and abroad, and enhance the sales of the Tasty Company. Also, the sales manager can carry out the plan if the general manager gives the authority to make the cooperation plan, and communicate with other companies and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the sales manager.The Authority, Responsibility, Delegation of the Administration Manager The responsibilities of the administration manager in the Tasty Company are establish and maintain good relationships with local governmental authorities, and in charge of management of all offices in China including the head office and factory property. The administration manager has the authority to check finance manager expenses, precede work described. Also, approval of department expenses within the approval limited and approval to selection of service provider within the responsible area are also the manager’s authority. Next comes to the delegation, for instance, the general manage appoints the administration manager to select the excellent people to help the development of the company and tell the administration manager to increase the difficulty of hiring staff and make sure their loyalty to the company. The administration manager can carry out the plan when the general manager gives the authority and give abundant information and resources. Meanwhile, it’s essential forthe general manager to support and monitor the production manager during the recruitment of the staffs.3.0 ConclusionIf the Tasty Company adopts the new organizational structure, it will have a good reputation for its leading market, maximum profit advanced management,. The size of the company and beneficial parts has a dramatic improve. If they do well in these every points above, they will more likely a stable development in its future.4.0 ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations。
HND人力资源管理outcome1
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction (2)Section 1: Relationship between goals, objectives and policies (2)Section 2: Differences between the formal and informal organization (3)Section 3: Open System Theory (3)Section 4: Different stakeholders (4)Section 5: Effective control strategy (5)Conclusion (6)Reference (6)IntroductionThe purpose of the report is what to understand more fully the organization management. I learned c ompany's departments’ work together in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies，differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy.Section 1: Relationship between goals, objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better.Goals:Goals are long-term. Consumer goals are to provide to the customer the demand of consumers.Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. This is the Shangri-la Hotel's service goals.Objectives:Objectives are short-term. Objectives are more specific than the goals; it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes.Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organization Each Business organization has a formal and an informal aspect of organization. Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization. Informal organizationsInformal organizations are flexible and loose structure, are spontaneous and have different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are used to analyze the internal and micro-environment.For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelin award. Highest rated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience and problem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the localcollege. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing.Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-La Hotel.Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation.Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-national companies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and their daughter Craig Ailsa.Manager: Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers.Employee: Employee training opportunities, and opportunities for promotion in the company. Staff will affect the quality of enterprises and service. In the Shangri-la Hotel the reception manager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer.Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-la Hotel Gordon Meldrum is the supplier.Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-la Hotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement.Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In the Shangri-la Hotel Craig personally prepared the menu for the restaurant.Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company.Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control can make workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel.ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroductionThe purpose of the report is what to understand more fully the organization management. I learned company's departments’ worktogether in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies， differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy.Section 1: Relationship between goals, objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better.Goals:Goals are long-term. Consumer goals are to provide to the customer the demand of consumers. Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within fiveminutes to the customer side. This is the Shangri-la Hotel's service goals.Objectives:Objectives are short-term. Objectives are more specific than the goals; it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes. Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organizationEach Business organization has a formal and an informal aspect of organization.Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization.Informal organizationsInformal organizations are flexible and loose structure, are spontaneous and have different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are used to analyze the internal and micro-environment. For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelinaward. Highest rated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience and problem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the local college. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing. Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-La Hotel.Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation. Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-nationalcompanies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and their daughter Craig Ailsa.Manager:Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers.Employee: Employee training opportunities, and opportunities for promotion in the company. Staff will affect the quality of enterprises and service. In the Shangri-la Hotel the receptionmanager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer.Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-la Hotel Gordon Meldrum is the supplier. Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-la Hotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement.Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In the Shangri-la Hotel Craig personally prepared the menu for the restaurant.Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company.Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control can make workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel.ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。
人力outcome2
1.Explain and apply an appropriate content and an appropriate process theory of motivation to explain individual behavior in the win-media (at least two examples should be provided from the case study)McGregor’s Theory X: Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision. Due to dislike of work people need to be coerced, directed, controlled, threatened with punishment to get them to work at least adequately towards the organisation’s objectives.Theory Y: Assumes that workers can exercise self-direction, desire responsibility, and like to work. Control and the threat of punishment are not the only ways to bring about effort toward s an organisation’s goals. People will display self control and self direction in the service of goals to which they are coinIn my opinion，theory Y is benefit to the development of Win-media，in the first stage, staff were given enough trust and freedom, the search for new business and continuing contacts with clients took a significant proportion of staff away from the office most of the time,so, it often made work more interesting and enjoyable. But after reform, all projects should be approved and allocated by board. Each project was controlled through a Budgets-approval system. This policies have a negative affect.conclusion: Motivation is maximized by participative decision making, interesting jobs and good group relation. In Win-media ,before reform ,company has a good work. Staff can make decision and if customer need，they do not have to work in their area can not leave. But after reform，A new structure was also introduced in which the organization would be divided in to several functional departments. Staffs are required to stick to their specialized area. Motivation of staff were reduced ，it is bed for Win-media which is a Innovative company. So，theory y is better than theory xin the company.Equity theoryDefinition: Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.If the ratios are perceived as equal then a state of equity (fairness) exists.If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded.When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice).In the Win-media, before reform, the company have equity policies. For example every member of staff was considered as potential management material and 20% of senior managers were promoted from within. If staff work hard, every employee will have the opportunity to be a potential management. But after reform ,Fang an Song ignore the work, they pay more attention to rest, but they have more stock right , This is the unfair of Tao and Ling. So it will bring a negative effect.2.Given the range and complexity of challenges faced by the management of the win-media, summaries methods that could be implemented to improve job performance and explain their suitability.The nature of supervision: encouraged, supported and given clear direction as to what is required.In the Win-media, before reform, there is a policy that each developed a reasonable competence in all aspects of the agency’s work so that they could substitute for each other when necessary ,which gives employee more freedom so that they can provide better service whenever and wherever possible.Not only that,staff can also discusscompany issues with visiting board members. Management is more flexible and humanization. But after reform, staff have to stay the fixed work area, and Fang and Song use of Bureaucratic control, those supervisions make work boring ,the motivation of staff were reduced and is not contribute to the development of company. So the nature of supervision is very important for a company.Acquiring new skills: the benefits of new skills must be highlighted to individuals in order to improve their performance.As a IT company, skill is very important for Win-media. In the first stage, Win-media had consistently claimed that people are its best asset.It had a training policy which enabled people form all kinds of different backgrounds to join the company.In this way ,customer can get a high quality service and the technology level of the company has improved.Potential for personal advancement:incentives for personal development or enhancement are often very strong motivational factors.Staff is the most important of a company,in the first stage, Win-media had consistently claimed that people are its best asset It had a flexible policy. Their staff was appropriated trained. Then, project managers were empowered to make their own decisions with a relatively high degree of managerial autonomy. We can find that those policies make staff worked hard and often starting early in the morning and working late at night. So improving the potential of staff means improving the potential of the whole company.Job enlargement: involves widening the range of jobs and developing away from a narrow area of specialism.With the win-media, company was encouraged to develop the same all-round skill, If company narrow the scope of work to the staff. This policy make staff do not have to stay in one project; they can transfer from project to project whenever necessary. Thesense of achievement and interestingness were improved in work. So staff can finish work with high quality without urge.3.With reference to the firm in the case study, explain the importance of teamwork.Work Team：A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. Effective team is：effective leadership ; A climate of turst ; Composed of members with correct skills and rules ; A smaller ; Do work that provide freedom,autonomy and the chance to contribute ; Has members who believes in the team’s capabilitics ; The tasks are whole and significant.Effective leadership and do work that provides freedom, autonomy, and the chance to contribute. In the Win-media，in the first stage，company gives employee more freedom so that they can provide better service whenever and wherever possible.Staff can also discuss company issues with visiting Board members.A climate of trust. Win-media usually holds staff—party，which makes staffs have good communications，Harmonious atmosphere among staffs so that they work more seriously. Obviously, informal organisations in Win-media contributed to the company's development, and staffs may have good conversations.Appropriate reward and evaluation systems. I n the Win-media，in the first stage，20% of senior managers were promoted from within and throwing regular parties to celebrate the completion of major projects or the acquisition of new client.so staffs worked hard and have enthusiastic.Providing tests and trainings，so Win-media have A large number of technical personnels.Composed of members with correct skills and roles：In the first stage, staffs were encouraged to develop the same all-round skills and capacities in addition to their specializations. It had a flexible training policy which enabled people from all kinds of different backgrounds to join the company.Are smaller, in the win-media. Before the reform, staff work in some teams. They are composed of several people, the manager can effectively control. It is not only give employees the freedom but also benefit to finish work better.The tasks are whole and significant, before reform, staffs are work together, it can improve team cohesion.,but new policies require staff to stick to their specialized area ，whole task was destroyed. Teamwork is very important for a company.In my opinion, m anagement should adopt a team work approach to make staff finish works. Giving more decision - making power to staff who are leaders in some teams,So administrators only need manage several team, instead of many departments, in this way, Managers can relieve their stress of management, then managers can focus on the macro strategic direction of enterprise development.4. Explain at least three factors that affect team cohesiveness and performance in the case study and examine their influence.Group cohesiveness: The degree to which members are attracted to a group and share the group’s goals.Increasing team cohesiveness:Teamwork:The team can concentrate all the power, reduce Oh defects;Work no longer lonely, employees can get more support than before;The team will form a kind of special culture which make staff improve Self-discipline, manager do not have to Supervise others. In the first stage ,Fang and Song encourage staffs be active andenthusiasm in team work.but after reform,they changed. In my opinion, firstly, let staff to know it is important for them to work together with their college as much as possible. Secondly, create opportunities of team work for staff. Such as, holds staff party，which makes staffs have good communications，Harmonious atmosphere among staffs so that they work more seriously. Obviously, informal organisation in Win-media contributed to the company's development.Recognition for achievement:With Win-media, in the first stage, every member of staff was considered as potential management material and 20% of senior managers were promoted from within.This makes them work is very positive,but after reform ,most of staff”s enthusiasm of work was reduced. This is not conducive to the development of the company. In my opinion,company should develop new bonus policy ,such as,Give bonuses when they complete the task perfectly; holding parties for staff and let them have good relationships,and give a part of shares for Key employees. In those way, the Interaction between employees can be increased and can increase the team cohesion as well.Autonomy: The Company encourages employees to participate in decision making. In the first stage，Project managers were staffs to make their own decisions with a relatively high degree of managerial autonomy. Company encourages employee innovation. This way is benefits for the company's development. In my opinion，manager should give more decision - making power to Increase employee's autonomy, a team leader can more easily the coordinate and organize staff work, More and more employees are willing to join in the discussion and team cohesion was improved.。
【资源】HND人力资源管理outcome4
【关键字】资源Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:Contents Introduction........................................................................................................错误!未定义书签。
Section 1:The Structure at Present in Shangri-la Hotel......................................错误!未定义书签。
Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel ..............错误!未定义书签。
Section 3:The Influence of Task, Technology, and Size on the New Structure..错误!未定义书签。
Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure错误!未定义书签。
Section 5: Authority, Responsibility and Delegation within the New Structure错误!未定义书签。
Conclusion .........................................................................................................错误!未定义书签。
Reference ...........................................................................................................错误!未定义书签。
HND人力outcome
In dividual ReportF84T 34 Man agi ng People and Orga ni zati onsOutcome 3Name:SCN:Class:目录Introduction (2)Section 1: Roles and Activities of Managers within Application (3)Section 2: Likert ' s Systems Theory on Leadership within Applic..a..t.i.o..n (4)Section 3: Tannenbaum and Schmidt Theory of Leadership within Application (6)Conclusion (9)IntroductionThe purpose of the report is what to introduce a number of theories. The Shangri-la Hotel learned from these theories to better manage the hotel. There are five sections which are Roles and Activities of Manager, Likert 's Systems Theory, Tannenbaum and Schmidt Theory, Bass theory and two ways in which Managerial Performance can be measured. The finding of this report reveals that a number of theories on leadership within application.FindingsSection 1: Roles and Activities of Managers within ApplicationOne appropriate theory is Fayol 'Tsheory of Managerial Acti vities. It includes five activitiesthat are forecast and plan, organise, command, coordinate, control.Forecast and plan: Forecast and plan are the future and make plans for the future. Ailsavisited some companies to make their own experience more abundant in the case. Shealso allows employees to go to university to study. Employees learned more knowledgeand applied to the work. She is preparing for the future development of the company. Sowe think this conclusion is forecast.Organise: Organise is to set the organizational structure and determine what each personshould do. Ailsa is the manager of the Shangri-La Hotel. She managed the company' schambermaids, receptionists, cleaners and maintenance staff. She gave them a task. Sowe think this form is organise.Command: Management of the staff 'arsrangement is called the command. Craigcommand the staff in the kitchen. He let staff do what they do. The employees arefollowing his orders. So we think his behavior is called command.Coordinate: Coordinate means bind together and harmonise activity and effort. Craig andGordon produced a number of terms in the process of cooperation. For example, in whatseason to the hotel to provide what vegetables, or when a kind of vegetable is sold goodwill give some discount to hotel. So we think it is a coordinate.Control: Control is to monitor the process of the work and to ensure the implementation ofthe plan. And will correct the mistakes. Craig doesn t allow othpeople to sign in the kitchen. Only allow himself and Sous Chef Saskia sign the bill. We think this behavior belongs to control.Section 2: Likert 'Ssystems Theory on Leadership withinApplicationLikert ' s System Theory was proposed by Likert in 1967. Likert System Theory also called support relation theory. Likert System Theory belonging to behavior theory. Support relation theory for a long time to discuss the influence of the leadership behavior on the production efficiency. The theory suggests that leaders should consider the situation and ideas of their employees. Leaders support employees to achieve their goals of action to allow employees to realize their own value and importance. Let them realize that the experience and knowledge in the work is helpful to enhance their sense of personal value and importance. At the same time, employees will also take a cooperative attitude towards the leader and have a sense of trust. They will realize mutual support. It includes four systems that are exploitative autocratic, benevolent autocratic, participative and democratic.Exploitative Autocratic: The manager doesn ' t believe his employees in this form of management. The power is concentrate at the highest level. They rarely allow subordinates to participate in decision making. Most of company ions are m'adse decisby management. And then declare it in the form of an order. It will be implemented as a threat and a mandatory approach when necessary. The contact between the superior and the subordinate is based on the mutual distrust. Incentives are mainly used to intimidate and punish the method, but occasionally there will be a reward. It is easy to form an informal organization that is opposite to the formal organization g'oasls in this way.Benevolent Autocratic: The leadership of a humble attitude in this form. Subordinates are still keeping cautious attitude. The decision making power is still at the highest level. Subordinates can participate in a certain extent and subject to high level constraints. It hasa certain degree of bottom-up communication. It takes reward and punishment is used together. It will form an informal organization, but the goal is not necessarily opposed to formal organization.Participative: The leader fully trusts the subordinate. It takes a high degree of decentralization. The communication both top-down, down-top two-way communication and parallel communication between colleagues so the exchange of information in a friendly atmosphere. Informal organization and formal organization become a whole. All forces work to achieve organizational goals. Organizational goals and personal goals are consistent.Democratic: The superior have a considerable degree of trust in subordinates, but not entirely trust. The main decision making power also master in the hands of the managers.The subordinate can make some specific issuesof decision making. The contact between the superior and the subordinate is based on the mutual trust. It basic uses the reward way to motivate employees. But occasionally use the way of punishment. This may be an informal organization, but it may support the organization ' s goals. It has a small group of people against to the organization goals.Craig often uses the benevolent autocratic system. Ailsa often uses the democratic system. At the end of each week, Craig always provided free drinks for the team to celebrate, and the team always enjoyed these get-togethers. But Craig has absolute power in kitchen. Craig own design menu and he let staff do what they do. The employees are following his orders So Craig belongs to benevolent autocratic leadership. Ailsa always gave Antonio to do it when she was going out. Because Ailsa has a certain trust in him. But Ailsa doesn't fully trust him. Some thing will only allow her to do. So Ailsa belongs to democratic system.Section 3: Tannenbaum and Schmidt Theory of Leadership within ApplicationTannenbaum and Schmidt Theory was proposed by Tannenbaum and Schmidt. Tannenbaumand Schmidt Theory belong to behavior theory. The Tannenbaumand Schmidt Continuum is a simple model which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team's freedom is increased, so the manager's authority decreases.As levels of freedom increase, the movement is along a continuum from Tells, Sells, Suggests, Consults, Joins, Delegates and Abdicates. Tells: All decisions made by leaders put forward and announced to subordinates. Sells: Leaders to subordinates marketing decisions. Suggests: Leaders put forward the decision-making and ask for recommendations from subordinates. Consults: Leaders make decisions for subordinates to discuss. Join: Leaders ask questions to subordinates for advice. Delegates: Leaders put forward limiting conditions and by collective decision making. Abdicates: Leaders allow subordinates freedom activity under specified conditions.Craig uses the “Tell”approach on many occasions. Tells brought Craig some bad results. The leader doesn't trust employees. Employees will have some negative emotions after a long time. They have no enthusiasm and power for the work. So it will affect the efficiency of work. Craig can use the “Join”approach. This can increase the trust between the leader and subordinates. It can also improve the enthusiasm of the employees. The employees work efficiency is become higher.Section 4 Bass theory of leadership within ApplicationBass theory of leadership was raised in 1980s. The theory is leaders influence on followers in emotional and symbolic significance. It includes transformationalleadership and transactional leadership.Transactional leadership: Transactional leadership is establishing incentive mechanisms for subordinates to achieve goals by clarifying the role of work or wages. Transactional leadership has four factors that are contingency reward, active exemplary management, passive exemplary management and laissez-faire. Contingency reward insists efforts and rewards the principle of mutual exchange. Active exemplary management is monitor and found not to conform to the rules of activities. Passive exemplary management is only when they do not meet the criteria for intervention. Laissez-faire is giving up responsibility and avoids making decisions.Transformational leadership: Transformational leadership refers to the development of personal care and intelligence through personal charisma to achieve a higher level of goals. Transformational leadership has charisma, emotional appeal, intellectual stimulation and personalized care. Charisma is the leader provides a target vision for the followers. And give a sense of mission to the followers. Emotional appeal is the leader of the high expectations of followers. They use a variety of ways to stress the importance of working in a simple way. Intellectual stimulation is the leader supports followers to try new ways to solve the problem. They encourage followers to think independently and solve problem. Personalized care is pay attention to everyone. And give training, guidance and advice according to the circumstances of each person.Transformational leadership is better than Transactional leadership. The research shows transformational leadership and low turnover rate, high productivity, high employee satisfaction has a higher correlation.Craig use transactional leadership more in case. We suggested that he should use more transformational leadership. It can inspire his team to work harder. Craig and employees can also build trust and respect. This will get more revenue for hotel.Section 5 Two Ways in which Managerial Performance can be MeasuredEmployee satisfaction: Employee satisfaction is an employee through comparison of the perceived effects of the enterprise and his expectations formation the feeling. It is a kind of psychological activity. Alisa always gave Antonio to do it when she was going out. He isalways going to get things done. So Alisa very trusts Antonio. Antonio is satisfied with the present situation of his work. If the higher the employee satisfaction, then the employee enthusiasm for work is higher. It can improve the efficiency of work. It can increase employee satisfaction and team cohesion in the hotel.Team cohesiveness: Team cohesivenessis the power that people gather together. Team cohesivenessis a necessarycondition for the existence of a team. If a team doesn't have the team cohesiveness. It loses the condition of existence. Craig always provided free drinks for the team to celebrate every weekend. The team members always like the parties. This approach can better encourage employees and increase the cohesion of the enterprise. The hote'l s employees wiblle to work harder.ConclusionThe findings of this report reveal that a number theory for the Shangla-ri Hotel. The manager can apply these theories to the management hotel. The manager can use to more transformational leadership. It can better motivate employees to work hard. And build trust and respect between employees. Finally, I wish the future of Shangri-la Hotel is getting better and better.ReferenceSteven L McShane, Mary Ann Von Glinow, Organizational Behaviour, Fourth Edition, McGraw-Hill Irwin10。
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1 Basic components of organization.
Individuals carry out different roles to achieve its goals and arrangement.
It’s include objectives, people and structure.（换顺序）
2 Classification of goals(组织目标分类) 关键词P29
Product goals:
Consumer goals:
Secondary goals:
Operational goals:
3 Objectives and polic ies
两个的定义（简写）
4 Internal with external environment（换词）
Resources: qualified employee, job, finance equipment
↓
Internal environment: objective, communication, administration
↓
External environment: design, staff training, consumer satisfaction
5 Stakeholder and reasons of stakeholders P71
Employees: peoples work for organization
Fianciers: lend organization money
Directors and managers: people lead organization
Suppliers: people provide raw materials and services
Communities: people affected by organization
6 Strategies for controlling staff
John Child point out four strategies, they are Personal centralize, Bureaucratic control, Output control and Cultural control
A Motivation factors
Maslow’s Hierarchy of Needs: Physiological needs, Safety and security needs, Social needs, Ego needs Self-actualization
Alderfer’s ERG theory: Existence, Relatedness, Growth
B Equity theory
公平原则指的是组织的个人回报是根据个人变现决定的，这些变现有严格标准并有制度加以保证（翻译成英文）
C Goal theory 定义
D Improving job performance and team cohesiveness 凝聚力
Team work, Participation in decision making, Autonomy,
Consultation, Selection of adaptable supervisor, effective delegation, empowerment(7选4)
E Team work
表现优异的团队都会有下面的这样的特征：共同认知并同意团队任务，目标，技术，个人工作与团队合作的关系（翻译成英文）
12 Duties and roles of manager
Naylor point out some theories as follow, the responsibility of manager is include achieving objectives in a changing environment, working with and through people, working the most of available resources, balancing equity, efficiency and effectiveness
13 Likert’s Management systems（Key words）
Exploitive authoritative:
Benevolent authoritative:
Consultative:
Participative:
14 Measure the effectiveness of management
Productivity level, Meeting deadline, Time management, Motivation and morale
15 How these indicators help to assess their performance
这些理论可以考量经理们的效率，帮助他们彻底清楚他们的角色，职能，并且让他们有效地评估自己的表现并适时做出改变（翻译）
16 Understanding of leadership
领导力描述的是在你的控制范围内能做到的最好的状态，领导力要求我们拥有有效地沟通技巧，激励技巧和团队精神（翻译）
17 John Adairs action centred approach
Action centred approach 关注的是领导对于the task team, maintenance and individual needs 这项不同层次的需求的驾驭能力
18 Contingency, situational and transformational approaches to leaderships
V room and Y etton’s decision quality and acceptance approach 如何帮助David更具员工参与决策的程序，将领导风格分为三类：独裁专制型，协商型和群体决策型
19 Hersey and Blanchard model （key point）P211
Telling: relationship behavior
Selling: task and relationship behavior
Participating: relationship and support
Delegating: not much task or relationship
20 Why leadership
这里关于领导力的理论可以帮助我们理解经理的行为并有效地评估这些行为，同时提出建议进行改进（翻译）。