HND 人力outcome3

Introduction

This report introduce the management’s main activities and duties, objective measurements of management effectiveness, analysis the behavior theory, leadership style and how to improve the leadership. The management need to formulate the useful policies and provide the flexible working conditions for the staffs.

1 Managerial duties and roles

Management is the leader of the company,they need to do many thing for the company.Such as making decisions and organisational objectives,Acquiring and allocating resources in the way to obtain the most output through limited input and Creating an effective knowledge-sharing system.

Making decisions and organisational objectives means that according to the different decisions.In early 1980s,the Tang’s Clothing Ltd formulate ‘less than less’ concept,because people want the cheapest price.The second half of the 1980s,with the increasing income level and a strong desire for a higher living standard,The Tang’s Clothing Ltd successfully introduced a series of fashionable clothing products under the brand ‘Half Moon’.In 1980’s,the Tang’s Clothing Ltd management make the right decisions and the Tang’s Clothing Ltd company development very fast and have their own style.

Acquiring and allocating resources in the way to obtain the most output through limited input means that the management should arrange the resources more reasonable.Brian Tang does not arrange the resources reasonable.He formulate the policy that all new design should be approved by him before being put into production.This policy limited the designers creating.So control the resources of the firm stronger,the staff can not working flexible.

Creating an effective Knowledge-sharing system means that the company should encourage the Staff communication with each others.Brian Tang does not creating the system and he does not encourage the staff communication with each others.

The management play an important role in the company:the interpersonal roles ,the informational roles and the decisional roles.

The interpersonal roles is that mainly related to people both inside and outside the organisation,including being a leader,liaison and figurehead.A leader need to be responsible for the motivation of subordinates and staff training and associated duties.Brian Tang does not provide the training for the staff and flexible working condition for staff.So Brian Tang need to provide the training and flexible working condition for staff.

The informational roles means that involve receiving,searching for,acquiring and disseminating Information including monitor,disseminator and spokesperson.Monitor need to seeks and receive wide variety of internal and external information to develop through.Disseminator need to transmits information received from outside or from subordinates.But Brian Tang does not encourage staff communication with each others.The firm keep development,need the staff communication with each others and they will learn something in other staffs.So they can make the best design.So Brian Tang should encourage the staff communication with each others and share information.

The decisional roles concerning decision making and managing changes.The four decisional roles include resources allocator,disturbance handler negotiator and entrepreneur.Entrepreneur need to searches organisation and its environment. In the early 1980s, the Tang’s Clothing Ltd formulate the ‘less for less’ concept, because the people want to cheapest price. It is the right decision. As for making policing, Brian Tang formulate that all the design should be approved by him to put into production. This the bad decision making. Because the staff need the flexible working condition and have the power to decision the design.

2 Measuring Management Effectiveness

Management effectiveness are divide into internal effectiveness and external effectiveness.

Internal effectiveness include:member’s loyalty to the organisation,level of staff acceptance of the organisation’s goals and so on.External effectiveness include:Market position(market share)Customer satisfaction and so on.

Member’s loyalty to the organisation is that the staffs hope to stay in the firm and try their best to make contribution.In Tang’s Clothing Ltd,Brian Tang does not care about staff in working time and he formulate the policy will limit the staff’s idea.And he does not encourage creating and communication.So the important staffs are leave Tang’s Clothing Ltd and loin sharon’s company.So Brian Tang‘s management effectiveness are low.

As for customer satisfaction,it means that the customer satisfy your products or not .Brian Tang does not encourage creating and formulate the policy that all new designs should be approved by him before being put into production.It limit the designers creating and ideas.But Sharon give the power of decision in work time for staff and she encourage staffs communication with each other and creating.So many clients are cooperation with Sharon’s company.

Management effectiveness can help the Tang’s Clothing Ltd to evaluate the effectiveness and performance of a manager’s approach and offer insights for improvement.

Searches organisation and its environment for opportunities and initiates important projects to bring about changes.

3.Behavioral Theories of Leadership

Behavioral Theories attempted to identify and explain the behavioral choices behind effective leadership. The two dimensional of leader behavior are people and task. If the leader hope to have the high profit, he need to focus on people and task. Because high concern for people, can motivation people work hard. And concern for task. It means that the leader need to use the scientific and effective management.

Concern for people focuses on building up and maintaining healthy relationships. The leader concentrates on motivating and encouraging staff and promoting rust, support and cooperation within the organisation.

Concern for task emphasizes leader’s role in talking charge to plan, organise and control as employees or subordinates do their job. The focus is on accomplishing the task or jobs.

Ohio state studies identified two dimensions of leader behavior as: initiating structure(concern for task) and consideration(concern for people). The result is that leaders with both high initiating structure and high consideration generally achieved high work performance and staff satisfaction.

As for university of Michigan Studies, it also identified two dimensions of leader behavior as: employee oriented(concern for people) and production oriented(concern for task). The findings of the studies reveal that employee oriented leaders more possibly lead to high group productivity and high job satisfaction.

Brian Tang doesn’t concentrates on motivating and encouraging staff and promoting trust, support and cooperation. He formulate the policy limited the staff creating ideas and he never care about their ideas and feelings in the workplace. So he is the low concern for people. But Sharon not only pay attention to the task but also pay attention to people. Sharon provide the flexible working condition for staffs and she give the power of decision for staffs. So Sharon’ s management effective are better than Brian Tang’s management effective. So Brian Tang need to provide the flexible working condition for staffs and give the power of making decisions in working time for staffs.

4.Contingency Theories of Leadership

The Fiedler contingency model is that determines leadership style by measuring responses to pairs of contrasting adjectives.

The first step is that model is to identify a person’s leadership style. High score is a relationship-oriented leadership style. And low score is that a task-oriented leadership style. Brian Tang is belong to the low-score leadership style. He doesn’t provide the flexible working conditions for staffs and doesn’t care about the sta ffs idea. As for Sharon, she belong to the high-score. She provide the flexible working conditions, even though the designer can work at home. And she give the power of making decisions in work time for designers.

The second step is to evaluate and define the work situation. It divide into three parts: first is the leader-member relations, second is task structure and third is position power. Leader-member relation is the amount of trust, respect and confidence followers have in their leaders. Task structure is the degree, to which the job is structure or procedurised. As for position power, it means the degree of influence a leader has over power variables such as promotion, salary increase, hiring, firing and discipline. In Tang’s Clothing Ltd, leader-member relations are not very good. Because Brian Tang pay attention to the task structure and he doesn’t care about the staffs in the work time. He formulate the policy that all new designs should be approve by him before put into production. This policy limit the designers creating and influence the staff’s satisfaction for the company. As for power, Brian Tang have the own power, he doesn’t give the power for the staffs that they can make the decisions for their job. But on the contrary, Sharon’ s company h ave the great relationship between leader and staffs. Sharon provide the flexible working condition for staffs and she give the power of decision for staffs.

The third step is to match the leadership style with the work situation. So Brian Tang’s leadersh ip style is poor leader-member relations, high task structure and weak position power. And Sharon is good leader-member relations, high task structure and strong position power. Brian Tang need to provide the flexible working condition for staffs and give them the power to make decision for their job, the most important is he should be care about his staffs.

5 Improving Leadership

Exploitive authoritative divide into three parts: management uses fear and threats, communication is top down with most decisions taken at the top and superiors and subordinates are distant.

In this type of management system, the job of employees is to abide by the decisions made by managers and those with a higher status than them in the organisation. And the subordinates do not participate in the decision making. The organisation is concerned simply about completing the work and there is no teamwork involved. In Tang’s Clothing Ltd, Brian Tang doesn’t give the power of making decision for the staffs. And he formulate the policy that all new designs should be approve by him before put into production, this policy limit the designers create design and ideas. So the designers doesn’t like to work. So Brian Tang’s exploitive authoritative is Theory

X, it means negative. Theory X have many characteristics such as no trust and confidence in staff, may get results in certain situations and usually creates dissatisfaction and poor quality and quantity. So Brian Tang need to give the power of making decision for the staffs. And according to the market, the designers will create the right and fashion products for customers. So the Tang’s will have high revenue.

As for tight control and loose control, Handy proposed a spectrum, ranging from tight to loose management. Handy identified three basic variables that affect the effectiveness of a particular leadership style, tight of loose control style.

Tight control leaders are described as a person who has a preference for autocratic style with low estimation of follower’s abilities and high e stimation of his or her own. Such leaders have a low tolerance of uncertainty.

Loose control leaders are described as a person who has a preference for democratic style with high trust and confidence in followers’ abilities. Such leaders dislike stress and accept reasonable risk and uncertainty.

Brian Tang is the tight control leaders. He doesn’t trust his staffs and provide the flexible working conditions for them. Brian Tang doesn’t encourage teamwork and communication. So the staffs dislike uncertainty in work, tends to obey or accept authority and consider work as trivial. So Brian Tang need to trust his staff, provide the flexible working condition and encourage communication and teamwork.

Conclusion

This report analysis that the management how to improve the leadership. In Exploitive authoritative of management system, the job of employees is to abide by the decisions made by managers and those with a higher status than them in the organisation.

References

SQA，Managing People and Organisation, 4th edition, 2013, China Modern Economic Publishing House

The case study of the Tang’s Clothing Ltd

hnd_人力资源管理outcome1

1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people. Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s. 2. （1） Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks. a.Emerging of Personnel Management/Social justice Evolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers. b.Grouth in PM 1914-1939/Human bureaucracy The exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayo c.Consent by negotiation During the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role. d. Organisation and integration

HND人力资源管理_outcome4

Contents 1.0 Introduction 2.0 Findings 2.1 Current Organizational Structure 2.1.1 the Characteristic of Hierarchical Structures 2.1.2 Span of Control 2.1.3 Departmentalization 2.1.4 Communication Patterns 2.1.5 the Chain of Command 2.2 Future Organizational Structure 2.2.1 the Characteristic of Hierarchical Structures 2.2.2 Span of Control 2.2.3 Departmentalization 2.2.4 Communication Patterns 2.2.5 Chain of Demand 2.3 Contingency Approach that help determine the Future structure 2.3.1 Task 2.3.2 Technology 2.3.4 Size 2.4 Relationships 2.4.1 Line Relationship 2.4.2 Functional Relationship 2.4.3 Staff Relationship 2.4.4 Lateral Relationship 2.5 Authority, Responsibility and Delegation 3.0 Conclusion 4.0 Reference

2018年度人力资源状况分析报告

2018年度人力资源状况分析报告 为了更好地完善公司的人力资源制度改革，帮助公司人力资源管理走向规范化、标准化、职业化，通过有效管理，更大程度提升调动员工工作积极性。本次人力资源分析主要采用了问卷调查、员工行为观察、员工代表沟通交流、整理汇总历史资料等方法，通过这些方法基本清晰公司人力资源管理的现状，并对公司在人力资源管理各个环节中出现的问题进行了重点分析，形成了以下报告： 第一部分 公司的人力资源现状 一、 集团总部人力资源结构分析 (一) 集团总部现有员工119 人，其中，高层管理人员11人，占9.24%,中层人员 24人，占20.2%,基层84 人，占 70.6% (二) 不包括基层后勤辅助类岗位的总部员工现有107人，其中男、女比例如下 (三) 高层队伍结构分析 ◆ 高层队伍的年龄结构良好，平均年龄44岁，年富力强，学历结构较合理，全日制第一学历均在大专及以上，资质上有6人（占55%）持一级建造师证，职称上36%为高工，18%为中级，18%为助工，28%没有任何职称。 ◆ 高层队伍的结构缺陷主要是 ● 73%的高层是从事项目施工和项目管理出身，司龄10年以上，缺乏专业的企业管理方面的训练，在11名高层中只有2名是在2012年通过社会招聘引进的，有一定现代化企业管理经历。 ● 高层人员的职称和资质匹配度不足以应对企业发展需求 (四) 中层队伍结构分析 ◆ 中层队伍的平均年龄是38.7岁，年龄结构如下：

◆ 中层队伍的工龄结构分析：现有人员中54%是在2010年改制后通过社会招聘引进的，优势在于这批人即拥有一定的新知识和新技能，又有较好的工作经验，同时劣势是缺乏对建筑行业的认知。其余在改制前入职人员，其在中恒工作时间均超过10年，企业忠诚度较高，同时缺乏的是专业的职业化训练和素养。 ◆ 中层队伍的第一学历结构分析：本科占29%,大专占 46%，中专以及下占25%。通过函授或其它在职教育形式，90%大专及以下学历的员工有提升，获得大专及上学历，同时还有二名中层获取MBA 硕士学历。 ◆ 中层队伍的职称和资质结构分析：职称上8%为高工，13%为中级，17%为助工，62%还未获得任何职称。资质上有8位（33% ）中层获得一级建造师。缺陷是：职称和资质持有率太低，有待提升。 (五) 基层队伍结构分析 ◆ 基层队伍的平均年龄是30.6岁，具体占比如下： ◆ 基层队伍的第一学历结构如下： ◆ 基层队伍工龄结构分析

HND人力资源管理 outcome3

Contents 1. Introduction 2. Findings 2.1 Managerial Work 2.1.1 managerial activities 2.1.2 managerial role 2.2 Mechanisms that could measure managerial performance 2.3 Behavioral theory of leadership 2.4 Transformational theory of leadership 2.5 John Adair's Action Centered Leadership 2.5.1 The reasons why ACL may prove to be important 3. Conclusion 4. Reference

1. Introduction Scotia Airways is located next to Glasgow International Airport. My report will assess the main features of managerial work and explain the main roles and activities of managers. And I will describe the value of two mechanisms that could be used to measure managerial performance and justify how each could be used to assess managerial performance and identify and explain a behavioral theory of leadership and transformational theory of leadership. At last I will analyze how theories of leadership could be used to improve how managers lead staff through this change. 2. Findings 2.1 Managerial Work Management is all about running an organization in a steady state, ongoing administration, organizing structures, establishing systems and processes, controlling in particular by financial means. It can also be defined as the effective use and coordination of resources such as capital, plant, materials and labor in order to achieve defined objectives with maximum efficiency. 2.1.1 managerial activities Managerial activities can be described as following: forecasting, planning, organizing, commanding, coordinating and controlling. Forecasting means the manager can predict future events. Planning When managers are making planning, it required that the plan to meet anticipated demand. The board of directors express their hopes of the company, and their requires to the company, and then the managers analysis the external environment and the condition of the company. Making planning based on the analysis result. If the plan can get agreement from the board, the managers will convey the goals to every department an d staff. If the plan can’t get the agreement

HND人力资源管理outcome1

Individual Report F84T 34 Managing People and Organisations Outcome 1 NAME: u SCN: CLASS：

Contents Introduction (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)

Introduction The 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 policies The 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.

HND 人力资源2

1Explain the validity of one process and more content theory of motivation and assess their applicability to scenarios that exist within Scotia Airways. Maslow’s Hierarchy of Needs Theory：Human needs can be classified into 5 levels, which can be portrayed in the shape of pyramid. In different stage of life, people will show their different urges to different levels of needs. Normally speaking, the main power of motivation usually comes from the most imperious needs level at present.It includes basic or physiological needs, safely and security needs, social needs, self-esteem needs, self-fulfilment needs. Basic or physiological needs is water sleep sex etc.Safely and security needs is security of body, of employment,of property,etc.Social needs is friendship, family.Self-esteem needs is self-esteem confidence,etc.Self-fulfilment needs is creativity, morality,etc.The high level is Self-fulfilment.Middle level are social needs self-esteem. Lower level are basic or physiological and Safely and security needs. The thing that can motivate staffs is the thing that they want to get. In this case when the investors first decided to set up Scotia Airways, they had a clear idea that business travel was a growth area. They set about appointing a management team whose experience and expertise was firmly grounded in the budget aviation market,it offer more chance about job and meet security of employment due to Future opportunities seem likely as the EU and UK government relax their control over the licensing of airline provision. Scotia Airways has been able to re tain the management team that were brought to the business in 1996. The vast majority of staff have also remained. It is the security of the employment and of friendship.The targets for scale of provision, passenger volume and market share are determined by senior managers, and middle and junior managers and employees then populate the details into the plan. It is benefit for staff acquire the satisfaction of achieve. So based on the above, Scotia Airways meet lower level needs and middle

人力与组织管理outcome4 hnd

Report for Managing People and Organisation Outcome 4 Name: Jianyu LU Student ID: 105438222

Date: 2011/01/13 Table of content 1.Introduction 2.Findings a)The type of structure and hybrid structure of Barbour Brown Engineering Ltd. b)Additional description of the group c)The using of theory to help to define the structure d)The line, staff and functional structure after merger e)The Authority, Responsibility and Delegation show the new structure 3.Conclusion

1.Introduction This report has mainly analysis the Barbour Brown Engineering Ltd. merger with John Colbert Civil Engineering Contractors and re-structures the internal structure. Also according to authority and contingency theory aspect need to rebuilt. In the report, I will explain the current. 2.Findings ⑴The type of structure and hybrid structure of Barbour Brown Engineering Ltd. The types of structure have divided in two, Tall and Flat structure. Tall structure, which could called narrow span, have many levels of authority relative to the organisation’s size. This method of control could make it easy on close supervision and fast communicate, but it may cause the delay of work process because of information must through several levels, up and down before prepare doing. Flat structure could also called wild spans, it has few levels but wilder spans of control, for instances one manager may control eight employees around. By using this type of structure, the staff and supervision will be more effective on communication, yet the problem of management will be arise cause of the limited of managers’ ability. Flat structure may be more science of organisation and more suitable for Barbour Brown

HND 人力资源 案例 中文 翻译

Section A Barbour Brown有限公司是一个工程顾问公司，由David Barbour和Neil Brown在14年前建立，位于一个大片农村地区中的主要城镇。最初，该公司仅仅专注于国内的工程项目，例如道路和下水道的铺设，由于当时的私人房屋建设迅速发展。 80年代，Neil和David都为一家在那个城镇中有办事处的大公司（Floyd and Fleming有限公司）工作.David做过分支经理，而Neil,一个有企业家精神的年轻人，参与了结构发展的部分，之后在中东地区工作了两年。1989年Floyd和Fleming公司决定撤除分支办事处并集中经营他们在城市里的工作。 Neil最近从中东地区工作归来，享受了做自己老板的自由和灵活。他和David讨论了合伙继续在那个小镇经营工程咨询服务的可能性。David有在当地工作的经验，他意识到小镇里有足够的小型工程，来维持公司运营。他还有足够的储蓄和资产，可以用于管理买断。Neil 同样有国外工作所得的储蓄。有了这些资源，这两个人有足够的资本来买下当时Floyd和Fleming公司的办公室。他们制订了一项经营计划来保证额外用于买断的资金。用来支持这项创业的筹资，从银行贷款和苏格兰发展机构的拨款中获得。以五年内不得在中央地带接受和执行工作为条件，管理买断被同意了。 1990年新的Barbour和Brown工程有限公司开张了。公司团队包括David, Neil和其它两位合格的工程师组成：Jack,一个志存高远的毕业生；James一个30岁却还未获得资格认证的工程师。另外还有两个合格的技师和一个学徒技师 Section B 在接下来的14年中公司稳定地发展，主要集中于核心的国内工程业务。公司通过从事当地的工作来发展，由于Neil和Brown坚信内部投资的原则，他们总是支持当地其它公司的发展。为此他们让当地的承办人，保险经纪人和会计来给他们提供服务。实际上，只要可能，他们推荐John Colbert工程承包公司来从事建设工作已经成了一条不成文的规定。Neil Brown和John Colbert曾经是大学期间的校友并且一直是好朋友。可以依赖John的公司提供的服务，成为了获取合同的一个重要优势，因为这不仅在设计阶段，也在建设阶段增加了该公司保证高质量服务的能力。 该公司的主要目的是提供高质量的服务，因此员工具备最先进的技术尤为重要。这使得该公司可以尽可能高效地提供高规格设计。员工被激励去升级他们的技能，当他们获取资格认证的时候，会发给奖金。当地的学院被用来培训那些学徒，但是由于培训需求的缺乏，费用正

组织结构与人力资源管理

6-1公司组织结构图。各部门主要职责见表1-1

各业务部门的主要职能如表1-2 表1-2主要职能

公司重视对各类员工的绩效考核，本着公平公正公开的原则，制定科学合理的绩效考核体系。通过对员工个人完成工作的情况，分别按季度和按年进行考核，并结合部门考核的结果对员工进行管理。 每季度部门员工由部门主管按照行政管理部门所给标准对部门员工进行评分，而部门主管则由总经理进行评分，将每季度的绩效考核评分取平均值作为年终绩效考核评分，然后按照一定比例评定年终考核等级，分别有ABC三个等级，所评等级与所获年终奖金将直接挂钩。 2.薪酬设计 薪酬管理是企业人力资源管理的核心内容。合理有效的薪酬体系不但能激发员工的积极性与主动性，促进员工努力实现组织目标，提高组织的效益，而且能在人才竞争日益激烈的知识经济下吸引和保留更多的人才。

公司对员工的薪酬待遇有以下几点： （1）基本薪水：基本薪水是永久薪酬，定期每月支付一次。 （2）奖金：根据季度绩效考核和年度考核的评分来发放。 （3）公司福利：包括基本的五险一金，还有交通餐饮补贴，不定期的组织出游等集体活动。 3.员工激励 员工激励制度主要是为了吸引优秀人才，留住优秀员工，提高员工的工作积极性。采取的手段主要是物质方面的激励和精神方面的激励。 （1）物质方面：有竞争力的薪酬，季度与年终奖金，针对优秀员工和老员工，设置一些有物质奖励的奖项，还可以为员工增加一些福利政策，如在公司三年以上且年度绩效考核合格者可以申请最高限额为多少的无息贷款。 （2）精神激励：如通报表扬，荣誉证书，带薪假期，各种进修培训的机会;关心员工身体健康，免费定期体检等等。

hnd人力资源管理outcome

h n d人力资源管理 o u t c o m e SANY GROUP system office room 【SANYUA16H-

Individual Report F84T 34 Managing People and Organisations Outcome 4 NAME: SCN: CLASS:

Contents Introduction (2) Section 1:The Structure at Present in Shangri-la Hotel (2) Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3) Section 3:The Influence of Task, Technology, and Size on the New Structure (5) Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6) Section 5: Authority, Responsibility and Delegation within the New Structure (7) Conclusion (8) Reference (8)

Introduction The purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure. Section 1:The Structure at Present in Shangri-la Hotel At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff. Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure. Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized

人力资源管理hnd Outcome4 原文+翻译

Outcome 4: Assessment task 2 Supplement to the case study The merger David and Neil had their usual Friday meeting. This week the main area for discussion was the business’s need to re-structure. This issue had increased in priority when Neil explained that John Colbert Civil Engineering Contractors had approached him about a merger. John Colbert Senior was about to retire and the firm believed that continued success and growth could best be accomplished by creating a business that would cater fully for both the design and development of civil and structural engineering projects. One main reason behind this was that more and more clients wanted cost savings that could be derived from the synergy that would result from dealing with one organisation for design and development. Although both firms had reputations for high quality work, increasing competition and the need to make efficiency savings was making it more and more important that the two businesses looked to new possibilities for managing and developing. Over the past four years the two firms had worked together on a number of projects and they were about to start work on two major developments: the new leisure complex and the office block for the Scottish Executive, the latter of which was only secured as a result of the close working arrangement of the two firms. John and Neil were also aware that successful completion of this project could lead to more Scottish Executive projects. Currently John, a chartered civil engineer, employed two teams. Each team comprised a team leader, digger driver and three qualified builders. When working on large developments the two teams would work on site together, but be responsible for different aspects of the site development. For instance, in road development, one team would concentrate on road production whilst the other team concentrated on bridges or pathways, depending on the design specification. Neil agreed with John that, from a business perspective, a merger of the two companies could be beneficial in a number of ways: The merger would primarily be beneficial because the engineers would have the formal authority to manage the construction staff. At the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. A merger would help clarify this relationship. John’s firm was based out of town and, in addition to the space for his equipment, he had a large office that would cope with the additional staff from Barbour Brown. In the past, engineering consultants had always preferred to be based in town centres. This was mainly to allow clients easy access to the engineers. As a result of new technology and computer networks, design communication tended to be done through phone calls and email. It was very rarely that clients visited the offices. When meetings were essential, these tended to take place either on site or at the client’s main office. The building that housed the offices of Barbour Brown was in a prime town location that could be