HND人力资源管理outcome4.docx
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HND人力资源管理outcome4
HND人力资源管理outcome4
IndividualReport
F84T34ManagingPeopleandOrganisations
Outcome4
NAME:
SCN:
CLASS:
Contents
bedividedintothreeparts:
themanager,thestaffandthesupplier.ItiscalledaShamrockmanagementstructure.Thedepartmentalizationapproachcouldalsobeused.
Productdepartmentalization:
itmeansthattheentireorganizationisdividedintodifferentdepartmentsaccordingtotheproductsorservicesuppliedtocustomers.Inthecase,beforemerger,itconsistsoffourtypes:
chambermaids,reception,kitchenstaffandwaitingstaff.Therewouldbeadditionaltwotypesafterthemerger.Onewasisfarm,theotherisGordon’srestaurant.
Shamrockstructure:
Itespeciallyreferstothethree-partorthreelevelsofanorganizationalstructure.Intheshamrockorganizationtherearethreedifferentgroupsofpeople:
basicmanagers,employeesasthecorepart,theexternalco-workersandthepart-timeworkersasaformofsupplement.
Asabovegraphshows,theorganizationofthehotelwasdividedintothreepartsintheShamrockmodel.Thefirstpartwasthemanagerintheorganization.Thispartplayedanimportantroleintheorganization.Inthecase,Craigwasamanagerwhodirectsthetasksinthekitchenandtherestaurant.Hearrangedandmanagedthekitchenandrestaurantintoanormaloperation.Ailsaplayedakeyroleinthemarketingandmanagementofthehotel.Sheworkedhardinthemanaginghoteldevelopmentandmadegreatprogressfinally.Thesecondpartwasstaff.Therewerefourtypes:
chambermaids,reception,kitchenstaffandwaitingstaff.Theyalsoplayedanimportantroleintheoperatingactivitiesofthehotel.Thechambermaidsandwaitingstaffsprovidedservicetocustomersandthekitchensuppliedfoodsanddrinkstocustomers.Thethirdpartwassupplier-Gordon.GordonsuppliedrawmaterialsfromhisfarmtoCraig’skitchen.Also,Gordonopenedarestaurantwhichconsistedofhiswife,twochefsandfourwaiters.EverypartintheShamrockorganizationhastheirownexpectations.
Section3:
TheInfluenceofTask,Technology,andSizeontheNewStructure
Contingencytheoryholdstheviewthatthereisnoonebestwaytostructure.Theparticularsituationalfactorssuchassize,technologyortaskwilldeterminethesystemsandstructuresemployed.
Task:
itmeansthatthenatureandsizeofthetaskwillinfluenceshapingtheorganization.Forexample,inthecase,beforeGordonconvertedhisfarmhousetohisrestaurant,hismaintaskwastogrowandsellorganicproducts.Sotheorganizationwasasimpleone.Afterowningarestaurant,thetasksbecamecomplicatedandtheorganizationstructurebecamecomplicatedaswell.Sothenatureandsizeofthetaskwilldeterminethetypeoftheorganizationstructure.
Technology:
Technologyrelatestotheproductionprocessused.Itisnotjustrelatedtotheinformationtechnology,butalsotothetechnologyofproducingaproductorsupplyingservice.Inthiscase,beforethemergerofGordon’sfarmasahotel,Ailsamademarketingstrategiesandplanswhichfocusedonthecitycustomersandbusiness.Afterthemerger,AilsamustmakeanotherdifferentmarketingstrategywhichshouldbefeasibleinGordon’sfarm.Appropriatetechnologyisveryimportantintheoperatingprocessofanorganization.
Size:
Itisanessentialfactorthatinfluencestheshapeandstructureofanorganization.Also,differentsizeoforganizationshavedifferentproducingproceduresandoutcomes.Inthecase,afterthemerger,thehotelhadalotofchangesinthesize.Forexample,thenumberofstuffwasincreasing.Besides,becauseGordon’sfarmwasapartofthehotel,itwouldbelesscostlytobuyrawmaterialsusedinthekitchen.Itwouldacompetitiveadvantageinpricewithinitscompetitors.
Section4:
Line,Staff,FunctionalandLateralrelationshipswithintheNewStructure
Linerelationship:
itmeansthatauthoritycomesdownfromthebosstotheirstaffdirectlyinalinerelationship.Inthecase,Craigwasresponsibleformanaginganddirectingthekitchenstaffandwaiters.Heallocatedthespecifictaskstodifferentstaffstoensurethathisplanswerecompleted.Thiswasanexampleofthelinerelationship.
Staffrelationship:
Itmeanstherelationshipbetweenthestaffsindifferentdepartments.Forexample,inthecase,therelationshipbetweenreceptionstaffandotherstaffs,suchasthemaintenancestaff.
Functionalrelationship:
Itisarelationshipwhichexistsbetweendifferentfunctionsinthehotel.Inthecase,forexample,therelationshipbetweentheaccountantfunctionandotherfunctions.Theyallhadclosedrelationshipintheorganization.
Lateralrelationship:
Itisarelationshipwhichexistsbetweenthesamelevelofstaffswhichareindifferentsystemsanddodifferenttasks.Forexample,therewerewaitersinbothAilsa’sandCraig’smanagementsystem.ButwaitersinCraig’srestaurantsuppliedservicetocustomerseatinghere.AndwaitersinAilsa’shotelsuppliedservicetocustomerslivinghere.Thiswasalateralrelationship.
Section5:
Authority,ResponsibilityandDelegationwithintheNewStructure
Authority:
Itisarighttoorderordirectotherstodospecifictasks,andthenattracttheresponseswhichareappropriatetoachievethegoalsoftheorganization.Forexample,inthecase,onlyCraighadtheauthoritytoallocatetaskstohisstaffs.AndonlyCraigandSaskiahadtherighttosignforanyprocedure.Fewchangesappearedafterthemerger.
Responsibility:
Itistheobligationforsomepeopleintheorganizationtoperformatask,assignmentorfunction.Inthecase,forexample,Antonioasareceptionmanager,hadtheresponsibilityonreceptionofclients.Fewchangesappearedafterthemerger.
Delegation:
Itisanactiontopasstheresponsibilityorauthoritytoapersontocarryoutandcompletethespecifictask.Inthecase,AilsadelegatedherrighttoAntoniotohelphermanagethehotel.However,Craighardlydelegatedanyrighttoothers.Asaresult,itcausedsomeproblemssuchasstaffs’complaints.ThesuggestionisthatCraigshoulddelegatesomerightstothestaff,suchassomedecision-making.Inthisway,theinvolvementofthestaffswillbeincreased.Andtheefficiencyofkitchenoperationwillbeimproved.
Conclusion
Thefindingsofthereportrevealthemanagementstructures,contingencytheoryanddifferentrelationshipsandtheirapplicationsindifferentsituations.
Reference
YuanYu,ZhangShutao,2013,ManagingPeopleandOrganisations,ChinaModernEconomicPublishingHouse.