acca p113 s11文档格式.docx
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Q3Compareandcontrastclassicalandhumanrelationsapproachestomanagement
1)Classical–reflectthework
2)HumanRelationsidentifiedbyEltonMayo–emphasisontheimportanceofindividualtomanagement
FrederickTaylor–scientificmanagement
HenriFayol–administrativetheory
MaxWeber/RosemaryStewart–bureaucraticmodel
-Maintheoryofclassicalapproach:
thereisonebestofwaystomanagementandtoperformtheworkwithinanorderedstructure.
-Managementisbasedonkeyprinciplesuchas:
Isubordinationonindividualtotheorganization
IIclearcodeofcommandanddefinedauthority
IIIspecializationofroles
IVtreatmentofworkerasanorganizationresourceratherthanindividual(noconsiderationofsocialneeds)
1)Maintheory:
needtofulfillworkersocialneeds(paythanjustofferingpayandjobsecurity)
Socialneedfocusonfriendshipinworkplace;
groupworkingandattitudestowork
Maindifferenceiswhetherfocusontheindividual’svaluesandcontributions.
Reasonswhydifferentapproach
Contingencyapproach–managementapproachneedtofitthesituations.Largeorganizationneedssomestructured/formalitystandardizedprocedures.Smallonesoperatinginchangingcircumstancesneedtobemoreflexible,ie.Lessformalandstandardized.
Q4HenryMintzberg’s3managementroles
Thisisaquitetheoreticalquestionandneedsmemory.Don’tforgettoputintoyourunderstanding.Try
towritedown1-2sentenceforthesubtitles.
IInterpersonal(Leading):
Figurehead:
focusofattentionandhaveaccountability
Leader:
abouthiring,dismissing,developingandinfluencing
Liaison:
buildingrelationshipoutsidetheorganisation
IIInformational(administrating)
Monitor:
Disseminator:
Spokesperson:
IIIDecision(fixing)
Entrepreneur:
Disturbancehandler:
Resource-allocation:
Negotiator:
Managementissimplyaboutplanning?
Planning–involvesdecidingwhattheorganization/departmentswilldointhefuture
Planning–animportantelementofmanagementrole.
However,managementdoconsiderablymorethanjustplanning.Forexample:
(useonesentencetodescribethefollowing)
Organising:
Commanding:
Co-ordinating:
Controlling:
Leading:
Monitoring:
Creating:
Communication:
Staffing:
Q5Differencebetweensupervisorandmanagerroles
Supervisor–directcontrolwiththeworkforce,butnotalwaysthecasewithamanager.Theycannotdelegatetheworkitself.Morerelatedtoday-to-daymanagementofstaff.
Manager–canoftendelegatetargetswhichthesubordinatescandecidetoachieve.Moreinvolvedinplanning,monitoringtomakesureitwillhappen.
Dutiesandresponsibilitiesofasupervisor(6items)
Planning
Organising
Controlling
Communication
Problemsolvinganddecision-making
Motivatingandmaintainingdescipline
Q6Classicaltheories:
refertoQ3
Differencebetweentheclassicalandmodernschoolsofmanagement
EdgarSchein:
Rationaleconomicman–noemphasisofindividual
-Resourceneeded
-Getthemtodorequired
-Offermoney
-Noconsiderationofsocialneeds
EltonMayo:
HumanRelations
-fulfillmentofsocialneedstoworkefficiente.g.(younameit)
Q7Organisationstructure:
Definition+Elements(4):
Divisionoflabor;
Departmentalisation;
Hierarchy;
Co-ordination.(use1-2sentencestoexplainthe4elements)+HenryMintzberg’sbuildingblocktheory
Handy’scultureand4types(leavewithyoutohandle.Lookatthemarksandwrite!
)
Q8Factorstoensureteamsuccess
DefineTEAM.
Points:
Clearobjective:
Carefulconsiderationofmembershipofteamwithrightmixinskills,experienceandpersonality
Developteamroles(leader):
Teambuilding:
Teamculture:
Rolemembers:
refertoBelbin’s8roles(Dec2004Q1)
Q9Tuckman’sstagesinteamdevelopment(Dec2004Q1)
3blockagestoteambuilding
-inappropriateleadership
-unqualifiedmembership
-unclearobjectives
-ineffectiveworkmethods
-lowcreativecapacity
Q10DifferencebetweenGroupandTeam(refertoPilotPaperQ2orDec2002Q3)
5factorstoensureteamsuccess(refertoQ8)
Q11CasestudyonBelbinandTuckman’steamdevelopmenttheory(Dec2004Q1)
Q12Classicalapproachtoorganizationandcontingencyapproach
Urwick(8)andWeber’stheory.
JoanWoodward,BurnsandStalkerandMintzberg’sideas.
Q13Authoritymaybedelegated
-Determinetheresultrequiredfromstructure:
managerdecidewhattheywantsubordinatestoachieve.
-Allocateduties/taskstothesubordinates
-Grantauthoritytosubordinatesthatisappropriatetothetask.Toomuch/littleauthoritywillpotentiallycauseproblem
-Theprocessofdelegationcreateanewresponsibilityfromsubordinatestothemanager
Advantagestomanagerandsubordinate
ManagerSubordinate
TaskachievingProvidemotivation:
enhanceresponsibility
Freeupmanagers’timeEnhancejob–moreinterestingandchallenging
Makeuseofothers’skills/knowledgeOpportunitytogainnewexperienceandpromotion
Probablereasonsfornotknowinghowtodelegate
Inappropriatechoiceofsubordinates
Inadequatebriefingisprovidedtosubordinates
Toomuchinterferencebymanager
Delegationofinsufficientauthoritytocompletethetasks
Norewarding
Failuretomonitor/supervise
Q14Definition:
Responsibility,AuthorityandDelegation(refertonotesandtext)
Problems:
refertoQ13
Overcome:
oppositeactiontoproblemsshownabove
Q15Performancemanagement:
Definition
Processorsteps:
5steps
Advantages:
Security
Opportunitytolearn/develop
Managerialcommitmenttoemployeesupport(training)
Constructionappraisal(4stages)–providefeedback
Carefuldevelopmentplan
Jobsatisfaction–improvedperformance
1.2Session4-5
Q1a)Processandpracticesinrecruitment
-Recruitmentdefinition:
theprocessofidentifyingasupplyofpotentialcandidatesforaposition/job.
-Therecruitmentprocessinvolvesthreemainelements:
i)Potentialemployerneedstoagreethatavacancyexists;
Illustrationofwhenavacancywillarise:
3causes…replacement,newbloodandworkload
(youneedtoexpandeachelementintoonesentenceatleast.Tocompletetheparagraph,you
needtomaketheending:
-)
Oncetheneedoftherecruitmentisestablished,theappropriateauthoritycanbegiven.
ii)RecruitmentrequirestheexactnatureofthejobtobeidentifiedduringtheprocessofJob
Analysis;
Thisincludes4stages:
1
2
3
4
iii)Identifyingasourceofpotentialcandidatesbyusingthemostcosteffectivemethodlike…
b)Recruitmentandselectionplan
(OmittedhereandithasbeentestedinDec2004paper.Lookthroughthesuggestedanswerbyyourselves)
Q2ThequestionhasjustbeentestedinDec2004Q3infull.Readyourselves.
Q3a)Informationtobeincludedinthejobadvertisement:
-Organisational:
name,size,natureofproductandindustry
-Jobdescription:
title,duties,personalityrequired,physicalcondition,challengesoftheworkandsalarywithbenefit;
-Personspecification:
education,qualification,experience,personality,technicalknowledge
-Administrativematters:
howtoapplyanddatesforinterviewing
b)5factorstoinfluencethechoiceofadvertisingmedia
-Listdownthepossiblemediaavailabletochoose
-5factors:
i)Cost:
budgetandhowsenior?
ii)Typeofjob:
seniorexposedtonationalwiseandjuniorthroughlocalmedia
iii)Circulation:
thescopeofpeoplewewanttoattractandactualsituation
iv)Frequencyofrecruitment:
howoftenandhowmanypoisitions
v)Effectiveness:
whatispreviousadvertisementexperience
Q4a)purposeoftheselectioninterview
-Partofprocessoffindingthebestpersonforthejobfromapoolofcandidates;
-Theinterviewisanopportunitytoidentifymoreinformationaboutcandidates
-Anopportunitytoassesstheknowledge,ability,personalityandmotivationofthecandidates
-Finallyitistheplacetoprovidethecandidatewithmoreinformationaboutthejob
-Toanswertheirquestionandensureallofthemobtainafavorableimpressiononthecompany
b)limitation
-Timeconsuming
-Fullstresstocandidates
-Subjectivityandbias
-Unsuitablemethodofassessment:
inappropriateforassessingcertainattributeslikepracticalskillsandhonesty
c)Howdoinexperienceinterviewersdamagetheeffectiveness
-Ineffectivequestion/listening
-Lackofstructuretointerview
-Lackofpreparation
-Allowpersonbias/prejudicetoinfluencetheirdecision
d)4keyskills
-Preparation
-Appropriateuseofquestions
-Effectivelistening
-Structure
-Objectives
-Evaluation
Q5Describeanddiscussthemainselectiontechniques
-Definitionofselection
-Maintechniques:
applicationform,interviewandtesting(includingreferences)
-Detaileddescriptionofeachtechnique
-2-3advantagesanddisadvantagesforeachtechnique
Q6Whyadiverseworkforceisbeneficial?
Explainthemeaning