HND 人力资源 1Word文档下载推荐.docx

HND 人力资源 1Word文档下载推荐.docx

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Operationalgoal,productgoal,consumergoalandsecondarygoalarethefourtypesofgoalscommonly.

Operationalgoal,itisassociatewithefficiencyoftheproductionandoperation.Inthiscase,theairlinefliesdirectlytosomeifthewellknowncommercialhubsofEurope,therebyconnectingthemtomaincitisofScotland.Inthisway,ScotiaAirwayshouldincreasetheirefficiencyofproductandoperationtogetmoreprofit.Productgoal,itisordertogeneratetheeminentproductionlikepracticalgoods,attractiveservice,novelidea,etc.Forexample,Theairlineoperatesscheduledflights,mainlytargetingbusinessandleisuretravelersandaimstoprovideexceptionalvalueformoney.Consumergoals,thegoalspertainingtothecustomerarecalledconsumergoals.Itgiveconsumerwhattheywanttoneed.Consumeralwayswanttohavetheproductthatlesspricebutmorefine,infact.Theairlinecanoffertheseproductlikesomebusinessservice,unparalleledcomfort,convenience,what’smore,it’sexpenseisidenticalwithothercompetitors.Secondarygoalsaregoalswhichhavebeensetbyorganisationswhicharenotthemostnecessarythingsthattheorganisationwouldliketoachievebutareneverthelessimportant.Sometimes,thisgoalsislinkedtothesocialresponsibility.TheairlinecovereightdestinationsacrossEurope.Itboostthelocaleconomyinsomeaspect.

Objectives

Objectivesaremorespecificthangoalsandidentifythespecificpathtobetakeninordertoachievegoals.TheobjectivesshouldbeSMART-Specific,measure,attainable,realisticandbeTime-specific.Forexample,itfocusesonneeds,comfortlevelandmarketshares.Objectiveisvitaltoorganisation,becausespecialobjectivehaveaforwarddirectiontothecompany.Inthiscase,theairlineoffermainlytargetingbusinessandleisuretravellerstosatisfyconsumer’sneeds.Theyprovideunparalleledcomfortandconveniencetopassengersforconsumersothattheycanfeelmorecomfortable.Sotheycandomakegreaterprogressinthesetwoaspect.

Policies

Itisaguidancetoconductmanager’sthinkingandprovidearuletofinishthegoalsandobjectives.Theyareaframeworkofrulesorageneralguidethatfoundparametersformakingdecisions.Forexample,investment,ScotiaAirwayssetaboutappointingamanagementteamwhoseexperienceandexpertisewasfirmlygroundedinthebudgetaviationmarket.itsexpansionoverrecentyearshasItsexpansionoverrecentyearshasseenthecompanycommitsignificantresourcestothemarketingandsalesdepartment,itsfinancedepartment,anditsoperationsdepartmentinanattempttoensureithaskeptupwithcustomerdemands.Differentdepartmentsareinchargeofdifferentmissionandmeetcustomer’sdiverseneeds,together.Itcanimproveefficiencysubstantially.

Advice

Accordingtothiscasestudy,theyhavegreatserviceandfavorableprice.Theyhavethefirstairlinetoofferfullbusinessclassservice,butatpricethatareequivalenttotheeconomyclassofitscompetitor.AsfarasI’mconsider,theycanestablishantherdepartmenttoofferothergoodserviceandaddnewmanagementteamtoensureeverydetail‘squalityandeachlink’s.Inpublicity,theycanadvertisetopopularizethemselves.Retainingtheoldcustomer.Thesemannersareabletowinawonderfulfame.

Relationship

Goalsarealong-termaimtopersonororganisation.Objectivesareconcreteattainmentsandcanbeaccomplishbysomecertainsteps.Objectivesareveryconcrete,butgoalsarelessstructured.Theyalwaysareformulatedtogether.Policyindicatewhatshoulddo,whatshouldn’tdo.Goodpoliciesusuallyhelpstafftoattainthegoalsandobjectives.So,everyorganisationhavetoestablishacongruousrelationshipamonggoals,objectivesandpolicies.Itiscrucialtotheburgeoningoforganisation.

2ExplainthemainprinciplesofOpenSystemsTheorywithreferencetoScotiaAirway.

Theinternalandexternalenvironmenthaveaeffecttoorganisation.Itincludesfourfactors,inputoutputprocessenvironment.

Aboutinput.Asforthisaspect,managers,staff,equipmentandbankloan.Managers:

themanagersofScotiaAirwaysisstable,becausethecompanybeabletoretainthesamemanagementteam.Staff:

thevastmajorityofstaffhavealsoremainedwiththebusinessasithasgrownthroughtheyears,thatitmeansthemoststaffisknowthecompanyandhavethegoodskillsaboutdifferentjobs.Equipment:

Advancedequipmentinfavorofthecompany'

sdevelopment.TherearefiveairplaneswhichthemanagementteamfeelenablesthebusinesstoberesponsivetothedemandsandchallengesofthemarketinScotiaAirways.Bankloan:

SocitiaAirways’thebankloanbecomebetter.

Aboutoutput.Outputalwaysbemadefromproduct/service,skilledstaff,satisfiedclients.Product/service:

Productnotonlyisashowofcompanytocustomers,butalsoistheabilityofself-identity.Qualityofserviceallowscompaniestogetareputation.ScotiaAirwayoffersseveralvalueaddedservicesandisthefirstairlinetoofferfullbusinessclassservice,butatpricesthatareequivalenttotheeconomyclassofitscompetitor.Skilledstaff:

StaffwithgoodskillsandprofessionalismlikeRosaDallevicwhoproposedtheideaforthecompanytomakeagreatcontribution.Satisfiedclients:

Ifthecompanywouldliketohavebetterprofitabilityfromtoclients,theymustimprovetheirhigherqualityandmorecomfortableservice.

Inenvironment.Itincludingeconomy,socialtrendandculture.Economy:

investorwillincreasedtheinvestmentfunds.It’seconomyenvironment.Policies:

FutureopportunitiesseemlikelyastheEUandUKgovernmentrelaxtheircontroloverthelicensingofairlineprovision.It’sapolicy.Socialtrend:

theinvestorshadaclearideathatbusinesstravelwasagrowthareawhentheysetupScotiaAirway.It’sasocialtrend.Culture:

acultureoftrusthasbeenemphasisedanddevelopedbyboththemanagementandworkersandthishasservedtoenhancetheeffectiveness,efficiencyandoverallperformanceofthebusiness.Thisisanexcellentcorporatecultureenvironment.

Inprocess.Itincludefollowingthings:

production,sales,allocationofprojectandadminsupport.Production:

ScotiaAirwaysoffersseveralvalueaddedservices.Sales（promotion）:

ScotiaAirwaysisthefirstairlinetoofferfullbusinessclassservices,butatpricesthatareequivalenttotheeconomyclassofitscompetitors.Allocationofproject:

ScotiaAirwayhasmanydepartmentswithdifferentmissionsuchas,marketandsalesdepartment,financedepartment,operationsdepartmentetc.Adminsupport:

Rosaisinoverallcharge,assistedbyherlong-termcolleagueAzim.SinceshejoinedScotiaandthishashelpedpromoteconsistencyandcontinuity.

3IdentifythemaindifferencesbetweentheformalandinformalorganisationwithinScotiaAirway.

Organisationhasformalfactorsandalsocanhaveinformalfactors.Formalorganizationareestablishedtoaccomplishspecificorganisationalobjectives.Ithasclearobjectives,responsibilitiesregulatetherelationshipbetweentasks,structureandappropriateagencies,membersandmemberfunctionsandactivities.Informalorganizationisbasedonpersonalrelationshipsandagreementofgroupmembersratherthanondefinedrolerelationships.Itusuallyhasfollowingfeatures,flexibleandlooselystructure,undefinedrelationship,spontaneousmembershipandvariousdegreesofinvolvement.Buttheyarenotmutuallyexclusive.Differencesbetweentheformalandinformalorganization:

formalorganizationhascleargoals,objectives,policies,andmissionstatement.Informaldon’thave..Formalorganizationdefinedstructure,cleardivision.Informalorganizationhasnoformalstructure,provideinformalcommunicatiowithintheorganization.Formalorganization`srulesmayexist.Informalorganizationhasnoformalrules.Formalorganizationdefinedline,staffandfunctionalrelationships.Informalorganisationisn’t.Theorganizationwillbecontrolledbysomecontrolstrategy.Informalorganizationhasnoformalcontrolstrategy.

Forexample,theinvestorsinScotiaAirwayshavesetanambitiousprogrammeforexpansionoverthenext5yearstoincludelonghauldestinations.Theinvestorsteamisaformalorganisation.Because,theyhaveclearobjectiveaboutexpansion.

ScotiaAirwaysberegardedasafamily-stylecompany,andhasestablishedarangeofsuppliersandclientsthatareseenastheextendedfamily.Inthiscase,thatsuppliersandcilentsdon’thaveastructure,andtheyareundefinedrelationship.Sothesuppliersandclientsisinformalorganisation

Incaseacultureoftrusthasbeenemphasiseddevelopedbyboththemanagementandworkersandthishasservedtoenhancetheeffectivenessefficiencyandoverallperformanceofthebusiness.Thisisculturecontrol.Because,formalorganisationcanbecontrolledbysomeway,thatisformalorganisation.

So,therealsoexistmanyinformalorganizationswithintheformalorganizations.

4DescribefourprimarystakeholdersofScotiaAirwaysandexplaintheirinterestsin,andinfluenc