HND人力资源管理outcome.docx
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HND人力资源管理outcome
Companynumber【1089WT-1898YT-1W8CB-9UUT-92108】
HND人力资源管理outcome
IndividualReport
F84T34ManagingPeopleandOrganisations
Outcome1
NAME:
u
SCN:
CLASS:
Contents
Introduction
Thepurposeofthereportiswhattounderstandmorefullytheorganizationmanagement.Ilearnedcompany'sdepartments’worktogetherinordertoachievethecompany'sgoals.Thisreporthasfivesectionswhicharerelationshipbetweengoals,objectivesandpolicies,differencesbetweentheformalandinformalorganization,openSystemTheory,differentstakeholdersandeffectivecontrolstrategy.
Section1:
Relationshipbetweengoals,objectivesandpolicies
Therelationshipbetweengoals,objectivesandpolicyfacilitatestotheeffectivemanagement.Goalsandobjectivesprovidethedesiredresults,andthepolicyisguidingpeoplehowtodo.Feasiblepoliciescanhelptherealizationoftheaimsandobjectivesofbetter.
Goals:
Goalsarelong-term.Consumergoalsaretoprovidetothecustomerthedemandofconsumers.Shangri-LaHotelsmaintainahighqualityofcustomerservice.ThisistheShangri-laHotel'sconsumergoals.Productgoalsaretoprovidecustomerswithhighqualityproduct.CraiginsistedonselectingthefreshestfruitsandvegetablesthisistheShangri-laHotelproductgoals.Servicegoalsaretoprovidecustomerswithhighstandardsofservice.TheShangri-laHotelpromiseswhencustomersneedthewaiter,waiterarrivewithinfiveminutestothecustomerside.ThisistheShangri-laHotel'sservicegoals.
Objectives:
Objectivesareshort-term.Objectivesaremorespecificthanthegoals;itcandeterminethespecificdirection.Objectivescanhelpanorganizationdetermineanumberoffactorssuchasthetimefactorandthecausalfactors.TheShangri-laHotelpromiseswhencustomersneedthewaiter,waiterarrivewithinfiveminutestothecustomerside.TheShangri-laHotelmaintaineda3-starMichelinchef.ThesearetheShangri-laHotel'sobjectives.SMARTmakeobjectivesmoreeffectivemoreefficientconcrete.KitchenstafftrainingdateisbyMay1999.Waitingstafftoattendtablewithin3minutes.
Policies:
Policiesprovideafixedsetofrulesorguidelines.CraigstockonlyintheGordonMeldrumCompany.Ailsaincreasetheirsalary.Allstaffreceivedtraininginthehotelofthehigheststandards.TheseareShangri-La'spurchasepolicies.
Section2:
Differencesbetweentheformalandinformalorganization
EachBusinessorganizationhasaformalandaninformalaspectoforganization.
Formalorganization
Formalorganizationhasaclearorganizationalstructureandclearmanagementdelegationandhasacertaindegreeofcontrol.Formalorganizationsaredesignedtobeclearregulationsanddeterminingrole.Shangri-LaHotelisaformalorganization.
Informalorganizations
Informalorganizationsareflexibleandloosestructure,arespontaneousandhavedifferentlevelsofparticipantsandtherelationshipisnotdefined.Informalorganizationcanprovideinterestandpleasureinworkinglife.Craigpersonalcentralizedcontrolkitchenhasmanycomplainingvoice.Thesesmallgroupsarecomposedofaninformalorganization.
Section3:
OpenSystemTheory
什么事开放式系统
Reductioninsalarywilllowerthestaffattituderesultinginadeclineinservicequality.Improvethequalityofstaff,canimprovethequalityofserviceofthestaff.
PESTisusedtoanalyzetheexternalandmacro-environment.SWOTisusedtoanalyzetheinternalandexternalenvironment.Fiveforcesareusedtoanalyzetheinternalandmicro-environment.
ForSWOTanalysisofcases.
StrengthsTheShangri-laHotelisamuchcoveted3-starMichelinaward.Highestratedthree-starMichelininayear,ifthereisnoqualifiedlocalbehavioroffallingstarsorthestars,hasmaintainedthreeMichelinstarsisShangri-La'sstrength.Antonioisthereceptionmanagerhasbeenwiththefirmformanyyears.Antoniohasawealthofmanagementexperienceandproblem-solvingmethodsencounterdifficultiesatthehotelshecansolveproblemsintime.Allstaffsaregoingtothelocalcollege.TrainstafftoalocalUniversity,youcanimprovetheoverallqualityofstaff,soastoimprovethehotel'sservicequality.
WeaknessesBecauseofCraig’spersonalcentralizedcontrolandemployeesworkdepressing.Craig'spersonalauthoritarianismistheworkingatmosphereisdepressed,manyemployeecomplaints,itleadstolowerqualityserviceattitudeandserviceofthestaff.Personalcentralizedcontrolmakeemployeescouldnotfinishedworkingregularovertime.CraigreliestoomuchonGordonMeldrum'srawmaterial.Ifthecontractisterminatedortheenhancedbargainingpowerofsuppliersandwillcausethehotelsupplierstobreak,affectingthenormaloperationofShangri-LaHotel.
OpportunitiesCraigonTVshowtojoinchef’scompetitioncanenhancethehotel’sreputation.CraigonbehalfofShangri-LaHotel,appearedontelevisionandgotgoodgrades,letmorepeopleknowthehotel'sdetails.Theeconomiccrisistwomulti-nationalcompaniesareabouttosetupheadquartersinGlasgow.TwocompaniesbasedinGlasgow,ithasalotofpotentialcustomers,forShangri-LaHotelisanewopportunityforthedevelopment.
ThreatsEconomiccrisiscollapseofthreecompaniesandthesecompaniesislargecustomerofShangri-laHotel.Recessioneconomicdownturnreducedconsumers'willingnesstospend,willlowertheShangri-La'scustomers.
Section4:
Differentstakeholders
Internalstakeholdersareowner,managerandemployee.
Owner:
Ownershavetheabilitytoprofit-makingcompanies,andabilitytodevelopstrategicandtacticaldirection.TheStewartfamiliesareowners.RespectivelySandyStewartandhiswife,theirsonandtheirdaughterCraigAilsa.
Manager:
Managershaveresponsibilityfortheirimplementation;thecapacitycanbethecompany'sdividendandprofit.Alsocantouseproblem-solvingskillsandwealthofexperience.Theycangetthestabilityofwages.IntheShangri-laHotelAilsaandCraigaremanagers.
Employee:
Employeetrainingopportunities,andopportunitiesforpromotioninthecompany.Staffwillaffectthequalityofenterprisesandservice.IntheShangri-laHotelthereceptionmanager,accountant,ateamofreceptionistsandmaintenancestaffareemployees.
Externalstakeholdersaregovernment,supplier,financer,communityandcustomer.
Government:
Governmenttocomplywiththelegislationtoensurethehealthandsafetyofthemassescangaintax.Governmentislocalgovernments
Supplier:
Supplieristoprovideasourceofincomethecompany.Theywanttoensuretheirpayment;therefore,theliquidityofthecompanyisveryimportant.Whilegoodrelationshipsarealsoimportant.IntheShangri-laHotelGordonMeldrumisthesupplier.
Financer:
Financersareresponsibleforthecompany'sliquidity.Alsocandetermineandinfluencethetermsofrepaymentandloanperiod.
Community:
Providesemploymentopportunitiesforlocalcommunitiesandsupportslocalevents,participationinlocaldecision-making.UnitedKingdomthesoilAssociationisthecommunity.
Customer:
Customerswithstabilityandreliability.Customerswantthecompanytoprovidehighqualityproductsandservices.IntheShangri-laHotelbusinessclientsandinternationalvisitorsarecustomers.
Section5:
Effectivecontrolstrategy
PersonalcentralizedcontrolOnepersonalismanagement.IntheShangri-laHotelCraigisthemanagementheinthekitchen.Craigoftencommunicateswiththekitchenstaff,toensurethatotheremployeescanunderstandhisapproach.AndCraigtodinnerisastrictrequirement.
BureaucraticcontrolArbitraryrowsfromthemasseshaverigidorganizationalstructuresandfixedrulesandregulations.IntheShangri-laHotelCraigpersonallypreparedthemenufortherestaurant.
OutputcontrolShangri-laHotelstaffunitassessment.Ailsatooktheinitiativetobigcompaniespullcustomers,tomanagethemattertomembersofthecompany.
CulturalcontrolInthespiritualleadershipofthestaff,feeltheirownenterpriseculture.IntheShangri-laHoteltheyeveryweekendhavefreedrinkfortheteamtocelebrate.
IrecommendtheShangri-laHotelwithculturalcontrols.Culturalcontrolcanmakeworkersmoreawareoftheircorporateculture,soemployeescanbetterservetheShangri-laHotel.
Conclusion
Ilearnednotonlyoftheuseofpersonalauthoritarianismandatmospherecanleadtodepression,affectthequalityofservice.Reasonablecontrolofculturesothatemployeesunderstandtheculturalbackgroundoftheenterprise,canbetterservethecompany.Company'sdepartmentsshouldworktogetherinordertoachievethecompany'sgoals.
Reference
LaurieJ.Mullins,ManagementandOrganisationalBehavior,SeventhEdition,FinancialTimesPrenticeHall(2005)
StevenL.McShane,MaryAnnVonGlinow,OrganizationalBehavior,FourthEdition,McGraw-Hilllrwin