HND人力资源管理outcome.docx

HND人力资源管理outcome.docx

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HND人力资源管理outcome

IndividualReport

F84T34ManagingPeopleandOrganisations

Outcome1

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u

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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