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

HND人力资源管理outcome

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IndividualReport

F84T34ManagingPeopleandOrganisations

Outcome4

NAME:

SCN:

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Contents

Introduction

Thepurposeofthisreportistoexaminetheunderstandingofmanagementstructureintheorganizationanditsapplication.Therearefivesectionsinthereport:

managementstructurebeforemerger;managementstructureafternewdevelopment;contingencyapproachanditsvariablesaftermerger;differentrelationshipswithinthenewstructure;relevanceofdifferentrelationshipswithnewstructure.

Section1:

TheStructureatPresentinShangri-laHotel

Atpresent,flatstructureisusedinthemanagementofthehotel.Hybridmanagementstructureisused.Craigusedthecentralizedandlineapproachtomanagetherestaurant.Ailsausedthedecentralizedandteamapproachtomanagethehotel.Inthehotel,alloftheworkwasdividedintofourtypesaccordingtodifferentproductsorservices:

chambermaids,reception,kitchenstaffandwaitingstaff.

Flatstructure:

itmeansthatabusinesshasfewverticallevelofmanagementandawidespanofcontrol.Asaresult,therelationshipbetweenmanagerandsubordinatewillbeclosed,theflowofinformationwillbequick,anditwillsaveadministrativeexpenses.However,becauseofwidespans,thecommunicationbetweenthesameleveldepartmentandemployeeswillbedifficult.Inthecase,forexample,inthekitchen,therewereonlytwolevels:

Craig,themanager;kitchenstaffsandwaiters.Craigdirectlygavethesubordinatestheirdifferenttasks.Soitwasaflatstructure.

Centralization&Decentralization:

thecentralizationmeansthattheimportantdecisionsaretakenbythetopmanagementandtheotherlevelsimplementthedirectionsthattopmanagergives.Inthecase,Craigmainlyusedthecentralizedapproach.Forexample,allhissubordinatesmustfollowthemenumadebyCraig.AndCraigmadedecisionsbyhimselfandallocatedtaskstokitchenstaffandwaiters.Itshouldbeacentralizedapproach.Decentralizationmeanstopmanagerdelegatesauthoritiestoalllevelsofmanagement.Inthecase,Ailsausedthisdecentralizedapproach.Forexample,inthemanagementofAilsa,shegaverightstoAntoniotorunthings.Itwasadecentralizedapproach.

Linestructure:

itmeansthatauthoritycomesdownfromthebosstotheirstaffdirectlyinalinerelationship.Itsadvantageisthatitisveryconvenienttocommunicatebecauseofthedirectlinerelationship.However,becauseitneedsanone-to-onemanagingprocess,themanagingtasksaretooheavy.Itwillbecostly.Inthiscase,Craigusedthelineapproach.Craigallocatedspecifictaskstodifferentstaffs.Herequiredthatallstaffsshoulddodishesfollowinghismenu.Andherequiredthewaitersshouldattendtocustomerswithinfiveminutesofbeingseated.Hemanagedalltheindividualsintherestaurantdirectly.Soitwasalineapproach.

Teamstructure:

itreferstodividetheentireorganizationintoworkgroupsorteams.Afterdividingintoteams,therewillbehighemployeeinvolvementandempowerment.Thefunctionalbarrierswillalsobereduced.However,theambiguouschainofcommandwillarise.Inthecase,Ailsausedthisapproach.Shedividedallstaffsinthehotelintoseveralteams,suchasthereceptionteammanagedbyAntonio,thecleaningstaffteam,andthechambermaidsteam.Everyteamhadtheirownspecificworktodo,andeveryteamnumberinvolvesinthemanagement.Soitwasateamapproach.

Productorservice:

itmeansthattheentireorganizationisdividedintodifferentdepartmentsaccordingtotheproductsorservicesuppliedtocustomers.Inthecase,iswasdividedintofourtypes:

chambermaids,reception,kitchenstaffandwaitingstaff.Forexample,inthemanagementofthehotel,Craig’sstaffsweredividedintofollowingparts:

thekitchencook,thepurchasingstaffandthewaiters.Theydiddifferenttasksandmadedifferentproductsorservicetocustomers.Soitwasaproductsorserviceapproach.

Section2:

AnAppropriateFormofRe-StructureforShangri-laHotel

Afterthenewdevelopmentoftheorganization,theorganizationalstructurecanbedividedintothreeparts:

themanager,thestaffandthesupplier.ItiscalledaShamrockmanagementstructure.Thedepartmentalizationapproachcouldalsobeused.

Productdepartmentalization:

itmeansthattheentireorganizationisdividedintodifferentdepartmentsaccordingtotheproductsorservicesuppliedtocustomers.Inthecase,beforemerger,itconsistsoffourtypes:

chambermaids,reception,kitchenstaffandwaitingstaff.Therewouldbeadditionaltwotypesafterthemerger.Onewasisfarm,theotherisGordon’srestaurant.

Supplier-Gordon

Staff

Manager

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.