1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people.
Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s.
2. （1）
Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization.
Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function.
Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks.
a.Emerging of Personnel Management/Social justice
Evolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers.
b.Grouth in PM 1914-1939/Human bureaucracy
The exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayo
c.Consent by negotiation
During the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role.
d. Organisation and integration
From the early 1980s, the Human Resources Management function is complex and as such has resulted in the formation of Human resource departments/divisions in companies to handle this function. The Human resource function has become a wholly integrated part of the total corporate strategy.
Personnel specialists began to develop a closer role in the management of organisations, rather than dealing principally with employee issues on their behalf. The period also saw the growth of personnel as a career, with opportunities to specialise in specific areas. The practitioners of HRM are required to get certification ,such as CIPD.
（2）
a.Human recource planning
Human recource planning requires the human resource mangement function to ensure that it has in place the right type and number of workers in place at any given time.
b.Recruitment and selection
Recruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right type of applicant. Ultimately, this increases the chances of making a suitable selection and appointment. c. Training and Development
More and more organisations are recognising human capital as their most valuable asset. Retaining the best people in your company requires a comprehensive succession planning policy. In fact, corporate training and development is the solution to enhance the competence and capabilities of your people. Through training and development, you can observe improvements in performance of your workforce in handling their job more effectively. Equipped with the right skills and knowledge, your best people can perform better.
d. Employee relations
Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.
e. Pay and reward
It is important for employers to find out what attracts, retains and engages individuals and then explore how best they can meet these needs as well as meeting the requirements of the business within the appropriate legal and regulatory environment. It is crucial that when creating an employer offering, organisations try to ensure that they align their practices to the needs of the business and employees, and integrate the various elements of the reward package so that they support, rather than contradict, one another.
f. Performance Management and Appraisal
Staff Performance Management is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.
Staff performance management can be a very effective management tool when applied properly. It provides staff with clarity of aims and focus on job expectation, motivates staff to perform better, cultivates the desired culture, helps focus on the desired results,
improves communication, helps develop staff and helps achieve departmental objectives.
g. Job analysis
Job analysis is the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. It include two main part : Job descriptions – what the job entails? Person specifications – what kind of people to hire for the job?
Job Analysis: The procedures for determining the duties and skills requirements of a job and the kind of person who should be hired for it .
Job description: A list of a job’s duties , responsibilities, reporting relationships, workin g conditions, and supervisory responsibilities. It is a product of the job Analysis.
作为一个术语，以反映组织achieed如何从员工的最佳的人力资源管理。这是reconised在不断增加的全球市场竞争，最好的办法是有干劲十足的人。
人力资源管理是指你需要进行人事管理工作方面，特别是的做法和政策，获取，培训，考核，奖励，并为贵公司的员工提供一个安全，道德和公平的环境。
2。（1）
人力资源管理是人事管理工作纳入和发展，同时寻求建立和发展工人队伍，为组织的利益。
人事管理常常被认为是一个独立的组织功能。人力资源管理，另一方面，往往是一个公司的整体功能的一个组成部分。
人事管理通常是唯一的组织人事部门的责任。人力资源管理，所有组织的管理者往往是某种方式参与，并发展必要的技能，处理人员相关的任务，一个行政目标可能是有各部门的经理。
A.新兴的人事管理/社会正义
人事管理的演变开始于19世纪。在19世纪的政府开始从工人阶级的群众开始质疑和蔑视贵族的权力感到压力。这就是所谓的社会改革。工人阶级开始形成的工作组合和贸易组织，他们的权利提供了一个集体的声音。拳头工会大会于1868年举行。来自十九世纪的社会改革者的工作人员功能。
B.在下午1914-1939/Human官僚主义的Grouth
第一次世界大战期间开始的人事管理的确切增长。包括由政府和标题劳动力的经理或就业经理的强制性福利主任的供应是在1920年，在工程行业和所在的工厂非常importanty处理的情况下，招聘等其他行业。
第二次世界大战增加人事部门在二十世纪初的重要性，工作人员开始远离其福利的主要焦点。这是一个时期，其中规模以上工业组织开始出现。作为专长的人员开始形状，带着责任来看待，如组织设计和人员等领域。一些社会科学家研究促进发展的PM。举例来说：弗雷德里克泰勒和埃尔顿- 梅奥
C.同意通过谈判
在20世纪50年代和60年代，人事职能扩大其在组织的作用，包括谈判的作用。劳资关系成为关键人才的作用。对国营工业的法定职责，要求他们与代表雇员的工会谈判。大学的课程开始出现人员专家。
人事管理，执行不同的功能，如集体谈判的作用，实现立法的作用，业务角色的社会良知，生长性能的改善作用。
D.组织和整合
从20世纪80年代初，人力资源管理职能是复杂的，这样导致在企业人力资源的部门/部门在处理这个功能的形成。人力资源功能已成为一个总的企业战略的全集成的一部分。
人事专家开始在组织管理的作用，主要处理与代表他们的雇员问题，而不是。这一时期，也看到了作为一个职业人才成长，专注在特定领域的机会。人力资源管理的从业者必须获得认证，如CIPD。
（2）a.Human recource规划
人类recource规划要求人力资源mangement功能，以确保它在正确的类型和在任何特定时间到位的工人数量。
b.Recruitment和选择
招聘和选拔，通常被视为一个过程。但是，我们之间的区别在这里起步行动，规划时，工作人员的招聘和个人选择的申请人池的过程中考虑。招聘需求，精心策划，以吸引申请人的权利类型。最终，这增加了一个合适的选拔任用的机会。
C.培训及发展
越来越多的组织认识到他们最宝贵的资产的人力资本。在贵公司保留最优秀的人才，需要一个全面的接班规划政策。事实上，企业培训和发展的解决方案来增强你的人的能力和能力。通过培训和发展，你可以观察他们的工作更有效地处理劳动力的性能改进。配备合适的技能和知识，你最好的人可以有更好的表现。
D.员工关系
员工关系涉及身体与维护雇主与雇员的关系，有助于令人满意的生产力，动机和士气有关的工作。从本质上讲，员工关系，预防和解决的问题涉及个人所引致或影响工作的情况表示关注。
E.付出与回报
重要的是，为雇主找到什么吸引，保留和从事个体，然后探讨如何最好他们能够满足这些需求，作为会议的要求，在适当的法律和监管环境，业务以及。它是至关重要的，当创建一个雇主提供，组织尝试，以确保它们赞同他们的做法，以企业和员工的需求，并整合奖励包的各种要素，使他们支持，而不是彼此矛盾，。
F.业绩管理和评价
员工绩效管理是人力资源管理最重要的功能之一。它提供上下文个人目标与部门的目标联系起来，从而支持和促进部门目标的实现。
在正确应用时，员工的绩效管理可以是一个非常有效的管理工具。它提供了明确的目标和重点工作的期望员工，激励员工更好的表现，培养所需的文化，有助于专注于预期的效果，提高沟通，有助于培养员工，并有助于实现部门目标。
G.工作分析
工作分析的过程，通过它您确定这些工作的职责和谁应该为他们聘请的人的特点。它包括两个主要部分：职位描述- 什么工作的？人规格- 什么样的人聘请的工作？工作分析：工作和什么样的人，谁应该为它聘请的职责和技能要求确定的程序。职位描述：工作的职务，职责，汇报关系，工作条件，并监督责任的清单。它是工作分析的产物。
1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people. Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s. 2. （1） Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks. a.Emerging of Personnel Management/Social justice Evolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers. b.Grouth in PM 1914-1939/Human bureaucracy The exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayo c.Consent by negotiation During the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role. d. Organisation and integration
“Escape to Wild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。它作为一家私营公司小规模的经营了超过15年的，一直到六年前，一位经理被聘请来扩展公司业务。首先，公司增加了邮购目录上的商品数，并且用了更大的仓库来存放和配送货物。四年前，“Escape to Wild”开了第一家自己的零售专营店，到现在，已经有了10家零售专营店，并有计划再多开五间店。两年前，公司建立了自己的网站，实现了网上购物，这部分的业务发展迅速，还带了了很多海外的订单。这位新经理上任以来，公司员工已由原来的20人发展到300人，业务也变得更大更复杂，持续需要加强员工来源已经成为这家户外服饰专营公司最强烈的需求，需要更多的员工是这家公司的当务之急。 “Escape to Wild”公司没有明确的人力资源部门。部门经理们根据自己部门的职责招聘新人，负责确定他们的薪酬水平。薪酬管理业务已经外包，员工培训一般是临时组织的，财务主管负责处理员工的合同和特殊情况，例如产假和加薪。 在这个快速发展的时期，公司已经开始将更多的精力投入到服务正在增加的客户群中。到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。 在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。一个管理层的人员最近参加了一个关于员工法案的研讨会，法律
2018年度人力资源状况分析报告 为了更好地完善公司的人力资源制度改革，帮助公司人力资源管理走向规范化、标准化、职业化，通过有效管理，更大程度提升调动员工工作积极性。本次人力资源分析主要采用了问卷调查、员工行为观察、员工代表沟通交流、整理汇总历史资料等方法，通过这些方法基本清晰公司人力资源管理的现状，并对公司在人力资源管理各个环节中出现的问题进行了重点分析，形成了以下报告： 第一部分 公司的人力资源现状 一、 集团总部人力资源结构分析 (一) 集团总部现有员工119 人，其中，高层管理人员11人，占9.24%,中层人员 24人，占20.2%,基层84 人，占 70.6% (二) 不包括基层后勤辅助类岗位的总部员工现有107人，其中男、女比例如下 (三) 高层队伍结构分析 ◆ 高层队伍的年龄结构良好，平均年龄44岁，年富力强，学历结构较合理，全日制第一学历均在大专及以上，资质上有6人（占55%）持一级建造师证，职称上36%为高工，18%为中级，18%为助工，28%没有任何职称。 ◆ 高层队伍的结构缺陷主要是 ● 73%的高层是从事项目施工和项目管理出身，司龄10年以上，缺乏专业的企业管理方面的训练，在11名高层中只有2名是在2012年通过社会招聘引进的，有一定现代化企业管理经历。 ● 高层人员的职称和资质匹配度不足以应对企业发展需求 (四) 中层队伍结构分析 ◆ 中层队伍的平均年龄是38.7岁，年龄结构如下：
◆ 中层队伍的工龄结构分析：现有人员中54%是在2010年改制后通过社会招聘引进的，优势在于这批人即拥有一定的新知识和新技能，又有较好的工作经验，同时劣势是缺乏对建筑行业的认知。其余在改制前入职人员，其在中恒工作时间均超过10年，企业忠诚度较高，同时缺乏的是专业的职业化训练和素养。 ◆ 中层队伍的第一学历结构分析：本科占29%,大专占 46%，中专以及下占25%。通过函授或其它在职教育形式，90%大专及以下学历的员工有提升，获得大专及上学历，同时还有二名中层获取MBA 硕士学历。 ◆ 中层队伍的职称和资质结构分析：职称上8%为高工，13%为中级，17%为助工，62%还未获得任何职称。资质上有8位（33% ）中层获得一级建造师。缺陷是：职称和资质持有率太低，有待提升。 (五) 基层队伍结构分析 ◆ 基层队伍的平均年龄是30.6岁，具体占比如下： ◆ 基层队伍的第一学历结构如下： ◆ 基层队伍工龄结构分析
Individual Report F84T 34 Managing People and Organisations Outcome 1 NAME: u SCN: CLASS：
Contents Introduction (2) Section 1: Relationship between goals, objectives and policies (2) Section 2: Differences between the formal and informal organization (3) Section 3: Open System Theory (3) Section 4: Different stakeholders (4) Section 5: Effective control strategy (5) Conclusion (6) Reference (6)
Introduction The purpose of the report is what to understand more fully the organization management. I learned company's departments’ work together in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies，differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy. Section 1: Relationship between goals, objectives and policies The relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better. Goals: Goals are long-term. Consumer goals are to provide to the customer the demand of consumers.Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. This is the Shangri-la Hotel's service goals. Objectives: Objectives are short-term. Objectives are more specific than the goals; it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes.
Assessment task 1 詻筱敉 Outcomes(s) covered 1 1 The definition of human resource management. Human resource management makes a clean sweep of all process about enterprise human resource economic activity, also maintaining a qualified workforce-human resource-in ways that contribute to organizational effectiveness. It use scientific way give the human resource combine with a certain material resources a reasonable training, organizing and distributing, make human resource and material resources keep a reasonable ratio. Thus can maximum achieve the object of the organization. Also it introduced as a term to reflect how organizations achieved the best from their employees, and recognized that the best way to compete in an ever-increasing worldwide market was to have highly motivated people. 2. (1) The difference of human resource management and personnel management. The terms personnel and human resource management are used inter-changeably by both organization and academics. ①The difference of manage concept Personal management is consider people as “tool”, tends to be bureaucratic, mechanistic and centralized with formally defined roles. But human resource considers people as “resource”, emphasize produce and develop. It focus on the commitment of employees; more organic, flexible and resourcecentred. ②The difference of manage method Personnel management is shorter-term and reactive, regarded as Marginalized management function. HRM takes a longer-term, proactive, strategic view, with the emphasis on helping the organization to achieve business success, regarded as Strategic management function. HRM is intergraded into line-management, rather than focused on specialist/professional roles. Also it focuses on the commitment of employees, rather than their compliance. Personnel functions tended to be bureaucratic, mechanistic and centralized, with formally defined roles. They are regarded as workforce-centered. Human resource management is more organic, flexible and resource-centered. ③The difference of manage content Personal management is recruitment new staff and fill the vacancy. In other ways, give approach people the approach work. Human resource not only has this function, but also responsible for plan the work and coordinate the relation of the work. (2) The evolution of personnel and human resource management. The first stage: social justice Evaluation of Personnel management started in 19th century. During the 1800?s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The first Trade Union Conference held in 1868. The personnel functionary arises from the work of nineteenth century social
Contents 1.0 Introduction 2.0 Findings 2.1 Current Organizational Structure 2.1.1 the Characteristic of Hierarchical Structures 2.1.2 Span of Control 2.1.3 Departmentalization 2.1.4 Communication Patterns 2.1.5 the Chain of Command 2.2 Future Organizational Structure 2.2.1 the Characteristic of Hierarchical Structures 2.2.2 Span of Control 2.2.3 Departmentalization 2.2.4 Communication Patterns 2.2.5 Chain of Demand 2.3 Contingency Approach that help determine the Future structure 2.3.1 Task 2.3.2 Technology 2.3.4 Size 2.4 Relationships 2.4.1 Line Relationship 2.4.2 Functional Relationship 2.4.3 Staff Relationship 2.4.4 Lateral Relationship 2.5 Authority, Responsibility and Delegation 3.0 Conclusion 4.0 Reference 1.0 Introduction
Section A Barbour Brown有限公司是一个工程顾问公司，由David Barbour和Neil Brown在14年前建立，位于一个大片农村地区中的主要城镇。最初，该公司仅仅专注于国内的工程项目，例如道路和下水道的铺设，由于当时的私人房屋建设迅速发展。 80年代，Neil和David都为一家在那个城镇中有办事处的大公司（Floyd and Fleming有限公司）工作.David做过分支经理，而Neil,一个有企业家精神的年轻人，参与了结构发展的部分，之后在中东地区工作了两年。1989年Floyd和Fleming公司决定撤除分支办事处并集中经营他们在城市里的工作。 Neil最近从中东地区工作归来，享受了做自己老板的自由和灵活。他和David讨论了合伙继续在那个小镇经营工程咨询服务的可能性。David有在当地工作的经验，他意识到小镇里有足够的小型工程，来维持公司运营。他还有足够的储蓄和资产，可以用于管理买断。Neil 同样有国外工作所得的储蓄。有了这些资源，这两个人有足够的资本来买下当时Floyd和Fleming公司的办公室。他们制订了一项经营计划来保证额外用于买断的资金。用来支持这项创业的筹资，从银行贷款和苏格兰发展机构的拨款中获得。以五年内不得在中央地带接受和执行工作为条件，管理买断被同意了。 1990年新的Barbour和Brown工程有限公司开张了。公司团队包括David, Neil和其它两位合格的工程师组成：Jack,一个志存高远的毕业生；James一个30岁却还未获得资格认证的工程师。另外还有两个合格的技师和一个学徒技师 Section B 在接下来的14年中公司稳定地发展，主要集中于核心的国内工程业务。公司通过从事当地的工作来发展，由于Neil和Brown坚信内部投资的原则，他们总是支持当地其它公司的发展。为此他们让当地的承办人，保险经纪人和会计来给他们提供服务。实际上，只要可能，他们推荐John Colbert工程承包公司来从事建设工作已经成了一条不成文的规定。Neil Brown和John Colbert曾经是大学期间的校友并且一直是好朋友。可以依赖John的公司提供的服务，成为了获取合同的一个重要优势，因为这不仅在设计阶段，也在建设阶段增加了该公司保证高质量服务的能力。 该公司的主要目的是提供高质量的服务，因此员工具备最先进的技术尤为重要。这使得该公司可以尽可能高效地提供高规格设计。员工被激励去升级他们的技能，当他们获取资格认证的时候，会发给奖金。当地的学院被用来培训那些学徒，但是由于培训需求的缺乏，费用正
h n d人力资源管理 o u t c o m e SANY GROUP system office room 【SANYUA16H-
Individual Report F84T 34 Managing People and Organisations Outcome 4 NAME: SCN: CLASS:
Contents Introduction (2) Section 1:The Structure at Present in Shangri-la Hotel (2) Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3) Section 3:The Influence of Task, Technology, and Size on the New Structure (5) Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6) Section 5: Authority, Responsibility and Delegation within the New Structure (7) Conclusion (8) Reference (8)
Introduction The purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure. Section 1:The Structure at Present in Shangri-la Hotel At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff. Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure. Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized
第一章 人力资源部工作实务 1．小型企业人力资源部组织结构图 2．中型企业人力资源组织结构图 3．大型企业人力资源部组织结构图 4．集团公司人力资源部组织结构图 5．人力资源部周工作汇报表 6．工作分解表 7．人力资源部汇报关系与授权图 8．人力资源部业务沟通模式和内控模式 9．人力资源部职责分工表 10．当月人力资源情况汇总表 11．人力资源重要事项通报 12．某公司人力资源部年度重点工作计划表 第二章 组织与职位管理 1．小型通信企业组织结构图 2．中型软件开发企业组织结构图 3．中型家电企业子公司组织结构图 4．大型零售企业区域分公司组织结构图 5．大型房地产企业组织结构图 6．大型证券企业组织结构图 7．岗位分析调查问卷 8．工作分析访谈表 9．工作评价要素表 10．部门关键能力分析调查表 11．部门职位设置表 12．岗位设置分析表 13．职位位置组织结构图 人力资源管理 实务操作完全手册
14．任职资格学历——工作经验替代表 15．组织设计流程图 16．职位说明书编写流程图 17．组织结构调整流程图 18．岗位设置流程图 第三章人力资源规划 1．企业人力资源状况统计表 2．人力资源结构调整计划表 3．人力资源流动成本分析表 4．人力资源战略规划表 5．岗位编制计划表 6．组织调整申请表 7．岗位增编申请表 8．公司部门内部岗位调动调整表 9．人力资源规划操作流程图 10．人力资源计划制订流程图 11．人力资源预算管理流程图 第四章招聘管理 1．招聘流程图 2．招聘需求表 3．应聘人员登记表 4．面试通知书 5．面试评价表样例一 6．面试评价表样例二 7．电话面试记录表 8．结构化面试问卷样本 9．新员工试用期考核表 10．新员工试用期工作总结表 11．新员工试用期转正考核表 12．新员工提前转正申请表 13．猎头服务委托单 14．猎头服务效果评价表 15．内部人员竞聘申请表 16．外部招聘管理流程图
Section 1:The Structure at Present in Shangri-la Hotel At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.
Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure. Centralization& Decentralization: the centralization means that the important decisions are taken the must tasks to top this After Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach. Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management
第一章人力资源管理导论 一、教学目的 通过本章的学习，使学生能够理解人力资源与人力资源的基本概念及其演变过程与发展趋势。 二、教学要求 1．了解人力资源的概念与特征，人力资源与人力资本的区别与联系 2．掌握人力资源管理的概念、目标和任务 3．了解人力资源管理的演变过程 4．了解美国、日本等国的人力资源管理模式的特点与变化 5．掌握人力资源管理的发展趋势 三、参考书目 1．廖泉文，《人力资源管理》，北京：高等教育出版社，2003。 2．张德等，《人力资源管理与开发》（第二版），北京：清华大学出版社，2001。 3．［美］加里?德斯勒，《人力资源管理》（第六版），北京：人民大学出版社，1999。 4．［美］雅各布?明塞尔，《人力资本研究》，北京：中国经济出版社，2001。 四、教学重点与难点 1．人力资源与人力资本的区别与联系 2．人力资源管理的任务 3．人力资源的发展趋势 五、教学步骤 1．分析学习《人力资源管理》意义，导入本章的内容； 2．分析、讲解本章的内容； 3．总结概括本章所学内容。 六、教学方式 1．采用多媒体教学 2．以课堂讲授为主 七、教学时间：3课时 八、作业要求：课外阅读（提供相关资料）
九、教学内容： （一）人力资源的基本概念 1、人力资源的定义 人力资源是指能够推动社会和经济发展的，能为社会创造物质财富和精神财富的体力劳动者和脑力劳动者的总称。 要素：推动………发展；创造………财富；劳动者 2、人口资源、劳动力资源、人才资源、天才资源的定义 人口资源：一个国家或地区具有的人口数量的总称 劳动力资源：一个国家或地区具有的劳动力人口的总称 人才资源：一个国家或地区具有较强的管理能力、研究能力、创造能力和专门技术能力的人们的总称 天才资源：在某一领域具有特殊才华的人们的总称 3、人口资源、劳动力资源、人才资源、天才资源之间的区别 人口资源：只有数量指标 劳动力资源：主要是数量指标，但与人的体质有关 人力资源：具有数量和质量两个指标 人才资源：只有质量指标，评价标准会有很大的不同 天才资源：只属于某些特殊领域，在人口资源中所占比例极少 4、人口资源、劳动力资源、人力资源、人才资源、天才资源之间的关系 （1）包含关系 ①健康的包含关系 健康的社会和健康人群间的包含关系是指每小环中的人群都比前一大环中的人群具有更好的体力、智力和能力。这种包含关系为健康、良性的比例关系奠定了基础。参见图1-1。