HND人力资源管理

Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction (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 (6)Conclusion (7)Reference (7)IntroductionThe 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 HotelAt 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 approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in aline relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, 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 of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon’s farm.Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract theresponses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’ complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。

“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，法律的复杂性带来的实际问题是公司更加需要一个专门的部门来公平的处理员工的问题。

同样，员工们也开始抱怨一些条款和条件中的矛盾，有一些人离职了，因为他们对自己遭受到的人力资源问题觉得不满意。

Table of Contents1.0 Introduction 02.0 Main body (1)2.1 Current organizational structure (2)2.2 Solution Approaches (2)2.3 Factors impacted the new structure (7)2.4 Relationships in the new structure (8)2.5 The practice of authority,responsibility and delegation (9)3.0 Conclusion (10)4.0 Reference (11)1.0 IntroductionBarbour Brown Engineering Ltd is a new joint partnership,which is set by David Barbour and Neil Brown and mainly work for civil and structural engineering designs.The company consists of engineers, technicians, apprentices and an officesupervisor.The company is famous high quality design ,finishing work timeously within the quoted price.Though over the past fourteen years the company was developing continuously, a problem existed was that David who work as an administration leader cannot engage his work with Neil who was work for marketing.So that，many project was missed because of their discordance .However，there are many successful cooperation projects between BBE and John Colbert Civil Engineering Contractors,which concentrated on the development stage of projects via the design specification made by Neil. Now,there is a noticeable trend that customers require a more substantial and fast service.And John has an intention to retire,so John proposed Neil about a merger between BBE and JCCEC to increase competitiveness and make savings. After taking a panoramic view of the situation of the two companies, David and Neil agreed that it was time to re-structure.2.0 Main body2.1 Current organizational structureAn organization is a group of individuals operating together in a systematic way to achieve a set of objectives. Barbour Brown Engineering Ltd is aimed to provide high quality products and services.To make any adjustment, the current operating structure must be understand, of which BBE was running in a mechanistic system,which tends to be is more rigid in structure and was considered more appropriate to stable conditions. Compared with the mechanistic system, the organic system is a more fluid structure considered to be more appropriate to changing conditions. In addition,BBE was employed in line structure which provides routes for upwards and downwards communication and links departments to an ultimate source of authority.And flat structure refers to few or no levels of intervening management between staff and managers, in which staff are more directly involved in the decision making process, rather than closely supervised by managers. No matter line or flat structure,the goal is to provide better products and services.组织是一组个体的操作在一起以一种系统化的方式来实现一组目标。

Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroduction ...........................................................Section 1:The Structure at Present in Shangri-la Hotel.........................Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel..............Section 3:The Influence of Task, Technology, and Size on the New Structure.......Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure.Section 5: Authority, Responsibility and Delegation within the New Structure. ......Conclusion. ...........................................................Reference. ............................................................IntroductionThe 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 HotelAt 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 ofcontrol. As a result, the relationship between manager and subordinate will be closed, the flowof 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 aretaken 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 approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, 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 of the hotel, Craig ’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service tocustomers. So it was a products or service approach.Section 2:An Appropriate Form of Re-Structure for Shangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part, the external co- workers and the part-time workers as a form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the Supplier-Gordo Managermanaging hotel development and made great progress finally. The second part was staff. Therenwere four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffsprovided service to customers and the kitchen supplied foods and drinks to customers. The thirdFarm supply: 3 staffs Craig: Kitchenpart was supplier- Gordon. Gordon supplied raw materials from his farm to Craig’s kitchen. Also, Restaurant:wife, 2 RestaurantGordon opened a restaurantchefs, 4whichwaitersconsisted of his wife, twoAlisa:chefsMarketingandfour waiters. Every partin the Shamrock organization has their own expectations.Managing thehotelChambermaidsReceptionKitchen staffWaiting staff.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicatedas well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is not just related to the information technology, but also to the technology of producing a product or supplying service.In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategiesand plans which focused on the city customers and business. After the merger, Ailsa mustmake another different marketing strategy which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes.In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuffwas increasing. Besides, because Gordon’s farm was a part of the hotel, it would be less costlyto buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in aline relationship. In the case, Craig was responsible for managing and directing the kitchenstaff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. Forexample, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa ’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa ’s hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility：It is the obligation for some people in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2021,Managing People and Organisations, China Modern Economic Publishing House.。

Individual ReportF84T 34 Managing People and OrganisationsOutcome 2NAME：SCN：CLASS：ContentsIntroduction (1)Section1：Content and Process Theory within Application (2)Section 2：Methods improving job performance (3)Section 3a：Importance of Teamwork (4)Section 3b：Three factors affecting team cohesiveness and performance (4)Conclusion (5)Reference (5)IntroductionThree points in this report。

Using the Maslow's theory analysis the Shangri-la hotel in the case. The benefits of expectancy theory. Combining with case write five ways to improve performance。

The content of the final includes Belbin-team roles and contribution and three factors influencing of team cohesion。

The following is the main content of the paper。

Section1: Content and Process Theory within ApplicationMaslow's theory:Maslo w’s theory is put forward by Maslow in the mid-1950s. Maslow describes the human needs into the same pyramid from low to high level be divided into five kinds。

Contents1.0 Introduction2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical Structures2.1.2 Span of Control2.1.3 Departmentalization2.1.4 Communication Patterns2.1.5 the Chain of Command2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical Structures2.2.2 Span of Control2.2.3 Departmentalization2.2.4 Communication Patterns2.2.5 Chain of Demand2.3 Contingency Approach that help determine the Future structure2.3.1 Task2.3.2 Technology2.3.4 Size2.4 Relationships2.4.1 Line Relationship2.4.2 Functional Relationship2.4.3 Staff Relationship2.4.4 Lateral Relationship2.5 Authority, Responsibility and Delegation3.0 Conclusion4.0 Reference1.0 IntroductionThis report has mainly analysis the Tasty Company, which is a food company. According to the contingency approach, there is a need to re-structures the internal structure. It is also to identify the line, staff, functional and lateral relationships. In the report, I will explain the current and recommended structure of the company, and the authority, responsibility and delegation to line management relationships in the proposed structure.2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical StructuresThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line. This kind of structure is suitable for the beginning of the Tasty Company.This is the sort of structure that allows for easy decision-making and is also very informal in nature. They have fewer departments, which makes the entire organization become decentralized one so the authority and responsibility could be defined clearly Tasty Company with this structure can be bureaucratic and respond slowly to change the customer needs and the market within which the organisation operates. Communication across various sections can be poor especially horizontal communication.Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry2.1.2 Span of ControlSpan of control is simply the number of subordinates that an executive supervises. The number of employees that a manager can manage must be determined by every organization. Wide spans have the advantage of supervisors having to delegate and ensure clear policies are laid down. As for Tasty Company, the span of control of the firm is narrow, a president control five managers. Usually, managers are easily to delegate and make sure policies are carried out.The high cost due to the numerous levels, supervisors may get too involved in the work of subordinates and undue delay may be caused. The possible loss of control bythe supervisors and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.2.1.3 DepartmentalizationThe assignment of jobs to departments is called departmentalization, and it represents one of the core aspects of the horizontal division of labour. The methods of departmentation include Functional, product, matrix, geographic, customer and hybrid. And the definition of function departmentation is that employees with closely related skills and responsibilities are assigned to the same department.This method is easy and logical to measure and evaluate the employees’ performance and decide usually efficiency and effective. Second, it can enhance the communication between managers and employees and enhance the career ladders and training opportunities. It follows the principle of specialisation, and economies result by having similar tasks grouped under one area.Functions may not be so important as the area covered by Tasty may be widespread and another grouping may be better..Such specialisation may invoke narrowness of outlook. And there may be conflicts between local functional goals and the needs of the whole organisation. A classic example is conflicts between operations staff and marketing staff where operations might want to standardise to get efficiency and marketing might want more variety to meet what they believe are customers’ need.Management positions need people of wide experience and this is not readily available in a rigid functional departmentation system that affords poor training grounds.2.1.4 Communication PatternsTasty company has numerous communication patterns. Generally, a normal company has six types of patterns for communication including line relationships, functional relationships, staff relationships, lateral relationships, matrix structure and hybrid structures. From the current organizational structure of Tasty, it is easy to find that they apply the line relationships, A president control five vice general managers, and each manager can not manages other managers because they are in a same level, andthey plays the same roles of subordinate for the general manager.2.1.5 the Chain of CommandIt is a typical pyramid shape. Generally speaking, the enterprise must take the focus of attention from supply transferred to the consumer demand. The concept of demand chain for channel members are facing a severe task: enable provide customers more value than supply chain. The main characteristics of the demand chain are demand enter into supply chain, power transfer, demand as the core and the alliance formation of real value. In addition, the flow contents of the chain of demand include demand, resource, information, knowledge and cooperation relationship. The core of demand chain management is the collection, transmission of demand. As for Tasty Company, the chain of demand is extremely significant, in order to stablish the demand chain, the company should push attention to more ceramic collectors and wealthy, and attracts them buy our food. Also the firm should ensure demand chain can solve the needs of market, sales and service in the value chain.2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical StructuresTo solve the problems of current organizational structure which is too simple and leads that each manager doesn’t recognize their task, thus Tasty Company may have confusions without appropriate hierarchy. After expanding the organizational structure, there’re five levels of management. First, the president actions as the biggest controller, they take up the highest location of the company, and he counterbalances the power with every department. Therefore, President controls the general manager and it should work for himself. Then, every manager manage some departments or factories, and each department have closely contact with other departments, and they are controlled by their each manager.2.2.2 Span of ControlSpan of control is too narrow as for these managers, nothing have controlled by them. As the result, some departments should be formatted while the organizational structure is expanding. Every manager controls four or more departments, that is tosay, the span of control become much wider than the former structure. The president also actions as the biggest controller, he has widest span of control. Last but not least, in the future organizational structure of Tasty, many supervisor has appeared, and it ensure the span of control in the president which can not too wide to influence the operation of the firm, they make the span of control maintain a suitable quantity.2.2.3 DepartmentalizationIt is easy to find that the departmentalization is not obvious of the current organizational structure, and these managers can not consist a effective organization. Therefore, after extending the organizational structure, the company realizes departmentalization. The future organizational structure is matrix structure. Departments are working for four or more their own task. The organization will be more efficiency and the communication between departments and managers definitely are enhanced, the managerial performance also will improve a lot.2.2.4 Communication PatternsThere is no doubt that in the previous organizational structure, the communication pattern is too simple because line relationships actions the main communication pattern in Tasty management. As the result, there is a big change after the organizational structure changing. The future structure changes into matrix structure therefore the function of each department is able to develop easily. And manager can make command become more centralized, the degree of task completion enable maximized. Additionally, there are several department for marketing which was managed independently by one general manager which indicates that the matrix structure was very useful in the future organizational structure of Tasty.2.2.5 the Chain of CommandAs for previous organizational structure, the chain of demand is narrow which is not good for company’s operation, and there are fewer managers. So in the future organizational structure, more department managers should be showed up, and that cause demand chain become more and more luxuriant. These managers can control the chain of demand forcefully. For example, Marketing Department can make the demand chain stronger, and it can control more departments to meet the commongoals. Last, the chain of command would make Tasty Company work more efficiently.2.3 Contingency Approach that help determine the Future structure 2.3.1 TaskThe situational variables may include task, technology and size, which will determine the systems and structures determined. The nature and size of the task is a key determinant in shaping the organization. To accomplish the targets that provide better service to the customers after they purchased the products, and achieve the good effect of brand, Tasty Company can increase the After Service in the Line Executive. After having completed the task, the company can promote standardized and efficient services. The technology the organization uses is a key factor in its success. This is in relation not just to information technology but the complete approach to producing an item or delivering a service.2.3.2 TechnologyIn the process of the social and economic development, the company has no choice but to develop new technologies constantly, thus it is a need to increase the Sales Managers who can help the company to research and develop the technology and also overall charge the departments of design and techniques. This change can make the company highly formalized, and has a great deal of specialization and division of labor, and high centralization of decision-making. The size of the organization is a key variable in influencing the design and structure of the organization, with small organizations typically having few procedures which typically will have many written procedures, organization charts and formal processes.2.3.3 SizeIf the company is attempting to employ a growth task by entering into global markets, it will need a structure that is flexible, fluid and readily adaptable to the environment. Therefore, Tasty Company should expand the scale. Thus, it is necessary for the company to increase the quality assurance manager which takesresponsibility for the material, production, and equipment. With the size increased, the capacity, number of personnel, outputs includes customers and sales, resources are also increased. The organizational structures tend to be higher customization, specialization and differentiation. However, increasing size is also related to increase structuring of organizations activities but decreased concentration of power.2.4 Relationships2.4.1 Line RelationshipThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line, hence the name line structure. This kind of structure is suitable for smaller organizations like small accounting firms and law offices.●the Advantages of Line RelationshipThis relationship has the advantages of simple structure, would arise low management cost. The command is unified and under this structure departments could make decisions rapidly. The responsibility and subordinate relationship are also very clear, flexible. It’s easy to maintain the discipline and order.the Disadvantages of Line RelationshipUnder this structure, it may cause some various contradictions and incongruities. To the production department and running of enterprise, it will cause some bad effects. And it is not conducive to develop comprehensive management talents.2.4.2 Functional RelationshipThis kind of organizational structure classifies people according to the function they perform in their professional life or according to the functions performed by them in the organization. Wherever the functional specialist supports or has authority over certain activities of a particular department there is said to be a Functional relationship.●the Advantages of Functional RelationshipT his structure will make the most of the experts’ talent and give the lower level work specific guidance so as to make up for the inadequacy of ability of administrativeleadership and management.●the Disadvantages of Functional RelationshipThis structure is easy to form multiple leadership and results in lower employee do not know what course to they should take.RelationshipIt may be between the administrative support staff and the different teams. And it describes the relationship between the assistants of senior staff and other staff. The assistant may not have direct authority, however, but act as a representative of the senior manager they work for.●the Advantages of Staff RelationshipUnder this relationship, responsibility is clear, every departments are aware to what they should do work, the manager could centralize and unify the employee and command. A variety of experts can play an significant business management role. The stability of organization is higher, when external environment changes small , it’s easy to develop an organizing group efficiency.●the Disadvantages of Staff RelationshipSome every department becomes a system. And in this structure some departments may don’t pay attention to information lateral communication, which will cau se repeated easily and low efficiency. If the departments are delegated with excessive power, it’s harmful to this structure. Some departments are lack of flexibility and lags on response to environmental changes. Also, this structure may increase the management cost2.4.4 Lateral RelationshipIn management, it is a link between two employees of the same organization who are at the same level of authority. They may not have the same job title or description, but they report to either the same person or to people who are of equal standing in the company's chain of command. The term describes the 'side by side' relationship that two employees may have in the hierarchical structure of a business.●the Advantages of Lateral RelationshipIn this situation, it can shorten the distance between managers and employees. The speed of information circulating longitudinally is fast so there will be less distortional information. And the employees are more active and autonomy and satisfaction. It’s better for leaders to understand employees’ situation. Supervisors and employees can form a larger collective, which is beneficial to solve more complex problems.●the Disadvantages of Lateral RelationshipBecause the management range is wide, the decentralization of power, it’s d ifficult to implement the strict control. The managements are difficult to carry out thorough and specific management. When supervisors and employees form a larger collective, with the expansion of collective’s scale, the coordination and consensus becomes more difficult.2.5 Authority, Responsibility and DelegationAuthority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organization. Responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function.Delegation is the act of passing the responsibility to complete a task to another person.●The Authority, Responsibility, Delegation of the Sales ManagerThe sales manager in the Tasty Company should take responsible for the sales activities in regard of the sales growth for the company. What’s more, the sales manager should develop sales plans and assist in developing the market. Also, the sales manager should direct support and train related local Account Sales Managers to achieve branch and personal objectives. Moreover, it is a need for sales manager to monitor the sales result for each sale on a monthly basis to make sure that his monthly sales quota is met. At the same time, meet with top customers, assist sales representatives to maintain relationships and close deals is also their responsibilities. When it comes to the authority, the sales manager has the framework of the guidelines, policies, rules concerning line or staff relations as well as of budgets and plansapproved the authority to make the decisions necessary to fulfill his responsibility. Considering the delegation, for instance, the general manager appoint the sales manager to increase the economic trade at home and abroad, and highlight the importance for the sales manager to make a plan about the cooperation with some of the large and medium-sized enterprises at home and abroad, and enhance the sales of the Tasty Company. Also, the sales manager can carry out the plan if the general manager gives the authority to make the cooperation plan, and communicate with other companies and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the sales manager.The Authority, Responsibility, Delegation of the Administration Manager The responsibilities of the administration manager in the Tasty Company are establish and maintain good relationships with local governmental authorities, and in charge of management of all offices in China including the head office and factory property. The administration manager has the authority to check finance manager expenses, precede work described. Also, approval of department expenses within the approval limited and approval to selection of service provider within the responsible area are also the manager’s authority. Next comes to the delegation, for instance, the general manage appoints the administration manager to select the excellent people to help the development of the company and tell the administration manager to increase the difficulty of hiring staff and make sure their loyalty to the company. The administration manager can carry out the plan when the general manager gives the authority and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the production manager during the recruitment of the staffs.3.0 ConclusionIf the Tasty Company adopts the new organizational structure, it will have a good reputation for its leading market, maximum profit advanced management,. The size of the company and beneficial parts has a dramatic improve. If they do well in these文档来源为:从网络收集整理.word版本可编辑.欢迎下载支持. every points above, they will more likely a stable development in its future.4.0 ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations11文档来源为:从网络收集整理.word版本可编辑.。

Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME：uSCN：CLASS:ContentsIntroduction 0Section 1：Relationship between goals, objectives and policies (1)Section 2：Differences between the formal and informal organization.. 1Section 3：Open System Theory (1)Section 4: Different stakeholders (2)Section 5: Effective control strategy (3)Conclusion (3)Reference (3)IntroductionThe 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 policiesThe 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:25713 6471 摱34197 8595 薕32495 7EEF 绯424989 619D 憝：dKGoals are long—term。

Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME：SCN:CLASS：ContentsIntroduction (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)IntroductionThe 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。

Contents1.0 Introduction2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical Structures2.1.2 Span of Control2.1.3 Departmentalization2.1.4 Communication Patterns2.1.5 the Chain of Command2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical Structures2.2.2 Span of Control2.2.3 Departmentalization2.2.4 Communication Patterns2.2.5 Chain of Demand2.3 Contingency Approach that help determine the Future structure2.3.1 Task2.3.2 Technology2.3.4 Size2.4 Relationships2.4.1 Line Relationship2.4.2 Functional Relationship2.4.3 Staff Relationship2.4.4 Lateral Relationship2.5 Authority, Responsibility and Delegation3.0 Conclusion4.0 Reference1.0 IntroductionThis report has mainly analysis the Tasty Company, which is a food company. According to the contingency approach, there is a need to re-structures the internal structure. It is also to identify the line, staff, functional and lateral relationships. In the report, I will explain the current and recommended structure of the company, and the authority, responsibility and delegation to line management relationships in the proposed structure.2.0 Findings2.1 Current Organizational Structure2.1.1 the Characteristic of Hierarchical StructuresThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line. This kind of structure is suitable for the beginning of the Tasty Company.This is the sort of structure that allows for easy decision-making and is also very informal in nature. They have fewer departments, which makes the entire organization become decentralized one so the authority and responsibility could be defined clearly Tasty Company with this structure can be bureaucratic and respond slowly to change the customer needs and the market within which the organisation operates. Communication across various sections can be poor especially horizontal communication.Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry2.1.2 Span of ControlSpan of control is simply the number of subordinates that an executive supervises.The number of employees that a manager can manage must be determined by every organization. Wide spans have the advantage of supervisors having to delegate and ensure clear policies are laid down. As for Tasty Company, the span of control of the firm is narrow, a president control five managers. Usually, managers are easily to delegate and make sure policies are carried out.The high cost due to the numerous levels, supervisors may get too involved in the work of subordinates and undue delay may be caused. The possible loss of control by the supervisors and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.2.1.3 DepartmentalizationThe assignment of jobs to departments is called departmentalization, and it represents one of the core aspects of the horizontal division of labour. The methods of departmentation include Functional, product, matrix, geographic, customer and hybrid. And the definition of function departmentation is that employees with closely related skills and responsibilities are assigned to the same department.This method is easy and logical to measure and evaluate the employees’ performance and decide usually efficiency and effective. Second, it can enhance the communication between managers and employees and enhance the career ladders and training opportunities. It follows the principle of specialisation, and economies result by having similar tasks grouped under one area.Functions may not be so important as the area covered by Tasty may be widespread and another grouping may be better..Such specialisation may invoke narrowness of outlook. And there may be conflicts between local functional goals and the needs of the whole organisation. A classic example is conflicts between operations staff and marketing staff where operations might want to standardise to get efficiency and marketing might want more variety to meet what they believe are customers’ need.Management positions need people of wide experience and this is not readily available in a rigid functional departmentation system that affords poor traininggrounds.2.1.4 Communication PatternsTasty company has numerous communication patterns. Generally, a normal company has six types of patterns for communication including line relationships, functional relationships, staff relationships, lateral relationships, matrix structure and hybrid structures. From the current organizational structure of Tasty, it is easy to find that they apply the line relationships, A president control five vice general managers, and each manager can not manages other managers because they are in a same level, and they plays the same roles of subordinate for the general manager.2.1.5 the Chain of CommandIt is a typical pyramid shape. Generally speaking, the enterprise must take the focus of attention from supply transferred to the consumer demand. The concept of demand chain for channel members are facing a severe task: enable provide customers more value than supply chain. The main characteristics of the demand chain are demand enter into supply chain, power transfer, demand as the core and the alliance formation of real value. In addition, the flow contents of the chain of demand include demand, resource, information, knowledge and cooperation relationship. The core of demand chain management is the collection, transmission of demand. As for Tasty Company, the chain of demand is extremely significant, in order to stablish the demand chain, the company should push attention to more ceramic collectors and wealthy, and attracts them buy our food. Also the firm should ensure demand chain can solve the needs of market, sales and service in the value chain.2.2 Future Organizational Structure2.2.1 the Characteristic of Hierarchical StructuresTo solve the problems of current organizational structure which is too simple and leads that each manager doesn’t recognize their task, thus Tasty Company may have confusions without appropriate hierarchy. After expanding the organizational structure, there’re five levels of management. First, the president actions as the biggest controller, they take up the highest location of the company, and he counterbalances the power with every department. Therefore, President controls the general manager and it should work for himself. Then, every manager manage some departments or factories, and each department have closely contact with other departments, and they are controlled by their each manager.2.2.2 Span of ControlSpan of control is too narrow as for these managers, nothing have controlled by them. As the result, some departments should be formatted while the organizational structure is expanding. Every manager controls four or more departments, that is to say, the span of control become much wider than the former structure. The presidentalso actions as the biggest controller, he has widest span of control. Last but not least,in the future organizational structure of Tasty, many supervisor has appeared, and it ensure the span of control in the president which can not too wide to influence the operation of the firm, they make the span of control maintain a suitable quantity.2.2.3 DepartmentalizationIt is easy to find that the departmentalization is not obvious of the current organizational structure, and these managers can not consist a effective organization. Therefore, after extending the organizational structure, the company realizes departmentalization. The future organizational structure is matrix structure. Departments are working for four or more their own task. The organization will be more efficiency and the communication between departments and managers definitely are enhanced, the managerial performance also will improve a lot.2.2.4 Communication PatternsThere is no doubt that in the previous organizational structure, the communication pattern is too simple because line relationships actions the main communication pattern in Tasty management. As the result, there is a big change after the organizational structure changing. The future structure changes into matrix structure therefore the function of each department is able to develop easily. And manager can make command become more centralized, the degree of task completion enable maximized. Additionally, there are several department for marketing which was managed independently by one general manager which indicates that the matrix structure was very useful in the future organizational structure of Tasty.2.2.5 the Chain of CommandAs for previous organizational structure, the chain of demand is narrow which is not good for company’s operation, and there are fewer managers. So in the future organizational structure, more department managers should be showed up, and that cause demand chain become more and more luxuriant. These managers can control the chain of demand forcefully. For example, Marketing Department can make thedemand chain stronger, and it can control more departments to meet the common goals. Last, the chain of command would make Tasty Company work more efficiently.2.3 Contingency Approach that help determine the Future structure 2.3.1 TaskThe situational variables may include task, technology and size, which will determine the systems and structures determined. The nature and size of the task is a key determinant in shaping the organization. To accomplish the targets that provide better service to the customers after they purchased the products, and achieve the good effect of brand, Tasty Company can increase the After Service in the Line Executive. After having completed the task, the company can promote standardized and efficient services. The technology the organization uses is a key factor in its success. This is in relation not just to information technology but the complete approach to producing an item or delivering a service.2.3.2 TechnologyIn the process of the social and economic development, the company has no choice but to develop new technologies constantly, thus it is a need to increase the Sales Managers who can help the company to research and develop the technology and also overall charge the departments of design and techniques. This change can make the company highly formalized, and has a great deal of specialization and division of labor, and high centralization of decision-making. The size of the organization is a key variable in influencing the design and structure of the organization, with small organizations typically having few procedures which typically will have many written procedures, organization charts and formal processes.2.3.3 SizeIf the company is attempting to employ a growth task by entering into global markets, it will need a structure that is flexible, fluid and readily adaptable to theenvironment. Therefore, Tasty Company should expand the scale. Thus, it is necessary for the company to increase the quality assurance manager which takes responsibility for the material, production, and equipment. With the size increased, the capacity, number of personnel, outputs includes customers and sales, resources are also increased. The organizational structures tend to be higher customization, specialization and differentiation. However, increasing size is also related to increase structuring of organizations activities but decreased concentration of power.2.4 Relationships2.4.1 Line RelationshipThis is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line, hence the name line structure. This kind of structure is suitable for smaller organizations like small accounting firms and law offices.the Advantages of Line RelationshipThis relationship has the advantages of simple structure, would arise low management cost. The command is unified and under this structure departments could make decisions rapidly. The responsibility and subordinate relationship are also very clear, flexible. It’s easy to maintain the discipline and order.the Disadvantages of Line RelationshipUnder this structure, it may cause some various contradictions and incongruities. To the production department and running of enterprise, it will cause some bad effects. And it is not conducive to develop comprehensive management talents.2.4.2 Functional RelationshipThis kind of organizational structure classifies people according to the function they perform in their professional life or according to the functions performed by them in the organization. Wherever the functional specialist supports or has authority over certain activities of a particular department there is said to be a Functionalrelationship.●the Advantages of Functional RelationshipThis structure will make the most of the experts’ talent and give the lower level work specific guidance so as to make up for the inadequacy of ability of administrative leadership and management.●the Disadvantages of Functional RelationshipThis structure is easy to form multiple leadership and results in lower employee do not know what course to they should take.2.4.3Staff RelationshipIt may be between the administrative support staff and the different teams. And it describes the relationship between the assistants of senior staff and other staff. The assistant may not have direct authority, however, but act as a representative of the senior manager they work for.●the Advantages of Staff RelationshipUnder this relationship, responsibility is clear, every departments are aware to what they should do work, the manager could centralize and unify the employee and command. A variety of experts can play an significant business management role. The stability of organization is higher, when external environment changes small , it’s easy to develop an organizing group efficiency.●the Disadvantages of Staff RelationshipSome every department becomes a system. And in this structure some departments may don’t pay attention to information lateral communication, which will cause repeated easily and low efficiency. If the departments are delegated with excessive power, it’s harmful to this structure. Some departments are lack of flexibility and lags on response to environmental changes. Also, this structure may increase the management cost2.4.4 Lateral RelationshipIn management, it is a link between two employees of the same organization who are at the same level of authority. They may not have the same job title or description, but they report to either the same person or to people who are of equal standing in the company's chain of command. The term describes the 'side by side' relationship that two employees may have in the hierarchical structure of a business.●the Advantages of Lateral RelationshipIn this situation, it can shorten the distance between managers and employees. The speed of information circulating longitudinally is fast so there will be less distortional information. And the employees are more active and autonomy and satisfaction. It’s better for leaders to understand employees’ situation. Supervisors and employees can form a larger collective, which is beneficial to solve more complex problems.●the Disadvantages of Lateral RelationshipBecause the management range is wide, the dec entralization of power, it’s difficult to implement the strict control. The managements are difficult to carry out thorough and specific management. When supervisors and employees form a larger collective, with the expansion of collective’s scale, the coor dination and consensus becomes more difficult.2.5 Authority, Responsibility and DelegationAuthority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organization. Responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function.Delegation is the act of passing the responsibility to complete a task to another person.●The Authority, Responsibility, Delegation of the Sales ManagerThe sales manager in the Tasty Company should take responsible for the sales activities in regard of the sales growth for the company. What’s more, the sales manager should develop sales plans and assist in developing the market. Also, thesales manager should direct support and train related local Account Sales Managers to achieve branch and personal objectives. Moreover, it is a need for sales manager to monitor the sales result for each sale on a monthly basis to make sure that his monthly sales quota is met. At the same time, meet with top customers, assist sales representatives to maintain relationships and close deals is also their responsibilities. When it comes to the authority, the sales manager has the framework of the guidelines, policies, rules concerning line or staff relations as well as of budgets and plans approved the authority to make the decisions necessary to fulfill his responsibility. Considering the delegation, for instance, the general manager appoint the sales manager to increase the economic trade at home and abroad, and highlight the importance for the sales manager to make a plan about the cooperation with some of the large and medium-sized enterprises at home and abroad, and enhance the sales of the Tasty Company. Also, the sales manager can carry out the plan if the general manager gives the authority to make the cooperation plan, and communicate with other companies and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the sales manager.The Authority, Responsibility, Delegation of the Administration Manager The responsibilities of the administration manager in the Tasty Company are establish and maintain good relationships with local governmental authorities, and in charge of management of all offices in China including the head office and factory property. The administration manager has the authority to check finance manager expenses, precede work described. Also, approval of department expenses within the approval limited and approval to selection of service provider within the responsible area are also the manager’s authority. Next comes to the delegation, for instance, the general manage appoints the administration manager to select the excellent people to help the development of the company and tell the administration manager to increase the difficulty of hiring staff and make sure their loyalty to the company. The administration manager can carry out the plan when the general manager gives the authority and give abundant information and resources. Meanwhile, it’s essential forthe general manager to support and monitor the production manager during the recruitment of the staffs.3.0 ConclusionIf the Tasty Company adopts the new organizational structure, it will have a good reputation for its leading market, maximum profit advanced management,. The size of the company and beneficial parts has a dramatic improve. If they do well in these every points above, they will more likely a stable development in its future.4.0 ReferenceScottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations。

Question 1Most of the time, organizations were established in order to complete specific goals .and these goals are very important which make sure the direction that the organization will take over the long-range and are not always very unambiguous. Actually, there are four types of goals. Operational Goal, Product Goal, Consumer Goal and Secondary Goal.When a goal relate to the consumer we called it consumer goal, at the same time others may include product goals which refer to the range of products and services, operational goals cover staffing levels and technology, according to the case study we can see “The Scotia Airways is the first airline to offer full business class services, but at prices that are equivalent to the economy class of its competitors,” is the consumer goal of the Scotia Airway.As we know, the Scotia Airways is an organization aims to make profit, in other words, Scotia Airway’s operation goal was to make profit and enhance the market share.Secondary goals are usually not the most important things but are all the same important that the organization would like to achieve, according to this case study we can see “Scotia Airways aspires to mark its international presence, by introducing flights to major European tourist destinations, as well as expanding to major business centre in Eastern European and the Middle and Far East.” is the Secondary goals of the Scotia Airways.In a sense, the objectives should have four key elements, they are Measurable, Attainable, objectives are more specific than goals, and in order to achieve goals the specific path must be formed. and Realistic and be Time-specific. In the case study you can see, the investors in Scotia Airways have set an ambitious program for expansion over the next 5 years to include long haul destinations. And the airlines international flights will only use custom built wide bodied aircraft, and would not offer economy class travel.Policies can provide a way to make sure that the management and staff can make decisions. Which also try to provide a guideline to channel a manager’s thinking in a specific direction. Again policies familiarly give an expression to the values of the main stakeholders. In the case study you can see, Senior Management agrees output targets with middle and junior managers and staff, and allows the operational planning to be determined by those managers and employees.RelationshipBusiness objectives are more specific and have the particular method in order to achieve goals; goals are usually determine the long-range direction of the organization. Objectives are narrow and are set for certain tasks in particular while goals are broader than objectives in the sense that goals are general intentions and are not specific enough to be measured, but they both have a certain time frame, goals usually have a longer time-frame than objectives, objectives are usually precise targets set for a short term, goals may be set for a longer term but many objectives may be set within that goal.AdviceEmployees is the basic part of Scotia Airways, so, if the Scotia Airways pay more attention to the welfare of the employee, they will pay more attention to their work for reward, because they will think that is a good choice to join in this company, or they will think this organization is just like their family. Scotia Airways will have a better future once the employees working hard. At the same time, Scotia Airways can set a feedback systems, this is to say, Scotia Airways should listen to their consumer’s suggestion, so the management can make some decision much easy and make fewer mistakes.Question 2Open systems is a useful system to business corporation because it can provide a ripe way of thinking, and its theory is a systems that interact with their environments. Inputs:Raw materials: the aircraft supporting facilities like oil.Machinery: Scotia Airway’s airplane.Human resources: 80 staff across all departments.Money: the investors invest much capital in Scotia Airways.Organization processes:Strategy: become an airline with international influence and can sustained profitability Objectives and goals: aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, every time they are on board. Structure: the Scotia Airways have three departments. Finance department, operations department, marketing and sales departmentManagement style: work together like a familyQuestion 3Formal organizationFormal organization has clear objectives, tasks, structure and the corresponding mechanism, the function and the members of the responsibility relations as well as member activities of the specification. Formal organizational is a certain structure, the same goals and specific functions behavior system. For example, Scotia Airway’s department, Finance department, marketing and sales department, and operations department.Informal organizationInformal organization has no formal plan organization structure, through interaction and from formal organization have clear objectives and organization operation mechanism. Informal organization intends to create a certain forms of way, this kind of organization form usually organization chart to illustrate.In Scotia Airways, some department like finance department is a permanent establishment, because the department is certain structure and have the right to decide the company strategy.Some organization in Scotia Airways is informal organization, like some basketball team in the Scotia Airways. The team is made up by the Scotia Airways employees. But it is not a formal organization because the team is only some employees who like to play basketball.Question 4Employees: employees are most interested in job security. This group is the most important part of an organization. Without their hard working, organization can not exist with normal operation. In short, they contribute to the organization and key to its success. For example, the airline currently employs 80 staffs across all departments. They are interest in job security, and the quality of their services will directly affect the company’s performance.The government: the government levy taxes and rules on organization sometimes may be expensive to carry out and follow. For example, if the government increases tax, it will make the profit, because the cost of sales is increase.Suppliers: suppliers always want to have a good relationship with the organization because they can achieve some benefits from it. For example, when the Scotia Airways have a very good relationship with the suppliers, the suppliers may be give a low price. It will decrease a lot of cost.Directors and managers: directors and managers are most interested in how to make maximum profit and achieve the goals made by the organization. For example, they have a clear idea that business travel was a growth area. And Scotia Airways need more money supports their company. Sure they have interest income from investment. Question 5Control through rules, policies and proceduresAs we all know, rules, policies and procedures can regulate people’s behavior, Scotia Airways try to let people know which management can make a decision by providing a working rules, it is good for the company, because it can make people work more efficient. Scotia Airways set a standard of policies which aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, and every time they are doing great because of the rules and policies, and through the rules, every employee knows what they should do and what the right manner is. So, the management can run the company much easy,ReferenceScottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 20.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 27.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 29.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House,Managing People and Organizations page 32.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 44.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 46.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 58.Scottish Qualifications Authority, 2013, China Modern Economic Publishing House, Managing People and Organizations page 72.。

Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction (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)IntroductionThe purpose of the report is what to understand more fully the organization management. I learned c ompany'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 policiesThe 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.Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organization Each Business organization has a formal and an informal aspect of organization. Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization. Informal organizationsInformal organizations are flexible and loose structure, are spontaneous and have different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are used to analyze the internal and micro-environment.For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelin award. Highest rated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience and problem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the localcollege. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing.Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-La Hotel.Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation.Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-national companies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and their daughter Craig Ailsa.Manager: Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers.Employee: Employee training opportunities, and opportunities for promotion in the company. Staff will affect the quality of enterprises and service. In the Shangri-la Hotel the reception manager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer.Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-la Hotel Gordon Meldrum is the supplier.Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-la Hotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement.Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In the Shangri-la Hotel Craig personally prepared the menu for the restaurant.Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company.Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control can make workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel.ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。

Assessment task 11. The definition of human resource managementHuman resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.Human resource management also can be defined as a strategic and coherent approach to the management of an organization’s most valued assets: the people working there who individually and collectively contribute to the achievement of its objectives. --------Michael Armstrong.2.(1)The difference between human resource management and personnel managementPersonnel management and human resource management are more or less the same thing. In fact personnel management is one of the core components of human resource management. The terms personnel and human resource management are used inter-changeably by both organization and academics.But personnel management deals with the selection, recruitment, job description and work load of an employee. On the other hand, human resource management looks after the broader concept of HR. It deals with personnel management as well as organizational management, personnel administration, manpower management, industrial management, organizational development and also personnel training and development. In fact, personnel management is considered to be the more traditional approach to managing people in organizations. Alternatively human resource management is considered to be the “new” approach.They have five parts differs, there are the position in the company, the roles in the company, the attitude to the staff, treat the staff as capital or the cost and who is doing the work. Personnel management is marginalized management function, but HR management is strategic management function in the company. Personnel management is short-term and reactive, regarded as marginalized management function. HRM takes a long-term, proactive, strategic view, with the emphasis on helping the organization to achieve business success, regarded as strategic management function. The role of personnel management in a company is a reactive role, but HR management is a proactive role. Personnel management treat the staff as collectivist, but HR management treat them as individualist. Personnel management tended to be bureaucratic, mechanistic and centralized, with formally defined roles, it regard workforce-contred. HR management focuses on the commitment of employees, more organic, flexible and resource-centered. Personnel management’s staff are usually specialists, but HR management’s staff are usually line management involvement. HRM is integrated into line management, rather than focused on specialist/professional roles.Human resource management 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-centred.Human resource management is more organic, flexible and resource-centered.(2)The evolution of personnel and human resource managementHuman resource management emerged from personnel management and personnel management emerged from manpower planning. At first, we call it evolution of personnel management, and then, we call it rising role of HRM, but now, we call it rise of SHRM.The evolution of personnel and human resource management have four major stages, there are social justice, human bureaucracy, consent by negotiation and organization and integration.The premise of emerging personnel management have two parts, they are practice condition and theory condition. The momentum for the industrial revolution grew through the 17th century. Agricultural methods were continually improving, creating surpluses that were used for trade. These advances created a need for improved work methods, productivity and quality that led to the beginning of the industrial revolution. During these time, it builder the first premise----the factory system emerged. The other condition is like that. In 1776, Adam Smith wrote the book The Wealth of Nations, he suggests that the work should be broken down into simple tasks. From this division he saw three advantages: the development of skills, time saving and the possibility of using specialized tools. Smith’s suggestions let to many changes both in manufacturing processes and managing people. So the second premise----labor specialization theory.Social justiceDuring the 1800’s governments began to fell pressure from the working class masses who started to questions and defy the power of the aristocracy. The personnel function arises from the work of nineteenth century social reformers. The social justice include that, many firms introduced subsidized housing, appointed welfare, officers and developed sick pay and unemployment benefit schemes. During this time, the social justice developing very fast, and it becomes more and more comfortable for the staff. At the same time, the human bureaucracy also comes into sight and helps human resource management develop.Human bureaucracyThis part’s develop was helped by the First World war, because of the demand, the firms become more and more bigger than before, so they need much more staffs than before. This part help the human resource management develops. Second World War increased the importance of having personnel development.The father of scientific management Frederick Winslow Taylor said four overriding principles of scientific management. And the Hawthorne studies talk about the relationship between the work machine s and the work efficiency. It told that the social environment is combining with the persons or the relationship about persons, and the material environment is combining with machine.Dating the 1950s and 1960s, the human resource department is important for the firm, and it is also have many laws for it.Consent by negotiationIn a word from we talk about in the front, the evolution could have other parts. In thisparagraph, we will say consent by negotiation. Because of the environment’s develops, the human resource department began to become the deputy of companies to negotiate with the unions representing employees, it become an important role in the company.Organization and integrationThe role of HRM has gain more important in the year 1980. The success of Japanese firm is due to effective management of workforce. It give much enlighten for westen countries. Human resource management start to become the top of the firm, it also need the specialist and have the CIPD. Information technology became increasingly important, as managers requested more complex employee information.Now, we always call it SHRM, it means combination of strategy and HRM.(3) Key functions of human resource managementFrom we talk about in front of the article, we could know that the function about it as collective bargaining role, implementation of legislation role, bureaucratic role, social conscience of the business role, growing performance improvement role.Except for these functions we also can know next paragraph.A rapidly changing economic environment, characterized by such phenomena as the globalization and deregulation of markets, changing customer and investor demands, and ever-increasing product-market competition, has become the morm for most organizations. To compete, they must continually improve their performance by reducing costs, innovating products and processes, and improving quality, productivity, and speed to market. With this special research forum on human resource management and organization performance, we hope to contribute to a better understanding of the role of human resource decisions in creating and sustaining organizational performance and competitive advantage.。

Individual ReportF84T34 Managing People and OrganisationsOutcome 2NAME：SCN：CLASS:ContentsIntroduction (2)Section1: Content and Process Theory within Application (2)Section 2: Methods improving job performance (3)Section 3a：Importance of Teamwork (4)Section 3b: Three factors affecting team cohesiveness and performance .. 5 Conclusion (5)Reference (5)IntroductionThree points in this report。

Using the Maslow’s theory analysis the Shangri-la hotel in the case. The benefits of expectancy theory。

Combining with case write five ways to improve performance。

The content of the final includes Belbin-team roles and contribution and three factors influencing of team cohesion. The following is the main content of the paper.Section1：Content and Process Theory within ApplicationMaslow's theory：Maslow’s theory is put forward by Maslow in the mid-1950s。

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 justiceEvolution 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 bureaucracyThe 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 Mayoc.Consent by negotiationDuring 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 integrationFrom 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 planningHuman 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 selectionRecruitment 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 DevelopmentMore 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 relationsEmployee 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 rewardIt 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 AppraisalStaff 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 analysisJob 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。

In dividual ReportF84T 34 Managing People and Orga ni sati onsOutcome 4NAME:SCN:CLASS:ContentsIntroduction . .................................................... 错误! 未定义书签。

Section 1:The Structure at Present in Shangri-la Hotel .............................. 错误! 未定义书签。

Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel 错误! 未定义书签。

Section 3:The Influence of Task, Technology, and Size on the New Structure 错误! 未定义书签。

Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure 错误! 未定义书签。

Section 5: Authority, Responsibility and Delegation within the New Structure 错误!未定义书签。

Conclusion .................................................. 错误! 未定义书签。

Reference ................................................... 错误! 未定义书签。

IntroductionThe 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 HotelAt present, flat structure is used in the managementof the hotel. Hybrid managementstructure is used. Craig used the centralized and line approach to managethe 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 meanstop manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it meansthat authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient to communicate because of the direct line relationship. However, because it needs an one-to-one managingprocess, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following his menu. And he required thewaiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, 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 meansthat 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 of the hotel, Craig 's staffs were divided into following parts: thekitchen cook, the purchasing staff and the waiters. They did differenttasks and made differe nt products or service to customers. So it was a products or service approach.Secti on 2:An Appropriate Form of Re-Structurefor Sha ngri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and thesupplier. It is called a Shamrock management structure. Thedepartme ntalizati on approach could also be used.Product departmentalization: it means that the entire organization is divided into differe nt departme nts accordi ng to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, recepti on, kitche n staff and wait ing staff. There would be additional two types after the merger. Onewas is farm , the other is Gordo n ' s restaura nt.Shamrockstructure: It especially refers to the three-part or three levelsof an organizational structure. In the shamrock organization there are three differe ntgroups of people: basic man agers, employees as the core part, the exter nal co- workers and the part-time workers as a form of suppleme nt.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types : chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig 's kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it meansthat the nature and size of the task will influence shaping the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well. So the nature and size of the task will determine the type of the organization structure.Technology: Technology relates to the production process used. It is notjust related to the information technology, but also to the technology of producing a product or supplying service. In this case, before the merger of Gordon' s farm as a hotel, Ailsa mademarketing strategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy which should be feasible in G ordon's farm. Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordon' s farm was a part of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and waiters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship: It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staff and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between the same level of staffs which are in different systems and do different tasks.For example, there were waiters in both Ailsa ' s and Craig ' s management system. But waiters in Craig 's restaurant supplied service to customers eating here. And waiters in Ailsa 's hotel supplied service to customers living here. This was a lateral relationship.Section 5: Authority, Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few changes appeared after the merger.Responsibility ：It is the obligation for somepeople in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger.Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her managethe hotel. However, Craig hardly delegated any right to others. As a result, it caused someproblems such as staffs ' complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.ConclusionThe findings of the report reveal the managementstructures, contingency theory and different relationships and their applications in different situations.ReferenceYuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.。

Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction .............................................................. 错误!未定义书签。

Section 1: Relationship between goals, objectives and policies错误!未定义书签。

Section 2: Differences between the formal and informal organization ... 错误!未定义书签。

Section 3: Open System Theory................................. 错误!未定义书签。

Section 4: Different stakeholders .............................. 错误!未定义书签。

Section 5: Effective control strategy .......................... 错误!未定义书签。

Conclusion ................................................................ 错误!未定义书签。

Reference .................................................................. 错误!未定义书签。

IntroductionThe purpose of the report is what to understand more fully the organization management. I learned c ompany'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 policiesThe 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 thecustomer 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.Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organization Each Business organization has a formal and an informal aspect of organization. Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization. Informal organizationsInformal organizations are flexible and loose structure, are spontaneous and have different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are used to analyze the internal and micro-environment.For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelin award. Highestrated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience and problem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the local college. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing.Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-La Hotel.Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation.Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-national companies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and their daughter Craig Ailsa.Manager:Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers.Employee: Employee training opportunities, and opportunities for promotion in the company. Staff will affect the quality of enterprises and service. In the Shangri-laHotel the reception manager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer. Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-la Hotel Gordon Meldrum is the supplier.Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-la Hotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement.Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In the Shangri-la Hotel Craig personally prepared the menu for the restaurant.Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company. Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control can make workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel.ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。

HND人力资源管理outcome2————————————————————————————————作者：————————————————————————————————日期：Individual ReportF84T 34 Managing People and OrganisationsOutcome 2NAME:SCN:CLASS:Contents Introduction (5)Section1: Content and Process Theory within Application (5)Section 2: Methods improving job performance (6)Section 3a: Importance of Teamwork (7)Section 3b: Three factors affecting team cohesiveness and performance.. 7 Conclusion (8)Reference (8)IntroductionThree points in this report. Using the Maslow’s theory analysis the Shangri-la hotel in the case. The benefits of expectancy theory. Combining with case write five ways to improve performance. The content of the final includes Belbin-team roles and contribution and three factors influencing of team cohesion. The following is the main content of the paper.Section1: Content and Process Theory within ApplicationMaslow’s theory:Maslow’s theory is put forward by Maslow in the mid-1950s. Maslow describes the human needs into the same pyramid from low to high level be divided into five kinds. The Shangri-La Hotel’s kitchen staff are analyzes and bases on an analysis of Maslow’s theory.Basic and physiological needs: The kitchen staff have physiological needs. So the Shangri-La Hotel mast offers kitchen staff food and shelter. The Shangri-La Hotel promises kitchen staff the satisfaction of physiological needs. Kitchen staff will definitely work hard.Safety and security needs:The kitchen staff have safety and security needs. The Shangri-La Hotel must provide insurance for kitchen staff personal safety. Shangri-La links with insurance companies and insurance companies provide kitchen staff insurance.Social needs:Kitchen staff maintains kitchen’s regular operation. Kit chen staff are important part in kitchen. Kitchen staff hard work in the kitchen, has is able to realize self-value.Ego needs: Craig is a sous chef but he does not respect the views of his employees. Craig is not to given the ego of kitchen staff. Kitchen staff want respect, so Craig mast given ego of kitchen staff and kitchen staff mast self-respect.Self-fulfilment needs:Kitchen staff has their purpose and intents. Kitchen staff realizes their value in the work and make their progress in the work. Kitchen staff works hard and become a chef.ConclusionMaslow’s hierarchy has diversification. People at different times have different needs. Maslow proposed that all humans seek to fulfill a hierarchy of needs. His hierarchy be represented with a pyramid by him. The potential has kitchen staff’s need and people have potential demand. Maslow’s hierarchy has variability. People have different demand in different environments.Expectancy theoryExpectancy theory is put forward by Vroom. Expectancy theory that motivation is heightened when behaviors are highly instrumental in achieving desires outcomes. Instrumentality includes the Shangri-La hotel Managers wants have reward system and rewards can include a promotion and a rise. The reward system mast befit the employees’ expectations. Manager’s valences for rewards weather or not employees be attracted by reward and reward positive or negative impact on employee.ConclusionThe discretion of the expected value is embodied by self-interest. Manager’s Rewards Sy stem attracts employs but rewards system depends on human’s subjectivity and experience.Section 2: Methods improving job performanceThere are so many ways to improve job performance such as job design, quality of working life, the nature of supervision, use of technology, the meaningfulness of work, job rotation and improving job performance of team members, autonomy and reward. Select five points combines with casesJob design: Chef’s personal methods influence hotel management.Craig prevents waiting staff deal with the problem that affect efficiency. Redistribution of power from Craig’s power to managers. So Shangri-La Hotel improves the processing efficiency that conducive hotel developmentReward:Shangri-La Hotel sets up a bonus system. Rewards can improve staff motivation. Alisa rewards hotel staff who studies in local collage. Hotel staff studies in collage can improve their service quality that for the hotel development. Alisa can finding the most successful people and promoting them out and take them become manages.Job rotation: Shangri-La hotel need training programs, such as rotations. Alisa can get managers working on every area of the site in hotel, so they know different working environment and they have a variety of work experience. Job rotation can help managers eliminates the monotony of work.Use of technology: Use of technology in the Shangri-La hotel’s kitchen. Upgrade the production line and reduced operating costs. Use of technology in the kitchen can improves the production efficiency.Autonomy: Sous chef has a new menu but Craig do not agree to use the new menu to cook. Sous chef has his power so sous can talk about the benefits of the new menu with Craig and introduces a new menu in order to better meet customer’s demands.Section 3a: Importance of TeamworkA team must have a common purpose or goal. The team cooperation can increase batter to satisfying objectives. Team increase enterprise competitiveness. The team cooperation van improving productivity and enhances service quality and innovative. The team cooperation can increases motivation and commitment.Belbin-team roles and contribution：Belbin thinks not prefer individual, only has the perfect team. Belbin-team’s content in cludes Monitor Evaluator, Team worker, Completer Finisher, Specialist, Implementer, Co-ordinator, Shaper, Plant, Resource Investigator.Tuckman-stage of team: Tuckman put the team growth into four stage. Four stage includes forming, storming, norming, performing and performing stages.Section 3b: Three factors affecting team cohesiveness and performanceTeam cohesiveness is very important to a team. Team cohesiveness is essential can plays an important role in digging out its potential and keeping the team exist. A cohesive team is an eligible team.Three factors, which effect the team cohesion and performance in the kitchen of hotel case.Size of team:Case of no team in the kitchen.Craig is in the kitchen range to set up asmall team. Small team effort w ould be a much more efficient approach. The Craig’s team include the delegates of work in the kitchen. Craig’s team discuss the problems about kitchen related that can make up for many of the problems before, such as lack of consultation, poor communication and lack of participation.Lack of communication: Craig is a personal totalitarian people due to he is lack of communication with his staff in the kitchen. Leading to the lack of cohesive force in the kitchen. Strengthen the communication between managers and employees that can improve team cohesion.Team members are positive and motivated: In the kitchen, the manager mast has the intense affinity and builds a consummation system. Managers build a good atmosphere, encourages various staffs positively upward. Positive the kitchen staff, unity and stability that conducive to team development.ConclusionTeam cohesion not only can increase the efficiency but also can enhance friendship among colleagues. Managers uses Maslow’s theory and Expectancy theory to managing employees. Team cohesion makes group with high cohesiveness, closely condensed g roup numbers, strive for group’s goal together. The last hope hotel has a long development.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。