HND人力資源管理outcome1

HND人力資源管理outcome1HND人力資源管理outcome1HND人力資源管理outcome1IndividualReportF84T34ManagingPeopleandOrganisationsOutcome1NAME:uSCN:CLASS：ContentsIntroduction2Section1:Relationshipbetweengoals,objectivesandpolicies2Section2:Differencesbetweentheformalandinformalorganization3Section3:OpenSystemTheory3Section4:Differentstakeholders4Section5:Effectivecontrolstrategy5Conclusion6Reference6IntroductionThepurposeofthereportiswhattounderstandmorefullytheorganizationmanagement.Ilearnedcompany'sdepartments’worktogetherinordertoachievethecompany'sgoals.Thisreporthasfivesectionswhicharerelationshipbetweengoals,objectivesandpolicies，differencesbetweentheformalandinformalorganization，openSystemTheory,differentstakeholdersandeffectivecontrolstrategy.Section1:Relationshipbetweengoals,objectivesandpoliciesTherelationshipbetweengoals,objectivesandpolicyfacilitatestotheeffectivemanagement.Goalsandobjectivesprovidethedesiredresults,andthepolicyisguidingpeoplehowtodo.Feasiblepoliciescanhelptherealizationoftheaimsandobjectivesofbetter.Goals:Goalsarelong-term.Consumergoalsaretoprovidetothecustomerthedemandofconsumers.Shangri-LaHotelsmaintainahighqualityofcustomerservice.ThisistheShangri-laHotel'sconsumergoals.Productgoalsaretoprovidecustomerswithhighqualityproduct.CraiginsistedonselectingthefreshestfruitsandvegetablesthisistheShangri-laHotelproductgoals.Servicegoalsaretoprovidecustomerswithhighstandardsofservice.TheShangri-laHotelpromiseswhencustomersneedthewaiter,waiterarrivewithinfiveminutestothecustomerside.ThisistheShangri-laHotel'sservicegoals.Objectives:Objectivesareshort-term.Objectivesaremorespecificthanthegoals;itcandeterminethespecificdirection.Objectivescanhelpanorganizationdetermineanumberoffactorssuchasthetimefactorandthecausalfactors.TheShangri-laHotelpromiseswhencustomersneedthewaiter,waiterarrivewithinfiveminutestothecustomerside.TheShangri-laHotelmaintaineda3-starMichelinchef.ThesearetheShangri-laHotel'sobjectives.SMARTmakeobjectivesmoreeffectivemoreefficientconcrete.KitchenstafftrainingdateisbyMay1999.Waitingstafftoattendtablewithin3minutes.Policies:Policiesprovideafixedsetofrulesorguidelines.CraigstockonlyintheGordonMeldrumCompany.Ailsaincreasetheirsalary.Allstaffreceivedtraininginthehotelofthehigheststandards.TheseareShangri-La'spurchasepolicies.Section2:DifferencesbetweentheformalandinformalorganizationEachBusinessorganizationhasaformalandaninformalaspectoforganization.FormalorganizationFormalorganizationhasaclearorganizationalstructureandclearmanagementdelegationandhasacertaindegreeofcontrol.Formalorganizationsaredesignedtobeclearregulationsanddeterminingrole.Shangri-LaHotelisaformalorganization.InformalorganizationsInformalorganizationsareflexibleandloosestructure,arespontaneousandhavedifferentlevelsofparticipantsandtherelationshipisnotdefined.Informalorganizationcanprovideinterestandpleasureinworkinglife.Craigpersonalcentralizedcontrolkitchenhasmanycomplainingvoice.Thesesmallgroupsarecomposedofaninformalorganization.Section3:OpenSystemTheory什么事開(kāi)放式系統(tǒng)Reductioninsalarywilllowerthestaffattituderesultinginadeclineinservicequality.Improvethequalityofstaff,canimprovethequalityofserviceofthestaff.PESTisusedtoanalyzetheexternalandmacro-environment.SWOTisusedtoanalyzetheinternalandexternalenvironment.Fiveforcesareusedtoanalyzetheinternalandmicro-environment.ForSWOTanalysisofcases.StrengthsTheShangri-laHotelisamuchcoveted3-starMichelinaward.Highestratedthree-starMichelininayear,ifthereisnoqualifiedlocalbehavioroffallingstarsorthestars,hasmaintainedthreeMichelinstarsisShangri-La'sstrength.Antonioisthereceptionmanagerhasbeenwiththefirmformanyyears.Antoniohasawealthofmanagementexperienceandproblem-solvingmethodsencounterdifficultiesatthehotelshecansolveproblemsintime.Allstaffsaregoingtothelocalcollege.TrainstafftoalocalUniversity,youcanimprovetheoverallqualityofstaff,soastoimprovethehotel'sservicequality.WeaknessesBecauseofCraig’personalcentralizedcontrolandemployeesworkdepressing.Craig'spersonalauthoritarianismistheworkingatmosphereisdepressed,manyemployeecomplaints,itleadstolowerqualityserviceattitudeandserviceofthestaff.Personalcentralizedcontrolmakeemployeescouldnotfinishedworkingregularovertime.CraigreliestoomuchonGordonMeldrum'srawmaterial.Ifthecontractisterminatedortheenhancedbargainingpowerofsuppliersandwillcausethehotelsupplierstobreak,affectingthenormaloperationofShangri-LaHotel.OpportunitiesCraigonTVshowtojoinchef’scompetitioncanenhancethehotel’reputation.CraigonbehalfofShangri-LaHotel,appearedontelevisionandgotgoodgrades,letmorepeopleknowthehotel'sdetails.Theeconomiccrisistwomulti-nationalcompaniesareabouttosetupheadquartersinGlasgow.TwocompaniesbasedinGlasgow,ithasalotofpotentialcustomers,forShangri-LaHotelisanewopportunityforthedevelopment.ThreatsEconomiccrisiscollapseofthreecompaniesandthesecompaniesislargecustomerofShangri-laHotel.Recessioneconomicdownturnreducedconsumers'willingnesstospend,willlowertheShangri-La'scustomers.Section4:DifferentstakeholdersInternalstakeholdersareowner,managerandemployee.Owner:Ownershavetheabilitytoprofit-makingcompanies,andabilitytodevelopstrategicandtacticaldirection.TheStewartfamiliesareowners.RespectivelySandyStewartandhiswife,theirsonandtheirdaughterCraigAilsa.Manager:Managershaveresponsibilityfortheirimplementation;thecapacitycanbethecompany'sdividendandprofit.Alsocantouseproblem-solvingskillsandwealthofexperience.Theycangetthestabilityofwages.IntheShangri-laHotelAilsaandCraigaremanagers.Employee:Employeetrainingopportunities,andopportunitiesforpromotioninthecompany.Staffwillaffectthequalityofenterprisesandservice.IntheShangri-laHotelthereceptionmanager,accountant,ateamofreceptionistsandmaintenancestaffareemployees.Externalstakeholdersaregovernment,supplier,financer,communityandcustomer.Government：Governmenttocomplywiththelegislationtoensurethehealthandsafetyofthemassescangaintax.GovernmentislocalgovernmentsSupplier:Supplieristoprovideasourceofincomethecompany.Theywanttoensuretheirpayment;therefore,theliquidityofthecompanyisveryimportant.Whilegoodrelationshipsarealsoimportant.IntheShangri-laHotelGordonMeldrumisthesupplier.Financer：Financersareresponsibleforthecompany'sliquidity.Alsocandetermineandinfluencethetermsofrepaymentandloanperiod.Community:Providesemploymentopportunitiesforlocalcommunitiesandsupportslocalevents,participationinlocaldecision-making.UnitedKingdomthesoilAssociationisthecommunity.Customer:Customerswithstabilityandreliability.Customerswantthecompanytoprovidehighqualityproductsandservices.IntheShangri-laHotelbusinessclientsandinternationalvisitorsarecustomers.Section5:EffectivecontrolstrategyPersonalcentralizedcontrolOnepersonalismanagement.IntheShangri-laHotelCraigisthemanagementheinthekitchen.Craigoftencommunicateswiththekitchenstaff,toensurethatotheremployeescanunderstandhisapproach.AndCraigtodinnerisastrictrequirement.BureaucraticcontrolArbitraryrowsfromthemasseshaverigidorganizationalstructuresandfixedrulesandregulations.IntheShangri-laHotelCraigpersonallypreparedthemenufortherestaurant.OutputcontrolShangri-laHotelstaffunitassessment.Ailsatooktheinitiativetobigcompaniespullcustomers,tomanagethemattertomembersofthecompany.Culturalcontr