hnd人力资源管理outcome

RevisedbyPetrelat2021hnd人力资源管理outcomeIndividualReportF84T34ManagingPeopleandOrganisationsOutcome4NAME:SCN:CLASS:ContentsTOC\o"1-3"\h\z\uHYPERLINK\l"_Toc2"IntroductionPAGEREF_Toc2\h2HYPERLINK\l"_Toc3"Section1:TheStructureatPresentinShangri-laHotelPAGEREF_Toc3\h2HYPERLINK\l"_Toc4"Section2:AnAppropriateFormofRe-StructureforShangri-laHotelPAGEREF_Toc4\h3HYPERLINK\l"_Toc5"Section3:TheInfluenceofTask,Technology,andSizeontheNewStructurePAGEREF_Toc5\h5HYPERLINK\l"_Toc6"Section4:Line,Staff,FunctionalandLateralrelationshipswithintheNewStructurePAGEREF_Toc6\h6HYPERLINK\l"_Toc7"Section5:Authority,ResponsibilityandDelegationwithintheNewStructurePAGEREF_Toc7\h7HYPERLINK\l"_Toc8"ConclusionPAGEREF_Toc8\h8HYPERLINK\l"_Toc9"ReferencePAGEREF_Toc9\h8IntroductionThepurposeofthisreportistoexaminetheunderstandingofmanagementstructureintheorganizationanditsapplication.Therearefivesectionsinthereport:managementstructurebeforemerger;managementstructureafternewdevelopment;contingencyapproachanditsvariablesaftermerger;differentrelationshipswithinthenewstructure;relevanceofdifferentrelationshipswithnewstructure.Section1:TheStructureatPresentinShangri-laHotelAtpresent,flatstructureisusedinthemanagementofthehotel.Hybridmanagementstructureisused.Craigusedthecentralizedandlineapproachtomanagetherestaurant.Ailsausedthedecentralizedandteamapproachtomanagethehotel.Inthehotel,alloftheworkwasdividedintofourtypesaccordingtodifferentproductsorservices:chambermaids,reception,kitchenstaffandwaitingstaff.Flatstructure:itmeansthatabusinesshasfewverticallevelofmanagementandawidespanofcontrol.Asaresult,therelationshipbetweenmanagerandsubordinatewillbeclosed,theflowofinformationwillbequick,anditwillsaveadministrativeexpenses.However,becauseofwidespans,thecommunicationbetweenthesameleveldepartmentandemployeeswillbedifficult.Inthecase,forexample,inthekitchen,therewereonlytwolevels:Craig,themanager;kitchenstaffsandwaiters.Craigdirectlygavethesubordinatestheirdifferenttasks.Soitwasaflatstructure.Centralization&Decentralization:thecentralizationmeansthattheimportantdecisionsaretakenbythetopmanagementandtheotherlevelsimplementthedirectionsthattopmanagergives.Inthecase,Craigmainlyusedthecentralizedapproach.Forexample,allhissubordinatesmustfollowthemenumadebyCraig.AndCraigmadedecisionsbyhimselfandallocatedtaskstokitchenstaffandwaiters.Itshouldbeacentralizedapproach.Decentralizationmeanstopmanagerdelegatesauthoritiestoalllevelsofmanagement.Inthecase,Ailsausedthisdecentralizedapproach.Forexample,inthemanagementofAilsa,shegaverightstoAntoniotorunthings.Itwasadecentralizedapproach.Linestructure:itmeansthatauthoritycomesdownfromthebosstotheirstaffdirectlyinalinerelationship.Itsadvantageisthatitisveryconvenienttocommunicatebecauseofthedirectlinerelationship.However,becauseitneedsanone-to-onemanagingprocess,themanagingtasksaretooheavy.Itwillbecostly.Inthiscase,Craigusedthelineapproach.Craigallocatedspecifictaskstodifferentstaffs.Herequiredthatallstaffsshoulddodishesfollowinghismenu.Andherequiredthewaitersshouldattendtocustomerswithinfiveminutesofbeingseated.Hemanagedalltheindividualsintherestaurantdirectly.Soitwasalineapproach.Teamstructure:itreferstodividetheentireorganizationintoworkgroupsorteams.Afterdividingintoteams,therewillbehighemployeeinvolvementandempowerment.Thefunctionalbarrierswillalsobereduced.However,theambiguouschainofcommandwillarise.Inthecase,Ailsausedthisapproach.Shedividedallstaffsinthehotelintoseveralteams,suchasthereceptionteammanagedbyAntonio,thecleaningstaffteam,andthechambermaidsteam.Everyteamhadtheirownspecificworktodo,andeveryteamnumberinvolvesinthemanagement.Soitwasateamapproach.Productorservice:itmeansthattheentireorganizationisdividedintodifferentdepartmentsaccordingtotheproductsorservicesuppliedtocustomers.Inthecase,iswasdividedintofourtypes:chambermaids,reception,kitchenstaffandwaitingstaff.Forexample,inthemanagementofthehotel,Craig’sstaffsweredividedintofollowingparts:thekitchencook,thepurchasingstaffandthewaiters.Theydiddifferenttasksandmadedifferentproductsorservicetocustomers.Soitwasaproductsorserviceapproach.Section2:AnAppropriateFormofRe-StructureforShangri-laHotelAfterthenewdevelopmentoftheorganization,theorganizationalstructurecanbedividedintothreeparts:themanager,thestaffandthesupplier.ItiscalledaShamrockmanagementstructure.Thedepartmentalizationapproachcouldalsobeused.Productdepartmentalization:itmeansthattheentireorganizationisdividedintodifferentdepartmentsaccordingtotheproductsorservicesuppliedtocustomers.Inthecase,beforemerger,itconsistsoffourtypes:chambermaids,reception,kitchenstaffandwaitingstaff.Therewouldbeadditionaltwotypesafterthemerger.Onewasisfarm,theotherisGordon’srestaurant.Supplier-GordonFarmsupply:3staffsRestaurant:wife,2chefs,4waitersStaffManagerChambermaidsReceptionKitchenstaffWaitingstaff.Craig:KitchenRestaurantAlisa:MarketingManagingthehotelShamrockstructure:Itespeciallyreferstothethree-partorthreelevelsofanorganizationalstructure.Intheshamrockorganizationtherearethreedifferentgroupsofpeople:basicmanagers,employeesasthecorepart,theexternalco-workersandthepart-timeworkersasaformofsupplement.Asabovegraphshows,theorganizationofthehotelwasdividedintothreepartsintheShamrockmodel.Thefirstpartwasthemanagerintheorganization.Thispartplayedanimportantroleintheorganization.Inthecase,Craigwasamanagerwhodirectsthetasksinthekitchenandtherestaurant.Hearrangedandmanagedthekitchenandrestaurantintoanormaloperation.Ailsaplayedakeyroleinthemarketingandmanagementofthehotel.Sheworkedhardinthemanaginghoteldevelopmentandmadegreatprogressfinally.Thesecondpartwasstaff.Therewerefourtypes:chambermaids,reception,kitchenstaffandwaitingstaff.Theyalsoplayedanimportantroleintheoperatingactivitiesofthehotel.Thechambermaidsandwaitingstaffsprovidedservicetocustomersandthekitchensuppliedfoodsanddrinkstocustomers.Thethirdpartwassupplier-Gordon.GordonsuppliedrawmaterialsfromhisfarmtoCraig’skitchen.Also,Gordonopenedarestaurantwhichconsistedofhiswife,twochefsandfourwaiters.EverypartintheShamrockorganizationhastheirownexpectations.Section3:TheInfluenceofTask,Technology,andSizeontheNewStructureContingencytheoryholdstheviewthatthereisnoonebestwaytostructure.Theparticularsituationalfactorssuchassize,technologyortaskwilldeterminethesystemsandstructuresemployed.Task:itmeansthatthenatureandsizeofthetaskwillinfluenceshapingtheorganization.Forexample,inthecase,beforeGordonconvertedhisfarmhousetohisrestaurant,hismaintaskwastogrowandsellorganicproducts.Sotheorganizationwasasimpleone.Afterowningarestaurant,thetasksbecamecomplicatedandtheorganizationstructurebecamecomplicatedaswell.Sothenatureandsizeofthetaskwilldeterminethetypeoftheorganizationstructure.Technology:Technologyrelatestotheproductionprocessused.Itisnotjustrelatedtotheinformationtechnology,butalsotothetechnologyofproducingaproductorsupplyingservice.Inthiscase,beforethemergerofGordon’sfarmasahotel,Ailsamademarketingstrategiesandplanswhichfocusedonthecitycustomersandbusiness.Afterthemerger,AilsamustmakeanotherdifferentmarketingstrategywhichshouldbefeasibleinGordon’sfarm.Appropriatetechnologyisveryimportantintheoperatingprocessofanorganization.Size:Itisanessentialfactorthatinfluencestheshapeandstructureofanorganization.Also,differentsizeoforganizationshavedifferentproducingproceduresandoutcomes.Inthecase,afterthemerger,thehotelhadalotofchangesinthesize.Forexample,thenumberofstuffwasincreasing.Besides,becauseGordon’sfarmwasapartofthehotel,itwouldbelesscostlytobuyrawmaterialsusedinthekitchen.Itwouldacompetitiveadvantageinpricewithinitscompetitors.Section4:Line,Staff,FunctionalandLateralrelationshipswithintheNewStructureLinerelationship:itmeansthatauthoritycomesdownfromthebosstotheirstaffdirectlyinalinerelationship.Inthecase,Craigwasresponsibleformanaginganddirectingthekitchenstaffandwaiters.Heallocatedthespecifictaskstodifferentstaffstoensurethathisplanswerecompleted.Thiswasanexampleofthelinerelationship.Staffrelationship:Itmeanstherelationshipbetweenthestaffsindifferentdepartments.Forexample,inthecase,therelationshipbetweenreceptionstaffandotherstaffs,suchasthemaintenancestaff.Functionalrelationship:Itisarelationshipwhichexistsbetweendifferentfunctionsinthehotel.Inthecase,forexample,therelationshipbetweentheaccountantfunctionandotherfunctions.Theyallhadclosedrelationshipintheorganization.Lateralrelationship:Itisarelationshipwhichexistsbetweenthesamelevelofstaffswhichareindifferentsystemsanddodifferenttasks.Forexample,therewerewaitersinbothAilsa’sandCraig’smanagementsystem.ButwaitersinCraig’srestaurantsuppliedservicetocustomerseatinghere.AndwaitersinAilsa’shotelsuppliedservicetocustomerslivinghere.Thiswasalateralrelationship.Section5:Authority,ResponsibilityandDelegationwithintheNewStructureAuthority:Itisarighttoorderordirectotherstodospecifictasks,andthenattracttheresponseswhichareappropriatetoachievethegoalsoftheorganization.Forexample,inthecase,onlyCraighadtheauthoritytoallocatetaskstohisstaffs.AndonlyCraigandSaskiahadtherighttosignforanyprocedure.Fewchangesappearedafterthemerger.Responsibility：Itistheobligationforsomepeopleintheorganizationtoperformatask,assignmentorfunction.Inthecase,forexample,Antonioasareceptionmanager,hadtheresponsibilityonreceptionofclients.Fewchangesappearedafterthemerger.Delegation:Itisanactiontopasstheresponsibilityorauthoritytoapersontocarryoutandcompletethespecifictask.Inthecase,AilsadelegatedherrighttoAntoniotohelphermanagethehotel.However,Craighardlydelegatedanyrighttoothers.Asaresult,itcausedsomeproblemssuchasstaffs’complaints.ThesuggestionisthatCraigshoulddelegatesomerightstothestaff,suchassomedecision-making.Inthisway,theinvolvementofthestaffswillbeincreased.Andtheefficiencyofkitchenoperationwillbeimproved.ConclusionThefindingsofthereportrevealthemanagementstructures,contingencytheoryanddifferentrelationshipsandtheirapplicationsindifferentsituations.ReferenceYuanYu,ZhangShutao,2013,ManagingPeopleandOrganisations,ChinaModernEconomicPublishingHouse.