hnd人力资源管理outcome

1、In dividual ReportF84T 34 Man agi ng People and Orga ni sati onsOutcome 4NAME:SCN:CLASS:ContentsIn troducti onThe purp ose of this report is to exam ine the un dersta nding of man ageme nt structure in the orga ni zatio n and its app licati on. There are five sect ions in the rep ort: man ageme nt s

2、tructure before merger; man ageme nt structure after new devel opment; contingency app roach and its variables after merger; differe nt relati on shi ps within the new structure; releva nee of differe nt relati on shi ps with new structure.Secti on 1:The Structure at P rese nt in Shan gri-la HotelAt

3、 p rese nt, flat structure is used in the man ageme nt of the hotel. Hybrid man ageme nt structure is used. Craig used the cen tralized and line app roach to man age the restaura nt .Ailsa used the dece ntralized and team app roach to man age the hotel. I n the hotel, all of the work was divided int

4、o four types accord ing to differe nt p roducts or services: chambermaids, rece ptio n, kitche n staff and wait ing 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 cl

5、osed, 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; kitche

6、n 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 give

7、s. 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 au

8、thorities 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

9、 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

10、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 di

11、vide 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

12、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.P roduct or service: it means that the en tire

13、 orga ni zati on is divided into differe nt dep artme nts accordi ng to the p roducts or service supp lied to customers. In the case, is was divided into four typ es: chambermaids, rece pti on, kitche n staff and wait ing staff. For exa mp le, in the man ageme nt of the hotel, Craigs staffs were div

14、ided into followi ng p arts: the kitche n cook, the pu rchas ing staff and the waiters. They did differe nt tasks and made differe nt p roducts or service to customers. So it was a p roducts or service app roach.Secti on 2:A n Approp riate Form of Re-Structure for Shan gri-la HotelAfter the new deve

15、l opment of the orga ni zati on, the orga ni zatio nal structure can be divided into three p arts: the man ager, the staff and the supp lier. It is called a Shamrock man ageme nt structure. The dep artme ntalizati on app roach could also be used.P roduct dep artme ntalizati on: it means that the en

16、tire orga ni zati on is divided into differe nt dep artme nts accord ing to the p roducts or service supp lied to customers. In the case, before merger, it con sists of four typ es: chambermaids, rece pti on, kitche n staff and wait ing staff. There would be additi onal two types after the merger. O

17、ne was is farm , the other is Gord' restaura nt.Shamrock structure: It esp ecially refers to the three-part or three levels of an orga ni zati onal structure. I n the shamrock orga ni zatio n there are three differe nt groups of people: basic man agers, empio yees as the core p art, the exter na

18、l co- workers and the p art-time workers as a form of suppl eme nt.ChambermaidsRece ptio nKitche n staffin the op erati ng activUi to cTheomers and the kitche n suppled Craig: Kitche nsraManaging thehotelAs above graph shows, the orga ni zati on of the hotel was divided into three p arts in the Sham

19、rock model. The first part was the man ager in the orga ni zati on. This part pl ayed an imp orta nt role in the orga ni zati on. In the case, Craig was a man ager who directs the tasks in the kitche n and the restaura nt. He arran ged and man aged the kitche n and restaura nt into a normah operatio

20、n. Ailsa played a key role in the marketing and management of the hotel. She workec hau(pptielhGmaioaging hotel development and made great progress 001閉 The second part was staff. Therewere four types : chambermaids, rece pti on, kitchentaff and wait ing staff. They also pl aye chambermaidsand wait

21、ing staffs p rovided servlplier- GordOfttaU?aC n supp liedFarm supply: 3 staffson opAnsid: a/borkedunia nt which con sisted 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 Str

22、uctureContingency 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

23、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

24、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 G

25、ordo'ns 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 pro

26、cess 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 numb

27、er of stuff was increasing. Besides, because Gordo'sn 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 Struc

28、tureLine 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 compl

29、eted. 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 relationsh

30、ip 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 whic

31、h 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 Crai'gs restaurant supplied service to customers eating here. And waiters in Ailsa's hotel supplied service to customers living here. This

32、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 merg