HND人力资源管理outcome4.docx

HND人力资源管理outcome4.docx

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HND人力资源管理outcome4

HND人力资源管理outcome4

IndividualReport

F84T34ManagingPeopleandOrganisations

Outcome4

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Contents

bedividedintothreeparts:

themanager,thestaffandthesupplier.ItiscalledaShamrockmanagementstructure.Thedepartmentalizationapproachcouldalsobeused.

Productdepartmentalization:

itmeansthattheentireorganizationisdividedintodifferentdepartmentsaccordingtotheproductsorservicesuppliedtocustomers.Inthecase,beforemerger,itconsistsoffourtypes:

chambermaids,reception,kitchenstaffandwaitingstaff.Therewouldbeadditionaltwotypesafterthemerger.Onewasisfarm,theotherisGordon’srestaurant.

Shamrockstructure:

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,andSizeontheNewStructure

Contingencytheoryholdstheviewthatthereisnoonebestwaytostructure.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,FunctionalandLateralrelationshipswithintheNewStructure

Linerelationship:

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,ResponsibilityandDelegationwithintheNewStructure

Authority:

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.

Conclusion

Thefindingsofthereportrevealthemanagementstructures,contingencytheoryanddifferentrelationshipsandtheirapplicationsindifferentsituations.

Reference

YuanYu,ZhangShutao,2013,ManagingPeopleandOrganisations,ChinaModernEconomicPublishingHouse.