hnd人力组织与管理组织outcome3全部答案解析.ppt

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1、Property of Jing WANG,Managing People and Organisation,Assessment 1 (Outcome 1, 2 and 3),By Jing WANG,Property of Jing WANG,Assessment 1: Introduction,Assessment 1 covers outcome 1, 2 and 3 Controlled conditions and close book Words requirement: 1,500 words Time length: 135 minutes A4 page of note i

2、s allowed to bring with candidates Candidates should achieve at least 50% to pass Each section is 30 marks,Property of Jing WANG,Section A,1. Basic components of organisation,People - managerial staff - qualified engineer - technicians - apprentice Objectives - concentrate on civil engineering busin

3、ess - provide a high quality service Structure - Civil engineering project - Structural engineering project Facility, technology, financial (bank loan, grant),Property of Jing WANG,Section A,2a. Four main goals,Goal Description - Determine the direction of organisation - Define and set clear targets

4、 - Help organisations identify: What, How, Who, When and Why factors,Property of Jing WANG,Section A,2a. Four main goals,4 main goals - consumer goals: high quality service at quoted price; happy customer was a priority - product goals: to provide the best designs through well trained staff; to prov

5、ide high quality service - operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development - secondary goals: use local contractors, insurance brokers and accountants for services to the company,Property of Jing WANG,Section

6、 A,2b. Objectives and policies,Definition of objective - Objectives are more specific than goals - Identify the specific path to achieve goals - Have to be SMART Objectives in case: - to finish work on time and within price - to ensure staffs are well trained - Neil used timesheet to track the ongoi

7、ng projects and for the forward planning - provide high specification design and satisfy customers need,Property of Jing WANG,Section A,2b. Objectives and policies,Definition of policy - Provide a framework of rules or guidance that manager and staff can make decision - Systematic way of delegating

8、responsibility and encourage consistency - Based on explicit values Policies in case: - all work should be allocated by David - David required the staffs to use timesheet - use local firms to provide service, such as local contractors, insurance brokers and accountants - All staff should sign on the

9、 timesheet before site visit,Property of Jing WANG,Section A,3. How organisation interacts with external environments,Well trained staff Loan from bank, grant Equipments Local contractors, insurance brokers and accountants,Inputs Processes Outputs,Productions of design Civil & Structural development

10、 projects Clients satisfaction Reputation,Administration Liaison with clients Organising projects Structure,Property of Jing WANG,Section A,3. How organisation interacts with external environments,Loan from bank, grant from Scottish Development Agency The local college was used to train the apprenti

11、ces, but too expensive,Property of Jing WANG,Section A,4. Stakeholders,Employees, including apprentices, technicians, engineers (payment, training, performance, promotion, working condition) Clients (high quality service, customer care, reputation) Financial providers, including bank, investors (per

12、formance, rate of return, credit, dividend) Local firms, including training providers, insurance brokers, accountants (provide work for them, long-term cooperation) Suppliers, including contractors (provide work for them),Property of Jing WANG,Section A,5. Strategies to control staff,Personal centra

13、lised Bureaucratic control Output control Cultural control Control through rewards and punishments Control through rules, policies Control through structure Management by Objective,Property of Jing WANG,Section B,6. Motivation for staff depends on more than high salary and working condition,Explaini

14、ng one of the following theories: Maslows hierarchy of need Herzbergs two factor theory Alderfers ERG theory,Property of Jing WANG,Section B,6. Motivation for staff depends on more than high salary and working condition,David used Big Brother approach, which means it has complete control over people

15、 and is always checking what they do, he liked to run a tight ship David was lack of consultation, he never sought advice from staffs on the best way to divide up the work. This caused resentment (irritation), although staff were well paid and had good holiday,Property of Jing WANG,Section B,6. Moti

16、vation for staff depends on more than high salary and working condition,The staff were lack of autonomy, as David used timesheet to keep a check on staff, while Neil used this information as a tool for forward planning. Staff were required to seek authorisation prior to going out on a site visit. Th

17、e office layout (James with 2 civil engineers shared one office, and 4 technicians shared a another office, apprentices were based in the main drawing room) caused more senior staff appeared to have less flexibility over their working arrangements, they need to go to another room to speak with techn

18、icians and apprentices,Property of Jing WANG,Section B,7a. Equity Theory,Explaining the Equity Theory From the case: The staff were treated differently, because David and Neil used different management approaches, and this is affecting: - staffs ability to perform - the level of bonus (Jack, who sha

19、red an office with his technicians, get through projects more quickly, therefore their bonus were always high) - the general moral of the office (laugh could often heard from Jacks office),Property of Jing WANG,Section B,7b. Goal Theory,Neil always set targets through close consultation with them wh

20、o likely to be involved Staff are happy to work to these, but become disgruntled when time is wasted due to misallocation of projects Perception of poor communication at management level affecting performance as the project Neil discussed with staff actually came back to him because of Davids alloca

21、ting system for work,Property of Jing WANG,Section B,7b. Goal Theory,The consultative approach would be suitable for the company,Property of Jing WANG,Section B,8.four work practices in the case improved job performance and team cohesiveness,Selection of appropriate supervisor Team working Empowerme

22、nt Consultation Participation in decision making Effective delegation Autonomy,Property of Jing WANG,Section B,9. why team working might help to resolve difficulties,Importance of teamwork: improving organisational effectiveness and,Property of Jing WANG,Section C,10. identifying 2 duties and 3 role

23、s of two managers, and explain why the job of a manager differs from other job,Main duties : - achieving organisational objectives in a changing environment - balancing efficiency, effectiveness and equity - obtaining the most through limited resources - working with and through other people,Propert

24、y of Jing WANG,Section C,10. identifying 2 duties and 3 roles of two managers, and explain why the job of a manager differs from other job,Neils role is predominantly that of the visionary business developer and to this end he: - meets with clients and suppliers to ensure successful completion of pr

25、ojects - secures future business - plans for new developments,Property of Jing WANG,Section C,10. identifying 2 duties and 3 roles of two managers, and explain why the job of a manager differs from other job,David is primarily the Staff Manager and his duties relate more to - organising the work loa

26、d - organising and co-ordinating staff - using systems to control staff and other resources to meet targets,Property of Jing WANG,Section C,11a. Use Likerts theory to describe the approaches to management currently adopted by Neil and David,Likerts management systems: - system 1: Exploitive authorit

27、ative - system 2: Benevolent authoritative - system 3: Consultative - system 4: Participative Neil uses System 4 David uses System 2,Property of Jing WANG,Section C,11b. two indicators that could be used to measure the effectiveness of the different management approaches,Two from the following could

28、 be used: - Productivity levels - meeting deadlines - management of time - motivation and morale of staff,Property of Jing WANG,Section C,11b. two indicators that could be used to measure the effectiveness of the different management approaches,Neils staff are more productive and faster at meeting d

29、eadlines Through use of delegation there is more effective management of time Also office layout and the need to seek permission to leave the office mean that time may be unnecessarily wasted and the management style is creating discontentment,Property of Jing WANG,Section C,11c. explain how these i

30、ndicators could be used to help the partners assess their performance,These could be used to help identify the effectiveness of each manager in undertaking his role, and enable them to review their performance and make changes where applicable,Property of Jing WANG,Section C,11c. explain how these i

31、ndicators could be used to help the partners assess their performance,Neil could measure his ability to plan, be free to meet with clients and secure new work based on the amount of time he needs to direct his staff. David could measure his operational management by assessing how effective he is at

32、ensuring high productivity levels, getting staff to meet deadlines and the motivation and morale of staff.,Property of Jing WANG,Section C,12. Why is it important to have an understanding of leadership,Leadership is about working out what is best for those under your charge and how best to achieve r

33、esults. The ability to influence a group toward the achievement of goals This role requires the ability to communicate effectively, motivate and create a team spirit. All of these skills are important aspects of management Good leaders will keep the purpose, goals and approach of the team relevant a

34、nd meaningful,Property of Jing WANG,Section C,13. how David could use the approach suggested by John Adair to improve his leadership style,Action Centred Approach This approach focuses on what leaders actually do and assesses a leaders effectiveness based on their ability to meet three areas of need

35、 within a team: - Achieving the task - Managing the team or group - Managing individuals,Property of Jing WANG,Section C,13. how David could use the approach suggested by John Adair to improve his leadership style,David tends to focus more on task or project needs and fails to identify, and, therefo

36、re, deal effectively with team maintenance and individual needs By using this approach he would become more aware of team maintenance and individual issues, and as a result deal more effectively with them,Property of Jing WANG,Section C,14a. One theory might help David decide on the right approach t

37、o leading the team,Vroom and Yettons thoery Using this approach David could assess the effect his decisions have on improving performance, ie: - how effective is the need for sitevisit approval? - how effective is the current office location of the engineers? - He could also assess the level of comm

38、itment to his decisions, ie are his decisions carried out by everyone in the firm?,Property of Jing WANG,Section C,14b. A different theory that could be used to demonstrate the approach adopted by Neil.,Hersey and Blanchard Model (Situational Leadership Theory) There is evidence in the case study to

39、 show that Neil uses Selling style when issuing directives such as working to the project quote, because he, as a partner:,Property of Jing WANG,Section C,14b. A different theory that could be used to demonstrate the approach adopted by Neil.,- is in the position to make directives - he uses selling

40、 when putting together a tender with those who couldnt do it but are able to assist and are motivated to do so - he uses participation with his team, who are able but possibly in need of reassurance - delegates with Jack, who is able, willing and motivated,Property of Jing WANG,Section C,15. Why are the theories you have chosen relevant to our understanding of the way in which managers lead their staff?,The theories help us to provide a method of either describing or interpreting the behaviour of managers and to evaluate their effectiveness and offer suggestions for improvement And,