hnd人力组织与管理outcome全部答案.pptx

Property of Jing WANGManaging People and OrganisationAssessment 1(Outcome 1,2 and 3)By Jing WANGProperty of Jing WANGAssessment 1:IntroductionAssessment 1 covers outcome 1,2 and 3Controlled conditions and close bookWords requirement:1,500 wordsTime length:135 minutesA4 page of note is allowed to bring with candidatesCandidates should achieve at least 50%to passEach section is 30 marksProperty of Jing WANGSection A1.Basic components of organisationPeople -managerial staff -qualified engineer -technicians -apprenticeObjectives -concentrate on civil engineering business -provide a high quality serviceStructure -Civil engineering project -Structural engineering projectFacility,technology,financial(bank loan,grant)Property of Jing WANGSection A2a.Four main goalsGoal Description -Determine the direction of organisation -Define and set clear targets -Help organisations identify:What,How,Who,When and Why factorsProperty of Jing WANGSection A2a.Four main goals4 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 provide 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 companyProperty of Jing WANGSection A2b.Objectives and policiesDefinition of objective -Objectives are more specific than goals -Identify the specific path to achieve goals -Have to be SMARTObjectives in case:-to finish work on time and within price -to ensure staffs are well trained -Neil used timesheet to track the ongoing projects and for the forward planning -provide high specification design and satisfy customers needProperty of Jing WANGSection A2b.Objectives and policiesDefinition of policy -Provide a framework of rules or guidance that manager and staff can make decision -Systematic way of delegating responsibility and encourage consistency -Based on explicit valuesPolicies 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 timesheet before site visitProperty of Jing WANGSection A3.How organisation interacts with external environmentsWell trained staffLoan from bank,grantEquipmentsLocal contractors,insurance brokers and accountantsInputs Processes OutputsProductions of designCivil&Structural development projectsClients satisfactionReputationAdministrationLiaison with clientsOrganising projectsStructureProperty of Jing WANGSection A3.How organisation interacts with external environmentsLoan from bank,grant from Scottish Development Agency The local college was used to train the apprentices,but too expensiveProperty of Jing WANGSection A4.StakeholdersEmployees,including apprentices,technicians,engineers(payment,training,performance,promotion,working condition)Clients(high quality service,customer care,reputation)Financial providers,including bank,investors(performance,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 WANGSection A5.Strategies to control staffPersonal centralisedBureaucratic controlOutput controlCultural controlControl through rewards and punishmentsControl through rules,policiesControl through structureManagement by ObjectiveProperty of Jing WANGSection B6.Motivation for staff depends on more than high salary and working conditionExplaining one of the following theories:Maslows hierarchy of need Herzbergs two factor theory Alderfers ERG theoryProperty of Jing WANGSection B6.Motivation for staff depends on more than high salary and working conditionDavid used Big Brother approach,which means it has complete control over people and is always checking what they do,he liked to run a tight shipDavid 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 holidayProperty of Jing WANGSection B6.Motivation for staff depends on more than high salary and working conditionThe 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.The 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 technicians and apprenticesProperty of Jing WANGSection B7a.Equity TheoryExplaining the Equity TheoryFrom 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 shared 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 WANGSection B7b.Goal TheoryNeil always set targets through close consultation with them who likely to be involvedStaff are happy to work to these,but become disgruntled when time is wasted due to misallocation of projectsPerception of poor communication at management level affecting performance as the project Neil discussed with staff actually came back to him because of Davids allocating system for workProperty of Jing WANGSection B7b.Goal TheoryThe consultative approach would be suitable for the companyProperty of Jing WANGSection B8.four work practices in the case improved job performance and team cohesivenessSelection of appropriate supervisorTeam workingEmpowermentConsultationParticipation in decision makingEffective delegationAutonomyProperty of Jing WANGSection B9.why team working might help to resolve difficultiesImportance of teamwork:improving organisational effectiveness andProperty of Jing WANGSection C10.identifying 2 duties and 3 roles of two managers,and explain why the job of a manager differs from other jobMain duties:-achieving organisational objectives in a changing environment -balancing efficiency,effectiveness and equity -obtaining the most through limited resources -working with and through other peopleProperty of Jing WANGSection C10.identifying 2 duties and 3 roles of two managers,and explain why the job of a manager differs from other jobNeils role is predominantly that of the visionary business developer and to this end he:-meets with clients and suppliers to ensure successful completion of projects -secures future business -plans for new developmentsProperty of Jing WANGSection C10.identifying 2 duties and 3 roles of two managers,and explain why the job of a manager differs from other jobDavid is primarily the Staff Manager and his duties relate more to -organising the work load -organising and co-ordinating staff -using systems to control staff and other resources to meet targetsProperty of Jing WANGSection C11a.Use Likerts theory to describe the approaches to management currently adopted by Neil and DavidLikerts management systems:-system 1:Exploitive authoritative -system 2:Benevolent authoritative -system 3:Consultative -system 4:ParticipativeNeil uses System 4 David uses System 2Property of Jing WANGSection C11b.two indicators that could be used to measure the effectiveness of the different management approachesTwo from the following could be used:-Productivity levels -meeting deadlines -management of time -motivation and morale of staffProperty of Jing WANGSection C11b.two indicators that could be used to measure the effectiveness of the different management approachesNeils staff are more productive and faster at meeting deadlinesThrough use of delegation there is more effective management of timeAlso 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 discontentmentProperty of Jing WANGSection C11c.explain how these indicators could be used to help the partners assess their performanceThese 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 applicableProperty of Jing WANGSection C11c.explain how these indicators could be used to help the partners assess their performanceNeil 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 ensuring high productivity levels,getting staff to meet deadlines and the motivation and morale of staff.Property of Jing WANGSection C12.Why is it important to have an understanding of leadershipLeadership is about working out what is best for those under your charge and how best to achieve results.The ability to influence a group toward the achievement of goalsThis role requires the ability to communicate effectively,motivate and create a team spirit.All of these skills are important aspects of managementGood leaders will keep the purpose,goals and approach of the team relevant and meaningfulProperty of Jing WANGSection C13.how David could use the approach suggested by John Adair to improve his leadership styleAction Centred ApproachThis approach focuses on what leaders actually do and assesses a leaders effectiveness based on their ability to meet three areas of need within a team:-Achieving the task -Managing the team or group -Managing individualsProperty of Jing WANGSection C13.how David could use the approach suggested by John Adair to improve his leadership styleDavid tends to focus more on task or project needs and fails to identify,and,therefore,deal effectively with team maintenance and individual needsBy using this approach he would become more aware of team maintenance and individual issues,and as a result deal more effectively with themProperty of Jing WANGSection C14a.One theory might help David decide on the right approach to leading the teamVroom and Yettons thoeryUsing 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 commitment to his decisions,ie are his decisions carried out by everyone in the firm?Property of Jing WANGSection C14b.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 show that Neil uses Selling style when issuing directives such as working to the project quote,because he,as a partner:Property of Jing WANGSection C14b.A different theory that could be used to demonstrate the approach adopted by Neil.-is in the position to make directives -he uses selling 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 motivatedProperty of Jing WANGSection C15.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 improvementAnd