ImageVerifierCode 换一换
格式:PPTX , 页数:34 ,大小:165.79KB ,
资源ID:4278995      下载积分:12 金币
验证码下载
登录下载
邮箱/手机:
验证码: 获取验证码
温馨提示:
支付成功后,系统会自动生成账号(用户名为邮箱或者手机号,密码是验证码),方便下次登录下载和查询订单;
特别说明:
请自助下载,系统不会自动发送文件的哦; 如果您已付费,想二次下载,请登录后访问:我的下载记录
支付方式: 支付宝    微信支付   
验证码:   换一换

开通VIP
 

温馨提示:由于个人手机设置不同,如果发现不能下载,请复制以下地址【https://www.zixin.com.cn/docdown/4278995.html】到电脑端继续下载(重复下载【60天内】不扣币)。

已注册用户请登录:
账号:
密码:
验证码:   换一换
  忘记密码?
三方登录: 微信登录   QQ登录  

开通VIP折扣优惠下载文档

            查看会员权益                  [ 下载后找不到文档?]

填表反馈(24小时):  下载求助     关注领币    退款申请

开具发票请登录PC端进行申请。


权利声明

1、咨信平台为文档C2C交易模式,即用户上传的文档直接被用户下载,收益归上传人(含作者)所有;本站仅是提供信息存储空间和展示预览,仅对用户上传内容的表现方式做保护处理,对上载内容不做任何修改或编辑。所展示的作品文档包括内容和图片全部来源于网络用户和作者上传投稿,我们不确定上传用户享有完全著作权,根据《信息网络传播权保护条例》,如果侵犯了您的版权、权益或隐私,请联系我们,核实后会尽快下架及时删除,并可随时和客服了解处理情况,尊重保护知识产权我们共同努力。
2、文档的总页数、文档格式和文档大小以系统显示为准(内容中显示的页数不一定正确),网站客服只以系统显示的页数、文件格式、文档大小作为仲裁依据,个别因单元格分列造成显示页码不一将协商解决,平台无法对文档的真实性、完整性、权威性、准确性、专业性及其观点立场做任何保证或承诺,下载前须认真查看,确认无误后再购买,务必慎重购买;若有违法违纪将进行移交司法处理,若涉侵权平台将进行基本处罚并下架。
3、本站所有内容均由用户上传,付费前请自行鉴别,如您付费,意味着您已接受本站规则且自行承担风险,本站不进行额外附加服务,虚拟产品一经售出概不退款(未进行购买下载可退充值款),文档一经付费(服务费)、不意味着购买了该文档的版权,仅供个人/单位学习、研究之用,不得用于商业用途,未经授权,严禁复制、发行、汇编、翻译或者网络传播等,侵权必究。
4、如你看到网页展示的文档有www.zixin.com.cn水印,是因预览和防盗链等技术需要对页面进行转换压缩成图而已,我们并不对上传的文档进行任何编辑或修改,文档下载后都不会有水印标识(原文档上传前个别存留的除外),下载后原文更清晰;试题试卷类文档,如果标题没有明确说明有答案则都视为没有答案,请知晓;PPT和DOC文档可被视为“模板”,允许上传人保留章节、目录结构的情况下删减部份的内容;PDF文档不管是原文档转换或图片扫描而得,本站不作要求视为允许,下载前可先查看【教您几个在下载文档中可以更好的避免被坑】。
5、本文档所展示的图片、画像、字体、音乐的版权可能需版权方额外授权,请谨慎使用;网站提供的党政主题相关内容(国旗、国徽、党徽--等)目的在于配合国家政策宣传,仅限个人学习分享使用,禁止用于任何广告和商用目的。
6、文档遇到问题,请及时联系平台进行协调解决,联系【微信客服】、【QQ客服】,若有其他问题请点击或扫码反馈【服务填表】;文档侵犯商业秘密、侵犯著作权、侵犯人身权等,请点击“【版权申诉】”,意见反馈和侵权处理邮箱:1219186828@qq.com;也可以拔打客服电话:4009-655-100;投诉/维权电话:18658249818。

注意事项

本文(hnd人力组织与管理outcome全部答案.pptx)为本站上传会员【a199****6536】主动上传,咨信网仅是提供信息存储空间和展示预览,仅对用户上传内容的表现方式做保护处理,对上载内容不做任何修改或编辑。 若此文所含内容侵犯了您的版权或隐私,请立即通知咨信网(发送邮件至1219186828@qq.com、拔打电话4009-655-100或【 微信客服】、【 QQ客服】),核实后会尽快下架及时删除,并可随时和客服了解处理情况,尊重保护知识产权我们共同努力。
温馨提示:如果因为网速或其他原因下载失败请重新下载,重复下载【60天内】不扣币。 服务填表

hnd人力组织与管理outcome全部答案.pptx

1、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 bri

2、ng 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 se

3、rviceStructure -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,Whe

4、n 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

5、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 mo

6、re 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 s

7、atisfy 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 w

8、ork 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 extern

9、al environmentsWell trained staffLoan from bank,grantEquipmentsLocal contractors,insurance brokers and accountantsInputs Processes OutputsProductions of designCivil&Structural development projectsClients satisfactionReputationAdministrationLiaison with clientsOrganising projectsStructureProperty of

10、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(paymen

11、t,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 coop

12、eration)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 O

13、bjectiveProperty 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 t

14、han 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 res

15、entment(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

16、 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

17、 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

18、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.Go

19、al 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 di

20、scussed 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 cohesivene

21、ssSelection 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 WAN

22、GSection 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 wi

23、th 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

24、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 -organ

25、ising 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

26、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

27、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 deadlinesThroug

28、h 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 u

29、sed 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

30、 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 le

31、vels,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 g

32、roup 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

33、 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 th

34、e 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 n

35、eedsBy 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 Dav

36、id 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 th

37、e 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

38、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

39、 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

移动网页_全站_页脚广告1

关于我们      便捷服务       自信AI       AI导航        抽奖活动

©2010-2025 宁波自信网络信息技术有限公司  版权所有

客服电话:4009-655-100  投诉/维权电话:18658249818

gongan.png浙公网安备33021202000488号   

icp.png浙ICP备2021020529号-1  |  浙B2-20240490  

关注我们 :gzh.png    weibo.png    LOFTER.png 

客服