hnd人力組織與管理outcome全部答案-課件

ManagingPeopleandOrganisationAssessment1(Outcome1,2and3)ByJingWANG1PropertyofJingWANGManagingPeopleandOrganisatiAssessment1:IntroductionAssessment1coversoutcome1,2and3ControlledconditionsandclosebookWordsrequirement:1,500wordsTimelength:135minutesA4pageofnoteisallowedtobringwithcandidatesCandidatesshouldachieveatleast50%topassEachsectionis30marks2PropertyofJingWANGAssessment1:IntroductionAsse精品資料3精品資料3你怎么稱呼老師？如果老師最后沒(méi)有總結(jié)一節(jié)課的重點(diǎn)的難點(diǎn)，你是否會(huì)認(rèn)為老師的教學(xué)方法需要改進(jìn)？你所經(jīng)歷的課堂，是講座式還是討論式？教師的教鞭“不怕太陽(yáng)曬，也不怕那風(fēng)雨狂，只怕先生罵我笨，沒(méi)有學(xué)問(wèn)無(wú)顏見(jiàn)爹娘……”“太陽(yáng)當(dāng)空照，花兒對(duì)我笑，小鳥(niǎo)說(shuō)早早早……”44SectionA1.BasiccomponentsoforganisationPeople--managerialstaff--qualifiedengineer--technicians--apprenticeObjectives--concentrateoncivilengineeringbusiness--provideahighqualityserviceStructure--Civilengineeringproject--StructuralengineeringprojectFacility,technology,financial(bankloan,grant)5PropertyofJingWANGSectionA1.BasiccomponentsoSectionA2a.FourmaingoalsGoalDescription--Determinethedirectionoforganisation--Defineandsetcleartargets--Helporganisationsidentify:What,How,Who,WhenandWhyfactors6PropertyofJingWANGSectionA2a.FourmaingoalsGoSectionA2a.Fourmaingoals4maingoals--consumergoals:highqualityserviceatquotedprice;happycustomerwasapriority--productgoals:toprovidethebestdesignsthroughwelltrainedstaff;toprovidehighqualityservice--operationalgoals:toknowwhatworkisbeingcarriedoutandwhereaboutsofstaffatanygiventime;uselocalcontractorsfordevelopment--secondarygoals:uselocalcontractors,insurancebrokersandaccountantsforservicestothecompany7PropertyofJingWANGSectionA2a.Fourmaingoals4SectionA2b.ObjectivesandpoliciesDefinitionofobjective--Objectivesaremorespecificthangoals--Identifythespecificpathtoachievegoals--HavetobeSMARTObjectivesincase:--tofinishworkontimeandwithinprice--toensurestaffsarewelltrained--Neilusedtimesheettotracktheongoingprojectsandfortheforwardplanning--providehighspecificationdesignandsatisfycustomer’sneed8PropertyofJingWANGSectionA2b.ObjectivesandpoSectionA2b.ObjectivesandpoliciesDefinitionofpolicy--Provideaframeworkofrulesorguidancethatmanagerandstaffcanmakedecision--Systematicwayofdelegatingresponsibilityandencourageconsistency--BasedonexplicitvaluesPoliciesincase:--allworkshouldbeallocatedbyDavid--Davidrequiredthestaffstousetimesheet--uselocalfirmstoprovideservice,suchaslocalcontractors,insurancebrokersandaccountants--Allstaffshouldsignonthetimesheetbeforesitevisit9PropertyofJingWANGSectionA2b.ObjectivesandpoSectionA3.HoworganisationinteractswithexternalenvironmentsWelltrainedstaffLoanfrombank,grantEquipmentsLocalcontractors,insurancebrokersandaccountantsInputsProcessesOutputsProductionsofdesignCivil&StructuraldevelopmentprojectsClient’ssatisfactionReputationAdministrationLiaisonwithclientsOrganisingprojectsStructure10PropertyofJingWANGSectionA3.HoworganisationiSectionA3.HoworganisationinteractswithexternalenvironmentsLoanfrombank,grantfromScottishDevelopmentAgencyThelocalcollegewasusedtotraintheapprentices,buttooexpensive11PropertyofJingWANGSectionA3.HoworganisationiSectionA4.StakeholdersEmployees,includingapprentices,technicians,engineers(payment,training,performance,promotion,workingcondition…)Clients(highqualityservice,customercare,reputation…)Financialproviders,includingbank,investors(performance,rateofreturn,credit,dividend)Localfirms,includingtrainingproviders,insurancebrokers,accountants(provideworkforthem,long-termcooperation)Suppliers,includingcontractors(provideworkforthem)12PropertyofJingWANGSectionA4.StakeholdersEmploySectionA5.StrategiestocontrolstaffPersonalcentralisedBureaucraticcontrolOutputcontrolCulturalcontrolControlthroughrewardsandpunishmentsControlthroughrules,policiesControlthroughstructureManagementbyObjective13PropertyofJingWANGSectionA5.StrategiestocontSectionB6.MotivationforstaffdependsonmorethanhighsalaryandworkingconditionExplainingoneofthefollowingtheories:Maslow’shierarchyofneedHerzberg’stwofactortheoryAlderfer’sERGtheory14PropertyofJingWANGSectionB6.MotivationforstaSectionB6.MotivationforstaffdependsonmorethanhighsalaryandworkingconditionDavidused‘BigBrother’approach,whichmeansithascompletecontroloverpeopleandisalwayscheckingwhattheydo,helikedtorunatightshipDavidwaslackofconsultation,heneversoughtadvicefromstaffsonthebestwaytodivideupthework.Thiscausedresentment(irritation),althoughstaffwerewellpaidandhadgoodholiday15PropertyofJingWANGSectionB6.MotivationforstaSectionB6.MotivationforstaffdependsonmorethanhighsalaryandworkingconditionThestaffwerelackofautonomy,asDavidusedtimesheettokeepacheckonstaff,whileNeilusedthisinformationasatoolforforwardplanning.Staffwererequiredtoseekauthorisationpriortogoingoutonasitevisit.Theofficelayout(Jameswith2civilengineerssharedoneoffice,and4technicianssharedaanotheroffice,apprenticeswerebasedinthemaindrawingroom)causedmoreseniorstaffappearedtohavelessflexibilityovertheirworkingarrangements,theyneedtogotoanotherroomtospeakwithtechniciansandapprentices16PropertyofJingWANGSectionB6.MotivationforstaSectionB7a.EquityTheoryExplainingtheEquityTheoryFromthecase:Thestaffweretreateddifferently,becauseDavidandNeiluseddifferentmanagementapproaches,andthisisaffecting:--staff’sabilitytoperform--thelevelofbonus(Jack,whosharedanofficewithhistechnicians,getthroughprojectsmorequickly,thereforetheirbonuswerealwayshigh)--thegeneralmoraloftheoffice(laughcouldoftenheardfromJack’soffice)17PropertyofJingWANGSectionB7a.EquityTheoryExplSectionB7b.GoalTheoryNeilalwayssettargetsthroughcloseconsultationwiththemwholikelytobeinvolvedStaffarehappytoworktothese,butbecomedisgruntledwhentimeiswastedduetomisallocationofprojectsPerceptionofpoorcommunicationatmanagementlevelaffectingperformanceastheprojectNeildiscussedwithstaffactuallycamebacktohimbecauseofDavid’sallocatingsystemforwork18PropertyofJingWANGSectionB7b.GoalTheoryNeilaSectionB7b.GoalTheoryTheconsultativeapproachwouldbesuitableforthecompany19PropertyofJingWANGSectionB7b.GoalTheoryThecoSectionB8.fourworkpracticesinthecaseimprovedjobperformanceandteamcohesivenessSelectionofappropriatesupervisorTeamworkingEmpowermentConsultationParticipationindecisionmakingEffectivedelegationAutonomy20PropertyofJingWANGSectionB8.fourworkpracticesSectionB9.whyteamworkingmighthelptoresolvedifficultiesImportanceofteamwork:improvingorganisationaleffectivenessand…21PropertyofJingWANGSectionB9.whyteamworkingmSectionC10.identifying2dutiesand3rolesoftwomanagers,andexplainwhythejobofamanagerdiffersfromotherjobMainduties:--achievingorganisationalobjectivesinachangingenvironment--balancingefficiency,effectivenessandequity--obtainingthemostthroughlimitedresources--workingwithandthroughotherpeople22PropertyofJingWANGSectionC10.identifying2dutSectionC10.identifying2dutiesand3rolesoftwomanagers,andexplainwhythejobofamanagerdiffersfromotherjobNeil’sroleispredominantlythatofthevisionarybusinessdeveloperandtothisendhe:--meetswithclientsandsupplierstoensuresuccessfulcompletionofprojects--securesfuturebusiness--plansfornewdevelopments23PropertyofJingWANGSectionC10.identifying2dutSectionC10.identifying2dutiesand3rolesoftwomanagers,andexplainwhythejobofamanagerdiffersfromotherjobDavidisprimarilytheStaffManagerandhisdutiesrelatemoreto--organisingtheworkload--organisingandco-ordinatingstaff--usingsystemstocontrolstaffandotherresourcestomeettargets24PropertyofJingWANGSectionC10.identifying2dutSectionC11a.UseLikert’stheorytodescribetheapproachestomanagementcurrentlyadoptedbyNeilandDavidLikert’smanagementsystems:--system1:Exploitiveauthoritative--system2:Benevolentauthoritative--system3:Consultative--system4:ParticipativeNeilusesSystem4DavidusesSystem225PropertyofJingWANGSectionC11a.UseLikert’stheSectionC11b.twoindicatorsthatcouldbeusedtomeasuretheeffectivenessofthedifferentmanagementapproachesTwofromthefollowingcouldbeused:--Productivitylevels--meetingdeadlines--managementoftime--motivationandmoraleofstaff26PropertyofJingWANGSectionC11b.twoindicatorstSectionC11b.twoindicatorsthatcouldbeusedtomeasuretheeffectivenessofthedifferentmanagementapproachesNeil’sstaffaremoreproductiveandfasteratmeetingdeadlinesThroughuseofdelegationthereismoreeffectivemanagementoftimeAlsoofficelayoutandtheneedtoseekpermissiontoleavetheofficemeanthattimemaybeunnecessarilywastedandthemanagementstyleiscreatingdiscontentment27PropertyofJingWANGSectionC11b.twoindicatorstSectionC11c.explainhowtheseindicatorscouldbeusedtohelpthepartnersassesstheirperformanceThesecouldbeusedtohelpidentifytheeffectivenessofeachmanagerinundertakinghisrole,andenablethemtoreviewtheirperformanceandmakechangeswhereapplicable28PropertyofJingWANGSectionC11c.explainhowthesSectionC11c.explainhowtheseindicatorscouldbeusedtohelpthepartnersassesstheirperformanceNeilcouldmeasurehisabilitytoplan,befreetomeetwithclientsandsecurenewworkbasedontheamountoftimeheneedstodirecthisstaff.Davidcouldmeasurehisoperationalmanagementbyassessinghoweffectiveheisatensuringhighproductivitylevels,gettingstafftomeetdeadlinesandthemotivationandmoraleofstaff.29PropertyofJingWANGSectionC11c.explainhowthesSectionC12.WhyisitimportanttohaveanunderstandingofleadershipLeadershipisaboutworkingoutwhatisbestforthoseunderyourchargeandhowbesttoachieveresults.TheabilitytoinfluenceagrouptowardtheachievementofgoalsThisrolerequirestheabilitytocommunicateeffectively,motivateandcreateateamspirit.AlloftheseskillsareimportantaspectsofmanagementGoodleaderswillkeepthepurpose,goalsandapproachoftheteamrelevantandmeaningful30PropertyofJingWANGSectionC12.WhyisitimportaSectionC13.howDavidcouldusetheapproachsuggestedbyJohnAdairtoimprovehisleadershipstyleActionCentredApproachThisapproachfocusesonwhatleadersactuallydoandassessesaleader’seffectivenessbasedontheirabilitytomeetthreeareasofneedwithinateam:--Achievingthetask--Managingtheteamorgroup--Managingindividuals31PropertyofJingWANGSectionC13.howDavidcoulduSectionC13.howDavidcouldusetheapproachsuggestedbyJohnAdairtoimprovehisleadershipstyleDavidtendstofocusmoreontaskorprojectneedsandfailstoidentify,and,therefore,dealeffectivelywithteammaintenanceandindividualneedsByusingthisapproachhewouldbecomemoreawareofteammaintenanceandindividualissues,andasaresultdealmoreeffectivelywiththem32PropertyofJingWANGSectionC13.howDavidcoulduSectionC14a.Onetheorymighthelp