人力資源-outcome1-考試評分要求及標(biāo)準(zhǔn)答案-by小凡

1、精選優(yōu)質(zhì)文檔-傾情為你奉上Barbour Brown Engineering LtdSection A: Starting up (Outcome 1)Barbour Brown Engineering Ltd, a firm of consulting engineers, was set up by David Barbour and Neil Brown 14 years ago, in a main town within a large rural area. Initially the firm concentrated solely on civil engineering pr

2、ojects such as road and sewer developments for the increasing number of private housing developments, which were springing up.During the 1980s Neil and David had both worked for a large city firm (Floyd and Fleming Ltd), which had an office in the town. David had been branch manager and Neil, a youn

3、ger and very enterprising individual, headed up the structural development section before spending two years working in the Middle East. In 1989 Floyd and Fleming Ltd decided to close the branch office and concentrate their business in the city.Neil had recently returned from working in the Middle E

4、ast and had enjoyed the freedom and flexibility of being his own boss. He discussed with David the possibility of continuing to offer the engineering consultancy service in the town, under a new joint partnership. David had local experience and was aware that there were sufficient smaller projects t

5、o sustain the firms viability. He also had savings and equity that could be used for a management buy-out. Neil, likewise, had savings acquired through his work abroad. With these resources the pair had enough capital to buy the offices that housed the current Floyd and Fleming business. A business

6、plan was drawn up to secure additional funding to buy over the business. Funding to support this venture was acquired through a bank loan and a grant from the then Scottish Development Agency. The management buy-out was agreed on the condition that they would not accept or carry out work within the

7、central belt for a period of five years.In 1990 the new firm of Barbour Brown Engineering Ltd opened. The team comprised David, Neil and two other qualified engineers: Jack, a recent high flying graduate and James, a 30 year old engineer who had not, as yet, completed his full charter. In addition t

8、here were two qualified technicians and one apprentice technician.Assessment task 1Section A (Outcome 1)1. With reference to the firm in the case study, describe the basic components of a work organisation.2.a Using a recognised classification, explain the importance of the four main goals of the or

9、ganisation in the case study.b Identify examples of objectives and policy from the case study and comment on how effectively you believe they have been implemented.3. Using an open systems diagram, describe how the organisation in the case study interacts with its external environment.4. All organis

10、ations have stakeholders. Give examples of the main stakeholders of this organisation giving reasons for your answer. You should identify at least four stakeholders.5. Outline four strategies for controlling staff. Identify the one used by David Barbour.專心-專注-專業(yè)Assessment ChecklistsUnit Assessment:

11、Candidates Assessment RecordDG99 04: Managing People and OrganisationsClassHuman ResourcesGroupCandidate Name曲憲 Qu Xian Candidate IDOutcome 1 Evidence RequirementsRecord of PerformanceSatisfactory/UnsatisfactoryCommentsAssessment Task 1 (Section A)· Define the term organisation· Describe t

12、he key elements of the formal and informal organisationOr· Use Systems Theory diagram to describe the internal and external environment of an organisation· Using recognised classification, explain the importance of organisational goals, objectives, and policy · Identify at least four

13、stakeholders of an organisation and explain why they are considered such· Describe four different strategies of control in organisations and explain which one had been applied(Enter S or U in the box to indicate whether performance in the relevant aspect of the assessment is satisfactory or uns

14、atisfactory. The comment column can be used to highlight any re-assessment that may be needed.)Assessors signature:Date:Assessment task 1Section A (Outcome 1)1. The basic components of a work organisation.First, organisations are made up by people. They have purposes, they use resources-human and no

15、n-human to achieve their purposes. They perform activities in a planned and controlled manner. For example, David and Neil who ran their company that employed two qualified engineers, two qualified technicians and one apprentice technician for the new firm of them. Neil and David were employed by a

16、large city firm during the 1980s. Second, organisations have their own goals. Goals of organisations operating in the private sector generally revolve around the maximisation of profits for the owners. However, some organisations also have other objectives that they may purpose in the short term. Fo

17、r instance, Neil discussed with David the possibility of continuing to offer the engineering consultancy service in the town. Plans that apply to the entire organisation, that establish the organisations overall objectives. A new business plan was drawn up for their new engineering consultancy servi

18、ce in the town, which could be found in the text. Finally, the most important factor is the “framework” of the organisations. It affects the organisation to achieving the goals. The internal and external environments of the organisation have an effect on the organization structure. Evidenced by, Nei

19、l and David designed civil and engineering structures. They firstly want to continue to offer the engineering consultancy service in the town and then accumulated the savings and equity. With these resources the pair had enough capital to buy the offices and eventually drawn up a business plan to se

20、cure additional funding to buy over the business. They structured the engineering designs for employing different people to effectively manage the staffs.2. a. Goals help the organisations to identify who is the person to set up the goals, what is the content of the goals, when is the goals to carry

21、 out, how is the goals to achieve, why the goals should be realized. This case study should provide a specific objective to achieve and assess for the firm. It lacks of these information. They are 4 main goals the organisations. 1) Operational goals, which cover areas such as staffing levels or tech

22、nology to be used. It is better to design a plan for manage the staff, such as, they can control their whereabouts at any time and check their working conditions. They will ensure that any investments we make are environmentally sound, so they could have an agreement with the local contractors for d

23、evelopment. 2) Product goals, it ignores people because it concerns more about the product. Therefore, using the effective approaches becomes the key point for training well the staffs. In this way, people devote themselves to working and the best designs will be created. 3) Consumer goals. Providin

24、g high quality service and maintain a suitable price are to be considered by Barbour Brown Engineering Ltd. In this way, consumer will purchase product with satisfaction and continue to buy. It is benefit for both the consumers and the engineering company.4) Secondary goals. As we know, secondary go

25、als are not the most important things that they would like to achieve but nevertheless important. Sometimes secondary goals can include making a profit, after the more important goal of survival. b. ObjectivesBecause the new firm of Barbour Brown Engineering Ltd has been opened, objectives should be

26、 effectively carried out. First, they must ensure that staffs are well trained, for example, engineers, technicians and apprentice technician in the new firm have to be trained. Second, every personnel must complete works punctually. Work efficiency will be improved by restricting time of theirs. A

27、track of ongoing products is to be kept if the company has to develop rapidly and steadily. A useful timesheets can make the project clearly and systematically. PolicyThese provide a framework of rules and guidance within which management and staff can make decisions. They may be based on explicitly

28、 stated values. First, the staffs and managers should be complete the timesheets in common. Second, one of the policies to train the staffs is using local training providers. Third, policies generally reflect the values of the major stakeholders. All works can be allotted by David or Neil. Finally,

29、if the financial apartment needs to invoice, then their invoice work at quoted price.3. Input- Process-A. Get help from clients during work A. Liaison between clientsB. Get capital from bank B. Arrangement of projects C. Have the staffs qualified C. Assistance of Administration Output-A. Satisfy the

30、 clientsB. Train the staffC. Produce the designs1) Political Factors: Bank suddenly increases the price of credits. So if they get a lot of money from bank, it is maybe hard to pay back and limit the development of this firm.2) Social Factors: If the educational level of this area is limited the sta

31、ffs that are qualified of this kind of job will be deficient. 3) Economic Factors: If the quantity of client in demand is large, it exist competition about the costs of engaging clients. 4) Technology: If the firm dont improve the production efficiency in accordance with the original method. Other c

32、ompetitors will catch up with the firm or overtake. Consequently, it is necessary to use the automated production.5) Potential future scenarios: Interests rate maybe rise from year to year. It will have an effect on circulating capital. 6) Environment: Large number of designs during production may r

33、esult in the pollution. Perhaps sound of complains destroy the image of the firm. Such as, people doubt if the designs are good for their health. 4. Main stakeholders: 1) EmployeesEmployees are primarily interested in job security. This group is a vital resource of the organisation and, as such, wit

34、hout their continued efforts, the organisation would not be able to survive. They contribute to the wealth of the organisation and are keys to its success. For example, allocate position effectively, efficient training, satisfactory income.2) Suppliers (engineering contractors)Suppliers, similar to

35、customers, are likely to wish to maintain a good relationship with the organisation since there may be a monetary reward involved. For instance, offer jobs for them, make a good agreement in corporate benefits.3) ClientsAlthough it is not included in the major stakeholders, clients deal with some pr

36、ocedures for architects. Offering a kind of service for them could achieve corporate objectives.4) Finance providersFinanciers look at an organisation as a potential money-earning instrument. For example, large banks, they are unlikely to invest if they do not think that there will be any financial

37、gain or reward for themselves. Therefore, it is a good way to add source of income by increasing interest charges.5) Train providersProviders are more care about their jobs, especially their income. For one thing, the firm trains the providers with purpose, the efficiency of work will enhance. For a

38、nother, providers are interested in their jobs; they dedicate themselves to their work seriously.5. In order for the organisation to reach its goals. It is normally necessary for some form of control to be used to regulate what is done on a day-to-day basis. Organisation control is the imposition of

39、 processes, procedures and standards upon an operation in terms of machinery or personal interactions. In ensuring that controls are maintained an organisations leaders will set and monitor standards, introduce plans and strategies, measure actual performance and take correct actions.1) Bureaucratic control. For example, David and Neil check and