HND人力資源管理材料解析

1、Individual ReportF84T 34 Managing People and OrganisationsOutcome 4NAME:SCN:CLASS:ContentsIntroductionThe purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger;

2、 management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Section 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the

3、management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or servic

4、es: chambermaids, reception, kitchen staff and waiting staff.Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save

5、 administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates th

6、eir different tasks. So it was a flat structure.Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For e

7、xample, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used th

8、is decentralized approach. For example, in the management of Ailsa, she gave rights to Antonio to run things. It was a decentralized approach.Line structure: it means that authority comes down from the boss to their staff directly in a line relationship. Its advantage is that it is very convenient t

9、o communicate because of the direct line relationship. However, because it needs an one-to-one managing process, the managing tasks are too heavy. It will be costly. In this case, Craig used the line approach. Craig allocated specific tasks to different staffs. He required that all staffs should do

10、dishes following his menu. And he required the waiters should attend to customers within five minutes of being seated. He managed all the individuals in the restaurant directly. So it was a line approach.Team structure: it refers to divide theentireorganization into work groups or teams. After divid

11、ing into teams, there will be high employee involvement andempowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise.In thecase, Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by

12、 Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.Product or service: it means that the entire organization is divided into different departments according to the pro

13、ducts or service supplied to customers.In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff.Forexample, in the management of the hotel, Craigs staffs were divided into followingparts: the kitchen cook, the purchasingstaff and the waiters. They did dif

14、ferent tasks and made different products or service to customers. So it was a products or service approach.Section2:An Appropriate Form of Re-Structure forShangri-la HotelAfter the new development of the organization, the organizational structure can be divided into three parts: the manager, the sta

15、ff and the supplier. It is called a Shamrock management structure. The departmentalizationapproachcould also be used.Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers.In the case, before

16、 merger, it consists of four types:chambermaids, reception, kitchen staff and waiting staff.There would be additional two types after the merger. One was is farm , the other is Gordons restaurant.Shamrock structure: Itespecially refersto the three-part or three levelsofan organizationalstructure. In

17、 theshamrock organizationthere arethree different groups of people:basic managers,employees as the core part,the external co- workers and the part-time workersasa form of supplement.As above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part

18、 was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager who directs the tasks in the kitchen and the restaurant. He arranged and managed the kitchen and restaurant into a normal operation. Ailsa played a key role in the marketing

19、 and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second part was staff. There were four types :chambermaids, reception, kitchen staff and waiting staff. They also played an important role in the operating activities of the hotel. Th

20、e chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The third part was supplier- Gordon. Gordon supplied raw materials from his farm to Craigs kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four

21、 waiters. Every part in the Shamrock organization has their own expectations.Section3:The Influence of Task, Technology, and Size on the New StructureContingency theory holds the view thatthereis no one best way to structure.The particular situational factors such as size,technologyor task will dete

22、rmine the systems and structures employed.Task: it means that the nature and size of the task will influence shapingtheorganization.For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. Sothe organization wasa simple

23、one. After owning a restaurant, the tasks became complicated and the organization structure became complicated as well.Sothe nature and size of the task will determine the type of the organization structure.Technology:Technology relates to the production process used.It is not just related to the in

24、formation technology, but alsoto thetechnology of producing a product or supplying service. In this case, before the merger of Gordons farm as a hotel, Ailsa mademarketingstrategies and plans which focused on the city customers and business. After the merger, Ailsa must make another differentmarketi

25、ngstrategy whichshouldbe feasible in Gordons farm.Appropriate technology is very important in the operating process of an organization.Size: It is an essential factor that influences the shape and structure of an organization. Also, differentsize of organizations havedifferentproducing procedures an

26、d outcomes. In the case,after the merger,thehotel had a lot of changes in the size. For example, the number of stuff was increasing. Besides, because Gordons farm was apartof the hotel, it would be less costly to buy raw materials used in the kitchen.Itwould a competitive advantage in price within i

27、ts competitors.Section4:Line, Staff ,Functional and Lateral relationships within the New StructureLine relationship: it means that authority comes down from the boss to their staff directly in a line relationship. In the case, Craig was responsible for managing and directing the kitchen staff and wa

28、iters. He allocated the specific tasks to different staffs to ensure that his plans were completed. This was an example of the line relationship.Staff relationship:It means the relationship between the staffs in different departments. For example, in the case, the relationship between reception staf

29、f and other staffs, such as the maintenance staff.Functional relationship: It is a relationship which exists between differentfunctionsin the hotel.In thecase, for example, the relationship between the accountantfunctionand other functions. They all had closed relationship in the organization.Latera

30、l relationship:It is a relationship which exists between the same level of staffs which are in different systems and do different tasks.Forexample, there were waiters in both Ailsas and Craigs management system. But waiters in Craigs restaurant supplied service to customers eating here. And waiters

31、in Ailsas hotel supplied service to customers living here.This was a lateral relationship.Section5:Authority,Responsibility and Delegation within the New StructureAuthority: It is a right to order or direct others to do specific tasks, and then attract the responses which are appropriate to achieve the goals of the organization.Forexample, inthecase, only Craig had theauthorityto allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure.Few changes appeared after the merger.Respo