HND人力與組織管理outcome1

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Analyzetherelationshipbetweenorganizationalgoals,objectivesandpoliciesandexplaintheircontributiontoeffectivemanagementintheShangri-laHotelcasestudy.

Organizationalgoalistheexpectedresultsofsubjectivevision,isformedinthemindofasubjectiveideology.

thegoalsincludefivepartsfollows

Customergoalsfocusingoncustomers’needs,benefits,services,etc.ForexamplepeoplewholiveintheShangri-laHotelareneedcomfortableroom,deliciousfoodandexcellentservice.

Productgoalsrelatedtotherangeofproductsincludingquality,quantityandservicesonoffer.ForexampleCraigisconvincedthatusingthefreshestmeat,vegetablesandfruitfromGordon’sfarmisessential.

Operationalgoalscoveringareasliketechnologyormachinesused,staffinglevels.Craigmustmakesurethatallcustomerswouldbeattendedtowithinfiveminutesofbeingseated.

Secondarygoalssubordinatetotheabovethreegoalsandrelatingtoenvironmentalissue.Attheendofeachweek,Craigalwaysprovidedfreedrinksfortheteamtocelebrate,andtheteamalwaysenjoyedtheseget-togethers.

Servicegoalsiseveryemployeeshouldbeagoodprofessionalqualityandprofessionalpersonalintegrity,intoeverydaytodealwithcustomersdoeverything,intothecustomer’sperceptionandrecognition.Thehotelwanttocustomersfeelpleasantinthehotel.

Organizationalobjectivesaremorespecificthangoalsandidentifythespecificpathtobetakeninordertoachievegoals.IthastobeSMART(specific,Measurable,Attainable,Realistic,Time-bound)

Specific:objectivemustbedetailedanddefinite.

Measurable:objectiveshouldbeassessbyconcretestandards,including

Attainable:objectivesetbyorganizationcouldbeachievableandaccessible.

Realistic:objectiveshouldbebuiltupinobedientwithrealcapabilitiesandactualcondition.

Time-bound:objectivearesetontimeandshouldbeadaptedtotheconditionchange.

Incase,undercontrolofAilsa’smanagement,Shangri-lahotelbecamethefirsthotelinGlasgowtoachievetheprestigious5-starAAaward.

Organizationalpolicies:theseprovideaframeworkofrulesorguidancewithinwhichmanagementandstaffcanmakedecisions.Intheshangri-laHotel,ThefistruleisthereputationoftheShangri-laHoteldependedonhighqualitycustomercare,anditwasimportantthatallstaffinthehotelweretrainedtothehigheststandards.ThesecondisCraigalsoinsistedthatonlySaskiaandheshouldhavetheauthoritytosignforthemeatandvegetabledeliveries.ThelastoneisthesalesvisitsthatAilsamademeantshewasoftenawayfromthehotel,soAntoniohadauthoritytochargeoftheHotelwhenshewasabsence.

Relationship:Eachpolicywillcontributetotheachievementofobjectives,everyobjectivesaretopromotetherealizationofgoals.

2.Identifythemaindifferencebetweentheformalorganizationandinformalorganization.

Organizationisagroupofindividualsoperatingtogetherinasystematicwaytoachievesetofobjectives.

Formalorganizationsaresetuptoachievegoalsandspecificorganizationalobjectives.

Informalorganizationtheoristshavebeenawarethatwithintheformalstructureoftheorganizationtherewillalwaysbeaninformalgroup.

Formalorganizationhasplannedresponsibility,consistentfunctionsandstructureofauthorityandcommunication.Incase,thehotelisaformalorganization,becausethehotelhasprofessionalmanage.Andallstaffhavetheirresponsibilityandtasks.

Informalorganizationhaslooselystructuredandfluctuatingwithitsindividualmembershipspontaneous.Incase,theHotelkitchenisaninformalorganization.Becausetheyareindependentindividual.theyhaven’tspecificsystemtocontroltheirthoughtandbehavior.Andthestructureofauthorityandcommunicationinthekitchenisnotrigorous.theyhaven’tspecificstructure.theyworktogetherandsurethework.

3.ExplainthecompositionoftheopenSystemTheoryandexplainhowitappliesintheShangri-laHotelcasestudy.

TheopenSystemTheoryisaconceptualframework,whichinvestigateorganizationanditsenvironmentalrelation.Opensystemhaveinternalandexternalenvironment.SWOTbelongstointernalenvironment,PESTbelongstoexternalenvironment.

SWOTanalysisisakindofenterpriseinternalanalysismethod.Itincludesstrengths,weakness,opportunityandthreat.

Strengthsareinternalfactoroforganization.Incase,Shangri-lahotelisa3-starMichelinhotel,itisfirst5-starAAinGlasgow.

Weaknessareinternalfactoroforganization.Incase,employeeshavecomplainaboutCraig.

personalcentralizedcontrol:Ittakescentralizeddecision.Itemphasisdirectsupervisionandpersonalleadershipfoundeduponownership,charisma,ortechnicalexpertise.Ituserrewardandpunishmenttoreinforceconformitytopersonalauthority.

Bureaucracycontrol:Bureaucracyisanorganizationstructurewithmanylevelsofauthorityandarigidhierarchy,regulatedbyanorganizationstructurewithmanylevelsofauthorityandarigidhierarchy,regulatedbysetrulesandproceduresheldtogetherbyacentraladministration.Problemsofbureaucracycontrolgavedetailedrulesandprocedures,powerfromtoptothebottom,emphasizetheworkschedule,payattentiontotheextrarewardsanddonnotbelieveinteamwork.

Outputcontrol:Fblemwithoutputcontrolismanagersmustcreateoutputstandardsthatmotivationatalllevels.Theymustbecarefulnottocreateshort-termgoalsthatmotivatemanagerstoignoresthefuture,Andifstandardaresettoohigh,work