HND人力资源管理outcome4

1、In dividual ReportF84T 34Managing People and Orga ni sati onsOutcome 4NAME:SCN:CLASS:ContentsIntroduction . 1Section 1:The Structure at Present in Shangri-la Hotel 1Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel 3Section 3:The Influence of Task, Technology, and Size on the New St

2、ructure. 4Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure 5Section 5: Authority, Responsibility and Delegation within the New Structure. 6Conclusion 7Reference 7IntroductionThe purposeofthisreportistoexaminethe understandingofmanagement structurein theorganizati

3、onandits application.Thereare five sections in the report: management structure before merger;management structure after new development; contingency approach andits variables after merger; different relationships within the new structure; relevance of different relationships with new structure.Sect

4、ion 1:The Structure at Present in Shangri-la HotelAt present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used thecentralized andline approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the ho

5、tel, all of the work was divided into four types according to different products or services: 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 manag

6、er and subordinate will be closed, the flow of information will be quick, and it will save 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 level

7、s: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their 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 dir

8、ections that top manager gives. In the case, Craig mainly used the centralized approach. For example, 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 me

9、ans top manager delegates authoritiesto all levels of management. In the case, Ailsa used this decentralized approach. Forexample, in the management ofAilsa, 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

10、their staff directly in a line relationship. Its advantage is that it is very convenient to 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.

11、Craig allocated specific tasks to differentstaffs. He required that all staffs should do dishesfollowing 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 str

12、ucture: it refers to divide the entire organization into work groups or teams. After dividing into teams, there will be high employee involvement and empowerment. The functional barriers will also be reduced. However, the ambiguous chain of command will arise. In the case, Ailsa used this approach.

13、She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, theclea ning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number invoIves in the man ageme nt. So it was a team approach.Product or service: i

14、t means that the entire organization is divided into differe ntdepartme nts accord ingto the products or servicesupplied to customers. In the case, is was divided into four types: chambermaids, receptio n, kitche n staff and wait ing staff. For example, in the management of the hotel, Craig ' s

15、staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters.They did different tasks and made differentproducts or service tocustomers. So it was a products or service approach.Secti on 2:An Appropriate Form of Re-Structurefor Sha ngri-la HotelAfter the new devel

16、opment of the organization,the organizationalstructure can be divided into three parts: the man ager, the staff and the supplier. It is called a Shamrock management structure. The departme ntalizati on approach could also be used.Product departmentalization: it means that the entire organization is

17、divided into differe nt departme nts accordi ng to the products or service supplied to customers. In the case, before merger, it consists of four types: chambermaids, recepti on, kitche n staff and wait ing staff. There would be additional two types after the merger. One was is farm , the other is G

18、ordon ' s restaura nt.Shamrock structure: It especially refers to the three-part or three levels of an organizationalstructure. In the shamrock organizationthere are three differe nt groups of people: basic man agers, employees as the core part,the exter nal co- workers and the part-time workers

19、 as a form of suppleme nt.3 / 8Man agerSupplier-Gord onAs above graph shows, the organization of the hotel was divided into three parts in the Shamrock model. The first part was the manager in the organization. This part played an important role in the organization. In the case, Craig was a manager

20、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 and management of the hotel. She worked hard in the managing hotel development and made great progress finally. The second par

21、t 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. The chambermaids and waiting staffs provided service to customers and the kitchen supplied foods and drinks to customers. The thi

22、rd part was supplier- Gordon. Gordon supplied raw materials from his farm to Craig ' s kitchen. Also, Gordon opened a restaurant which consisted of his wife, two chefs and four waiters. Every part in the Shamrock organization has their own expectations.Section 3:The Influence of Task, Technology

23、, and Size on the New StructureContingency theory holds the view that there is no one best way to structure. The particular situational factors such as size, technology or task will determine the systems and structures employed.Task: it means that the nature and size of the task will influence shapi

24、ng the organization. For example, in the case, before Gordon converted his farm house to his restaurant, his main task was to grow and sell organic products. So the organization was a simple one. After owning a restaurant, the tasks became complicated and the organization structure became complicate

25、d as well. So the 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 information technology, but also to thetechnology of producing a product or supplying service. In this case

26、, before the merger of Gordon' s farm as a hotel, Ailsa made marketingstrategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy which should be feasible in Gordon 's farm. Appropriate technology is very impor

27、tant in the operating process of an organization.Size: It is an essential factor that influences the shape and structureof an organization. Also, different size of organizations have different producing procedures and outcomes. In the case, after the merger, the hotel had a lot of changes in the siz

28、e. For example, the number of stuff was increasing. Besides, because Gordon' s farm was apart of the hotel, it would be less costly to buy raw materials used in the kitchen. It would a competitive advantage in price within its competitors.Section 4: Line, Staff ,Functional and Lateral relationsh

29、ips 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 waiters. He allocated the specific tasks to different staffs to ensure t

30、hat 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 staff and other staffs, such as the maintenance staff.Functional relation

31、ship: It is a relationship which exists between different functions in the hotel. In the case, for example, the relationship between the accountant function and other functions. They all had closed relationship in the organization.Lateral relationship: It is a relationship which exists between thesa

32、me level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa's and Craig 'smanagement system. But waiters in Craig's restaurant supplied serviceto customers eating here. And waiters in Ailsa 's hotel supplied service to custo

33、mers living here. This was a lateral relationship.Section 5: 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. For example, in the case, only Craig had the authority to allocate tasks to his staffs. And only Craig and Saskia had the right to sign for any procedure. Few