人力资源管理chapter 1.ppt

1、,Managing People and Oganisations: An Introduction & Advanced,PowerPoint Presentation by Hu Xiao (Leo),Higher National Diploma DE3D 34,SQA,Learning From Lectures,Tips Read ahead and anticipate the lecturer Listen actively Class participation Take notes in your own words Ask questions Extensive readi

2、ng,Suggested Textbooks,Managing People and Organisations: An Introduction,Learning Outcome 1 Nature of Organisations Basic elements of a work organisation Formal and informal organisation Organisational goals, objectives and policy Open Systems Theory the Internal & external environment of an organi

3、sation Different stakeholders of organisations Different strategies for organisational control Learning Outcome 2 Motivation and Performance Content and process of theories of motivation Methods of improving job performance Importance of teamwork factors that affect team cohesiveness and performance

4、,Managing People and Organisations: Advanced,Learning Outcome 3 Roles of Management Roles and activities of managerial work Managerial performance and measures of managerial effectiveness Different management styles Meaning and importance of leadership Theories of leadership Learning Outcome 4 Organ

5、ising People Flat and Tall hierarchies Line, staff, functional and lateral relationship within an organisation Types of structural relationship authority, responsibility and delegation Different types of organisational structures Situational variables for organisational design task, tech and size,As

6、sessment Tasks,Assessment 1, 2 & 3 Case study questions Take place under controlled conditions Textbooks and notes are NOT allowed One A4 sheet allowed 1,500 words altogether Assessment 4 Supplemented case study Open-book report based on questions 1,500 - 2,000 words in length,Chapter 1 Introduction

7、 to Management and Organisation (p15-24),Prepared byHu Xiao (Leo),The Definition Of Management,Management the process of working with people and other resources to accomplish organisational goals there are timeless principles of management still important for making managers and companies great must

8、 add fresh thinking and new approaches,How Does Management Relate To Other Disciplines?,Types of Organisations,Service companies (tertiary) Factories Retail companies Political parties Charities Local councils The armed force Schools, colleges & universities Sports club Parents & toddler groups (bab

9、y-setting),Organisation(p15-17),A systematic arrangement of people brought together to accomplish some specific purpose,Basic components(Common Factors) of Organisations,Targets to achieve,Management and employees perform a variety of activities,Status Rules and regulations Supervision Team-building

10、,Organisational goals,The goals of an organisation are the reason for its existence Profitability (net profit) Efficiency (low cost) Growth (increase in total assets and sales) Reputation (being considered as “top”firm) Contribution to employees (employment security, wages and diversity) Contributio

11、n to society (taxes paid, participation in charities, privision of needed product or service) Market leadership (market share) Technological leadership (innovation and creativity) Survival (avoiding bankrupt) Personal needs of top management (using the firm for personal purpuses, such as providing j

12、ob for relatives and friends),Management Levels / Hierarchical Pyramid,Kinds of Managers by Level and Area / Bureaucracy,Functional Areas,R&D Marketing Finance Production Human resources,Top Managers,Middle Managers,First-Line Managers,Nonmanagerial personnel,Supervise Others,319,Female CEOs in the

13、US 2004,Where Male & Female Executives Do Better: A Scorecard,Formal Organisation (p17),Formal organisation The official structure defined in an organisation chart showing the officially recognised (usually written) lines of authority, communication and responsibility. They create the formal structu

14、res that enable the organisation to meet its stated objectives,Formal Organisation Structure （Henri Fayol)p17-19,Division of Labour / Work Specialisation,Levels of Management,Span of Control,Delegation,Division of Labour,Work Specialisation The degree to which tasks in the organisation are divided i

15、nto separate jobs with each step completed by a different person Overspecialisation can result in human diseconomies from boredom, stress, poor quality, increased absenteeism, and higher turnover,Marketing,Human Resources,Production,Accounting,IT,Chief Executive Officer,Research and Development,The

16、Division of Labour,Geographical Organisation,Span of Control,The number of employees who can be effectively and efficiently supervised by a manager Width of span is affected by: Skills and abilities of the manager and the employees Similarity and complexity of tasks Standardization of tasks Sophisti

17、cation of the organizations information system Strength of the organisations culture Preferred style of the manager,United States Army,5 - 27,Relatively narrow span of control.,At lower levels, where tasks are similar and simpler, span of control widens.,Contrasting Spans of Control,Assuming Span of

18、 4,Span of 4:,Employees:,Managers (level 16),= 4096,= 1365,Span of 8:,Employees:,Managers (level 14),Assuming Span of 8,1,2,3,4,5,6,7,(Highest),(Lowest),Members at Each Level,1,4,16,64,256,1024,4096,1,8,64,512,4096,Organizational Level,Delegation,BENEFITS OF DELEGATION,Manager saves time (Best use o

19、f time) manager frees herself/himself to devote energy to other important, higher-level activities Specialist knowledge and skills Geographical location Means of training and development to provides subordinates with the opportunity to develop new skills and to demonstrate potential,REASONS FOR LACK

20、 OF DELEGATION,Failure to delegate often results from the managers fear (waste of time, losing control and weaken their power) Subordinators are short of training - They feel that employees can never do anything as well as they can Obstacles to delegation: reluctance to delegate as subordinates avoi

21、d responsibility,Signs of Delegating Too Little,Taking work home Performing employee tasks Continual feeling of pressure and stress Rushing to meet deadlines Requiring employees to seek approval before acting,How to be a More Effective Delegator,Trust your staff to be a good job Avoid seeing perfect

22、ion Give effective job instruction Follow up on progress. Praise the efforts of your staff. Dont wait to the last minute to delegate. Ask questions, expect answers, assist employees. Provide the resources you would provide if doing the assignment yourself. Delegate to the lowest possible level.,Form

23、al Organisation,The formal organisation of a business is the part that can be seen and represented in chart form.,Informal Organisations(p19),employees do not follow formal lines of communication People have their own aims, ambitions, expectations, needs and etc. The informal organisation is based o

24、n personal relationships, friendship and unofficial power hierarchy among their members Lunch together, cocktail bunch, play bridge, recreation and etc.,The purposes of informal organisation may or may not be relevant to organisational goals. The informal organisation is sometimes just as powerful,

25、if not more powerful, than the formal structure.,Communication in Formal and Informal Organisations P19-20,Communication in Formal and Informal OrganisationsP19-20,The formal & informal organisation,Source: Reproduced with permission from Kenneth Lysons, Organisational Analysis, Supplement to the Br

26、itish Journal of Administrative Management, no. 18, March/April 1997.,Comparison Between Formal and Informal Organisation,Formal,Informal,Classification of Organisation,Classification of Types of Ownership,Private Sector - owned by private individuals - primary goal is to make money for their owners

27、 Sole Traders owned by a private person with her own money Partnership two or more people (20) share the ownership Law firms Private Limited Companies (Ltd.) Public Limited Companies (PLC) stock market Cooperatives Building Societies (many have become retail banks) Collect deposits and provide loans

28、 as mortgages to house-buyers,Classification of Types of Ownership,Public Sector directly or indirectly governs the country Central Government department divided into functions Defense, transportation, finance, foreign affairs, trade, education Local authorities Greater London Council Statutory auth

29、orities - sometimes refer to as a quango (quasi-autonomous non-government organisation), which are set up and financed by governments but run independently Royal mail Qantas, Telstra (electricity authority),Classification of Types of Ownership,Voluntary Organisations non-government organisations (NG

30、Os) whose purpose is to to provide some service or good without being aimed at making a profit Environment Greenpeace, WWF and London Cyclist Campaign Relief of Poverty Make Poverty History Group Education Junior Achievement Religion Assuming all religion to be for the good of society,Classification

31、 of Purpose,Economic Businesses or non-profit Public Services Local Council and hospital Protective Armies, police, prison and trade union Associative Club Religious Church, temples and mosque,Classification of Size,Number of Staff Small - 2000 Medium 50-2000 Sales turnover (revenue) and profit Asse

32、ts Market share,The ten largest companies in the UK, 2004 Source: Key British Enterprises, 2005,Top Ten Global MNCs,McGraw-Hill/Irwin,NameSales Billions of U.S. Dollars Wal-Mart Stores258.7 BP232.6 Exxon Mobil222.9 Royal Dutch Shell201.9 General Motors183.2 Daimler Chrysler166.6 Ford Motor Co.164.2 Toyota Motor Co.156.5 Mitsubishi137.3 General Electric134.2,The Top 10 global MNCs Ranked by Sales 2004,Comparison of the 10 larg