人力outcome1-3全部知识要点

PropertyofJingWANGManagingPeopleandOrganisationAssessment1(Outcome1,2and3)ByJingWANGPropertyofJingWANGAssessment1:Introduction•Assessment1coversoutcome1,2and3•Controlledconditionsandclosebook•Wordsrequirement:1,500words•Timelength:135minutes•A4pageofnoteisallowedtobringwithcandidates•Candidatesshouldachieveatleast50%topass•Eachsectionis30marksPropertyofJingWANGSectionA1.Basiccomponentsoforganisation•People--managerialstaff--qualifiedengineer--technicians--apprentice•Objectives--concentrateoncivilengineeringbusiness--provideahighqualityservice•Structure--Civilengineeringproject--Structuralengineeringproject•Facility,technology,financial(bankloan,grant)PropertyofJingWANGSectionA2a.Fourmaingoals•GoalDescription--Determinethedirectionoforganisation--Defineandsetcleartargets--Helporganisationsidentify:What,How,Who,WhenandWhyfactorsPropertyofJingWANGSectionA2a.Fourmaingoals•4maingoals--consumergoals:highqualityserviceatquotedprice;happycustomerwasapriority--productgoals:toprovidethebestdesignsthroughwelltrainedstaff;toprovidehighqualityservice--operationalgoals:toknowwhatworkisbeingcarriedoutandwhereaboutsofstaffatanygiventime;uselocalcontractorsfordevelopment--secondarygoals:uselocalcontractors,insurancebrokersandaccountantsforservicestothecompanyPropertyofJingWANGSectionA2b.Objectivesandpolicies•Definitionofobjective--Objectivesaremorespecificthangoals--Identifythespecificpathtoachievegoals--HavetobeSMART•Objectivesincase:--tofinishworkontimeandwithinprice--toensurestaffsarewelltrained--Neilusedtimesheettotracktheongoingprojectsandfortheforwardplanning--providehighspecificationdesignandsatisfycustomer’sneedPropertyofJingWANGSectionA2b.Objectivesandpolicies•Definitionofpolicy--Provideaframeworkofrulesorguidancethatmanagerandstaffcanmakedecision--Systematicwayofdelegatingresponsibilityandencourageconsistency--Basedonexplicitvalues•Policiesincase:--allworkshouldbeallocatedbyDavid--Davidrequiredthestaffstousetimesheet--uselocalfirmstoprovideservice,suchaslocalcontractors,insurancebrokersandaccountants--AllstaffshouldsignonthetimesheetbeforesitevisitPropertyofJingWANGSectionA3.Howorganisationinteractswithexternalenvironments•Welltrainedstaff•Loanfrombank,grant•Equipments•Localcontractors,insurancebrokersandaccountantsInputsProcessesOutputs•Productionsofdesign•Civil&Structuraldevelopmentprojects•Client’ssatisfaction•Reputation•Administration•Liaisonwithclients•Organisingprojects•StructurePropertyofJingWANGSectionA3.Howorganisationinteractswithexternalenvironments•Loanfrombank,grantfromScottishDevelopmentAgency•Thelocalcollegewasusedtotraintheapprentices,buttooexpensivePropertyofJingWANGSectionA4.Stakeholders•Employees,includingapprentices,technicians,engineers(payment,training,performance,promotion,workingcondition…)•Clients(highqualityservice,customercare,reputation…)•Financialproviders,includingbank,investors(performance,rateofreturn,credit,dividend)•Localfirms,includingtrainingproviders,insurancebrokers,accountants(provideworkforthem,long-termcooperation)•Suppliers,includingcontractors(provideworkforthem)PropertyofJingWANGSectionA5.Strategiestocontrolstaff•Personalcentralised•Bureaucraticcontrol•Outputcontrol•Culturalcontrol•Controlthroughrewardsandpunishments•Controlthroughrules,policies•Controlthroughstructure•ManagementbyObjectivePropertyofJingWANGSectionB6.MotivationforstaffdependsonmorethanhighsalaryandworkingconditionExplainingoneofthefollowingtheories:•Maslow’shierarchyofneed•Herzberg’stwofactortheory•Alderfer’sERGtheoryPropertyofJingWANGSectionB6.Motivationforstaffdependsonmorethanhighsalaryandworkingcondition•Davidused‘BigBrother’approach,whichmeansithascompletecontroloverpeopleandisalwayscheckingwhattheydo,helikedtorunatightship•Davidwaslackofconsultation,heneversoughtadvicefromstaffsonthebestwaytodivideupthework.Thiscausedresentment(irritation),althoughstaffwerewellpaidandhadgoodholidayPropertyofJingWANGSectionB6.Motivationforstaffdependsonmorethanhighsalaryandworkingcondition•Thestaffwerelackofautonomy,asDavidusedtimesheettokeepacheckonstaff,whileNeilusedthisinformationasatoolforforwardplanning.Staffwererequiredtoseekauthorisationpriortogoingoutonasitevisit.•Theofficelayout(Jameswith2civilengineerssharedoneoffice,and4technicianssharedaanotheroffice,apprenticeswerebasedinthemaindrawingroom)causedmoreseniorstaffappearedtohavelessflexibilityovertheirworkingarrangements,theyneedtogotoanotherroomtospeakwithtechniciansandapprenticesPropertyofJingWANGSectionB7a.EquityTheory•ExplainingtheEquityTheory•Fromthecase:Thestaffweretreateddifferently,becauseDavidandNeiluseddifferentmanagementapproaches,andthisisaffecting:--staff’sabilitytoperform--thelevelofbonus(Jack,whosharedanofficewithhistechnicians,getthroughprojectsmorequickly,thereforetheirbonuswerealwayshigh)--thegeneralmoraloftheoffice(laughcouldoftenheardfromJack’soffice)PropertyofJingWANGSectionB7b.GoalTheory•Neilalwayssettargetsthroughcloseconsultationwiththemwholikelytobeinvolved•Staffarehappytoworktothese,butbecomedisgruntledwhentimeiswastedduetomisalloc