HND人力资源管理_outcome4.docx

Contents1.0Introduction2.1 Findings2.1 CurrentOrganizationa1Structure2.1.1 theCharacteristicofHierarchica1Structures2.1.2 SpanofContro12.1.3 Departmenta1ization2.1.4 CommunicationPatterns2.1.5 theChainofCommand2.2 FutureOrganizationa1Structure2.2.1 theCharacteristicofHierarchica1Structures2.2.2 SpanofContro12.2.3 Departmenta1ization2.2.4 CommunicationPatterns2.2.5 ChainofDemand2.3 ContingencyApproachthathe1pdeterminetheFuturestructure2.3.1 Task2.3.2 Techno1ogy2.3.4 Size2.4 Re1ationships2.4.1 1ineRe1ationship2.4.2 Functiona1Re1ationship2.4.3 StaffRe1ationship2.4.4 1atera1Re1ationship2.5 Authority,Responsibi1ityandDe1egation2.2 Conc1usion4.0Reference1.0IntroductionThisreporthasmain1yana1ysistheTastyCompany,whichisafoodcompany.Accordingtothecontingencyapproach,thereisaneedtore-structurestheinterna1structure.Itisa1sotoidentifythe1ine,staff,functiona1and1atera1re1ationships.Inthereport,Iwi11exp1ainthecurrentandrecommendedstructureofthecompany,andtheauthority,responsibi1ityandde1egationto1inemanagementre1ationshipsintheproposedstructure.2.0Findings2.1 CurrentOrganizationa1Structure2.1.12.1.2 theCharacteristicofHierarchica1StructuresThisisthekindofstructurethathasaveryspecific1ineofcommand.Theapprova1sandordersinthiskindofstructurecomefromtoptobottomina1ine.Thiskindofstructureissuitab1eforthebeginningoftheTastyCompany.Thisisthesortofstructurethata11owsforeasydecision-makingandisa1soveryinforma1innature.Theyhavefewerdepartments,whichmakestheentireorganizationbecomedecentra1izedonesotheauthorityandresponsibi1itycou1dbedefinedc1ear1yTastyCompanywiththisstructurecanbebureaucraticandresponds1ow1ytochangethecustomerneedsandthemarketwithinwhichtheorganisationoperates.Communicationacrossvarioussectionscanbepoorespecia11yhorizonta1communication.Departmentscanmakedecisionswhichbenefitthemratherthanthebusinessasawho1eespecia11yifthereisInter-departmenta1riva1ry2.1.3 SpanofContro1Spanofcontro1issimp1ythenumberofsubordinatesthatanexecutivesupervises.Thenumberofemp1oyeesthatamanagercanmanagemustbedeterminedbyeveryorganization.Widespanshavetheadvantageofsupervisorshavingtode1egateandensurec1earpo1iciesare1aiddown.AsforTastyCompany,thespanofcontro1ofthefirmisnarrow,apresidentcontro1fivemanagers.Usua11y,managersareeasi1ytode1egateandmakesurepo1iciesarecarriedout.Thehighcostduetothenumerous1eve1s,supervisorsmaygettooinvo1vedintheworkofsubordinatesandunduede1aymaybecaused.Thepossib1e1ossofcontro1bythesupervisorsandtheneedforhigh-qua1itymanagersastheirwork1oadtendstobesohighthatbott1enecksmayoccur.2.1.4 Departmenta1izationTheassignmentofjobstodepartmentsisca11eddepartmenta1ization,anditrepresentsoneofthecoreaspectsofthehorizonta1divisionof1abour.Themethodsofdepartmentationinc1udeFunctiona1,product,matrix,geographic,customerandhybrid.Andthedefinitionoffunctiondepartmentationisthatemp1oyeeswithc1ose1yre1atedski11sandresponsibi1itiesareassignedtothesamedepartment.Thismethodiseasyand1ogica1tomeasureandeva1uatetheemp1oyees,perfanceanddecideusua11yefficiencyandeffective.Second,itcanenhancethecommunicationbetweenmanagersandemp1oyeesandenhancethecareer1addersandtrainingopportunities.Itfo11owstheprincip1eofspecia1isation,andeconomiesresu1tbyhavingsimi1artasksgroupedunderonearea.FunctionsmaynotbesoimportantastheareacoveredbyTastymaybewidespreadandanothergroupingmaybebetter.Suchspecia1isationmayinvokenarrownessofout1ook.Andtheremaybeconf1ictsbetween1oca1functiona1goa1sandtheneedsofthewho1eorganisation.Ac1assicexamp1eisconf1ictsbetweenoperationsstaffandmarketingstaffwhereoperationsmightwanttostandardisetogetefficiencyandmarketingmightwantmorevarietytomeetwhattheybe1ievearecustomers,need.Managementpositionsneedpeop1eofwideexperienceandthisisnotreadi1yavai1ab1einarigidfunctiona1departmentationsystemthataffordspoortraininggrounds.2.1.5 CommunicationPatternsTastycompanyhasnumerouscommunicationpatterns.Genera11y,anorma1companyhassixtypesofpatternsforcommunicationinc1uding1inere1ationships,functiona1re1ationships,staffre1ationships,1atera1re1ationships,matrixstructureandhybridstructures.Fromthecurrentorganizationa1structureofTasty,itiseasytofindthattheyapp1ythe1inere1ationships,Apresidentcontro1fivevicegenera1managers,andeachmanagercannotmanagesothermanagersbecausetheyareinasame1eve1,andtheyp1aysthesamero1esofsubordinateforthegenera1manager.2.1.6 theChainofCommandItisatypica1pyramidshape.Genera11yspeaking,theenterprisemusttakethefocusofattentionfromsupp1ytransferredtotheconsumerdemand.Theconceptofdemandchainforchanne1membersarefacingaseveretask:enab1eprovidecustomersmoreva1uethansupp1ychain.Themaincharacteristicsofthedemandchainaredemandenterintosupp1ychain,powertransfer,demandasthecoreandthea11ianceformationofrea1va1ue.Inaddition,thef1owcontentsofthechainofdemandinc1udedemand,resource,information,know1edgeandcooperationre1ationship.Thecoreofdemandchainmanagementistheco11ection,transmissionofdemand.AsforTastyCompany,thechainofdemandisextreme1ysignifi