人力outcome理论部分

人力资源outcome部分 案例分析

1 Basic components of organization.

Individuals carry out different roles to achieve its goals and arrangement.

It’s include objectives, people and structure.（换顺序）

2 Classification of goals(组织目标分类) 关键词 P29

Product goals:

Consumer goals:

Secondary goals:

Operational goals:

3 Objectives and policies

两个的定义（简写）

4 Internal with external environment（换词）

Resources: qualified employee, job, finance equipment

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Internal environment: objective, communication, administration

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External environment: design, staff training, consumer satisfaction

5 Stakeholder and reasons of stakeholders P71

Employees: peoples work for organization

Fianciers: lend organization money

Directors and managers: people lead organization

Suppliers: people provide raw materials and services

Communities: people affected by organization

6 Strategies for controlling staff

John Child point out four strategies, they are Personal centralize, Bureaucratic control, Output control and Cultural control

A Motivation factors

Maslow’s Hierarchy of Needs: Physiological needs, Safety and security needs, Social needs, Ego needs Self-actualization

Alderfer’s ERG theory: Existence, Relatedness, Growth

B Equity theory

公平原则指的是组织的个人回报是根据个人变现决定的，这些变现有严格标准并有制度加以保证（翻译成英文）

C Goal theory 定义

D Improving job performance and team cohesiveness 凝聚力

Team work, Participation in decision making, Autonomy,

Consultation, Selection of adaptable supervisor, effective delegation, empowerment(7选4)

人力资源outcome部分 案例分析

E Team work

表现优异的团队都会有下面的这样的特征：共同认知并同意团队任务，目标，技术，个人工作与团队合作的关系（翻译成英文）

12 Duties and roles of manager

Naylor point out some theories as follow, the responsibility of manager is include achieving objectives in a changing environment, working with and through people, working the most of available resources, balancing equity, efficiency and effectiveness

13 Likert’s Management systems（Key words）

Exploitive authoritative:

Benevolent authoritative:

Consultative:

Participative:

14 Measure the effectiveness of management

Productivity level, Meeting deadline, Time management, Motivation and morale

15 How these indicators help to assess their performance

这些理论可以考量经理们的效率，帮助他们彻底清楚他们的角色，职能，并且让他们有效地评估自己的表现并适时做出改变（翻译）

16 Understanding of leadership

领导力描述的是在你的控制范围内能做到的最好的状态，领导力要求我们拥有有效地沟通技巧，激励技巧和团队精神（翻译）

17 John Adairs action centred approach

Action centred approach 关注的是领导对于the task team, maintenance and individual needs 这项不同层次的需求的驾驭能力

18 Contingency, situational and transformational approaches to leaderships

Vroom and Yetton’s decision quality and acceptance approach 如何帮助David更具员工参与决策的程序，将领导风格分为三类：独裁专制型，协商型和群体决策型

19 Hersey and Blanchard model （key point）P211

Telling: relationship behavior

Selling: task and relationship behavior

Participating: relationship and support

Delegating: not much task or relationship

20 Why leadership

这里关于领导力的理论可以帮助我们理解经理的行为并有效地评估这些行为，同时提出建议进行改进（翻译）

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