HND人力资源管理outcome4

Individual Report

F84T 34 NAME: SCN: CLASS:

Managing People and Organisations

Outcome 4

Contents

Introduction ....................................................................................................................................... 2 Section 1:The Structure at Present in Shangri-la Hotel ..................................................................... 2 Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel ............................................. 3 Section 3:The Influence of Task, Technology, and Size on the New Structure ................................. 5 Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure .................... 6 Section 5: Authority, Responsibility and Delegation within the New Structure ............................... 7 Conclusion ........................................................................................................................................ 8 Reference .......................................................................................................................................... 8

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Introduction

The purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure.

Section 1:The Structure at Present in Shangri-la Hotel

At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, 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 manager 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 levels: 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 directions 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 means top manager delegates authoritiesto all levels of management. In the case, Ailsa used this decentralized approach. For example, in the management of Ailsa, 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 their staff directly

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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. Craig allocated specific tasks to different staffs. He required that all staffs should do dishes following 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 structure: 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. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach.

Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management of the hotel, Craig’s staffs were divided into following parts: the kitchen cook, the purchasing staff and the waiters. They did different tasks and made different products or service to customers. So it was a products or service approach.

Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel

After the new development of the organization, the organizational structure can be divided into three parts: the manager, the staff and the supplier. It is called a Shamrock management structure. The departmentalization approach could also be used.

Product departmentalization: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In

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the case, before merger, it consists of four types: chambermaids, reception, kitchen staff and waiting staff. There would be additional two types after the merger. One was is farm , the other is Gordon’s restaurant.

Shamrock structure: It especially refers to the three-part or three levels of an organizational structure. In the shamrock organization there are three different groups of people: basic managers, employees as the core part,the external co- workers and the part-time workers as a form of supplement.

Supplier-Gordon Manager Farm supply: 3 staffs Restaurant: wife, 2 chefs, 4 waiters Craig: Kitchen Restaurant Alisa: Marketing Managing the hotel Chambermaids Reception Kitchen staff Waiting staff. Staff 4

As 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 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 part 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 third 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, and Size on the New Structure

Contingency 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 shaping 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 complicated 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 the technology of producing a product or supplying service. In this case, before the merger of Gordon’s farm as a hotel, Ailsa made marketing strategies and plans which focused on the city customers and business. After the merger, Ailsa must make another different marketing strategy

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which should be feasible in Gordon’s farm. Appropriate technology is very important in the operating process of an organization.

Size: It is an essential factor that influences the shape and structure of 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 size. For example, the number of stuff was increasing. Besides, because Gordon’s farm was a part 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 relationships within the New Structure

Line 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 that 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 relationship: 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 the same level of staffs which are in different systems and do different tasks. For example, there were waiters in both Ailsa’s and Craig’s management system. But waiters in Craig’s restaurant supplied service to customers eating here. And waiters in Ailsa’s hotel supplied service to customers living here. This was a lateral relationship.

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Section 5: Authority,Responsibility and Delegation within the New Structure

Authority: 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 changes appeared after the merger.

Responsibility：It is the obligation for some people in the organization to perform a task, assignment or function. In the case, for example, Antonio as a reception manager, had the responsibility on reception of clients. Few changes appeared after the merger. Delegation: It is an action to pass the responsibility or authority to a person to carry out and complete the specific task. In the case, Ailsa delegated her right to Antonio to help her manage the hotel. However, Craig hardly delegated any right to others. As a result, it caused some problems such as staffs’ complaints. The suggestion is that Craig should delegate some rights to the staff, such as some decision-making. In this way, the involvement of the staffs will be increased. And the efficiency of kitchen operation will be improved.

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Conclusion

The findings of the report reveal the management structures, contingency theory and different relationships and their applications in different situations.

Reference

Yuan Yu, Zhang Shutao,2013,Managing People and Organisations, China Modern Economic Publishing House.

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