HND人力资源管理 outcome4

更新时间:2023-06-23 17:07:47 阅读: 评论:0

兽满人间
Contents
1.0 Introduction
2.0 Findings
2.1 Current Organizational Structure   
2.1.1 the Characteristic of Hierarchical Structures
太极拳运动2.1.2 Span of Control
2.1.3 Departmentalization
2.1.4 Communication Patterns
2.1.5 the Chain of Command
2.2 Future Organizational Structure
2.2.1 the Characteristic of Hierarchical Structures
2.2.2 Span of Control
爨宝子碑
2.2.3 Departmentalization
2.2.4 Communication Patterns
2.2.5 Chain of Demand 
2.3 Contingency Approach that help determine the Future structure
  2.3.1 Task
  2.3.2 Technology
  2.3.4 Size
2.4 Relationships
2.4.1 Line Relationship
2.4.2 Functional Relationship
2.4.3 Staff Relationship
2.4.4 Lateral Relationship
2.5 Authority, Responsibility and Delegation
3.0 Conclusion
4.0 Reference
1.0 Introduction   
This report has mainly analysis the Tasty Compan海鲜怎么保鲜存放y, which is a food company. According to the contingency approach, there is a need to re-structures the internal structure. It is also to identify the line, staff, functional and lateral relationships. In the report, I will explain the current and recommended structure of the company, and the authority, responsibility and delegation to line management relationships in the propod structure.
2.0 Findings
2.1 Current Organizational Structure
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2.1.1 the Characteristic of Hierarchical Structures
This is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line. This kind of structure is suitable for the beginning of the Tasty Company.
This is the sort of structure that allows for easy decision-making and is also very informal in nature. They have fewer departments, which makes the entire organization become decentralized one so the authority and responsibility could be defined clearly
Tasty Company with this structure can be bureaucratic and respond slowly to change the customer needs and the market within which the organisation operates. Communication
across various ctions can be poor especially horizontal communication. Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry
2.1.2 Span of Control
Span of control is simply the number of subordinates that an executive supervis. The明朝状元 number of employees that a manager can manage must be determined by every organization. Wide spans have the advantage of supervisors having to delegate and ensure clear policies are laid down. As for Tasty Company, the span of control of the firm is narrow, a president control five managers. Usually, managers are easily to delegate and make sure policies are carried out.
The high cost due to the numerous levels, supervisors may get too involved in the work of subordinates and undue delay may be caud. The possible loss of control by the supervisors and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.
2.1.3 Departmentalization
The assignment of jobs to departments is called departmentalization, and it reprents one of the core aspects of the horizontal division of labour. The methods of departmentation include Functional, product, matrix, geographic, customer and hybrid. And the definition of function departmentation is that employees with cloly related skills and responsibilities are assigned to the same department.
This method is easy and logical to measure and evaluate the employees’ performance and decide usually efficiency and effective. Second, it can enhance the communication between managers and employees and enhance the career ladders and training opportunities. It follows the principle of specialisation, and economies result by having similar tasks grouped under one area.
Functions may not be so important as the area covered by Tasty may be widespread and another grouping may be better..
Such specialisation may invoke narrowness of outlook. And there may be conflicts between local functional goals and the needs of the whole organisation. A classic example is conflicts between operations staff and marketing staff where operations might want to standardi to get efficiency and marketing might want more variety to meet what they believe are customers’ need.
Management positions need people of wide experience and this is not readily available in a rigid functional departmentation system that affords poor training grounds.
2.1.4 Communication Patterns
射手座的明星Tasty company has numerous communication patterns. Generally, a normal company has six types of patterns for communication including line relationships, functional relationships, staff relationships, lateral relationships, matrix structure and hybrid structures. From the current organizational structure of Tasty, it is easy to find that they apply the line relationships, A president control five vice general managers, and each manager can not manages other managers becau they are in a same level, and they pl
ays the same roles of subordinate for the general manager. 
2.1.5 the Chain of Command购房指南
It is a typical pyramid shape. Generally speaking, the enterpri must take the focus of attention from supply transferred to the consumer demand. The concept of demand chain for channel members are facing a vere task: enable provide customers more value than supply chain. The main characteristics of the demand chain are demand enter into supply chain, power transfer, demand as the core and the alliance formation of real value. In addition, the flow contents of the chain of demand include demand, resource, information, knowledge and cooperation relationship. The core of demand chain management is the collection, transmission of demand. As for Tasty Company, the chain of demand is extremely significant, in order to stablish the demand chain, the company should push attention to more ceramic collectors and wealthy, and attracts them buy our food. Also the firm should ensure demand chain can solve the needs of market, sales and rvice in the value chain.

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