HND 人力资源 1Word文档下载推荐.docx
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HND 人力资源 1Word文档下载推荐.docx
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Operationalgoal,productgoal,consumergoalandsecondarygoalarethefourtypesofgoalscommonly.
Operationalgoal,itisassociatewithefficiencyoftheproductionandoperation.Inthiscase,theairlinefliesdirectlytosomeifthewellknowncommercialhubsofEurope,therebyconnectingthemtomaincitisofScotland.Inthisway,ScotiaAirwayshouldincreasetheirefficiencyofproductandoperationtogetmoreprofit.Productgoal,itisordertogeneratetheeminentproductionlikepracticalgoods,attractiveservice,novelidea,etc.Forexample,Theairlineoperatesscheduledflights,mainlytargetingbusinessandleisuretravelersandaimstoprovideexceptionalvalueformoney.Consumergoals,thegoalspertainingtothecustomerarecalledconsumergoals.Itgiveconsumerwhattheywanttoneed.Consumeralwayswanttohavetheproductthatlesspricebutmorefine,infact.Theairlinecanoffertheseproductlikesomebusinessservice,unparalleledcomfort,convenience,what’smore,it’sexpenseisidenticalwithothercompetitors.Secondarygoalsaregoalswhichhavebeensetbyorganisationswhicharenotthemostnecessarythingsthattheorganisationwouldliketoachievebutareneverthelessimportant.Sometimes,thisgoalsislinkedtothesocialresponsibility.TheairlinecovereightdestinationsacrossEurope.Itboostthelocaleconomyinsomeaspect.
Objectives
Objectivesaremorespecificthangoalsandidentifythespecificpathtobetakeninordertoachievegoals.TheobjectivesshouldbeSMART-Specific,measure,attainable,realisticandbeTime-specific.Forexample,itfocusesonneeds,comfortlevelandmarketshares.Objectiveisvitaltoorganisation,becausespecialobjectivehaveaforwarddirectiontothecompany.Inthiscase,theairlineoffermainlytargetingbusinessandleisuretravellerstosatisfyconsumer’sneeds.Theyprovideunparalleledcomfortandconveniencetopassengersforconsumersothattheycanfeelmorecomfortable.Sotheycandomakegreaterprogressinthesetwoaspect.
Policies
Itisaguidancetoconductmanager’sthinkingandprovidearuletofinishthegoalsandobjectives.Theyareaframeworkofrulesorageneralguidethatfoundparametersformakingdecisions.Forexample,investment,ScotiaAirwayssetaboutappointingamanagementteamwhoseexperienceandexpertisewasfirmlygroundedinthebudgetaviationmarket.itsexpansionoverrecentyearshasItsexpansionoverrecentyearshasseenthecompanycommitsignificantresourcestothemarketingandsalesdepartment,itsfinancedepartment,anditsoperationsdepartmentinanattempttoensureithaskeptupwithcustomerdemands.Differentdepartmentsareinchargeofdifferentmissionandmeetcustomer’sdiverseneeds,together.Itcanimproveefficiencysubstantially.
Advice
Accordingtothiscasestudy,theyhavegreatserviceandfavorableprice.Theyhavethefirstairlinetoofferfullbusinessclassservice,butatpricethatareequivalenttotheeconomyclassofitscompetitor.AsfarasI’mconsider,theycanestablishantherdepartmenttoofferothergoodserviceandaddnewmanagementteamtoensureeverydetail‘squalityandeachlink’s.Inpublicity,theycanadvertisetopopularizethemselves.Retainingtheoldcustomer.Thesemannersareabletowinawonderfulfame.
Relationship
Goalsarealong-termaimtopersonororganisation.Objectivesareconcreteattainmentsandcanbeaccomplishbysomecertainsteps.Objectivesareveryconcrete,butgoalsarelessstructured.Theyalwaysareformulatedtogether.Policyindicatewhatshoulddo,whatshouldn’tdo.Goodpoliciesusuallyhelpstafftoattainthegoalsandobjectives.So,everyorganisationhavetoestablishacongruousrelationshipamonggoals,objectivesandpolicies.Itiscrucialtotheburgeoningoforganisation.
2ExplainthemainprinciplesofOpenSystemsTheorywithreferencetoScotiaAirway.
Theinternalandexternalenvironmenthaveaeffecttoorganisation.Itincludesfourfactors,inputoutputprocessenvironment.
Aboutinput.Asforthisaspect,managers,staff,equipmentandbankloan.Managers:
themanagersofScotiaAirwaysisstable,becausethecompanybeabletoretainthesamemanagementteam.Staff:
thevastmajorityofstaffhavealsoremainedwiththebusinessasithasgrownthroughtheyears,thatitmeansthemoststaffisknowthecompanyandhavethegoodskillsaboutdifferentjobs.Equipment:
Advancedequipmentinfavorofthecompany'
sdevelopment.TherearefiveairplaneswhichthemanagementteamfeelenablesthebusinesstoberesponsivetothedemandsandchallengesofthemarketinScotiaAirways.Bankloan:
SocitiaAirways’thebankloanbecomebetter.
Aboutoutput.Outputalwaysbemadefromproduct/service,skilledstaff,satisfiedclients.Product/service:
Productnotonlyisashowofcompanytocustomers,butalsoistheabilityofself-identity.Qualityofserviceallowscompaniestogetareputation.ScotiaAirwayoffersseveralvalueaddedservicesandisthefirstairlinetoofferfullbusinessclassservice,butatpricesthatareequivalenttotheeconomyclassofitscompetitor.Skilledstaff:
StaffwithgoodskillsandprofessionalismlikeRosaDallevicwhoproposedtheideaforthecompanytomakeagreatcontribution.Satisfiedclients:
Ifthecompanywouldliketohavebetterprofitabilityfromtoclients,theymustimprovetheirhigherqualityandmorecomfortableservice.
Inenvironment.Itincludingeconomy,socialtrendandculture.Economy:
investorwillincreasedtheinvestmentfunds.It’seconomyenvironment.Policies:
FutureopportunitiesseemlikelyastheEUandUKgovernmentrelaxtheircontroloverthelicensingofairlineprovision.It’sapolicy.Socialtrend:
theinvestorshadaclearideathatbusinesstravelwasagrowthareawhentheysetupScotiaAirway.It’sasocialtrend.Culture:
acultureoftrusthasbeenemphasisedanddevelopedbyboththemanagementandworkersandthishasservedtoenhancetheeffectiveness,efficiencyandoverallperformanceofthebusiness.Thisisanexcellentcorporatecultureenvironment.
Inprocess.Itincludefollowingthings:
production,sales,allocationofprojectandadminsupport.Production:
ScotiaAirwaysoffersseveralvalueaddedservices.Sales(promotion):
ScotiaAirwaysisthefirstairlinetoofferfullbusinessclassservices,butatpricesthatareequivalenttotheeconomyclassofitscompetitors.Allocationofproject:
ScotiaAirwayhasmanydepartmentswithdifferentmissionsuchas,marketandsalesdepartment,financedepartment,operationsdepartmentetc.Adminsupport:
Rosaisinoverallcharge,assistedbyherlong-termcolleagueAzim.SinceshejoinedScotiaandthishashelpedpromoteconsistencyandcontinuity.
3IdentifythemaindifferencesbetweentheformalandinformalorganisationwithinScotiaAirway.
Organisationhasformalfactorsandalsocanhaveinformalfactors.Formalorganizationareestablishedtoaccomplishspecificorganisationalobjectives.Ithasclearobjectives,responsibilitiesregulatetherelationshipbetweentasks,structureandappropriateagencies,membersandmemberfunctionsandactivities.Informalorganizationisbasedonpersonalrelationshipsandagreementofgroupmembersratherthanondefinedrolerelationships.Itusuallyhasfollowingfeatures,flexibleandlooselystructure,undefinedrelationship,spontaneousmembershipandvariousdegreesofinvolvement.Buttheyarenotmutuallyexclusive.Differencesbetweentheformalandinformalorganization:
formalorganizationhascleargoals,objectives,policies,andmissionstatement.Informaldon’thave..Formalorganizationdefinedstructure,cleardivision.Informalorganizationhasnoformalstructure,provideinformalcommunicatiowithintheorganization.Formalorganization`srulesmayexist.Informalorganizationhasnoformalrules.Formalorganizationdefinedline,staffandfunctionalrelationships.Informalorganisationisn’t.Theorganizationwillbecontrolledbysomecontrolstrategy.Informalorganizationhasnoformalcontrolstrategy.
Forexample,theinvestorsinScotiaAirwayshavesetanambitiousprogrammeforexpansionoverthenext5yearstoincludelonghauldestinations.Theinvestorsteamisaformalorganisation.Because,theyhaveclearobjectiveaboutexpansion.
ScotiaAirwaysberegardedasafamily-stylecompany,andhasestablishedarangeofsuppliersandclientsthatareseenastheextendedfamily.Inthiscase,thatsuppliersandcilentsdon’thaveastructure,andtheyareundefinedrelationship.Sothesuppliersandclientsisinformalorganisation
Incaseacultureoftrusthasbeenemphasiseddevelopedbyboththemanagementandworkersandthishasservedtoenhancetheeffectivenessefficiencyandoverallperformanceofthebusiness.Thisisculturecontrol.Because,formalorganisationcanbecontrolledbysomeway,thatisformalorganisation.
So,therealsoexistmanyinformalorganizationswithintheformalorganizations.
4DescribefourprimarystakeholdersofScotiaAirwaysandexplaintheirinterestsin,andinfluenc
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