管理学人事管理的几个模型全英文.docx
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管理学人事管理的几个模型全英文.docx
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管理学人事管理的几个模型全英文
BUSM1162MANAGEMENT1-MANAGINGPEOPLE
GROUPASSIGNMENT
SEMESTER1,2015
TutorialInformation
Tutor:
AshkanKhalili
TutorialTime:
16:
30onTuesday
GroupInformation
GroupA3
DongqingLi:
3517079
YuxuanWang:
3510158
TingyiChen:
3509839
YangZhou:
3424115
ZhaoyeLiu:
3497998
TableofContents
ExecutiveSummary3
Introduction4
Discussion4
1.HumanRelationsModel4
1.1Understandingselfandothers4
1.2Communicatinghonestlyandeffectively5
1.3Mentoringanddevelopingothers6
1.4Managinggroupsandleadingteams7
1.5Managingandencouragingconstructiveconflict8
2.InternalProcessModel10
2.1Organisinginformationflows10
2.2Workingandmaintainingacrossfunctions10
2.3Planningandcoordinatingprojects11
2.4Measuringandmonitoringperformance11
2.5Encouragingandenablingcompliance12
Conclusion13
Recommendations14
TheoreticalRecommendations14
PracticalRecommendations14
Reference16
Appendix19
InterviewTemplate19
EquityofContributionPolicy(EOCP)25
ExecutiveSummary
Theintentionofthisreportistoevaluatetheapplicationofmanagementconcepts,theoriesandframeworksbasedontheinterviewofaseniormanagerfromDeloitteChina.Thecompetingvalueframeworkhasbeenappliedasananalysingtool.Thisreporthasanalysedtencompetenciesfromthehumanrelationmodelandtheinternalprocessmodel.
Somerelevantmanagementconcepts,theoriesandframeworkshavebeenusedtoanalysetheexperienceandopinionsofthemanagerMsMaoaboutmanagingpeople.Fiveconceptshavebeenutilisedtodiscussthevalueofdevelopingcommittedandinvolvedorganisationalemployees,whichincludetheJohariWindow,ShannonandWeaver’scommunicationmodel,Grote’sperformancemanagementprocess,Vroom-Jago-Yettondecision-makingframework,andThomas’sconflict-handlingstrategies.Moreover,fiveconceptshavebeenappliedtoevaluatetheestablishingandmaintainingstabilityandcontinuity,whichcontainTraffingapproach,managingthecross-functionalteam,theuseofGanttchartforplanning,balancedscorecardframework,andMitchell’scompliancestrategy.
Theoreticalandpracticalrecommendationsarepresentedinthisreport.Theoreticalrecommendationsarecreatedforthefutureresearchinmanagingpeoplewhilepracticalrecommendationsforthemanagerhavebeengeneratedforfuturemanagement.Theoreticalrecommendationsincludethepayingattentionofinformationover-sharing,thefocusofnegativementoringeffects,theneedforfuturedevelopmentofconflict-solvingstrategies,andtheapproachinsolvingnegativeissuestowardsperformanceevaluation.
Practicalrecommendationsincludethelearningfromtheoutside,usefulapproachesforcommunicationwithsubordinates,developinganinterdependentrelationshipbetweensubordinates,andincreasingcommunicationopportunitieswithothermanagersindifferentdepartments.
Introduction
Thisreportisacomprehensiveanalysisofkeymanagementconcepts,theoriesandframeworks,anddeterminingtheirapplicabilitytotheexperiencesandopinionsofthemanager.Inordertocomprehendthemanager’sexperienceandviewstowardsmanagingpeople,ourgrouphadinterviewedtheseniormanagerMsMaofromDeloitteChina.ThemanagerislocatedinChina,andtheinterviewwasconductedthroughE-mail.Theindustrysectorofthemanager’scompanyisauditingservices.Thecompetingvalueframeworkhasbeencentrallyappliedasananalysingtool.Thisreportcomprisesoftwomainparts,whichincludetheanalysisofthehumanrelationmodel,aswellastheanalysisoftheinternalprocessmodel.Tencompetenciesfromthesetwomodelswillbeanalysedinthefollowingreport.Thetheoreticalrecommendationsforfutureresearchandpracticalrecommendationforthemanagerwillbepresentedattheendofthereport.
Discussion
1.HumanRelationsModel
1.1Understandingselfandothers
Themanagerstateditisvitaltoencourageunderstandingandappreciationamongstteammembersregardingbackgroundsandcultures.Self-awarenesscanbeinterpretedasunderstandingownproblems,biases,advantagesanddisadvantages(Brown&Lent2008).AccordingtoDulewiczandHiggs(2000),theeffectivenessofthemanagerwithhigherlevelsofself-awarenessishigherthanthosewithlowerself-awareness.Self-awarenessconsistsoftwocomponents,whichareemotionalintelligenceandsocialintelligence(Taylor&Bright2011).Specifically,theemotionalintelligencemeansawarenessofinternalcharacterandpersonalitywhilethesocialintelligenceimpliestheunderstandingbyothersinexternalcontext(Taylor&Bright2011).
Themanagermentionedshesetroutineface-to-faceconversationwithherteam.Teammemberscanobtainfeedbacksfromeachotherasaresultoftheconversation.JohariWindow(Figure1)isaframeworktoassistpeopletounderstandselfandothers(Luft&Ingham1955).Itcomprisesoffourquadrants,whichareopen,blind,hidden,andunknown(Luft&Ingham1955).Themanagerhelpedteammemberswithdifferentbackgroundandculturetomovefromtheblindquadranttotheopenquadrant.Particularly,teammemberscanrealisesomethingthatothersseebuttheydonotrecognise.Themanagerorganisedsometeamactivities,whichgenerateopportunitiesforcommunication.Sheencouragedhersubordinatestoexplainthosethingsthatthemselvesknownbutdonotrevealtoothers.Thehiddenquadrantbecamesmallerascommunicationincreased.However,themanagermaynotrecognisetheimportanceofunknownquadrant.Themanagerandhersubordinateshadnotdiscoveredtheelementsthatarenotknownbyselforevenother.Thosecomponentsinunknownquadrantmayaffecttheirfuturework.TheJohariWindowisausefultoolfortraining;nonetheless,thereexistsomedrawbacksofthisframework.Firstly,theJohariwindowcannothelppeopletounderstandculturedifferences.Someculturesareveryopenwhilesomearenot.Secondly,employeesmayfeeluncomfortableiftheyrevealsomethingaboutthemselves.
Figure1–Johariwindow
Source:
Luft,J&Ingham,H1955,TheJohariWindow:
Agraphicmodelofinterpersonalawareness
1.2Communicatinghonestlyandeffectively
Themanagerhadstatedclearlyabouthercommunicationapproachwithsubordinates.Interpersonalcommunicationisanexchangeofinformationsuchasideasbetweentwoparties.ShannonandWeaver(1948)hadidentifiedthreetypesofcommunicationsissues,whicharetechnicalissue(accuracyofcommunication),semanticissue(precisenessofcommunication)andeffectivenessissue.Effectivecommunicationmaybedifficulttoachieveasaresultofthesethreelevelsofcommunicationsproblems.Themodelofcommunication(Figure2)developedbyShannonandWeaver(1948),whichisusefultoanalyseinterpersonalcommunication.
Themanagermentionedsheoftentalkswithsubordinatesface-to-faceabouttheirrecentlifetodemonstratethecarewiththem,andthiswaymakesubordinatesfeelrelaxedandtalkaboutmore.Themanagersuccessfullyencodeshermessagealongwithsomeinformalinformationtoherteammember,andthusshecaneasilyreceivefeedback.Inthemeantime,subordinatesdecodethemanager’sinformationwithoutnervousoruncomfortablebecauseallcommunicationsareconductedattheinformaloccasion.Theeffectiveencodinganddecodingcanhelpthemanagertoreceiveusefulfeedbacks.Secondly,asacommunicator,themanagerusesface-to-facecommunicationapproach,whichisahighrichnessmedium.Theface-to-facecommunicationisregardedastherichestcommunicationmethod(Robertet.al2015).Nonetheless,themanagerignoresthefactofnoise,whichaffectstheeffectivenessofcommunication.
Figure2-Abasicmodelofcommunication
Source:
TheMathematicalTheoryofCommunication.
1.3Mentoringanddevelopingothers
Themanagergavefullattentiontomentoringbecausesheindicateditwasextremelyimportantofdevelopingsubordinates.Mentoringcanbedefinedasadevelopmentallyorientedrelationshipbetweenamoreexperiencedpeopleandlessexperiencepeople(Lesteret.al2011).Theeffectivementoringhasbeenassociatedwithcareersatisfaction,highsalaries,andleadershipdevelopment(Lesteret.al2011).Themanagermentionedthefactthatemployeescouldgetlostoftheircareerdevelopmentwithoutconstantrecognitionorappreciation.Routinementoringistheonlywaycanhelppeopletoestablisheffectiveshort-termandlong-termgoals.Arecentsystematicreviewidentifiedthatmentorshiphasanimportantinfluenceonpersonaldevelopment,careerguidanceandproductivity(Sambunjak,Straus&Marusic2006).
Themanagerstatedtheircompanyhasone-to-onecounseleeandcounsellorsystemwherebytheycanmeetinthebeginning,middleandendofeachyear.Shealsoassertsthatthisprocessisvitalinachievingtheiroverallgoals.Grote’s(2002)performancesystemhasindicatedfoursteps,whichareplanning,execution,evaluation,andreview.Firstly,themanagershoulddraftplansandholdmeetingswithemployeestodiscussgoalsinthefollowingmonthsatthebeginningoftheyear.Secondly,themanagershouldmeetwithsubordinatesregularly,andfeedbackshouldbeprovidedforemployees.Thirdly,employeesshouldofferperformanceinformationtothemanagersothatthemanagercanfinalisetheperformancereview.Finally,managersshouldarrangeameetingwiththeiremployeestoprovideformalfeedbacksonemployees’performanceduringtheyear.TheGrote’smodelisextraordinarilyusefulwhendesigningmentoringprocess.
Themanagermayfacesomechallengeswhenactingasamentor.Firstly,themanagermayfeeldifficulttobeabossandmentorsimultaneously.Toacertainextent,thereexistconflictsbetweentheroleofbossandmentor.Se
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