人力与组织管理outcome4

Outcome4Question1:Xudaelectronicsco.LTDisaprofessionalcompanyengagedincommunications,householdappliancesandotherhardwareproducts,low-frequencyelectronicconnectordesigndevelopmentandproductionofmanufacturing.Itisengagedinmolddesign,manufacturingandstampingmolding.ItislocatedineconomicandtechnologicaldevelopmentzoneofYueqingcity,ZhejiangProvince.Inaddition,asubsidiarycorporationisbuiltinbaoanShenzhen.Xudaadherestothe"first-classquality,punctualdelivery,reasonableprice"servicetenet,constantlyintroducingnewequipments,theadoptionofnewtechnology,strengtheningscientificresearch,andnewproductdevelopment.Withthegoodfaithmanagementfortheidea,Xudaestablishesagoodcorporateimageinthemarket,thusXudareceivedbythemajorityofcustomersathomeandabroad.Currently,Xudaappliestothebureaucracystructure.Asisfollowing:Thebureaucraticstructurehighlytakesroutineoperationtasksthroughprofessional,whichalsohasformalrulesandregulationsandisdividedintofunctionaldepartments,centralizedauthority,spansofcontrolanddecisionmakingwhichfollowthechainofcommand.AccordingtothestructureofXuda,thecentralizationandspecializationarehigh.Therearespecialistsmanagersandthehierarchicalenvironmenttoencouragetheeffectiveuseofspecialistmanagers.Asisshown,therearemanydepartmentstoachievedivisionoflaborandresponsefortheworkindifferentareasaccordingtodifferentfunctionssothatXuda’sdepartmentalizationishighaswell.Departmentscanmakedecisionswhichbenefitthemratherthanthebusinessasawholeespeciallyifthereisinter-departmentalrivalry.Inaddition,thespanofcontrolisnarrowbutmoremechanizedandearliertocontrolandmanage.Underthisstyleofmanagement,employeesareloyaltotheirdepartmentandorganization.Onthewhole,thelevelofmanageisaboutfourwhichishigh.Inthisstructure,communicationacrossvarioussectionscanbepoorespeciallyhorizontalcommunication.Inotherwords,itismainlyverticalcommunication.Question2:Inordertotheneedsofmarket,thecompanyplanstoenlargethesizetoexpandandenterthenationalmarket.Atthesametime,inordertoprovidecustomerswithbetter,moreaccurateandmoretimelyservice,expansionisoverwhelming.Furthermore,Xudahastochangetheorganization,suchasthestructure,tosatisfiedtheneedsofexpansion.Therefore,anewstructureisrecommended.Itisstillabureaucracystructure,buttherearesomechanges.Thenewstructureismorebureaucraticandmechanized.Therearemoredepartmentsandlevelofmanagetoachieveobjectivesandstrengthenmanagement.Thereareaddedboardofsupervisors,andqualityinspectiondepartment.Moreover,humanresourcesdepartmentisdividedintodatagroupandtraininggroup.Thearrangementbenefitstosortandsafe-keepallemployees’information.Traininggroupcouldprovidealargequantityofprofessionaltrainingsothatcompanycangainmoreexperiencedemployees.Inordertoprovidebetterservices,customerservicedepartmentcontainsautomatic serviceandmanual service.BoardofsupervisorsAccordingtothisstructure,thecentralizationislowerthanoriginalstructure.Becausetherearemorelabordivisionsothatmoreauthorityaredelegated.Thedegreeofcentralizationisdecreased.Moreover,therearemoredepartmentsasanentirejobisnotdonebyoneindividual.Individualemployeesspecializeindoingpartofanactivityratherthantheentireactivitysothatthedepartmentalizationandspecializationarehigherthanbefore.Inaddition,thespanofcontroliswiderduetotheaddeddepartmentsandgroups.NotonlytheCEO,butthemanagershavemorepowerofcontrolastherearemoreemployeesandissuestocontrolandhandle.Underthisstyleofmanagement,thelevelofmanageisaboutfivewhichishigher.Forexample,humanresourcesmanagercontroltwogroupspreviously.Inthisstructure,communicationismainlytheverticalcommunicationbutthepoorhorizontalcommunication.Question3:Todeterminedesignororganizationalstructure,manyfactorsmustbeconsiderable.“Thecontingencyapproachsuggeststhataneffectiveorganizationmustadjustitsstructureinawaythatconsistentwiththetypeofenvironmentinwhichitoperatesaswellasthetechnologyitusesandanyothercontextrelatedfactorssuchasthebusinessenvironment.”(SQA,2013)Therefore,thestructurechosenshouldadaptinresponsetotheprevailingsituationsatanypointintime.Therewillbethreecontingencyvariables,size,technologyandtask,whicharetakenintoaccountwhendesigningthestructureoftheorganization.Thesizeofanorganizationisprobablythemostimportantvariableinfluencingthestructureandshapeofanorganization,“withsmallorganizationstypicallyhavingfewproceduresascomparedtothelargebusiness,whichwillhavemanywrittenprocedures,organizationchartsandformalprocesses.”(SQA,2013)Xudaplanstoexpandthemarketshares,whichrequiresalargersizeoforganizationwhich“referstocapacity,numberofpersonnel,outputs,resources.”(StephenP.Borgatti,1996)inaddition,theexpansionofXudameansmoreactivitiesandproductions,andincreasingsizeisalsorelatedtoincreasedstructuringoforganizationsactivitiesbutdecreasedconcentrationofpower.Resultinthelagersize,Xudashouldchoosethebureaucracystructurewhichhasmoredepartments,higherlevelofmanagement,butlesscentralization.Thechangesofstructureprovidesmanagerialpractices,suchasflexibilityinpersonnelassignments,extentofdelegationofauthority,andemphasisonresultsratherthanprocedures,relatedtothesizeoftheunitmanaged.“Thetechnologytheorganizationusesisakeyfactorinitssuccess.Thisisinrelationnotjusttoinformationtechnologybutthecompleteapproachtoproducinganitemordeliveringaservice.”(SQA,2013)Xudamajorsinelectronicproduction,whichmeanstechnologyisasignificantaspect.XudahastochoosemechanisticstructurebecauseXudaneedstheroutinetechnologytostipulatetheproductionprocess.WhenXudatakesmassproduction,thestructureofXudaistallerhierarchiesandbottomlevelishuge.Thesupervisorspanofcontroliswiderandthespecializationishigher.Mechanistic,bureaucraticstructureissuitableforXudatooperatecheaply.Lastly,“thenatureandsizeofthetaskisakeydeterminantinshapingtheorganization.Acomplextasksuchascancerresearchmayrequireamorecomplicatedorganizationalstructurethansayafarmingbusiness,whichonlygrowsandsellspotatoes.”(SQA,2013)Differenttaskscandeterminethedifferentstructuresofanorganization.Taskvarietyreferstothequantityofnewproblemsamanagerencounters.Currently,thebureaucracystructureaimstohelpmanagersofXudaachievetheirobjectivesefficiently.ThetaskvarietyisincreasedandthenthespanofcontrolofXudaiswider.Asfortaskanalyzability,itsaidthatprogrammedsolutionsavailabletoamanagertosolveproblems.ThereexistnoprecedentsandrulesforreferencesothatXudaneedmoreexplosionandsuitablemanagement.Therefore,Xudaappliesthenewstructuretoachieveobjectiveseffectively.Question4:Varioustypesofrelationshipsdependingonthewayofdelegationofauthorityarefourpartswhicharelinerelationship,staffrelationship,functionalrelationshipandlateralrelationship.Inthenewstructure,linerelationshipisfoundbriefly.Anorganizationthathasformallyappointedmanagerswhohavesubordinatesreportingtothemhasalinestructure.“Everystaffhasitstheirimmediatebosswhoisresponsibleforindividuals.Linerelationshipprovidesroutesforupwardanddownwardcommunicationandlinksdepartmentstogethertoanultimatesourceofauthority.”(Grunig,J.E.,&Hunt,T.1984)Thislinerelationshipsarefoundwithinfunctionsanddepartments,withlinemanagersbeingresponsibleforeverythingthathappenswithintheirdepartment.Asismentioned,thereexistelevendifferentkindsoflinerelationship.Forexample,theboardofshareholdersareresponsibleformanagingtheCEOandCEOhastoreportthesignificantperformancetoboardofshareholders.Then,CEOmanagesthedepartmentmanagersandtherelationshipbetweenfinancemanagerandtheemployeesinfinancedepartmentistypicallylinerelationshipanditisdecision-makingquicklyandclearresponsibility.Basedonthelinerelationship,correspondingfunctionaldepartmentsareestablishedundertheleadershipoftheadministrationatalllevels.Intheorganizationwithlinearsystem,staffdepartmentareadded.Staffrelationshiparemorecentralized.Managersofstaffhaveauthorityovertheirownsubordinates,buthavenoauthorityoverlinemanagersandtheirsubordinates.Underthisrelationship,thedecision-makingprocessbecomesslowerbecausethelayersandguidelinesaretypical.InXuda,thetypicalstaffrelationshipisbetweenboardofshareholdersandboardofsupervisor,CEOandvice-generalmanager.BoardofsupervisorcansupervisetheCEOandprovidethesuggestiontoboardofshareholdersbutboardofsupervisordoesnothavetherealauthority.Moreover,vice-generalmanagercouldgivesomeadvicestoCEOwhocanCompetentforthepositionofdepartmentmanagers.“Wherethefunctionalspecialistsupportsorhasauthorityovercertainactivitiesofaparticulardepartmentthereissaidtobeafunctionalrelationship.”(SQA,2013)Insomesituationsthespecialistmayhavebeenassignedthedirectauthorityforparticularareas.Inthenewstructure,thefinancemanagerhastheauthoritywhichissendingwages,performanceevaluationandbenefitsevaluation;thepurchasingmanagerisresponsibleformakingthepurchasingbudgetandlistingthepurchasingorders;Theotherdepartmentmanagershavetheirownfunctionsaswell.“Lateralrelationshiparethosethatexistbetweenstaffatthesamelevelintheorganization.Thereareimportantforthecoordinationofthevariousfunctionsoftheorganizationsandareoftenwhere“usandthem”problemsoccur.”(SQA,2013)Theymaynothavethesamejob,buttheyreporttoeitherthesamepersonortopeoplewhoareofequalstandinginthecompany'schainofcommand.IntheXuda’sstructure,therelationshipisamongthefinancemanager,purchasingmanagerandotherdepartmentmanagers.Inaddition,therelationshipamongthethreevice-generalmanagersislateralrelationshipaswell.Question5:“Positionalauthorityreferstotheprojectmanager'sauthorityenforcedthroughtheprojectcharter.”(ThomasCutting,October3,2008)Authorityflowsdowntheverticalhierarchy.Positionsatthetopofthehierarchyarevestedwithmoreformalauthoritythanwhichareatthebottom.Amanagerhasauthorityonlyifsubordinateschoosetoaccepthisorhercommands.Eachmanagementpositionhascertainrightsandpowersonlyrelatedtotheposition,buthasnothingtodowiththeindividuals.“Responsibilityistheobligationplacedonapersonwhohasacertainpositioninanorganizationtoperformatask,assignmentorfunction.”(SQA,2013)Responsibilitymakesemployeesandmanagerstorecognizetheimportanceoftheirworkingroupstandthenachievetheorganization'sgoals.“Delegationisthepartnershipofauthorityandnotresponsibilitytoanotherperson,tocarryoutspecificactivities,whichisnormallyfromamanagertoasubordinate.However,thepersonwhodelegatedtheworkremainsaccountablefortheoutcomeofthedelegatedwork.Delegationempowersasubordinatetomakedecisions,i.e.itisashiftofdecision-makingauthorityfromoneorganizationalleveltoalowerone.”(Bittel,LesterR.1964)Inthenewstructure,forexample,CEOcontrolsthemanagementpowerwhichcomesfromboardofshareholders.CEOhastherightstoappointorremovetheemployees,makedecisionsaboutthedevelopmentstrategyofcompanyandsoon.CEOhasmanyauthoritiestooperatebusinessandgettheprofitmaximization,buttheyalsohasquantityofresponsibility.CEOshouldunderstandtheimportanceoftheworkingsincasethatXudaispooroperation.Inaddition,CEOcouldconsiderthewholecircumstancestomakeenoughprofitstosupportthebusinessandoffertheday-to-dayexpenses.Deeply,CEOcandelegatetolowermanagement.Forexample,ifCEOisgoingtogoabusinesstrip,thevice-generalmanagerscouldbeempoweredandthenresponsiblefortheroutineoperation.Inaddition,CEOempowersthedepartmentmanagerstoimprovethedepartmentalizationandspecializationandoperateefficientlyandeffectively.Forexample,thehumanresourcesmanagerhastheauthoritytotransferpersonnel.Furthermore,themanagershouldberesponsibleforthepreservationofdataandsorting,andtraining.Inaddition,themanagercanempowertheemployees.Themanagerappointthetwogroups,datagroupandtraininggroup,anddelegatetotwogroupstomanageparticularareas.Reference1.Grunig,J.E.,&Hunt,T.1984,ManagingPublicRelations.NewYork:HarcourtBraceJovanovichCollegePublishers.2.SQA,2013,ManagingPeopleandOrganizations,ChinaMordenEconomicsPublishingHouse,Version43.StephenP.Borgatti,1996,OrganizationalTheory,Revised:October08,2001http://www.analytictech.com/mb021/orgtheory.htm4.ThomasCutting,October3,2008,GrabbingProjectManagementAuthority–BuildingfromScratch5.Yueqingcity,zhejiangprovince,xudaelectronicsco.,LTD,2009,Companyprofile,Yueqingcity,zhejiangprovince,xudaelectronicsco.,LTD,http://www.chinaxuda.com.cn/about.asp6