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    人力資源Essay作業:Human Resource Fram for Leader and Community Focused Company

    論文價格: 免費 時間:2022-04-28 09:40:01 來源:www.mobile1apps.com 作者:留學作業網

    本文是人力資源專業的Essay范例,題目是“Human Resource Fram for Leader and Community Focused Company(面向領導者和社區型公司的人力資源框架)”,在大多數組織中,它以某種方式體現了Bolman和Deal的四個框架:人力資源框架、結構框架、政治框架和象征框架。威奇托的Luna Café也沒有什么不同。他們努力實施成功的領導過程,并通過親身進行職業培訓,增強面臨風險的青年的權能,并在社區中充當高質量的café。Luna Café致力于通過工作經驗和指導,為有犯罪記錄的高危青少年提供一種另類的生活方式。我們是威奇托最大的餐廳雇傭重罪犯通過"一勞永盡"基金會為他們提供第二次機會。

    Within most every organization, somehow, someway it embodies Bolman and Deal’s four frameworks, the Human Resource Frame, the Structural Frame, the Political Frame, and the Symbolic Frame, in some capacity. Luna Café in Wichita isn’t any different. They strive to implement successful leadership processes, as well as empowering at risk youth through hands on job training, and acting as a high quality café in the community. Luna Café strives to provide at risk youth, specifically those with a criminal record, with an alternative lifestyle through work experience and mentorship. We are the number one restaurant in Wichita who hires felons in order to provide them with a second chance through the One and Done foundation. The foundations name is unique, as it is in reference to one big mistake, and done. Meaning they are working to make a better life for themselves and their families. So, with that Luna Café strives to provide the individual with learning valuable workplace skills. Luna Café offers several programs for personal development for employees.  Luna Café wants to be able to not only help, but encourage the young individual to continuously set and achieve new goals with the intention of moving on to bigger and better things. Part of Luna’s program is for those who were imprisoned or jailed before graduating high school, they help prepare/tutor them for obtaining their GED.  They also provide the individual with group therapy, which stresses that they accept accountability and responsibility for their actions. As for every action, there is a reaction or a consequence of that action.  Luna also participates in several different charities throughout the community. Luna Café is very similar to that of Panera Bread, Luna offers a variety of sandwiches, bagels, breads, pastries, hot beverages, alcoholic beverages and breakfast items. Bolman and Deal’s frameworks provide valuable insight, the Human Resource Frame applies particularly well when analyzing this organization. Their ability to structure the business with an emphasis on the Human Resource Frame, and bring together both organizational elements, is what makes Luna Café so unique.

    基金會的名稱是唯一的,因為它是在參考一個大錯誤,并完成。這意味著他們正在努力為自己和家人創造更好的生活。因此,Luna Café努力為每個人提供學習有價值的工作技能。Luna Café為員工提供了一些個人發展項目。Luna Café希望不僅能夠幫助年輕人,而且鼓勵他們不斷設定和實現新的目標,并朝著更大更好的目標前進。盧娜的項目的一部分是為那些在高中畢業前被監禁或監禁的人,他們幫助他們準備/指導他們獲得GED。他們還為個人提供團體治療,強調他們對自己的行為承擔責任。對于每一個行動,都有一個反應或行動的結果。盧娜還在社區中參與了幾個不同的慈善活動。Luna Café與Panera Bread非常相似,Luna提供各種三明治、百吉餅、面包、糕點、熱飲、酒精飲料和早餐項目。Bolman和Deal的框架提供了有價值的見解,人力資源框架尤其適用于分析該組織。他們的能力結構的業務與強調人力資源框架,并結合這兩個組織元素,是什么使Luna Café如此獨特。

     

    人力資源Essay作業范例

    In this we will analyze Luna Café using the congruence model. This is one of the most effective ways to run an organization, as it considers the four crucial components of an organization’s processes. The four components, which collectively constitute the transformation process in the model, are task, informal organization, formal organization, and individual. Each component interacts with each of the other three components individually.

    Inputs are the factors that affect performance due to the organization’s situation. These are the resources that are used by the organization, its history, social, economic and market positions. Resources utilized by Luna Café include the volunteers, charitable donations, students, and Megan’s time and expertise, and so much more.

    Tasks, these are the things members of the organization must do, and can differ from person to person or organization to organization. A good example would be the students at Luna’s Café have the task of getting the business ready for the opening of the café for business, working the line, positive customer service, stocking, clean up, and closing. A crucial foundational point about organizational tasks is that they must fall in alignment with the skills of those people completing them.

    任務,這些是組織成員必須做的事情,可能因人而異,也可能因組織而異。一個很好的例子是在Luna的Café的學生有一個任務,為café的開業做好準備,工作,積極的客戶服務,備貨,清理和關閉。關于組織任務,一個至關重要的基本點是,它們必須與完成這些任務的人的技能保持一致。

    Luna Café’s informal structure basically refers to the culture and norms that exist within the organization. These essentially govern many interactions and relationships within it. Some organizations have a laid back culture, and others have more of a no-nonsense culture, and then there are those that fall somewhere in between the two. The culture at Luna’s appears to be relaxed, yet structured, but not overly structured, which appears to work well for the group of students who are not particularly accustomed to rules and strict structure outside of prison/jail life. Many of these students prior to incarceration lacked any kind of structure in their home life. There can be a downfall to that, in which students sometimes feel, either consciously or subconsciously, that they can take advantage of Megan Henry, who is the Executive Director. While this can possibly pose a serious threat to the organization’s ability to succeed, Megan’s primary goal is to hold on to the students for as long as she can, believing that every moment they’re at Luna’s it’s time they are not on the streets. Megan essentially takes on the stress, knowing that Luna Café is making a huge difference in these young peoples lives, even if they aren’t aware of it or not. There are downsides in dealing with the students’ disrespect and the associated stress, and it can lead to other problems within the organization.

    Luna Café has a flat organizational structure, with Megan at the top who maintains contact with all eight students in the program. The newly hired manager also has some authority over the students, but his position within the formal organizational structure hasn’t yet been solidified yet due to he is still in the probationary period. Megan takes the responsibility right now for coordinating and working with the volunteers who help out at Luna’s, this will eventually go to the new manager in time.  In terms of who is directly reported too, nearly every member of the organization reports directly to the Executive Director. The café’s formal organization is functioning at this point, but is unlikely to remain sustainable with so much pressure on one person.

    Luna Café有一個扁平的組織結構,梅根在頂端,她與項目中的所有8名學生保持聯系。新聘用的經理對學生也有一定的權力,但由于還處于試用期,他在正式組織結構中的地位還沒有得到鞏固。梅根現在負責協調和幫助志愿者在Luna 's,這些最終會及時給新經理。至于直接向誰報告,幾乎該組織的每一個成員都直接向執行主任報告。café的正式組織目前還在運作,但一個人承受著如此大的壓力,不太可能持續下去。

    In order to understand all of the individual factors that go into the transformation process, one should ask themselves, what are their needs and preferences? What are their perceptions and expectations about their work? What knowledge and skills do they bring to their work, if any? Of course, the answers to these questions are very different when asking them of Megan versus the students. Megan is educated, has an abundance of experience in the food service industry, and also has experience leading nonprofit organizations. On the other hand, the students employed by Luna have little professional experience in any environment really. Determining the individual needs of these extremely inexperienced individuals therefore falls once again into the lap of Megan Henry who works endlessly to provide opportunities for the students to do work they enjoy and gain value from.

    In order for a desired performance the organization must constitute the outputs an organization must produce. Within the  congruence model, every part of the transformation process must be placed with the desired results, whether in mass quantity or quality. This model measures the outputs at the group, individual, and organizational levels. It is important to understand each of the four components of the congruence model, as well as it is extremely important understanding how they interact with one another and create fit.  Fit almost always exists between every combination of two parts of the transformation process. One of the relationships that affect the daily operations and the daily success of Luna’s is that of between task and individual. Like I stated above, those students who are accepted into the program at Luna Café are typically ex-felons who have had very limited work opportunities. In their life many of them have experienced socioeconomic backgrounds that create interesting obstacles, which they must overcome in order to sustain steady employment. With that being said, unfortunately due to their needs and abilities, it does not always mesh well with the tasks assigned to them at the café (in other words, the congruence within the relationship isn’t particularly high). One relationship is primarily high congruence at Luna’s which is the relationship between individual and the informal organization. The culture and diversity at Luna, is not overly structured, and appears to work well for the group. These students are not always accustomed to the fact of strict rules and structures. The smooth and broad culture allows them to feel comfortable most of the time, freeing them to do their work to the best of their ability. Despite these young students unfortunate pasts, they are able to build a strong bond with Megan, a lot of due to the informality of the culture. Megan has always adored these students, and probably stated it best when she said these kids meant everything to her, and they would do anything for her. There are issuesthat arise from time to time, but the relaxed culture at Luna’s is primarily beneficial in that it cultivates trust and feelings of positive self-worth.

    Megan tries very hard to run the Luna Café effectively, professionally and morally. She works really hard to make sure that she is charging people prices similar to those of Panera and/or other sandwich shops/bagel shops, as well as match the quality of products and services that they provide. Megan wants for her customers to be happy with not only the service but the products at Luna Café.  While the culture here at the café is mostly relaxed one, it is important and essential that the employees provide a fun and friendly, yet a professional environment, but also be willing to work hard to provide a quality experience for their customers. Employees that are running the sandwich area are therefore expected to behave and interact with the customers in a certain manner in order to keep customers happy and satisfied. When people enter a sandwich shop for a cup of coffee and a bagel, they expect a certain level of professionalism from the employee and the business as a whole.

    梅根非常努力地運行著盧娜Café,有效,專業和道德。她非常努力地工作,以確保她向人們收取的價格與Panera和/或其他三明治店/百吉餅店相似,并與他們提供的產品和服務質量相匹配。梅根希望她的客戶不僅滿意的服務,但產品在Luna Café。雖然在café這里的文化大多是輕松的,但重要和必要的是,員工提供一個有趣和友好,但專業的環境,但也愿意努力工作,為客戶提供高質量的體驗。因此,為了保持顧客的快樂和滿意,經營三明治區域的員工應該以某種方式與顧客互動。當人們走進一家三明治店,喝一杯咖啡,吃一個百吉餅時,他們期望從員工和整個企業中獲得一定程度的專業水平。

    Organizations like Luna Café also wish to find fit between the individual and the formal organization. This may be one area in which Luna Café struggles, as the structure in many ways may not fit with many of the individual’s characteristics. As mentioned earlier, many of the employees are ex-felons and troubled youth.  This means that many of them may require a lot of attention and supervision to keep them focused and on task. One of the critiques Megan mentioned of her own business was that it needed a more organized formal structure. Many of the employees require special attention, as some suffer from learning and psychological disorders as well as substance abuse problems. Some of the employees really struggle to stay on task and complete their assigned jobs effectively. Without much help, Luna Café’s lack of structure tends to put more stress on Megan to be able to cater to each employee’s needs. Rather than just overseeing their work, Megan in many instances feels as if she has to constantly “baby-sit” employees who are in need of her attention.

    Along with the congruence model, there are four frameworks that Bolman and Deal suggest are useful ways of analyzing an organization. “The human resource frame centers on what organizations and people do for one another” (Bolman & Deal, 2008). This is in direct opposition to the ideology that organizations exploit workers and treat them as pawns in a greater game of chess. Rather, the Human Resource Frame focuses on investing in people, and occasionally sacrificing costs to strengthen the fit between the individual and the organization. Luna Café in Wichita relies heavily on the Human Resource Frame, with their goals targeted toward personal development, responsibility and accountability, and empowerment of an oftentimes-underserved youth population.

    Luna functions as two organizations in one, developing and empowering the under-reached community of ex-felons and serving timely and delicious food. It is this hybrid that makes Luna so special, and both elements work to improve the function of the other. Founder and Executive Director Megan Henry calls “every aspect [of Luna Cafe] a learning experience.” Though the café does provide programs such as GED preparation, tutoring, and psychological support, Megan highlights that even being in an environment in which collaboration with others is necessary can teach valuable life lessons. The work habits necessary for success in the food service industry, such as arriving on time, maintaining a clean workplace, and serving customers in a positive manner, work to develop skills necessary to enter the work force as well as to cultivate basic life skills. Further, the personal development workshops for the employees after-hours increase dependability and are constructive to interpersonal conflict resolution. Though Megan often runs into bumps with this system, it is the perfect example of how investing in people can lead to increased positive work output.

    Luna組織集兩個組織于一體,發展和賦予那些未被充分利用的前重罪犯社區力量,并提供及時美味的食物。正是這種混合讓盧娜如此特別,這兩種元素都能改善對方的功能。創始人兼執行董事梅根·亨利稱“(Luna Cafe的)每個方面都是一次學習經歷?!彪m然café提供諸如GED備課、輔導和心理支持等項目,梅根強調,即使身處一個需要與他人合作的環境中,也能教授有價值的人生課程。在餐飲服務行業取得成功所必需的工作習慣,例如準時到達,保持工作場所的清潔,以積極的態度服務顧客,努力發展進入職場所必需的技能,以及培養基本的生活技能。此外,員工下班后的個人發展研討會增加了可靠性,并對解決人際沖突具有建設性。雖然梅根經常與這個系統發生沖突,但它是一個完美的例子,說明投資于人可以增加積極的工作產出。

    In this situation of transition for employees, tensions can rise quickly and escalate to high levels. In the Human Resource Frame, conflict resolution is based on agreeing on the basics, searching for common interests, and treating individual differences as a group responsibility (Bolman & Deal, 2008). Megan reflects this structure through what she calls “restorative resolution.” This involves addressing conflict as a group using talking pieces in a sharing circle. For this group, restorative resolution is extremely effective: it leads to personal application and growth, as well as direct application in the workplace. For example, during one of their sharing sessions, tardiness was discussed in terms of the “ripple effect.” The workers learned that tardiness affects their ability to complete their tasks effectively, and that, on a larger scale, their choices and actions impact those around them. As Bolman and Deal articulate, “Many employees feel little responsibility for an organization’s performance…the organization needs to build an ‘ownership culture…’ [and] ‘employees [must] both learn and drive the business disciplines” (Bolman & Deal, 2008). Restorative conflict resolution helps build this ownership culture at Luna Café.

    In an organization like Luna, it is very easy to unconsciously and frequently commit the fundamental attribution error. Society places certain labels on youth with criminal records, and removing that lens when viewing employees can be challenging. For example, one student was scheduled to arrive at 7 a.m. each day, but consistently arrived drastically late. Megan intervened, and told the student that he must arrive on time or risk suspension. From then on the student arrived at 7 a.m., but would nap in the backroom for nearly half of his shift. Megan assumed the student was struggling with some sort of drug addiction, and simply told him to sleep it off. She later discovered that he had been riding the train all night because he’s lived on the streets since age sixteen, and to avoid being robbed had to stay awake all night. In any organization, but in the case of Luna’s especially, it is vital to maintain the ideology of Theory Y, not Theory X. Theory Y dictates that “the essential task of management is to arrange conditions so that people can achieve their own goals best by directing efforts toward organizational rewards” (McGregor, 1960, p. 61). This is the target for Luna’s: helping youth achieve personal goals that better the organization as a whole, and finding a balance between not enabling and not abandoning. It is far too easy to treat the “symptoms” of a problem (i.e. bad behavior, inefficient work, negative attitudes) instead of getting to the roots (homelessness, insecurity, addictions, etc.). This is a very real example of the necessity to avoid rewarding A not B.

    While the Human Resource Frame provides a great lens for analysis, it has several limitations in analyzing organizations. According to the Human Resource Frame, Luna Café appears to be a highly successful café, because it consciously caters to the needs of its people. However, Luna Café is currently suffering from several problems, notably financial issues and an overpopulated staff. The frame does not look at the formal structure of an organization, such as the power hierarchy and decision-making structure. Since the Human Resource Frame looks primarily at the human aspect of the organization, it doesn’t necessarily consider problems with the underlying structure of the organization. For example, because Luna Café is a non-profit organization, it must rely heavily on fundraising efforts, grants, and individual donations for money. This means that they may be unable to provide the financial security that its employees need.

    雖然人力資源框架為分析提供了一個很好的視角,但它在分析組織方面有幾個局限性。根據人力資源框架,Luna Café似乎是一個非常成功的café,因為它有意識地迎合了人們的需求。然而,盧娜Café目前正遭受著幾個問題,尤其是財務問題和工作人員過多。該框架不考慮組織的正式結構,如權力層次和決策結構。由于人力資源框架主要著眼于組織的人的方面,它不一定考慮與組織的底層結構有關的問題。例如,由于Luna Café是一個非營利組織,它必須在很大程度上依賴于籌款努力、撥款和個人捐款。這意味著他們可能無法為其員工提供所需的經濟保障。

    人力資源Essay作業怎么寫

    Additionally, the Human Resource Frame does not look at the economic aspects of the organization—the give and take, the limited resources, etc.—that will need to be distributed amongst the individuals within the organization. These are aspects that affect but exist separately from the well-being of the individuals. For example, Luna Café has a limited amount of resources—particularly money. The Human Resource Frame doesn’t necessarily consider how that can be divided amongst the employees and director; in order for one individual to receive higher compensation, some must be taken away from another employee’s compensation. This can actually be seen in Luna Café current structure. Luna Café currently has a problem with too many employees; according to Megan there are too many kids, but she “doesn’t want to turn them away” because “they need [the Café].” This is an excellent example of how the Human Resource Frame succeeds, if we look at it from the perspective of helping as many ex-felons as possible. However, if we look at it from an economic efficiency standpoint, it fails by attempting to spread its resources too thin and not being able to fully satisfy the needs of anyone.

    As quoted in Bolman and Deal’s Reframing Organizations, “Individuals need (1) to see their work as meaningful and worthwhile…(2) to use discretion and judgment so they can feel personally accountable for results, and (3) to receive feedback about their efforts so they can improve” (Hackman, Oldham, Janson, & Purdy, 1987). The Human Resource Frame describes that an organization is akin to a living organism, constantly growing and changing as individuals function in the organization.

    引用在Bolman和交易的重構組織、“個人需要(1)認為自己的工作是有意義的和有價值的…(2)使用自由裁量權和判斷,這樣他們就可以感覺個人對結果負責,和(3)接收反饋的工作,這樣他們就可以改善”(哈克曼,奧爾德姆,延森& Purdy, 1987)。人力資源框架描述了一個組織類似于一個有生命的有機體,隨著個人在組織中的作用而不斷成長和變化。

    The Human Resource Frame causes certain limitations for Luna Café that create downfalls for the organization. However, the three other frames can make up for these limitations if applied correctly. Many of the problems within the organization are centralized around the downfall of not having a formal structure in place. The Structural Framework states that an organization is a machine. There are structures of hierarchy in place to allocate tasks to different people in their assigned roles (Bolman & Deal, 2008). Luna Café does not have a formal structure or hierarchy set in place. This lack of structure causes issues between the Executive Director and her employees. There needs to be set roles that accomplish a set number of targets for the organization to make the company run smoother.

    The Political Framework, if implemented correctly, could help Luna deal with both of the problems addressed previously—scarcity of resources and over-abundance of employees. Scarcity is a major problem that arises within the organization. The Political Framework discusses how to correctly allocate those resources to make the organization run effectively. One way to allocate correctly would be based on job performance. This framework views the workplace as an arena to compete in (Bolman & Deal, 2008). If each employee of Curt’s Café competed to a high level for the money they earn, profits would hopefully rise. Allocating resources correctly also goes back to keeping the right staffing level. Luna Café keeps far too many employees because Megan does not want to turn away any at-risk youth. However, keeping that many employees creates even more scarcity of resources. Resources, especially money, are what keep an organization moving effectively. To maintain the right amount of resources, there may need to be a cutback on the amount of people working at Luna Café.

    政治框架,如果正確實施,可以幫助盧娜處理之前提到的兩個問題——資源短缺和員工過剩。稀缺是組織內部出現的一個主要問題。政治框架討論如何正確分配這些資源,使組織有效運行。一種正確分配的方法是基于工作表現。這個框架將工作場所視為一個競爭的競技場(Bolman & Deal, 2008)。如果Curt的Café的每個員工都為他們賺到的錢競爭到一個高水平,利潤將有望上升。正確分配資源還涉及到保持正確的人員配備水平。Luna Café留住了太多的員工,因為梅根不想拒絕任何有風險的年輕人。然而,保留這么多員工會使資源更加稀缺。資源,尤其是資金,是保持一個組織有效運作的要素。為了保持適量的資源,可能需要削減在Luna Café工作的人員數量。

    The last framework, the Symbolic Framework, addresses an organization as a tribe with rituals and symbols to drive it forward (Bolman & Deal, 2008). Luna Café is a symbol of hope for the entire community that at-risk youth can lead a better life with a little help from outside sources. This symbol needs to be able to generate donors for this non-profit organization. Focusing on the at-risk youth is very important, but using that to gain supporters for the organization will help Luna’s in the long run to stay in business. The Symbolic Framework, using the youth as a symbol, can help the organization generate more money than it does currently. Having ceremonies and rituals within the organization can also help the at risk youth to be more motivated to work feeling more apart of a group bigger than themselves. To motivate a group of younger people who are naturally not very motivated is a difficult task, but having rituals is one way to make a more cohesive group work towards a goal, because these rituals and symbols drive it forward.

    In summary, Luna Café is an organization that highlights both the selling points and the drawbacks of the Human Resource Frame. Bringing a positive environment for at-risk youth to work and learn is a strong positive that Luna’s offers as an organization. On the other hand, running an organization that is non-profit has its drawbacks. As discussed earlier, resources can be limited, and a formal organizational structure may be difficult to implement. To try and solve these problems using the other frames will be necessary. The Structural Frame, the Symbolic Frame, the Political Frame, and the Human Resource Frame need all be utilized when analyzing the organization and also when applying the congruence model to assess (and improve) ‘fit’. All of these aspects working together can help make Luna Café work even more efficiently and effectively than it does now.

    綜上所述,Luna Café是一個強調人力資源框架的賣點和缺點的組織。為有風險的年輕人提供一個積極的工作和學習環境,是盧娜作為一個組織提供的一個強大的積極因素。另一方面,運營一個非營利組織也有其缺點。正如前面所討論的,資源可能是有限的,正式的組織結構可能很難實現。為了嘗試解決這些問題,使用其他幀將是必要的。結構框架、符號框架、政治框架和人力資源框架都需要在分析組織時使用,也需要在應用一致性模型來評估(和改善)“適合”時使用。所有這些方面的合作可以幫助Luna Café比現在更有效地工作。

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