Evaluating Selected Human Resource Essay

Purpose The answer of this report is to evaluate the actual practices in terms of two themes Decision Making and Use of teams and groups, and arrive that both of them ar useful to be in criticically analyzing and understanding the selected organization Beijing YanJing Brewery Co.,Ltd (YJB).Definition- Decision making and use of teams and groups be both grievous in organizational solicitude. Decision Making is understood as managements task par excellence-the bureaucratic cogito (the thinking brain) whose decisions the corporate body should follow (Clegg, Kornberger,Pitsis, 2008, p.286). The organization, which tail make efficient and useful decisions skunk have a major impact on patronage sustainability and agility. (M etc.lfe, 2003). Simultanelouly, jibe to any(prenominal) scholars, team race in any case plays an important role in ensuring human traffic within organizations that they are increaseive, cohesive, and aligned with the organizations outcome while also ba lancing the great unwasheds desire for meaning, autonomy, and social relations (Clegg, Kornberger, Pitsis, 2008, p.122).Structure The report is brinyly divided into tether sections 1. Briefly introducing YJBs background, including the itemise and type of employees and rounds game and roles of managers. 2. Describing the actual practices of the YJB in terms of the preceding(prenominal) two themes 3. By critically analyzing the actual practice, including the positive aspects, as well as negative aspects, the condition go pasts a brief assessment of how useful the two themes can be in critically analyzing and understanding YJB. First, to sponsor find the negative aspects, which need to be improve Second, to help find the factors that cause these puzzles. The last is to help find ways to improve.1 BackgroundThe precedent has worked as a secretary in YJB for the past four familys after graduate from the university, where the main tasks include writing reports and documents f or the managers.YJB is one of the top 500 lucrative industrial enterprises of China, one of the top light speed breweries. The collective Culture is dedication, creation, collaboration and master spirits. At present, it boasts of 29 affiliated companies, including 21 breweries and 8 relevant or attached enterprises ( Li 2007).1.1.1The Structure of circumspectionIt Sets up Shareholders Meeting, Board of Directors and Board of supervisors Meeting. Shareholders Meeting is the companys highest authority The Board is the main decision-making Agency The Board of Supervisors Meeting are directing the supra managers. The organization structure is broken down further as follows* Members of Board There is one chairman (Li Fucheng), two Vice Chairman(Zhao Fang and Li Hua) , ten directors, and basketball team independent directors. Li Fucheng is the Chairman of the Board and also the General relegateenger vehicle.* Supervisory Board members There is one Board of Supervisors President (Z hang Ming ), two Supervisors (Gong Ming and Sun Chao) .* some otherwise replacement managers There are S counterbalance Deputy managers.They are responsible for Finance, Infrastructure, Service, Technology, Production, Marketing and Archives line of products. The special roles of the managers see Chart 1.Chart 1 Beijing YanJing Brewery Co., Ltd. Organization and Management1.1.2 The Structure of EmployeesYanJing has a supply of 29,275 employees, and can be divided into five types production 17,466, sales 5,203, technique 4,267, finance 497?,administrative staff 1,842?. gamey school (including technical flashary school) or higher education accounted for approximately 57.8% of the total number of companies. mingled types of professionals are with 43% of the total number of workers, production and marketing of first-line account for 80% of the total number of workers.2 conclusions2.1 Decision Making2.1.1 Decision-making stylesIn YJB, centralized decision making is in place, th e most important decisions are make at the upper management. In other words, the Parent companys shape up has the final decision-making power the subsidiary managers have no authorization to make the important decisions, much(prenominal) as investment. Thus, they are required to continually submit periodic reports.2.1.2 Decision-making LevelsCompany takes Shareholder Meeting, Board of Directors, General Manager hierarchical decision-making system.* Strategic decisionsStrategic decisions are persistent by the Meeting of Shareholders, which has the highest authority. The strategic decisions are those that yarn-dye the general direction of the organization (Davis, D 2004, p.3). In YJB the strategic decisions include those, such as product of market phylogenesis, investment decisions, etc.* Tactical decisionsTactical decisions are mainly decided by the Board. The examples of tactical decision making in YanJing are those, such as budget allocations, personnel assignments, minor vis ion commitments, promotional mix decisions, and other short-term internal assignments.* Technical decisionsParts of the technical decisions are decided by the Deputy Managers. Technical decisions are routine in nature and deal with the control of particular(prenominal) tasks ((Davis, D 2004, p.4). This includes quality control, payroll, scheduling, and credit acceptance or rejection. Athough aspects can be decided by the alternate managers, the final decision is controlled by the Board ( General Manager).2.1.3 Decision-making Process* Problem recognition The first step, the YJB decision-maker sop up the problem from Subsidiary or departments, including production, sales, research and get aroundment. The recognition process begins when management acknowledges that some situation exists, or exit exist, that needs to be acted upon in the near future.* Information search An information search is the second major stage. YanJing Company use a combination of technologically sophistica ted searches by experts and data order strategies to help identify and solve problems.* Problem analysis The Company holds a senior management encounter and invite outside experts to discuss the issues, to ensure the problem is thoroughly analyzed. SWOT Analysis (Strengths, Weakness, Opportunities?Threats) are normally used by the company, especially in the investment decisions.* Feasible evaluation. By using project plectrum models (Meredith & Mantel Jr, 2009, p.42) this allows the Company to make further assessments. The Criterion includes investment risk, rate of re pull, consulting costs and acquisition times, etc.* Final decision. Through careful comparative guinea pig, from several options, the Board selects the most viable. However, typically, the final decision-making power corpse in the hands of the Chairman ( General Manager).2.2 Use of teams and groups2.2.1 Rational division of laborYJB Mainly takes three stages to achieve the rational division of labor* Pre-job homew ork. This stage focuses on theoretical training. As part of the Corporate culture new staff must undertake three months professional training. The once they have pass the final examination, they are eligible for next phase.* Practical tests. After passing the examination, the new staff further into the operational phase. There is a three-months trial period. Only the new staff who meets job requirements, provide eventually be retained.* Job rotation. Every new staff member in the first year of work period must be tempered to distinct positions. In YJB, employees are mainly divided into five types Production, sales, technitical, finance and administrative staff. By rotation. The company can ultimately achieve rational division according to each person expertise. However, the final decision is made by the General Manager Li Fucheng, other managers or low-level personnel have no authority to review, analyze, critique, and recommend courses of action.* 2.2.2 Open discussion.It is us ually advance that employees actively provide suggestions through various channels, including written reports, direct mail or discussion with the Deputy Managers and any other forms. Moreover, the senior managers frequently come to the production line to listen to staff suggestions and give the feedback on deadlines.To the rationalization proposals, YJB will not only adopt but also give awards to the provider. To some extent this reduces team conflict.2.2.3 motive* Creating motivated work environment In order to give employees a better on the job(p) and living environment, the Trade Union usually books the Train tickets for employees to return home. Furthermore, in Womens Day, the trade union will purchase vouchers or well-being insurance, by which the employees be broadingness is enhanced.* Performance Award The employees will be awarded because of high-performance or innovation in the work field. The incentive system includes bonuses, travel or holidays, etc.* PromotionIt estab lishes a reasonable promotion system. The staff, regardless of age, qualifications, or who have capacity and capital performance, can have the opportunity to be promoted. However, in fact, work experience is considered for promotion more rather than the individual capacity.2.2.4 Training and development* Top-level training Company develops and implements a human resources development plan, which includes promoting a number of ability and political integrity of the young top managers into key positions training each year. By doing this, YJB tries to frame-up a strategic reserve of talent, who understand business, and are good at management.* Low-level training. Staff training is regarded as the core links to improve employees overall quality. YJB invites experts and professors to hold specialized seminars for low-level managers each year In addition, it organizes technical training for nearly a thousand employees on regular adept-time, and selects technicians to advanced countries to study each year.3 Discussions3.1 Decision-makingDecision Making is important for organization long-term development. Efficient and effective decisions will ensure the company will perform well. Whereas, poor decision making significantly affects company productivity and profit (Sutcliffe & Mcnamaron, 2001, p.357). On the basis of the higher up analysis, the author learned the following aspects3.1.1Positive aspectsGenerally speaking, YJB takes efficient and effective decisions, which ensure the companys health and sustainable development.The process of decision-making of YanJing is rational. It is consenus with the rational decision-making model (Robbins, Judge, Millett, Jones, 2010, p.95). As in the beginning mentioned, YJBs decision process is broken down into a series of interrelated activities that leads to a selection among alternating(a)s. Apparently, it is actually rational, Open, and transparent. Decision makers in YanJing make judgments that are logical and internall y consistent with their goals and preferences. They select the substitute with the highest subjective expected utility, and they follow a systematic process from problem identification to implementation of the selected alternative ( Murray, Poole, Jones, 2006, p.164). In the authors opinion, that is a main reason to explain why it is only been 30 years that YJB has spent to suppress the development history of other cosmea beer enterprises with 100 years experience.3.1.2 shun aspectsThe power is highly centralized. YJB centralized decision making is in place, most important decisions are made at the top. Subsidiary managers have no authorization to decide the important aspects, regardless of the employees.The reasons to produce this problem may be the Chinese traditional culture impact. Firstly, Culture difference is reflected in values, which in turn affect behavior, including the way in which decisions are made (Albaum, Yu, Wiese, Herche, Evangelista, Murphy, 2010, p.142). In Ch ina, Stemming largely from Confucian ethics, these values legitimize paternalism at the levels of family and organization, and patrimonialism at the state level, and provide a moral justification for hierarchy by stressing multiplicative inverse vertical obligations (Child & Warner, 2002, p.30).Secondly, Managerial behavior in modern China has been greatly influenced by political consideration and the institutional regime. Initially, the PRC managed its labor using a top-down model that endured for half a speed of light ( Child & Warner, 2002, p.34-35). The firms tend to operate in a highly centralized manner, in which the entrepreneur-owners tend to hold back their authoritative position through keeping tight control in information and decision making.However, such centralized decision making can stifle the creativity, and flexibility needed by the subsidiary (Luthans, & Davis, 1991, p.179). For example, in domestic situations, with the competition increasing, if the top manag ers do not decentralize authority and give the local managers greater decision-making power, this will increase the time needed in responding to competitive threats.3.2 Use of teams and groupsTeamwork is the fuel that allows common people to attain uncommon results (Shelton et al., 2010, pp93-114). Effective and proper using of teams and groups will produce positive and satisfactory results (Gilley & Kerno, 2010, pp46-60). instruction from the above analysis, the author found the following aspects3.2.1 Positive aspectsThe YanJing team is united and highly-efficient. The employees worked in YanJing are full of collaboration and master spirits.As management scholars have stated teams and groups can be the most recognize ways of doing things. But at the other times teamwork can be frustrating, riddled with conflict and even counterproductive (Clegg, Kornberger, Pitsis, 2008, p.122). However, by taking some useful measures, which include Rational division of labor, Open discussion, Mo tivation and Training, YJB successfully reduces, even avoids groupthink, social loafing to create. These ways not only promote enterprise development which plays a certain role, it also greatly enhances employee sense of ownership. Moreover, it creates a warm, homelike atmosphere, establishes a high-performance working teams and forms a good corporate culture. This explains why YanJing will get success.3.2.2 Negative aspectsAlthough, the way of using teams and groups is worthy to be recognized in YJB, there are still some insufficient aspects, such as Lack of empowerment, which needs to be improved for its long-term development.Empowerment means helping to develop in others a sense of self-efficacy, self-determinism, personal control, meaning and trust (Carlopio & Andrewartha, 2008, p.428). To empower means to enable. It means to help people develop a sense of self-efficacy, or to feel successful or effective at a particular task (Geller, 2003). Accordingly, empowered employees are more productive, psychologically and physically healthy, proactive and innovative. They are higher morale and commitment than employees who are not empowered. While, without empowered, employees, organizations cannot adapt, survive or succeed in the long run.However, there is less empowerment in YJB. The reason may also be connected with the different culture impact. Chinese culture has on a high level power distance (Jaw, Ling, Wang, Chang, 2006, p.128). Because of relatively high degree of rights, and there more strict hierarchy this distance surrounded by the powers of all levels is large, which the author have mentioned in Assignment 1. A large power distance tends to be maintained between top managers and other members of the organization, with relatively little delegation of authority and a strong emphasis on vertical links within hierarchies (Child, J & Warner, M 2002, p.35).4. ConclusionIn summary, after evaluating the practices in above two themes Decision Making and Use of teams and groups, it is found that both of them are useful to be in criticically analyzing and understanding the selected organization YJB. The two themes can help one understand the following three aspects* Finding the organization management deficiencies, which aspects need to be improved.* understand the corporate culture and know that what factors that cause these problems.* Understanding the style of the organization management and whether it is suitable if considering the long term benefits to the company. If not, how to improve.5 Recommendations & ImplementationTaking above analysis into consideration, the findings and discussion in this report support the following recommendations* YJB should combine both centralized and decentralize decision making, a model like Japan (Luthans,F & Davis, k 1991, p.178). Top management still exercises a great deal of authority over what will be examined at the lower levels. However, working within this framework, lower level personnel have authority to review, analyze, critique, and recommend courses of action. The final decisions are made at the top level after elaborate examination of the proposal through successively higher levels in the management hierarchy, and results in acceptance or rejection of a decision only through consensus at echelon of the management structure.* Within a reasonable range, it should give employees sufficient empowerment and delegation. For example, Managers can by breaking obscure large tasks and giving employees only one part at a time. The manager watches for small successes achieved and then highlights and cilebrates achievements (French, Maule, Papamichail, 2009, p.410). Finally, the employees can generate a sense of movement, progress and success.ReferenceAlbaum, G, Yu, J, Wiese, N, Herche, J, Evangelista, F, Murphy, B 2010, Culture-Based Values and Management title of Marketing Decision Makers in Six Western Pacific Rim Countries, Journal of Global Marketing, vol.23, no.2, pp.139-151.Carlopio, J & Andrewartha, G 2008, Developing Management Skills A Comprehensive Guide For Leaders, PEARSON, Australia.Child, J & Warner, M 2002, Culture and Management in China, in M Warner (ed.), Culture and Management in Asia, Routledge, Britain.Clegg, S, Kornberger, M,Pitsis, T 2008, Managing & Organizations, SAGE,London.Davis, D 2004, Business research for decision making, 6thedn, South-Western College, USA.French, S, Maule, J, Papamichail, N 2009, Decision Behavior Analysis and Support, CAMBRIDGE, New York.Geller, E 2003, People-based safety, maestro Safety, vol.48, no.12, pp.33Gilley, A & Kerno Jr., SJ 2010, Groups, Teams, and Communities of Practice A Comparison, Advances in Developing Human Resources, vol.12, no.1, pp.46-60Jaw, BS, Ling, YH, Wang , YP, Chang, WC 2006, The impact of culture on Chinese employees work values, pp128-144.Li, FC, 2007, A Brief Introduction of YanJing Beer group, accessed 30/07/10http// yanjing.com.cnLuthans, F & Davis, k (ed.) 1991, i nternationalistic Management, McGraw-Hill, USA.Meredith, JR & Mantel Jr, SJ 2009, Project management, 7thedn, Wiley & Sons, USA.Metcalfe, D 2003, Enterprise Visibility Makes Decisions Profitable, Cambridge, MA, Forrester Research.Murray, P, Poole, D, Jones, G 2006, Contemporary Issues in Management and organisational Behavior, THOMSON, Australia.Robbins, SP, Judge, TA, Millett, B, Jones, M 2010, OB The Essentials, PEARSON, Australia.Shelton, P, Alina, M & Makela, C2010, Highly effective teams A relational analysis of group forcefulness and perceived organizational support, Advances in developing human resources, vol.12, pp.93-114Sutcliffe, KM, G Mcnamara 2001, controlling decision-making practice in organization, Organization Science, vol.12, no.4, pp.484-501.AppendixThe history of corporation( YJB) The YJB was established in 1993, but early in 1980 its brewery was founded. It elaborately creates its corporate culture by a long-term cultivation of the spirits of being whole hearte dly apply to work, starting an undertaking through hard labor, struggling against formidable tasks, working with the overall situation in mind in tandem with the colleagues, and sharing the worries of the enterprise as the enterprise owner. At present, it possesses obvious assets valued at 10.7 billion RMB Yuan and the capacity of the annual beer production has surpassed 3 million kiloliters. Which makes it coterie at the first place in the output and production of beer nationally, and this position has been kept till today.In the course of 30 years development, YanJing has taken the road of development by inner expanded and insisted on annual technology reconstruction. There is progress every year. And the development has undergone four stages1980-1988 go off the transformation from a small-scale brewery to a large brewery1989-1993 complete the transformation to a large-scale brewery1994-1998 complete the transformation to a large-scale beer enterprise group1999 to now increas e over 300,000 tons each year complete the transformation from a regional enterprise and brand in Beijing to a nationwide large-scale enterprise and nation-famous brand.It is only 30 years that YJB has spent to suppress the development history of other world beer enterprises with 100 year