人力与组织管理 Outcome1 Exam.docVIP

Section B Development and Growth Over the following ten years since its establishment, the firm grew fast, mainly concentrating on traditional advertisement business based on mediums via TV and newspaper. There was little competition and the market was expanding at a soaring speed. By the year 1992 the firm had employed 300 people. In addition to a general office, the firm was structured into six departments which were respectively marketing, finance and accounting, human resources, engineering and designing, project development, administration departments. Robert concentrated on promoting the business and setting up contracts. He believes that the key to success in business in to build up and maintain an intimate network with the government and large state-owned enterprises. At his deep heart lies the belief that the success of business is up to how well he manages the relationship network. Robert liked to run a tight ship and 10 years in the government had shaped his style of management. Robert took himself as the real boss and the only decision-marker. All new projects went to him in the first instance. He was in change of allocating the work, as he considered appropriate, to employees who were nearing the completion of their current project. Robert set the staff specific tasks be accomplished on time and within the budget set. Friends acknowledged that Robert is moody, and likes to excel at everything he does. Due to his demanding ways, most employees are afraid of him. The staffs were well paid and had good holidays but one factor that caused dissatisfaction among staff was that, Robert never cared for their ideas on the best way to divide up the work. Managers are expected to fully document all decisions; and “good managers” are those who can provide detailed data to support their recommendations. Creative decisions that incur significant change or risk are not encouraged. Because managers of failed projects are openly criticized and penalized, manger try not