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审定:无
翻译:曾智显(CH Tseng)(简介并寄信)
编辑:李诗健(简介并寄信)

课程规划
Course Schedule

单元一:人力资源策略重要性
Session 1:
The Strategic Importance of HR
个案研讨:西南航空:以人力资源作为竞争优势(A),史丹佛个案,编号:HR-1。
Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1.

阅读资料:Pfeffer, Jeffrey. 《人的方程式:以人为本的管理》,第1、及第2章。麻州波士顿,哈佛商学院出版,1998年。
Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First. Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.

问题
Assignment Questions

  1. 什么是西南航空的竞争策略? 它的成功源自于何处? 它如何能够获取利润?
  2. 什么是西南航空竞争优势的根本?
  3. 这些竞争优势的产生和维系来自于西南航空的哪些作为? 他们是如何作到的?
  4. 西南航空的优势有多难被模仿? 这种优势可能维持多久?
  5. 西南航空的成功有多少该归功于凯乐女士?
  6. 竞争威胁有多大? 联合航空或大陆航空能模仿多少西南航空的经营模式? 为什么能 或为什么不能?
  1. What is Southwest's competitive strategy? What are the sources of its success? How does it make money?
  2. What are the foundations of Southwest's competitive advantage?
  3. How are these sources of competitive advantage produced and sustained by what the organization does and how it does it?
  4. To what extent are Southwest's sources of advantage difficult to imitate and likely to persist over time?
  5. To what extent is Southwest's success based on Herb Kelleher?
  6. How serious is the competitive threat? To what extent can United and/or Continental duplicate Southwest's business model? Why or why not?

单元二:策略执行与经济价值:内、外部一致
Session 2:
Strategic Execution and Economic Value: Internal and External Alignment
个案研讨:波特曼饭店, 哈佛商学院出版, 个案编号:9-489-104.
Case: Portman Hotel, HBS 9-489-104.

问题
Assignment Questions

  1. 波特曼饭店对其目标市场采取什么竞争策略?
  2. 波特曼饭店需要藉着员工(特别是服务生)的哪些技能、态度和行为来执行该策略?
  3. 波特曼饭店的人力资源管理实务(招募、甄选、薪资、训练、职涯发展、绩效评核、任用与组织设计、监督与管理)如何协助或阻碍了前列技能和行为的发展?
  4. 现在波特曼饭店是否遇到了问题? 有哪些征兆? 波特曼饭店遇到的问题是由什么引起的?
  5. 波特曼饭店应该怎么解决这些问题?
  6. 波特曼饭店应乐意投资多少钱以解决这些问题? 或者换个方式说,成功地实行波特曼饭店的策略价值多少钱? 本个案里已经提供了一些营运数字。参考资讯:每个房间的成本为31万元。
  1. What is Portman's strategy for competing successfully in its chosen market?
  2. What behaviors, skills, and attitudes will it need from its people, particularly the personal valets, to execute its strategy?
  3. How do Portman's human resource management practices (recruitment, selection, compensation, training, career development, performance appraisal, staffing and organizational design, management and supervision) help or hinder the development of the skills and behaviors listed in Question 2.
  4. Is Portman having problems? What are the symptoms? What are the causes of the problems Portman is experiencing?
  5. What should Portman do?
  6. How much should Portman be willing to invest to address its difficulties? Or alternatively, what is the successful implementation of Portman's strategy worth? Some operating figures are given in the case. FYI: the capital costs of the hotel work out to $310,000 per room.

单元三:工作系统
Session 3: Work Systems

个案研讨:新联合汽车制造公司(NUMMI),史丹佛个案编号 HR-11。
Cases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.

(选择)读物:Rubinstein, Saul R., and Thomas A. Kochan. 《向钍星汽车学习:公司管理与员工关系的各种可能性》。纽约Ithaca,康乃尔大学/工业与劳工关系研究所出版,2001年。
Optional Reading: Rubinstein, Saul R., and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations. Ithaca, NY: Cornell University/ILR Press, 2001.

问题
Assignment Questions

  1. 什么事情激励了NUMMI的员工?
  2. 丰田汽车团队式生产系统的设计要素为何?
  3. 当通用汽车向NUMMI和Saturn学习时,为什么发生了这么多问题?
  4. Jamie Hresko 是通用汽车最大型组装工厂之一的管理者,如果他想引进新联合汽车公司的管理模式,你会给他什么样的建议?
  1. What is motivating the workers at NUMMI?
  2. What are the design elements of the Toyota team-based manufacturing system?
  3. Why has General Motors had so much trouble learning from NUMMI and Saturn?
  4. Jamie Hresko is now running one of GM's largest assembly plants. What advice would you give him for how he might introduce some of the NUMMI methods to this facility?

单元四:人力资源扮演的角色
Session 4: The Role of the HR Function

阅读资料:Ulrich, Dave. 《人力资源最佳实务:竞争力的下一个议程》,第23-31页、第231-254页。麻州波士顿,哈佛商学院出版,1998年。
Reading: Ulrich, Dave. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Boston, MA: Harvard Business School Press, 1998, pp. 23-31 and 231-254.

单元五:自我管理团队
Session 5: Self-Managed Teams

个案研讨:Slade Plating Department,哈佛商学院出版,个案编号:9-496-018.
Case: Slade Plating Department, HBS #9-496-018

阅读资料:Wageman, Ruth. 〈创造最佳自我管理团队的关键成功因素〉,《组织动力学》,1997年夏季,49至61页。
Reading: Wageman, Ruth. "Critical Success Factors for Creating Superb Self-Managing Teams." Organizational Dynamics. Summer 1997, pp. 49-61.

问题
Assignment Questions

  1. 你如何描述Sarto团队的文化? 请具体描述之。这种文化是如何发展出来的? 这样的文化为这个团队带来了什么样的冲击?
  2. 在电镀部门,决定社会地位和影响力的因素为何? 在Sarto团队中为何? 在Clark团队中又为何?
  3. 从分析个案所提供的数据中, 你学到了什么? 这些数据如何影响你对本个案的理解?
  4. 管理阶层在过去为什么忽略非法的"punch-out"系统?
  5. 如果你是波特,会采取什么行动? 哪些风险可能会伴随这些行动而产生?
  1. How would you describe the culture of the Sarto group? Be specific. How has it evolved? What impact has it had on the effectiveness of the group?
  2. What are the determinants of social status and influence within the plating department? The Sarto group? The Clark group?
  3. What do you learn by analyzing the data provided in the exhibits? How does this influence your interpretations of what is going on?
  4. Why did management previously ignored the illegal "punch-out" system?
  5. What actions would you take if you were Porter? What are the risks associated with these actions?

重要补充资讯:1996年电镀部门的起薪是8元;当时Tony Sarto的时薪是12元,全美国半技术性劳工的平均薪资是12元,密西根地区和史莱德大小相似的公司(例如汽车工业的供应商)所支付给员工的平均时薪是14.70元, 在最大型汽车公司(通用、克莱斯勒、和福特)工作的美国汽车业劳工起薪是每小时13元,平均则是19元。1996年法定最低时薪是4.25元,1996年10月1日时调高至4.75元。
Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto's hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70. United Auto Workers working at the 'Big Three (General Motors, Chrysler and Ford), had starting salaries around $13.00 an hour and earned on average $19.00 an hour. The minimum wage in 1996 was $4.25, raised to $4.75 on October 1, 1996.

单元六:参与和投入
Session 6: Participation and Involvement

影片:东方航空的殒落
Film: Breakdown at Eastern Airlines

阅读资料:Pfeffer, Jeff. 〈你能和工会一起管理吗?〉, 《人的方程式:以人为本的管理》,第8章,第225-251页。麻州波士顿,哈佛商学院出版,2000。
Reading: Pfeffer, Jeffrey. "Can You Manage With Unions." Chap. 8 in The Human Equation: Building Profits by Putting People First. 2000, pp. 225-251.

单元七:训练与发展
Session 7:
Training and Development
个案研讨:ServiceMaster Industries, Inc., 哈佛商学院出版,个案编号:9-388-064。
Case: ServiceMaster Industries, Inc., HBS #9-388-064.

问题
Assignment Questions

  1. 企业价值和目标对ServiceMaster的成功起了什么作用?
  2. 别家公司为何无法仿效?
  3. 在ServiceMaster的系统里,训练与发展有多重要? ServiceMaster如何对其员工进行社会化? 训练与发展如何影响组织的持续成长?
  4. ServiceMaster为什么持续投资在相对低技术性和高流动率工作的训练与发展?
  5. 有许多提案(特别是美国前劳工部长Robert Reich先生)提议美国效法其他领先国家(例如:法国和新加坡),要求企业必须办理一定程度的训练(例如:公司薪资的某一百分比)。对于这种政策,你的看法如何? 企业在什么时候以及何种原因之下,会支出较一般标准为少的训练费用? 如果有人认为目前在这个经济体系中,训练与发展实在实施得太少了,你有没有什么改善建议呢?
  1. What role have ServiceMaster's values and goals played in the firm's success?
  2. Why haven't other companies successfully copied the ServiceMaster approach?
  3. How important are training and development in the ServiceMaster system? How does ServiceMaster socialize its employees? How does training and development affect the organization's continued growth?
  4. Why has ServiceMaster been willing to spend the resources it has on training and development for a set of jobs that many might see as comparatively low-skilled and for positions that typically experience high turnover?
  5. There have been proposals (particularly by former U.S. Secretary of Labor, Robert Reich) that the U.S. follow the lead of some other countries (e.g., France, Singapore) and mandate a certain level of training--for instance, as a percentage of the firm's payroll. What do you think of this policy? Why and when might organizations spend less than a socially optimal amount on training? What else might be done if one believes that too little training and skill development are occurring in the economy?

单元八:文化
Session 8: Culture

个案研讨:摩根史坦利:成为全方位的公司,哈佛商学院出版,个案编号:9-400-043。
Case: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043.

阅读资料:Kaplan, R. S., and D. P. Norton. 〈结合平衡计分卡与策略〉,《加州大学管理评论》第39卷,第一期(1996年秋季)。
Reading: Kaplan, R. S., and D. P. Norton. "Linking the Balanced Scorecard to Strategy." California Management Review 39, no.1 (Fall 1996).

问题
Assignment Questions

  1. 你怎么看马克为增加整合性而采行的策略? 能让你信服吗? 请解释为什么能或为什么不能?
  2. 你认为马克对绩效管理制度的改造着重在哪里? 实施新制度有什么优、缺点?
  3. 马克如果想成功的改变摩根史坦利的策略与文化,你建议他还应该采取哪些行动? 可以考虑运用哪些人力资源管理的工具?
  4. 如果采用你建议的行动,接下来你建议他如何进行?他应该如何施行这些变革?
  1. What do you think of Mack's strategy for increased integration? Is this compelling to you? Why or why not?
  2. Given his strategy, what do you think of his emphasis on revamping the performance management system? What are the pros and cons of implementing a new system of the type being discussed?
  3. If Mack is to be successful at changing the strategy and culture at Morgan Stanley, what other actions would you recommend he take? What other HR levers should he be thinking about using?
  4. Given your answer to question #3, what recommendations do you have for how he should proceed? How should he implement these changes?

单元九:绩效评核
Session 9: Performance Appraisal

个案研讨:摩根史坦利全公司360度绩效评核的程序,哈佛商学院出版,个案编号:9-498053;以及摩根史坦利的帕森先生(A),哈佛商学院出版,个案编号:9-498-054。
Case: The Firmwide 360 Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054.

问题
Assignment Questions

  1. 你对帕森先生的评价如何? 他应该被升职吗?
  2. 请依个案提供的数据,完成Rob Parson (A)个案里的评核与发展摘要。
  3. 如果你是Paul Nasr,你会怎么计划进行这次的绩效面谈? 什么是你的目标? 你会提出什么议题? 为什么提出这些议题? 还有,你会用什么方式提出这些议题?
  4. 如果你是帕森先生,在这场绩效面谈里,你会如何表现自己? 你的目标是什么? 请准备好在课堂上扮演那萨先生或帕森先生的角色。
  1. What is your assessment of Parson's performance? Should he be promoted?
  2. Using the data in the case, please complete the Evaluation and Development Summary presented in Exhibit 3 of the Rob Parson (A) case.
  3. If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them?
  4. If you were Rob Parson, how would you conduct yourself in the performance evaluation meeting? What are your goals? Be prepared to role-play the appraisal conversation in class as either Nasr or Parson.

课堂派发个案:摩根史坦利的帕森先生(B)、(C)、(D),哈佛商学院出版,个案编号:9-498-055、9-498-056、9-498-058。
Cases to be distributed in class: Rob Parson at Morgan Stanley (B), HBS #9-498-055, (C), HBS #9-498-056, and (D), HBS #9-498-058.

单元十:劳动力的多样化
Session 10: Diversity

个案研讨:兼职伙伴。
Case: The Case of the Part-time Partner.

阅读资料:Thomas, David A., and Robin J. Ely. 〈让差异显出重要:管理劳动力多样化的新典范〉,《哈佛商业评论》(1996年9月-10月号):第80-90页。
Reading: Thomas, David A., and Robin J. Ely. "Making Differences Matter: A New Paradigm for Managing Diversity." Harvard Business Review (September-October 1996): 80-90.

问题
Assignment Questions

  1. 你会投票赞同茱丽叶成为你的伙伴吗? 为什么?
  2. 从公司的角度而言,这个决定有什么优、缺点? 从社会的角度来看又有什么优、缺点?
  3. 针对这家公司处理这件事的方式,你的评价如何?
  4. 他们还能有其他不同的处理方式吗?
  1. Would you vote to make Julie a partner? Why or why not?
  2. What are the pros and cons from the firm's viewpoint and from the society's viewpoint of this decision?
  3. What is your assessment of how the firm handled the situation?
  4. How might they have proceeded differently?

单元十一:资讯分享
Session 11: Information Sharing

个案研讨:Jack Stack (A) and (B),哈佛商学院出版,个案编号:9-993-009 及9-993-010。
Case: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010.

阅读资料:Case, John. 展书阅读,《哈佛商业评论》(1997年3月-4月号):第118-127页。
Reading: Case, John. "Opening the Books." Harvard Business Review (March-April 1997): 118-127. (Reprint 97201)

问题
Assignment Questions

  1. 在引擎再制的行业里要如何才能成功? 成功的关键技能和组织能力是什么?
  2. 在这样的工厂里工作,会是什么样子?
  3. 以融资方式购并这样的工厂,需承担的重要风险有哪些?
  4. 你如何看待史塔克的管理观念?
  5. 史塔克所实行的计划里,关键要素是什么?
  6. 这种方法能被应用到其他地方吗? 在什么条件下使用会更恰当(或更不恰当)? 应该如何实施?
  1. What does it take to succeed in the engine remanufacturing business? What are the critical skills and organizational competencies?
  2. What is it like to work in such a plant?
  3. What are the major risks of a leveraged buy-out such as this?
  4. What do you think of Stack's ideas about management?
  5. What are the key elements of the program Stack put in place?
  6. Can this approach be used elsewhere? Under which circumstances would it be more (less) appropriate? How could it be implemented?

单元十二:福利
Session 12: Benefits

个案研讨:SAS公司:另一种激励方式以及人员管理实务,以软件工业为例,史丹佛大学,个案编号:HR-6。
Case: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6.

阅读资料:Pfeffer, Jeffrey. 〈六种关于报酬的危险迷思〉,《哈佛商业评论》,哈佛商学院出版(1998年5月- 6月号):第109-119页。
Reading: Pfeffer, Jeffrey. "Six Dangerous Myths About Pay." Harvard Business Review (May-June 1998): 109-119.

问题
Assignment Questions

  1. SAS公司人力资源系统中,哪些互补项目使其薪资系统得以有效运作?
  2. SAS公司的薪资制度似乎违反了产业协定,他们为什么能够不受约束呢?
  3. SAS公司的作法也能运用在其他科技公司上吗?
  4. 如果VDS公司尝试模仿SAS公司的作法可能发生什么事? 为什么?
  1. What are the complementary elements of the SAS HR system that make the compensation system effective?
  2. Why has SAS been able to get away with a compensation system that seems to violate industry conventions?
  3. Could the SAS approach work in other high technology organizations?
  4. What would happen if VDS tried to emulate the SAS approach? Why?

单元13:薪给制度
Session 13: Compensation Systems

个案研讨:Visionary Design Systems, 哈佛商学院出版,个案编号:9-495-011。
Case: Visionary Design Systems, HBS #9-495-011.

问题
Assignment Questions

  1. 什么是VDS公司的经营理念和企业价值?
  2. 你会怎么描述VDS公司的薪资制度(本薪、奖金和股票)? 这个制度是以原则设计的?
  3. VDS公司在PDM的发展上为什么受到了阻碍? 你认为激励制度有多重要? 还有哪些措施也是重要的?
  4. VDS公司应该怎么处理其PDM的问题?
  5. 你是否会改变VDS公司的薪资制度? 怎么改? 为什么这样改?
  1. What is the basic philosophy and values of VDS?
  2. How would you characterize the VDS compensation (base, bonus, and stock) system? On what principles is it based?
  3. Why has VDS had problems with its Product Data Management effort? To what extent do you see incentive issues as important? What other issues are important?
  4. What should VDS do about the Product Data Management (PDM) problems?
  5. Would you make any changes to VDS' compensation systems? What? Why?

单元14:绩效给薪制
Session 14:
Pay for Performance
个案研讨:Safelite Autoglass公司的绩效薪资制度,哈佛商学院出版,个案编号:9-800-291。
Case:
Performance Pay at Safelite Autoglass (A) HBS #9-800-291.

问题
Assignment Questions

  1. 从按月计酬转换成论件计酬有什么优、缺点?
  2. Safelite公司适合论件计酬制吗?
  3. 应该设定底薪吗? 如果该设,那么应该设为多少才适当?
  4. 把薪给制度转换为论件计酬制,可能为人员流动、招募、生产力和品质带来什么影响?
  1. What are the pros and cons of switching from wage rates to piece rate pay?
  2. Is Safelite a good candidate for switching from wage rates to piece rates?
  3. Should there be a guaranteed wage? If so, how should it be set?
  4. What are the likely consequences of a switch from wage to piece rates for turnover, recruitment, productivity, and product quality?

单元15:非营利组织的管理
Session 15: Non-Profit Management

个案研讨:John Snow协会。
Case: The John Snow Institute.

问题
Assignment Questions

  1. JSI有多成功?
  2. JSI目前的人力资源管理系统多有效率?
  3. Joel Lamstein应该怎么做?
  1. How successful is JSI?
  2. How effective is their current human resource management system?
  3. What should Joel Lamstein do?

单元16:管理客服人员
Session 16: Managing Service Workers

个案研讨:Harrah's Entertainment, Inc. 奖励我们的员工,哈佛商学院出版,个案编号:9-403-008。
Case: Harrah's Entertainment, Inc.: Rewarding Our People HBS #9-403-008.

问题
Assignment Questions

  1. Gary Loveman掌管公司时,面临了哪些挑战?
  2. 他进行了哪些关键性的变革?
  3. 对员工造成了什么影响?
  1. What were the challenges facing Gary Loveman when he took charge?
  2. What were the key changes he undertook?
  3. What were the consequences for employees?

单元17:协同合作与激励
Session 17: Alignment and Motivation

个案研讨:Nordstrom Department Store. 人力资源的核心,宾州大学华顿商学院出版。
Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.

阅读资料:Simons, Robert. 〈赋权的管理〉,《哈佛商业评论》,再版编号95211。
Reading: Simons, Robert. "Control in an Age of Empowerment." Harvard Business Review. Reprint #95211.

问题
Assignment Questions

  1. Nordstom的人力资源管理制度多么有效率? 这个制度为Nordstom的成功作出了哪些贡献?
  2. 你对个案里叙述的措施有什么疑虑吗?
  3. 你是否会改变Nordstrom的管理制度? 为什么? 变成哪一种制度?
  1. How effective is Nordstom's human resource management system? In what ways does it contribute to the firm's success?
  2. Do you have any concerns about the practices described in the case?
  3. Would you change management systems at Nordstrom? Why? Which systems?

单元18:回顾与总结
Session 18: Review & Wrap-up

问题
Assignment Question

  1. 以我们在课堂上讨论过的案例,以及你自身的工作经验,你认为企业经理人和人力资源部门在人力资源的管理上,分别应该扮演什么样的角色?
  1. Reflecting on the companies we have studied in this course, as well as your own work experience, what lessons do you draw about the respective roles that general managers and the HR function in organizations should play in the management of human resources?

课程单元、个案与指定作业时程汇总表(PDF)
Summary of Class Sessions and Assignment Due Dates (PDF)




 
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