Upload
subashdahal2
View
217
Download
0
Embed Size (px)
Citation preview
7/27/2019 Human Aspects of Organizing
1/26
Lecture 8
October 16, 2011
Some Human Aspects of
Organizing
7/27/2019 Human Aspects of Organizing
2/26
7/27/2019 Human Aspects of Organizing
3/26
7/27/2019 Human Aspects of Organizing
4/26
Staffing Technical Organizations
Identify the Skill Base Estimate the Number of Personnel
Plan Recruiting Policies
Select the Best Applicants Orient and Train Applicants
Evaluate Performance
Provide Compensation
7/27/2019 Human Aspects of Organizing
5/26
New Hires
Establish the need for new hires
Determine sources for new hires
New college graduates Experienced professionals
Technician support
Other sources
7/27/2019 Human Aspects of Organizing
6/26
Human Resource Planning
Selection
Usually involves several steps in a filtering
process
Applications/Resumes reviewed
Interviews accomplished
References checked
Candidates passing initial screens
formally interviewed
7/27/2019 Human Aspects of Organizing
7/26
Resume
The first impression an engineer makes is
usually through the resume
1. Name and Address, and telephone number
2. Current job position status (eg. Graduating)3. Current and long-term employment objectives
4. Summary of education qualification
5. Employment experiences
6. Publications, significant presentation, honors awards
7. Professional affiliations
8. References
7/27/2019 Human Aspects of Organizing
8/26
Employment Application
Cover Letter
Resume - If the resume creates a
favorable impression the job candidate
will be asked to fill out an application
Interview - May be redundant with theresume but will usually lead to an
interview
7/27/2019 Human Aspects of Organizing
9/26
Campus Interview
Graduating engineer typically makes contactwith potential employers on campus
Successful campus interviews
Applicant learns about employmentopportunities and other advantages withfirm
Interviewer learns enough about theapplicant
7/27/2019 Human Aspects of Organizing
10/26
Site (Plant) Visit
Means company has a substantial interest Normally means three or four staff
interviews
Would include a tour of the area in whichthe candidate will work
Normally includes a briefing on companybenefit programs and general companypolicies
7/27/2019 Human Aspects of Organizing
11/26
The Job Offer
Is a formal letter offering specific positionand identifies
Salary
Reporting date
Position and title
The supervisor the candidate reports to
Provisions regarding moving expenses(if applicable)
7/27/2019 Human Aspects of Organizing
12/26
Orientation and Training
Helps newcomer become aware oforganization and values
Some corporations
Hold orientation classes
Rotate newcomers through shortassignments in various key departments
Includes total socialization of newcomer tothe environment and culture of theorganization
7/27/2019 Human Aspects of Organizing
13/26
Appraising Performance
Provide feedback to the employee Provide guidance on how to improve
performance
Provide a performance basis forrewards/promotions
Provide objective documentation foractions against non-performers
7/27/2019 Human Aspects of Organizing
14/26
Authority and Power
In organizations, legitimate power based onposition, to direct subordinates work.
In corporate, individuals invest their assets
in corporate stock and delegate the rightto manage them to board of directors.
Acceptance theory of authority: because
subordinates choose to accept thedirectives of superiors.
7/27/2019 Human Aspects of Organizing
15/26
Sources of Power
Legitimate/position
Reward
Coercive/punishment
Expert
Referent
System 1
System 2
System 1 works with traditional bureaucratic orgs.
System 2 works with high-tech people.
7/27/2019 Human Aspects of Organizing
16/26
Additional sources of power
Thro access to important individuals
Thro praise
Manipulative
Thro persistence/assertiveness
Forming coalitions
7/27/2019 Human Aspects of Organizing
17/26
Status and Culture
Functional status: from type of profession,
like status to doctor in hospital or prof. in
non-academic setting. Eg. Scientist and lab-
coat.
Scalar status: due to level in org. Usually
avoided to lessen social distance b/w levelsof org. Called corporate culture.
7/27/2019 Human Aspects of Organizing
18/26
Delegation
Assignment: mgrs use authority to assign duties tosubordinates, making them responsible. Flow is downwards.
assignpresident
assignVice
president
Chief
project
engineer
Delegation of auth: give auth to subordinate to order
resources etc. subordinate must have enough auth. to carry
out assignments.
Accountability: mgr must extract accountability from
subordinate making him responsible to mgr. But mgr is
responsible for higher authorities. Flow is upwards.
accntblepresident Vice
president
Chief
project
engineer
accntble
7/27/2019 Human Aspects of Organizing
19/26
Delegation
Reasons for delegation
Relieves mgr. of that work
Allows subordinates to develop skills
Delegation concentrates decision-making
closer to activity
Barriers to delegation for engineers
Do it right yourself v/s allow subordinates
to do their work
7/27/2019 Human Aspects of Organizing
20/26
5 degrees of initiative
Initiative on part of subordinates1. Wait until told
2. Ask what to do
3. Recommend, then take resulting action4. Act, but advise at once
5. Act on own, then report routinely
Should progress from 4&5 ASAP.
7/27/2019 Human Aspects of Organizing
21/26
CommitteesReasons for using committees:
Policy making/administration: operatingdecisions are made by a subset of this group
called `executive committee.
Representation: a) reps from each org unitaffected by a particular class of problems. b)
committee members are supposed to reflect
the opinions and needs of the unit that sent
them to group deliberation.
Shared knowledge and expertise: no one
person has all the expertise needed to solve a
complex problem.
7/27/2019 Human Aspects of Organizing
22/26
CommitteesReasons for using committees:
Securing co-operation in execution: mustsecure co-op from committee members for
smooth operation.
Pooling of authority: a committee of peopleneed authority to accomplish a job, then
solve the problem by joint decision.
Training of participants: a) excellenteducation to potential managers and they
get to b) consider viewpoints that they
dont see every day.
7/27/2019 Human Aspects of Organizing
23/26
Committees
Disadvantages of committees:
Tend to produce compromise solutions
and `get back to work, this produces
inferior solutions compared to that ofmost competent member.
Usually holds one person responsible.
Committees usually cause delay in solvingthe problem.
7/27/2019 Human Aspects of Organizing
24/26
Effective Committees
Purpose and chair: careful defn. of purpose
the committee is to serve, its authority and
expected life span.
Size and membership: 5 members is logical,but for complex problems, groups also ok.
Members should be chosen well, they
should contribute but not dominate. Preparation: chairman is responsible for this.
Publish meeting date in advance, agenda to
be prepared and distributed to members.
7/27/2019 Human Aspects of Organizing
25/26
Effective Committees
Conduct of meeting: task functions: to get
the job done ANDgroup relations function:
to maintain constructive relations among
members to facilitate attaining groupobjectives.
Meeting follow-up: chairman should
provide concise, clear and readableminutes of meeting to members. Should
identify action items, who is responsible
for what, deadlines etc.
7/27/2019 Human Aspects of Organizing
26/26