Structures in org. Design

Mechanistic An org. design that is tightly controlled High specialization Clear chain of command Centralized Standardized High formality

Organic An org. design that is highly adaptable and flexible Cross-functional teams Free info flow Wide span of control Low formality Non- standardized

HUMAN RESOURCE MANAGEMENT

Why it is important?

• Source of a competitive advantage (HR creates superior shareholder value)

• Important strategic tool (treat employees as partners)

• Improves org. performance (lead to high org. performance)

Human Resource planning

1. HRP – ensuring that the org. has the right number and capable people in the right places and at the right times. Includes two steps

• Assess current HR

• Meet future HR needs (org. needs/strategies)

Job specification – a written statement of the min qualifications that a person must possess to perform a given job successfully

Job description – statement that describes a job

Job analysis – assessment that defines jobs and behaviours needed to perform them

2. Recruitment and Decruitment

Recruitment – locate. Identify and attract capable applicants. Recr. Approaches differ from one company to another.

Sources:

• Internet

• Employee referrals

• Company web cite

• College recruiting

• Professional recruiting org’s.

Decruitment – reducing an org-‘s workforce. It is never easy process.

Sources:

• Fining

• Layoffs

• Attrition

• Transfers

• Reduced workweeks

• Early retirements

• Jib sharing

3. Selection- screening job applicants to ensure that the most appropriate candidates are hired

Realistic Job preview – a preview of a job that provides both positive and negative info about job/company

Orientation – introducing new employee (unit orientation/org. orientation – both familiarise employee)

Types of selection:

• Valid

• Reliable

• “quality of fill” (втавь рисунок когда принимать когда отказыать селекшн)

Selection tools:

• Application forms

• Written tests

• Perfomance simulation tests

• interviews

• background verification

• physical examination

Employee performance management

Performance management system – establishes performance standards that are used to evaluate employee performance. How to evaluate it?  appraisal methods:

• written essay (description of employee strengths/weaknesses)

• critical incident (focus on the critical behaviours)

• Graphic rating Scale (evaluate factor separately assigning weights)

• BARS (use of rating factor scale)

• Multiperson comparison (employee compared to others)

• MBO (how well employee accomplish specific goals)

• 360 degree (co – worker feedback evaluation)

Training:

• As jobs demands change, employee skills have to change ether and managers are responsible for it  which types of techniques to use to train

Types of training:

1. General – incl. Communication skills, computer skills, cust.service, supervisory skills etc

2. Specific – creativity, leadership, product knowledge, ethics, safety skillsetc

Traditional Training methods:

• On the job, Job rotation, mentoring and coaching, experimental exercises, classroom lectures.

Technology – based training:

• Video conferences, DVD videos, internet, etc.

Compensation and benefits:

• Compensation system reflects the changing nature of work in order to keep people motivated.

Compensation is determined by:

• Geographical location

• Management philosophy

• Profitability/size of company

• Time employee is employed

• Kind of job performed

• Kind of business company is in (unions????)

• Labour or capital intensive

Also determine compensation by:

• Skill based pay (for skills demonstration)

• Variable pay ( for contigent on performance)

Career development (just read that bullshit slides, you do not have to learn alina)

GROUPS AND TEAMS

Group – two or more interacting and interdependent individuals who come together to achieve specific goals

• Formal groups: their work is defined by org. structure

• Informal groups: independently formed and cooperate

Stages for group development:

1. Forming (joining, finding purpose of joining)

2. Storming (intragroup conflict)

3. Norming (cohesiveness, close relationship)

4. Performing (works on group task)

5. Adjourning (wrapping up activities)

Group Structure:

1. Role – expected behaviour of group position

2. Norms – standards shared among members

3. Groupthink – conform others opinions by putting pressure on one

4. Status – rank, prestige

5. Social loafing – expend less effort

6. Group cohesiveness – members are attracted to one another group productivity

Advantages of group working: Disadvantages:

+ generate more knowledge - time consuming

+ experience diversity - undermine critical thinking

+ solution acceptance can harm final solution quality

Conflict management:

Conflict – interference or opposition which leads to misunderstandings

Tradition conflict view – conflict must be avoided

HR view – it is nature, ok

Functional conflict – conflicts which support group goals

Dysfunctional conflicts – prevent from goals achievement

Task conflict – conflict over content

Relationship conflict – based on interpersonal relations+

Process conflict – how to get work done?

Steps in conflict management:

• Avoidance

• Accommodation

• Forcing

• Compromise

• Collaboration

Work teams

WT – groups with members sharing specific goal, positive synergy, complementary skills.

Type of teams:

• Problem solving

• Self managed

• Cross functional

• Virtual

Advantages of using teams:

+ outperform individuals

+ employee talents

+ flexible

+ quickly refocused

Effective teams

+ clear goals understanding

+ relevant technical skills

+ mutual trust

+ unified commitment

+good communication skills

+ appropriate relationship

ORGANIZATIONAL BEHAVIOUR

Org.Behaviour – the study of peoples’ actions at work

Org. is like an iceberg  Visible aspects all this shit in above/ invidible aspects are hidden shits (attitudes, relations)

Org. behaviour

-explains

- predicts

- influences

Employee productivity, turnover, OCB, job satisfaction, workplace effectiveness.

Personality – combination of emotional, thought, behavioural traits that affect persons’ reactions.

Approaches to describe personality:

1. Big five model – pers. trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, openness to experience.

2. MBTI (Myers Briggs type indicator) Extravert/Introvert, Sensing/Intuition, Thinking/Feeling, Judging/Perceiving. How can it help managers? – show the way people behave, match to specific job type.

Other traits:

1. Locus of control – people believe they control their own destiny

2. Risk taking – difference in willingness to take risks

3. Self- esteem – like/dislike himself

4. Self – monitoring – ability to adjust behaviour

5. Machiavellianism – to which extent: maintain emotional distance…”if it works, use it”

Emotional intelligence:

Emotions – feeling towards someone or smth

6 universal emotions:

• Anger

• Fear

• Sadness

• Happiness

• Disgust

• Surprise

Emotional intelligence – ability to notice/manage emotions and info. Certain jobs require a high degree of social interaction.

Includes:

• Self awareness

• Self management

• Self motivation

• Empathy

• Social skills

Attribution theory:

Perception – a process by which we give meaning to our environment by interpreting impressions.

• The theory suggests when we observe a individuals’ behaviour we attempt to determine whether it was internally or externally occurred.

Internally caused: under ind. Control

Externally caused: due outside factors

The determination of behaviour depends on 3 factors:

• Distinctiveness (perform different behaviour in different situations)

• Consensus (similar situation, similar responses)

• Consistency (does the person responds the same way over time?)

COMMUNICATION

Communication – understanding of meaning and transfer

Interpersonal communication – communication between 2 or more

Org. Communication – patterns of communication within org.

Nonverbal communication – transmitted without words (body language)

Verbal communication – emphasis given to the words/phrases