- •Review for bus206 2nd Test
- •Describe and define organizational structure.
- •Describe and define job design (grouping tasks into jobs) and how jobs can be enriched or simplified.
- •Describe how jobs can be grouped into functions and divisions or matrix and product team
- •Describe how managers coordinate functions and divisions by creating a hierarchy of authority and balancing centralization and decentralization.
- •Discuss the factors that determine the choice of overall structure (mechanistic: formal or Organic: flexible)
- •Describe the activities in Human Resource Planning including job analysis.
- •Discuss the five components of an hr system and which you think is most important:
- •Recruitment ( pool of potential applicants) and Selection (valid and reliable techniques)
- •Training and Development (Needs assessment and types of techniques)
- •Performance Appraisal and Feedback (360 degree, formal or informal)
- •Pay and Benefits (pay level and pay structure, cafeteria style benefits)
- •Labour Relations (labour unions)
- •Describe and give examples of the 3 systems of control measures (feedforward, concurrent, feedback).
- •Show how culture can influence how managers plan, organize, lead and control.
- •Define motivation.
- •Compare and contrast Abraham Maslow’s Hierarchy of Needs with Herzberg’s Hygiene/Motivator theory.
- •Describe what is meant by feeling an underpayment inequity. What corrective actions might be taken to restore the perception of equity?
- •What assumption underlies Reinforcement Theory? How could a manager apply the four techniques ( Positive, Punishment, Extinction and Negative) to modify undesired workplace behaviours.
- •Describe the five sources of managerial power.
- •Describe the evolution of leadership theory from the early Behavioural models to Contingency models.
Training and Development (Needs assessment and types of techniques)
Training- teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.
Development- building the knowledge and skills of organizational members so that they will be prepared to take on new responsibilities and challenges.
Needs assessment- an assessment to determine which employees need training of development and what types of skills or knowledge they need to acquire.
Performance Appraisal and Feedback (360 degree, formal or informal)
Performance appraisal- the evaluation of employees’ job performance and contributions to their organization.
Performance feedback-the process through which managers share performance appraisal information with subordinates, give subordinates and opportunity to reflect on their own performance and develop with subordinates plans for the future.
360 degree appraisal- a performance appraisal by peers subordinates, supervisors, and sometimes clients who are in a position to evaluate a manager’s performance.
Formal appraisals- appraisals conducted at a set time during the year and based on performance dimensions and measures that were specified in advance.
Informal appraisals- unscheduled appraisals of ongoing progress and areas for improvement.
Pay and Benefits (pay level and pay structure, cafeteria style benefits)
Pay level- the relative position of an organization’s pay incentive in comparison with those of other organizations in the same industry employing similar kinds of workers.
Pay structure- the arrangement of jobs into categories that reflect their relative importance to the organization and its goals, levels of skill required and other characteristics.
Cafeteria style benefit- plans from which employees can choose the benefits that they want.
Labour Relations (labour unions)
Labour relations- the activities that managers engage in to ensure that they have effective working relationships with the labour union that represent their employees’ interests.
The process of LR: (Desire to unionize, Campaign for certification, Recognition by the employer and labour relations board, Collective bargaining, Collective agreement, Administration of the collective agreement)
Ch. 13 Control
Describe the 4 steps in the control process.
establishing performance standards
measuring actual performance
comparing actual performance against performance standards
evaluating the results and taking corrective action if needed.
Describe and give examples of the 3 systems of control measures (feedforward, concurrent, feedback).
Feedforward- control that allows menegersto anticipate and deal with potential problems.
Concurrent- control that gives menegers immediate feedback on how efficiency inputs are being transformed into outputs sp that manegers can correct problems as they arrive.
Feedback-control, used to provide information to managers in the posrt-production stage.