- •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.
Describe how managers coordinate functions and divisions by creating a hierarchy of authority and balancing centralization and decentralization.
Hierarchy of authority- and organization’s chain of command, specifying the relative authority of each manager.
Span of control- the number of subordinates who report directly to a manager.
Line manager- someone in the direct line or chain of command who has formal authority over people and resources at lower levels.
Staff manager- someone responsible for managing a specialist function such as finance of marketing.
Minimum chain of command – the idea that top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational recourses.
Decentralizing authority- given lower level managers and nonmanagerial employees the right to make important decision about how to use organizational resources.
Discuss the factors that determine the choice of overall structure (mechanistic: formal or Organic: flexible)
Mechanic structure- an organizational structure in which authority is centralized at the top of hierarchy, tasks and roles are clearly specified and employees are closely supervised.
Organic structure- authority is decentralized to middle and first-line managers and tasks, roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected.
4 FACTORS AFFECTING CHOICE OF OVERAL ORG. STR:
1) Organizational environment
2) Strategy
3) Technology
4) HR
In general, the higher the level of uncertainty associated with this factors, the more appropriate a flexible, adaptable structure is as opposed to a formal, rigid one.
Ch. 11 Human Resources Management
Describe the activities in Human Resource Planning including job analysis.
Job analysis-identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills , and abilities needed to perform the job.
HRM- activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to that accomplishment of organizational goals.
Human resources planning-activities that managers use to forecast their current and future needs for human resources.
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)
Recruitment-activities that managers use to develop a pool of qualified candidates for open positions. Internal sources( transfers, promotions, upgrading and demotion, retired employees, relatives of disabled employees, ex-employees) External ( employee referral, advertisement, employment exchanges, campus recruitment, placement agencies, irregular applications, database search on jobsites)
Selection- the process that managers use to determine the relative qualifications of job applicants and the individual’s potential for performing well in a particular job.
Valid selection technique- a test or tool that measures the candidates’ likely success of failure of performing the job.
Reliable selection technique- a test or tool that yields consistent results when repeated.
Background inrofmation.
Interview: (Situation interview question and behavioral interview questions)
Unstructured interview- unplanned questions asked as points of interest arise in the conversation.
Structured interview-formal questions asked in a set sequence.
Personal test.
Performance test