welcome back to mgto 231! human resource management session 2
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Prologue
Steps for applying for a HKSAR Passport
1. Obtaining application form from Reception Counter
2. Giving payment at the Cashier Counter
3. Returning the form to a Collection Box
4. Calling you 20-45 minutes later
5. Meeting an Officer for information checking
6. Giving the payment receipt to the officer
7. Giving you another receipt and then passing your application for further process
8. (15 working days later) dropping your receipt to another collection box
9. Calling your name
10. Getting your new passport
Prologue
An even more extreme example Hong Kong Eye Hospital
1. Initial Check in Room 12. Getting application form in Counter A3. Putting the application form to Room 24. Waiting outside5. Getting into Room 2 for vision checking6. Leaving Room 2 and waiting7. Going back to Room 2 to meet the doctor8. Going to Counter B for making next appointment9. Going to Room 3 for learning eye cares10. Going to Room 4 for surgery or treatment11. Going to Counter C to pay12. Going to Counter D to get the medicine
Prologue
The simplest structure
One man organization Few men organization
All by myself/ourselves One person may need to handle multiple tasks Job duties may not be very specific The concepts of units / division of labor are very
vague
Bureaucratic Organization
A pyramid-shaped organizational structure Consists of hierarchies with (relatively) many
levels of management. Work is organized into departments, teams,
and jobs
Centralization of Decision-Making Work specialization and Division
of Labor Highly specialized jobs Narrowly specified job description Rigid boundaries between jobs and units Employees or individuals working
independently The more specialized each employee can
work on a particular task, the higher the productivity
Structural Dimensions
Adam Smith
Personnel Ratio E.g. Staff versus Line functions
Formalization Hierarchy of authority
Span of Control (limited for bureaucracies)
Structural Dimensions
Pros and Cons of Bureaucracies Advantages
Best in predictable and stable environments Repetitive works on front-line workers that enable
high efficiency Disadvantages
Less efficient in a dynamic environment Lack of flexibility and innovation
Organizational Structures Functional Structure (typical for bureaucracy)
Divisional Structure
President
R&D Manufacturing Accounting Marketing
President
Aviation Technical Services Food Systems
Organizational Structures Geographical Structure
CEO HP
HP Americas HP Europe HP Pacific
Canada
Latin America/Caribbean
Asia
Australia
Japan
Organizational Structures Matrix Structure (HKUST Business School)
Dean
MGTO ACCT FINA MARK ECON ISMT
Product Lines
BBA
MBA
EMBA
Ph.D.
Network Organization Enables organizations to form relationships
with customers, suppliers, and/or competitors Pool resources for mutual benefit Encourage cooperation in an uncertain
environment
Alliance of three companies that pool their resources to produce a new product, such as a computer chip.
Network Organization
Company 1
Company 3Company 2
Flat Organization Has only a few levels of management Emphasis on decentralization
Encourage high employee involvement in decision making
Decentralized management approach Horizontal career paths across functions
Jobs become less specific Broadly defined jobs General job descriptions Flexible boundaries between jobs and units Emphasis on teams
Some Consequents of Flat Structures
Advantages Best in rapid changing environments Create a culture that fosters employee participation
Disadvantages Top-management has less control and
understanding what and how the lower-levels are working
Flat Structure
The way work is organized to meet the organization’s production or service goals.
Identify the processes through which a service or product is produced
It can involve many steps (stages of processing) or just one Broken device receptionists engineers basic check
fee assessment receptionist customer fix or not Broken device engineer basic check and fee
assessment customer fix or not
Work Flow
Work Flow at HKUST
Admission of a new undergraduate student of MGTO U’s structure
Vice-Chancellor School MGTO Department Vice-Chancellor Admission
Work flow involves two departments only MGTO and Admission
Job for each unit is not the same
What is Work Flow Analysis
The process of examining How work creates or adds value to ongoing
processes in business How a product or service can be delivered to
customers Basic processes
Input (a work) add values to other workers
Work Flow Analysis
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Figure 4.1
The Importance of Work Flow Analysis It helps identify steps or jobs that can be combined,
simplified, or even eliminated Re-organization of work so that teams rather than
individual workers are the sources of value creation Receptionists Customer service unit
Improve company performance
Work Flow and Organizational Structure How does the flow of work impact the organization’s
structure? How has work been organized in jobs you have held? How was the organization structured?
Centralized vs. decentralized decision making Functional vs. Divisional
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Job Descriptions Job Description – what does the job consist of?
a list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.
Job Specification Job Specifications – what do the people in the job
need to have? A list of the knowledge, skill, abilities, and other
characteristics (KSAOs) that an individual must have to perform a particular job
Job Analysis The systematic process of collecting
information used to make decisions about jobs Identifies the tasks, duties, and responsibility
of a particular job Why is job analysis necessary? What types of information are collected during
a job analysis?
Importance of Job Analysis
JA is considered the building block of all HR functions. How can JA information be used for each of the following? Work redesign HR Planning Selection Training Performance Appraisal Job Evaluation
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Job Design: Motivation Aspects Job enlargement Job extension Job rotation Job enrichment Self-Managing work teams Which one do you think will sustain employee
motivation the most?
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Job Characteristics Model
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Sources of Job Information Where would you
find reliable and accurate sources of job information?
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Questionnaires & Inventories
Position Analysis Questionnaire Standardized job analysis questionnaire containing
194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs.
Task analysis inventory Listing tasks performed in a particular job and
rating each according to a set of defined criteria
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Analyzing Jobs - Activity
Think about your current or past job. Write three task statements required by the job. Write three job specifications required by you to
perform your job.
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Test Your Knowledge
Which of the following jobs would lend themselves the best to the observation method of collecting job information.
a. Financial analyst
b. Bakery chef
c. Administrative assistant
d. CEO
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Test Your Knowledge
Adding more tasks to an existing job is called ____________, while adding more decision-making authority to jobs is called _________.
a. Job extension; job rotation
b. Job rotation; job enrichment
c. Job enlargement; job enrichment
d. Job enlargement; job rotation
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Flexible Work Schedules
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Figure 4.8
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