chapter 6 some human aspects of organizing. advanced organizer
TRANSCRIPT
Chapter 6Some Human Aspects of Organizing
D ecision Mak ing
P lanning
O rganizing
Leading
C ontro lling
Managem ent Functions
R esearch
D esign
Production
Q uality
Marketing
Pro ject Managem ent
Managing Technology
Tim e Managem ent
E thics
C areer
Personal Technology
Managing Engineering and Technology
Advanced Organizer
Chapter Objectives
Describe the steps in staffing technical organizations
Explain the importance of delegation
Staffing Technical Organizations Identifying the nature & number of people
needed Planning how to get them Selecting the best applicants Orienting & Training Evaluating their performance Providing adequate compensation
Hiring Technical Professionals Inventory # of Tech. Personnel Estimate the need Estimate the attrition (resignations,
transfers, retirements, etc.) Calculate the need of recruitment Develop recruitment plan
College Graduates Experienced Technician support Other resources
Hiring Managers
Most middle & upper management positions are filled by promotion
A healthy organization will have large annual requirement for new first-line supervisors
Selection Resume & cover letter Employment application Interview Reference checks Site visits Starting salary Job offer
Resume
The first impression an engineer makes is usually through the resume
Employment Application If the resume creates a favorable
impression the job candidate will be asked to fill out an application
May be redundant with the resume but will usually lead to an interview
Campus Interview Graduating engineer typically
makes contact with potential employers on campus
Successful campus interviews Applicant learns about
employment opportunities and other advantages with firm
Interviewer learns enough about the applicant
Site (Plant) Visit Means company has a substantial interest Normally means three or four staff interviews Would include a tour of the area in which the
candidate will work Normally includes a briefing on company
benefit programs and general company policies
The Job Offer Is a formal letter offering specific
position and identifies Salary Reporting date Position and title The supervisor the candidate
reports to Provisions regarding moving
expenses (if applicable)
Orientation and Training Helps newcomer become aware of
organization and values Some corporations
Hold orientation classes Rotate newcomers through short assignments
in various key departments Includes total socialization of newcomer to
the environment and culture of the organization
Orientation & Training Personnel: FB Job rotation Immediate supervisor
Appraising Performance Provide feedback to the employee Provide guidance on how to
improve performance Provide a performance basis for
rewards/promotions Provide objective documentation
for actions against non-performers
Appraising Performance
Reasons for appraisal (’84 survey): 86% for determining compensation 65% for counseling 64% to assist training & development 45% for promotion 43% for staff planning 30% for retention/discharge decisions
Techniques for Performance Appraisal Conventional rating scale Forced ranking Modified ranking Percentile
Alternate Techniques for Performance Appraisal
Management By Objectives Self-evaluation Peer-evaluation Team evaluation
Authority & Power
Nature of Authority Sources of Power Status & Culture
Nature of Authority
Formal Authority: “Legitimate power” based on one’s position in an organization to direct the work activities of subordinates.
Acceptance Theory of Authority: Authority originates when subordinates choose to accept the directives of superiors. (Chester Barnard)
Source of Power “System I” Style
Legitimate or position power (authority) Reward power Coercive or punishment power
“System II” Style Expert power Referent power (charisma)
Additional sources of power: Power through access to important individuals Power obtained through ingratiation or praise Manipulative power Power of persistence or assertiveness Power through forming coalitions
Status & Culture
Status: one’s standing within a group that may lead to deference or special privileges.
Functional Status derives from one’s type of work or profession
Scalar Status due to one’s level in the organization
Corporate culture: collection of corporate practices & habits.
Delegation
Three interrelated concepts: Assignment of duties, Delegation of authority, and Exaction of Accountability
Committees & Meetings
2 or more people are officially designated to meet to pursue some specific purpose.
Reasons for using committee Policy making and administration Representation Sharing knowledge & expertise Securing cooperation in execution Pooling of authority Training of participants
Problems of Committee
Compromising result Less accountable Delay
Making Committee Effective
Committee purpose & chair Committee size & membership Preparation for meeting Conduct of the meeting Meeting follow-up