Welcome back to MGTO 231!Human Resource Management

Session 2

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

A question for you Why does such a simple task as issuing a

passport need so many steps?

Outline Organizational Structure

Work Flows

Job Design

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

Flat Structure

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

Outline Organizational Structure

Work Flows

Job Design

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

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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

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Outline Organizational Structure

Work Flows

Job Design

Job Descriptions Job Description – what does the job consist of?

a list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.

Sample Job Description

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

Sample Job Specifications

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

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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?

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Job Characteristics Model

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Sources of Job Information Where would you

find reliable and accurate sources of job information?

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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

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Figure 4.8

Introduction to Manager’s Hot Seat

Preparation for Monday Use you online access code card to go to the Hot

Seat cases (link on course website) Case 15: Working in Teams