chapter 6 some human aspects of organizing. advanced organizer
TRANSCRIPT
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Chapter 6Some Human Aspects of Organizing
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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
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Chapter Objectives
Describe the steps in staffing technical organizations
Explain the importance of delegation
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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
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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
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Hiring Managers
Most middle & upper management positions are filled by promotion
A healthy organization will have large annual requirement for new first-line supervisors
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Selection Resume & cover letter Employment application Interview Reference checks Site visits Starting salary Job offer
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Resume
The first impression an engineer makes is usually through the resume
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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
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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
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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
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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)
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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
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Orientation & Training Personnel: FB Job rotation Immediate supervisor
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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
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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
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Techniques for Performance Appraisal Conventional rating scale Forced ranking Modified ranking Percentile
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Alternate Techniques for Performance Appraisal
Management By Objectives Self-evaluation Peer-evaluation Team evaluation
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Authority & Power
Nature of Authority Sources of Power Status & Culture
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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)
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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)
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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
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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.
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Delegation
Three interrelated concepts: Assignment of duties, Delegation of authority, and Exaction of Accountability
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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
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Problems of Committee
Compromising result Less accountable Delay
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Making Committee Effective
Committee purpose & chair Committee size & membership Preparation for meeting Conduct of the meeting Meeting follow-up
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