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UNIT 2: HUMAN RESOURCE MANAGEMENT, Rewards, Autocratic Leader makes all…

- - - - Communication skills
        
        Change management skills
        
        Assertiveness skills
        
        Negotiating & influencing skills
        
        Conflict management skills
        
        Presentation skills
        
        Customer service skills
        
        Networking skills
        
        Interview skills
  - - - Formative
        
        Based on a range of formal and informal assessment methods employed by supervisors not only to monitor an employee’s progress but also to support and provide guidance for improvement.
      - Summative
        
        To measure the level of an employee’s success or proficiency in meeting predetermined benchmarks.
      - 360-degree feedback
        
        Performance-appraisal summative assessments are collected from ‘all around’ an employee.
        
        To assess training and development needs and to provide competence-related information for succession planning, not promotion or pay increases.
      - Self-Appraisal
        
        Employee self-appraisal, within a performance management or annual performance review system, involves asking the employee to self-evaluate his or her job performance.
  - - - Culture of the Organisation
        
        Hard HRM
        
        An approach to managing staff that focuses on cutting costs, e.g. using temporary and part-time employment contracts, offering maximum flexibility but with minimum training costs
        
        Soft HRM
        
        An approach to managing staff that focuses on developing staff so that they reach self-fulfilment and are motivated to work hard and stay with the business
      - National Cultures
- - - - Delayering: process of removing one or more levels in the hierarchy to flatten the organizational structure to widen span of control in hierarchy
        shortens chain of command
      - Layering: add layers to the chart
        More levels - more expensive
      - Advantages of delayering:
        
        Improve speed of communication
        
        Encourages delegation and empowerment - wider span → more opportunities for employees to take on wider responsibilities
        
        Reduce costs
      - Disadvantages of delayering
        
        Decision making is slower
        
        Overload staff with too much work
        
        Insecurity for workers worried about losing their jobs. Some jobs are redundant
    - - Chain of command: formal line of authority through which orders are passed down in an organization.
    - - Show clear lines of communication - improve coordination/productivity of workers.
      - Establish departments or teams to create sense of belonging
    - - Workers are isolated to their official teams &
        Inflexible
  - - - Roles of Organization
        
        Chief Executive Officer (CEO) or Managing Director (MD) - head of Board of Directors
        
        Board of Directors (BOD) - overall running of business
        
        Middle management - responsible for a team of people / certain tasks
        
        Supervisors and team leaders - carry out some duties of middle management. Making operational decisions
        
        Operatives (other employees) - majority of workforce
        
        Eg teachers in a school
  - - - Delegation details
        
        Delegation: taking the responsibility for decision making and passing it down to the next level. Giving authority to other people
        
        Eg Petersen tells Mr. Bollom to give a list of all the books social studies wants. Mr. Bollom doesn’t want to so tells each teacher to write what they want.
        
        Every responsibility comes with decision making
        
        Benefits: Manager saves time because they don’t have to do everything. Can motivate and develop employees who feel they are trusted and recognized.
        
        SMARTER delegation:
        
        Specific - tasks must be clearly defined so subordinates can carry them out
        
        Measurable - Results must be quantifiable to measure the extent of whether the task has been completed
        
        Agreed - Manager/subordinate must agree on the task and agree on the amount of power and freedom goes with the assignment.
        
        Realistic - Task must be reasonably achievable
        
        Time bound - Timeframe has to be set
        
        Ethical - Task must be delegated fairly to prevent dissatisfaction and resentment (Don’t just give them all the hard jobs)
        
        Recorded - tasks must be documented to provide guidance and aid recognition of them being accomplished.
    - - Span of control: refers to the number of people who are directly accountable to a manager
      - Wide span - a lot of people are under one person
      - Narrow span - fewer subordinates who are accountable to a manager
      - Degree of control granted to a manager:
        
        Manager - More skilled/experienced the manager is, the more span of control they have.
        
        Organizational culture - Narrower spans of control may be required in cultures that require managers to closely monitor and control their subordinates. Managers in democratic cultures tend to delegate and empower subordinates → wider span.
        
        Subordinates - highly skilled staff more likely to work in smaller teams.
        
        Task - Complex, urgent, important tasks require narrower span of control - communication is more important. Mass produced items can have wider spans.
  - - - Functional departments: 4 functional departments - marketing, production, finance, human resources. Each headed by Director.
      - Chain of command: Shows various positions of authority in the organization. Shows which people have direct line authority over others.
      - Span of control: Measures number of staff directly accountable to a single line manager
      - Channels of communication: Route that messages are communicated within the organization
      - Levels of hierarchy: Shows there are 5 hierarchal levels
    - - Details of Tall orgaization
        
        Decision making would take longer because you have to go through so many layers
        
        Quicker/more effective communication within smaller teams
        
        Smaller teams easier to control/manage
        
        Greater specialization/division of labour
        
        Greater opportunities for people to be promoted - more levels exist
    - - Details on flat organization
        
        You go straight to the big boss - decision making would be faster
        
        Subordinates have opportunities to have more responsibility and develop career
        
        Communication improve
        
        Cheaper to operate - less managers
        
        Eliminate “them and us” culture. Workers aren’t alienated from bosses
    - - Emphasis is placed on subordinates reporting to their line manager.
        Tall hierarchical structures are bureaucratic = many levels and work process formally regulated by rules/procedures
    - - Details
        
        Can’t have all of these types of organizations in one business
        
        Region - stores in different regions. Better control over staffing/training issues overseas
        
        Product - eg McDonald’s → head of Big Mac, McChicken, Fries
        
        Function - Different operational roles (Marketing, Production, Finance, Human Resources)
  - - - Product based organization: human resources are organized around particular projects.
      - Allow businesses increased flexibility to adjust quickly to market changes and to adopt rapid innovations.
      - Project is led by project manager supported by team of workers.
    - - Flexibility - continuously change from one project to the next
      - Productivity - projects are focused on solutions rather than functionality.
      - Efficiency - Project manager has direct control over project → tasks are quicker
      - Motivational - Individuals can work on different projects, adds interested / variety
    - - Discontinuity - always move between project with different teams, less opportunities to develop personally and professionally
      - Isolation - each team is self sufficient and temporary
      - Inefficiencies - each project needs finances and team of experts.
      - Conflicting interests and priorities
  - - - Job enrichment - giving workers more interesting and challenging tasks
      - Flexible working practices - for students, mothers, etc.
    - - Core staff: Full time professional workers (managers and technicians) who handle daily operations of business. The most important part.
      - Peripheral workers (contingent workforce): Part time workers who are hired when they are needed. Help reduce labour costs for the firm. Forms the flexible workforce for an organization
      - Outsourced workers: Individuals or businesses that are not employed by the organization but are paid to complete particular and specialized tasks - advertising campaigns or skills training.
  - - - Communication: transfer of information from one party to another
      - Cultural factors play into communication - things mean different things in different languages
      - Effective communication is key for any organization
    - - Fast method of transferring information.
      - Set up costs can be high - have to have computers and technology to have data online etc.
      - Not always secure - can get hacked
    - - More forms of communication
        Can be used when traveling etc
    - - Allows meetings to take place when staff are in different locations - cut out travel time/costs
        Quicker and cheaper than bringing people together in one location