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Employment Service - Coggle Diagram
Employment Service
Employment Organization
special duties and responsibilities
Margin or scope that limits the extent of the assigned work.
Carrying out certain operations.
Existence of a certain tolerance or limits to obtain an acceptable quality
Responsibility for the use or conservation of a specific group of machines, equipment, installations, etc.
Need for the adoption of certain decisions.
Process Orientation
Problems to be solved.
Tasks to be performed.
Role to be covered.
Location within the organization chart
Location within the organization chart
Technology Orientation
Define the Competition
General characteristics of the company.
Dimensions of formal groups.
Coexistence time.
Conditions of the premises and forms of communication used.
Organizational Introspection
human behavior in the following cases:
• That people are capable of behaving in a purely functional and objective way in their work life.
• That individuals function as "nothings" closed in on themselves, attentive only to their personal affairs and duties.
Analysis and Evaluation of Attributes
Attribute Compliance Level
Features that Help
Firmness of convictions.
• Willingness to work hard and make others work.
• Ability to inspire confidence.
Ratings Features
• Intransigence in the face of criticism.
• Sadness and pessimism.
• Lack of initiative.
• Fear of responsibility.
Staffing needs can be met from two sources.
internal resources
Increase productivity, by raising the ceilings or tops of each scale.
This is a long-term incentive that everyone recognizes.
Creates a climate or work morale that favors labor relations,
External resources.
the labor available
training centers
The staff of other companies or entities.
Human Capital Growth
Education and Training
Bugs in the reward system:
Not taking into account the situation of the industry.
Confusing measures of productivity and quality with economic performance
Enclose the company in a rigid formula to share.
Make rewards contingent on a single measure of performance.
Not including all employees in the opportunity to get the reward.
Long Term Hiring
The market-oriented structure responds effectively.
when the company faces an unforeseeable situation of relatively dynamic markets;
when rapid communication is essential;
when it is important to respond to rapidly changing conditions