Chapter 11 MANAGEMENT APPROACHES AND EMPLOYEES RECRUITMENT Flashcards
(43 cards)
What are the 2 major theories that comprise the classical approach of management?
- Scientific management (Taylorism)
- General administrative theory.
Explain Taylor’s 4 Principles of Scientific Management.
- There should be a science of work, Analyze the tasks, break them down into smaller units, analyze ways to maximize efficiency. Workers should be rewarded through higher pay if they succeed in performing more efficiently.
- Workers should be selected carefully. They should have the skills and abilities. They should also be trained in how to do the work efficiently.
- The scientifically-selected and trained workers and the science of work should be brought together for the best results and greatest efficiency.
- should be an equal division of work between the workers and management, and workers and managers should operate closely together.
What are the Fayol’s 14 Principles of Administrative Management?
- Division of work
- Authority
- Discipline
- Unity of Command
- Unity of Direction
- Subordination of individual interests to the general interest
- Remuneration
- Scalar Chain
- Centralization
- Order
- Equity
- Stability of tenure of personnel
- Esprit de corps.
- Initiative
According to Urwick an organization is built on which ten principles?
- Objective
- Specialization
- Co-ordination
- Authority
- Responsibility
- Definition
- Correspondence
- Span of control
- Balance
- Continuity
What are the characteristics of an ideal bureaucracy by Weber?
- should operate in an impersonal and impartial way and there should be a clear statement of duties, responsibilities, standardized procedures and expected behavior.
- there should be a hierarchy od authority
- should be written rules of conduct
- should be promotion of individuals within the organization, based on their achievement
- should be division of labor and specialization of work
- ideal bureaucracy will achieve efficiency in operations
list the 4 main features
of bureaucracy by Rosemary Stewart.
- Specialization
- Hierarchy of authority
- A system of rules
- Impersonal
What are the assumptions of Theory X?
The average person dislikes work and will avoid having to do any if at all possible.
Individuals must therefore be forced to work towards the organization’s objectives, with the threat of punishment for not working properly.
The average person prefers to be directed, wants to avoid responsibility, has no ambition and wants security more than anything else
What are the assumptions of Theory Y?
Putting effort into work is as natural as play.
Individuals will apply self-direction and self-control to work towards the objectives of the organization, without the need for constant supervision or the threat of punishments.
The strength of an individual’s commitment to the organization’s objectives is related to the rewards associated with achieving those objectives.
Individuals usually accept and then seek responsibility.
At work, the intellectual potential of the average person is only partly utilized. Individuals have much more potential that could be utilized.
What are the main features of Theory Z?
i. Collective decision-making.
ii. Long-term employment and job security.
iii. Job rotation, generalization and overall understanding of company operations, replace job specialization as a key component of the model.
iv. Slow advancement/promotion.
v. Emphasis on training and continual improvement of product and performance.
vi. Holistic concern for the worker and his or her family further personalize management.
vii. Explicit, formalized measures, despite implicit, informal control, ensure efficiency of operations.
viii. Individual responsibility for shared accomplishments.
Peter Drucker suggested which 5 areas of management responsibility?
- Setting objectives
- Organizing work
- Motivating and communicating
- Measuring
- Developing people
Peter Drucker suggested which 3 aspects to the responsibilities of managers in business?
- Managing the business
- Managing managers
- Managing workers and their work
What were the discoveries made by Henry Mintzberg?
A lot of management work is disjointed. Planning, for example, is done on a day-to-day basis, when time permits between more urgent or immediate tasks.
Managers spend some of their time on routine duties of a ceremonial nature, such as meeting with important visitors.
Managers prefer informal verbal communication to formal written communications, such as reports and briefing notes. Communicating informally by word of mouth is much faster and more effective than communication through the formal information system.
Management activities and decisions are based largely on judgement and intuition. General principles of management are not relevant to management practice. In practice, managers do many of their tasks quickly and superficially.
List 10 Different Roles of a Successful Manager in Mintzberg Model?
Interpersonal Roles
1 The Figurehead
2 The Leader
3 The Liaison
Informational Roles
4 The Monitor
5 The Disseminator
6 The Spokesperson
Decisional Roles
7 The Entrepreneur
8 The Disturbance Handler
9 The Resource Allocator
10 The Negotiator
Factors to be considered in choosing a management approach under The Contingency Theory are?
Size of the organization
People and workforce
The relevant technological issues
The operating environment and industry
A responsibility of the human resource management function is to do what? or what are the objectives of the human resource strategy?
assess the quantity and quality of human resources currently available, including numbers and skills
estimate the quantity and quality of human resources that will be needed in the future, including numbers and skills
consider ways of ‘filling the gap’ and ensuring that the entity has the human resources that it needs.
What are the main stages in the planning process of Human resource strategy?
Planning involves forecasting the human resources required in the future.
- Studying the corporate objectives
- Demand forecasting
- Assessing current resources
- Preparing policies and plans
What environmental factors are to be considered for the plans to be realistic?
changes in population trends, and the total size of the work force in each country where the entity has its operations
changes in government policy, such as changes in the retirement age of workers
changes in the educational system, and the numbers of students going from school into further education
the availability of individuals who are trained in a particular skill or vocation
changing patterns of employment, possibly with increasing numbers of part-time workers or home workers
competition for human resources from competitors and other businesses
trends in sub-contracting and outsourcing
trends in IT and other technological changes that might affect labour requirements.
Define ‘Recruitment’ & ‘Selection’?
Recruitment starts when a job vacancy is identified. It is the process of obtaining a supply of suitable possible candidates to fill the vacancy. When job vacancies arise, an organisation needs a number of individuals to choose from, and these individuals:
¯ must seem able to do the job; and
¯ should also want to do the job.
Selection is the process of appointing the most suitable candidate to a job vacancy, by choosing the best individual from the candidates available.
Recruitment is concerned with quantity
selection is concerned with quality
How are Operational managers involved in the recruitment and selection process?»>roles and responsibilities in recruitment and selection»»>Recruitment and selection process
They should report any vacancies arising in their department or section, or should agree any vacancies with the management responsible for the human resources plan.
They should identify individuals already working for them who might be suitable candidates for a vacant job, as part of the process of developing and promoting internal staff.
They should be involved in specifying the nature of the job, and the skills that the job holder should have in order to do the work properly.
They should normally be involved in the process of selecting individuals from the candidates who have applied for a job in their department or section.
How are HR ‘staff’ specialists involved in the recruitment and selection process?»>roles and responsibilities in recruitment and selection»»>Recruitment and selection process
They should be involved in HR planning, and identifying the vacancies that are expected to arise throughout the organisation in the future.
They should have specialist skills in recruitment and selection. They may know more than operational management about the best methods of recruiting for particular job vacancies and about advertising job vacancies. They should also have specialist knowledge about selection methods.
Typically, they work with line management, taking on responsibility for ensuring that enough candidates apply for vacancies. They are also involved in the selection process. For example, HR staff may arrange selection interviews and carry out selection interviews jointly with line management colleagues.
What are the reasons for poor recruitment?»»»>4.5 Reasons for ineffective recruitment and selection»»»>Recruitment and selection process
The requirements of the job are not properly considered before the job is advertised, so that the vacancy is advertised to individuals with unsuitable skills. (In other words, there is a failure to do a proper job analysis.
There is a failure to agree the minimum acceptable requirements for the job, only the ideal requirements. Potential applicants may be deterred because of the high level of skills and experience that the employer says it wants from the successful applicant for the job.
The job itself is not attractive enough, or the pay is too low, so that not many people apply for the vacancy.
The job vacancies are advertised in an unsuitable way, so that the vacancy does not come to the attention of people who might apply if they knew about it.
What are the reasons for poor selection?»»»»4.5 Reasons for ineffective recruitment and selection»»»>Recruitment and selection process
The application form for the vacancy is badly-designed, and applicants do not provide enough relevant information about themselves. A candidate may therefore be offered the job when there is insufficient
relevant information about him or her.
The selection techniques are inappropriate.
The individuals making the selection (for example, the individuals doing the selection interviews) are not trained in selection, and do not have the necessary skills to do the task well.
The effectiveness of the selection process is not monitored and reviewed regularly, so that the need to improve the selection system is not recognized.
outline of the recruitment and selection proccess»»»4.2 Stages in the recruitment and selection process»»»THE RECRUITMENT AND SELECTION PROCESS
Recruitment
Stage1
agree the vacancy to be filled
Stage 2
identify the skills needed for the job
Stage 3
obtain the applications for the job
Selection
stage 4
select candidates for the interviews and shortlisting
Stage 5
selection interview offer the job to the selected candidates
what is job analysis and what is the purpose of it»»»A plan for the recruitment process»»»EFFECTIVE RECRUITMENT
Job analysis is performed as part of human resources management which includes defining the scope of jobs, writing job descriptions, holding performance appraisals, selecting and promoting staff, performing a training needs assessment and as the basis for compensation and organisational planning.
The purpose of a job analysis is to:
produce a detailed specification of the job (a ‘job description’); and
produce a specification of the qualities needed from the individual who will do the job (a ‘person specification’).