2. Welcome back to MGTO 231! Human Resource Management Session 2

3. 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

4. 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

5.  An even more extreme example Hong Kong Eye Hospital 1. Initial Check in Room 1 2. Getting application form in Counter A 3. Putting the application form to Room 2 4. Waiting outside 5. Getting into Room 2 for vision checking 6. Leaving Room 2 and waiting 7. Going back to Room 2 to meet the doctor 8. Going to Counter B for making next appointment 9. Going to Room 3 for learning eye cares 10. Going to Room 4 for surgery or treatment 11. Going to Counter C to pay 12. Going to Counter D to get the medicine Prologue

6. A question for you  Why does such a simple task as issuing a passport need so many steps?

7. Outline  Organizational Structure  Work Flows  Job Design

8. 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

9. Bureaucratic Organization  A pyramid-shaped organizational structure  Consists of hierarchies with (relatively) many levels of management.  Work is organized into departments, teams, and jobs

11.  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

12.  Personnel Ratio E.g. Staff versus Line functions  Formalization  Hierarchy of authority Span of Control (limited for bureaucracies) Structural Dimensions

13. 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

14. Organizational Structures  Functional Structure (typical for bureaucracy)  Divisional Structure

15. Organizational Structures  Geographical Structure

16. Organizational Structures  Matrix Structure (HKUST Business School)

17. Network Organization  Enables organizations to form relationships with customers, suppliers, and/or competitors  Pool resources for mutual benefit  Encourage cooperation in an uncertain environment

18.  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

19. Flat Organization  Has only a few levels of management  Emphasis on decentralization Encourage high employee involvement in decision making

20. Flat Structure

21.  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

22.  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

23. Outline  Organizational Structure  Work Flows  Job Design

24.  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

25. 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

26. 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

27. Work Flow Analysis McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Figure 4.1

28. 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

29. 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 McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

30. Outline  Organizational Structure  Work Flows  Job Design

31. Job Descriptions  Job Description – what does the job consist of? a list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.

32. Sample Job Description

33. 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

34. Sample Job Specifications

35. 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?

36. 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 McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

37. 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? McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

38. Job Characteristics Model McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

39. Sources of Job Information  Where would you find reliable and accurate sources of job information? McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

40. 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.

41. 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.

42. 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.

43. 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.

44. Flexible Work Schedules McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Figure 4.8

45. Introduction to Manager’s Hot Seat

46. 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