1. Chapter 6 Some Human Aspects of Organizing

2. Advanced Organizer

3. Chapter Objectives n Describe the steps in staffing technical organizations n Explain the importance of delegation

4. Staffing Technical Organizations u Identifying the nature & number of people needed u Planning how to get them u Selecting the best applicants u Orienting & Training u Evaluating their performance u Providing adequate compensation

5. Hiring Technical Professionals n Inventory # of Tech. Personnel n Estimate the need n Estimate the attrition (resignations, transfers, retirements, etc.) n Calculate the need of recruitment n Develop recruitment plan u College Graduates u Experienced u Technician support u Other resources

6. Hiring Managers n Most middle & upper management positions are filled by promotion n A healthy organization will have large annual requirement for new first-line supervisors

7. Selection n Resume & cover letter n Employment application n Interview n Reference checks n Site visits n Starting salary n Job offer

8. Resume The first impression an engineer makes is usually through the resume

9. Employment Application n If the resume creates a favorable impression the job candidate will be asked to fill out an application n May be redundant with the resume but will usually lead to an interview

10. Campus Interview n Graduating engineer typically makes contact with potential employers on campus n Successful campus interviews u Applicant learns about employment opportunities and other advantages with firm u Interviewer learns enough about the applicant

11. Site (Plant) Visit n Means company has a substantial interest n Normally means three or four staff interviews n Would include a tour of the area in which the candidate will work n Normally includes a briefing on company benefit programs and general company policies

12. The Job Offer n Is a formal letter offering specific position and identifies u Salary u Reporting date u Position and title u The supervisor the candidate reports to u Provisions regarding moving expenses (if applicable)

13. Orientation and Training n Helps newcomer become aware of organization and values n Some corporations u Hold orientation classes u Rotate newcomers through short assignments in various key departments n Includes total socialization of newcomer to the environment and culture of the organization

14. Orientation & Training n Personnel: FB n Job rotation n Immediate supervisor

15. Appraising Performance n Provide feedback to the employee n Provide guidance on how to improve performance n Provide a performance basis for rewards/promotions n Provide objective documentation for actions against non-performers

16. Appraising Performance Reasons for appraisal (’84 survey): n 86% for determining compensation n 65% for counseling n 64% to assist training & development n 45% for promotion n 43% for staff planning n 30% for retention/discharge decisions

17. Techniques for Performance Appraisal n Conventional rating scale n Forced ranking n Modified ranking n Percentile

18. Alternate Techniques for Performance Appraisal n Management By Objectives n Self-evaluation n Peer-evaluation n Team evaluation

19. Authority & Power n Nature of Authority n Sources of Power n Status & Culture

20. Nature of Authority n Formal Authority: “Legitimate power” based on one’s position in an organization to direct the work activities of subordinates. n Acceptance Theory of Authority: Authority originates when subordinates choose to accept the directives of superiors. (Chester Barnard)

21. Source of Power n “System I” Style u Legitimate or position power (authority) u Reward power u Coercive or punishment power n “System II” Style u Expert power u Referent power ( charisma )

22. Additional sources of power: n Power through access to important individuals n Power obtained through ingratiation or praise n Manipulative power n Power of persistence or assertiveness n Power through forming coalitions

23. Status & Culture Status: one’s standing within a group that may lead to deference or special privileges. n Functional Status derives from one’s type of work or profession n Scalar Status due to one’s level in the organization Corporate culture: collection of corporate practices & habits.

24. Delegation Three interrelated concepts: n Assignment of duties, n Delegation of authority, and n Exaction of Accountability

25. Committees & Meetings 2 or more people are officially designated to meet to pursue some specific purpose. Reasons for using committee n Policy making and administration n Representation n Sharing knowledge & expertise n Securing cooperation in execution n Pooling of authority n Training of participants

26. Problems of Committee n Compromising result n Less accountable n Delay

27. Making Committee Effective n Committee purpose & chair n Committee size & membership n Preparation for meeting n Conduct of the meeting n Meeting follow-up