Chapter 6 Some Human Aspects of Organizing

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Presentation transcript:

Chapter 6 Some Human Aspects of Organizing 3/25/2017 Chapter 6 Some Human Aspects of Organizing

3/25/2017 Advanced Organizer

3/25/2017 Chapter Objectives Describe the steps in staffing technical organizations Discuss the process of an employment application Discuss the nature of authority and power Explain the importance of delegation Describe the structure of committee

Staffing Technical Organizations 3/25/2017 Staffing Technical Organizations Identify the Skill Base Estimate the Number of Personnel Plan Recruiting Policies Select the Best Applicants Orient and Train Applicants Evaluate Performance Provide Compensation

New Hires Establish the need for new hires 3/25/2017 New Hires Establish the need for new hires Determine sources for new hires New college graduates Experienced professionals Technician support Other sources

3/25/2017 Hiring Managers Most middle & upper management positions are filled by promotion A healthy organization will have large annual requirement for new first-line supervisors

Selection Resume & cover letter Employment application Interview 3/25/2017 Selection Resume & cover letter Employment application Interview Reference checks Site visits Starting salary Job offer

3/25/2017 Resume The first impression an engineer makes is usually through the resume

Formatting & Appearance 3/25/2017 Formatting & Appearance Make your name stand out with a bold, larger font size Use standard fonts such as Times New Roman, Arial, or Courier Type Size: 10 - 12 Point White, beige, or light gray quality bond paper Use a laser printer for best finish Length should generally be one page unless you have extensive experience or graduate school work

3/25/2017 Key Components Heading Objective Education Skills Experience

Additional Components 3/25/2017 Additional Components Professional affiliations Honors, awards and activities Campus/community involvements Leadership activities Foreign language proficiency Computer applications Volunteer experiences

3/25/2017 Heading Includes contact information: Top of the page Name: large and bold Address: street, town, state & zip code Telephone number(s): with professional message Email address: professional looking, check on a daily basis Website (optional)

Objective Short Specific Type of position Preferred work environment 3/25/2017 Objective Short Specific Type of position Preferred work environment Specialized skills Tailor to each position What you can do for the employer

3/25/2017 Sample Objectives Management training internship in a community service agency leading to a career in service to the public. Program development position working with geriatric clients Paralegal position with opportunity to conduct title searches and other research Tax professional with a national accounting firm

3/25/2017 Education Educational institutions or specialized training programs you have attended Name and location of the institution Major, minor and area of concentration Graduation or anticipated graduation date GPA – if 3.2 or higher Certifications and/or licensure related to employment goal Relevant coursework and/or thesis may be included

Relevant Skills Gained through: Coursework Employment 3/25/2017 Relevant Skills Gained through: Coursework Employment Internship / Co-op Volunteer experience Student leadership Computer usage Foreign language

Professional Experience 3/25/2017 Professional Experience Related employment (full-time or part-time) Internships (paid or unpaid) Co-op Summer jobs Volunteer/Service learning Senior projects or academic research

3/25/2017 References Separate page that complements resume – do not include with resume initially Lists professional contacts who have direct knowledge of your skills and qualifications References may include faculty, former employers, and internship supervisors Obtain permission from references in advance and provide them with current resume

Cover Letters & Business Correspondence: Do’s 3/25/2017 Cover Letters & Business Correspondence: Do’s DO follow rules of a standard business letter. DO target your correspondence to the audience/employer (Ex: avoid “To whom it may concern, Dear Sir/Madam). DO make sure there are no spelling, grammar or punctuation errors. DO limit to one page. DO keep a copy of everything that you send out. DO make sure there is an original signature on all the documents that you mail out. DO close with a direct request for some type of action (Ex: interview, phone call, etc.). DO use high-quality stationery for hard copies. Mention the importance of taking their letter to the University Writing Center at 407-823-2197

Cover Letters & Business Correspondence: Don’ts 3/25/2017 Cover Letters & Business Correspondence: Don’ts DON’T start every sentence with “I.” DON’T use language that is gimmicky, jargonish, unprofessional (Don’t try to be a comic). DON’T include personal information that is not relevant to the position. DON’T give false impressions. Mention the importance of taking their letter to the University Writing Center at 407-823-2197

Types of Correspondence 3/25/2017 Types of Correspondence Cover letter types Application Prospecting/Letter of inquiry Thank you letters Letters of acceptance, withdrawal and rejection Employment applications E-mail correspondence

Cover Letters Format Introductory paragraph Body Who are you? 3/25/2017 Cover Letters Format Introductory paragraph Who are you? What is your interest? How did you hear of the opening? Body 1-2 paragraphs containing a summary of skills and qualifications Highlight targeted experiences included on your resume (DON’T repeat your entire resume) Sales pitch: Explain your value to the organization Show that you’ve done your homework

Cover Letters, cont. Closing Paragraph Arrange a follow-up contact 3/25/2017 Cover Letters, cont. Closing Paragraph Thank the reader for reviewing your enclosed resume Restate your interest in the position Arrange a follow-up contact Passive Approach: puts responsibility on employer to make contact with the applicant Active Approach: the applicant offers to initiate further contact with the employer in the near future Closing (i.e. Sincerely)

Employment Application 3/25/2017 Employment Application If the resume creates a favorable impression the job candidate will be asked to fill out an application May be redundant with the resume but will usually lead to an interview

3/25/2017 Campus Interview Graduating engineer typically makes contact with potential employers on campus Successful campus interviews Applicant learns about employment opportunities and other advantages with firm Interviewer learns enough about the applicant

Site (Plant) Visit Means company has a substantial interest 3/25/2017 Site (Plant) Visit Means company has a substantial interest Normally means three or four staff interviews Would include a tour of the area in which the candidate will work Normally includes a briefing on company benefit programs and general company policies

3/25/2017 The Job Offer Is a formal letter offering specific position and identifies Salary Reporting date Position and title The supervisor the candidate reports to Provisions regarding moving expenses (if applicable)

Orientation and Training 3/25/2017 Orientation and Training Helps newcomer become aware of organization and values Some corporations Hold orientation classes Rotate newcomers through short assignments in various key departments Includes total socialization of newcomer to the environment and culture of the organization

Appraising Performance 3/25/2017 Appraising Performance Provide feedback to the employee Provide guidance on how to improve performance Provide a performance basis for rewards/promotions Provide objective documentation for actions against non-performers

Techniques for Performance Appraisal 3/25/2017 Techniques for Performance Appraisal Conventional rating scale (4 or 5 categories) Forced ranking Modified ranking Percentile Drawbacks: Subjective Vague Inflation

Alternate Techniques for Performance Appraisal 3/25/2017 Alternate Techniques for Performance Appraisal Management By Objectives Self-evaluation Peer-evaluation Team evaluation

Authority & Power Nature of Authority Sources of Power 3/25/2017 Authority & Power Nature of Authority Sources of Power Status & Culture

3/25/2017 Nature of Authority Formal Authority: “Legitimate power” based on one’s position in an organization to direct the work activities of subordinates. Acceptance Theory of Authority: Authority originates when subordinates choose to accept the directives of superiors. (Chester Barnard)

Source of Power “System I” Style “System II” Style 3/25/2017 Source of Power “System I” Style Legitimate or position power (authority) Reward power Coercive or punishment power “System II” Style Expert power Referent power (charisma)

Additional sources of power 3/25/2017 Additional sources of power Power through access to important individuals Power obtained through ingratiation or praise Manipulative power Power of persistence or assertiveness Power through forming coalitions

3/25/2017 Status & Culture Status: one’s standing within a group that may lead to deference or special privileges. Functional Status derives from one’s type of work or profession Scalar Status due to one’s level in the organization Corporate culture: collection of corporate practices & habits.

Delegation Three interrelated concepts: Assignment of duties, 3/25/2017 Delegation Three interrelated concepts: Assignment of duties, Delegation of authority, and Exaction of Accountability

Delegation Matrix Employee Can Cannot Employee Employee Eng. Manger 3/25/2017 Delegation Matrix Employee Can Cannot Employee Employee Eng. Manger Eng. Manger Eng. Manager Cannot Can

Not to Delegate: Planning Resolving morale problems 3/25/2017 Not to Delegate: Planning Resolving morale problems Reconciling conflicts Coaching and Developing employees Reviewing performance of employees Assigning jobs or tasks

3/25/2017 Committees & Meetings 2 or more people are officially designated to meet to pursue some specific purpose. Reasons for using committee Policy making and administration Representation Sharing knowledge & expertise Securing cooperation in execution Pooling of authority Training of participants

Problems of Committee Compromising result Less accountable Delay 3/25/2017 Problems of Committee Compromising result Less accountable Delay

Making Committee Effective 3/25/2017 Making Committee Effective Committee purpose & chair Committee size & membership Preparation for meeting Conduct of the meeting Meeting follow-up