CHAPTER OBJECTIVES EMPLOYEE AND ORGANIZATIONAL DEVELOPMENT nDefine organizational development and discuss the two important components of an organizational development program. nExplain the components of a career development program. nDescribe the value of performance reviews and training and development to businesses and employees. nDescribe the variety of career opportunities in business, including international business careers. nOutline the steps in preparing a career plan. 2525

Employment Environment nCompanies forced to downsize by cutting no. of E’ees or reduce product offerings nE’ees who lost job - unable to find another satisfying job; uncertain of job security nAccept lower-level jobs nFewer benefits nSome companies restructure their operations or use resources more efficiently

New Employment Environment n21st century focus is on developing a whole new generation of businesses nInternet has caused businesses to look quite different - non-traditional nFew E’ees; E’ees may not even work in same bldg. or same city nOwners have more exp. with technology than organizing and managing a business nToday much of the pressure to maintain a strong org. falls on the HR Dept.

HR Dept nTwo major responsibilities nOrganizational development nCareful planned changes in the structure and operation of business to adjust to competitive business environment nCareer Development nProgram that matches the career plans of E’ees w/ the employment needs of the business

Organizational Development nCo.’s paying a great deal of attention to the way in which they structure an org., how work flows through the business, how E’ees work together and with the mgr. nE’ees play a major role in product quality, customer satisfaction, equipment maintenance, and efficient use of materials nTwo important elements of an effective organizational development are…

n1)Making improvements in work processes nImproving the way work is accomplished in a business nGoals is to eliminate errors, improve quality and reduce costs n2)Build effective working relationships nStudies show E’ees who believe they are an important part of the org. will be committed to its success and will work to achieve the co.’s goals

Improving Work Processes nMost of the emphasis is directed inside the company nImproving work may include new technologies, rearranging work space, changing relationships between dept.s and work groups, modifying procedures nNot easy for company to make these changes

nIdentifying the need for change nInability to change = failure nExternal changes that are most likely to result in problems for an org. nWorkforce demographics, nature of competition, customer expectations and technology nInternal changes - similar nMakeup of workforce, E’ee expectations, outdated work processes and technology, ineffective organizational structure and poor management practices nOrganizational development programs must ID and resolve underlying operational problems in order to fix the orig. problem

nPlanning an organizational development program nAffirm the mission and goals of the org. nID the important markets that will be the primary focus nDetermine the org. changes required to achieve the co.’s mission, goals, customer service standards, and prepare a plan for implementing the changes nTake months or even year to see results

nBuild commitment w/i the org. for the changes nE’ees need to be fully informed of nThe change nThe reason for change nLikely results if the changes are made nHow they will be affected by the change nHow the org. and E’ee will benefit if the change is successful nFollow through on the org. development plans nMake the process part of the org.’s culture

nImproving the work environment n$$$ earned is NOT always the most important thing nConcerned about work schedule, working conditions, vacations, insurance, pensions nWant a job that is interesting and challenging nRecognition for their work nMgrs. must recognize these needs nSatisfied E’ees are more productive and more likely to want to stay with the company and contribute to its success

nImproving the work environment nJob design - refers to the kinds of tasks that make up a job and the way workers perform these tasks in doing the jobs nJob enlargement - making a job more interesting by adding variety to the tasks; E’ees should be involved in making decision to change the job and redesign the job nCross training - E’ees are trained to perform more than one job; rotated to other jobs; E’ee more valuable to the Co. since they can perform a broader set of work tasks

nJob enrichment - giving E’ees the authority to make meaningful decisions about their work; mgrs. May ask for advice on how to improve performance

Career Development nRequirements for a career development program nLong-term plans nDetermine what jobs will be available in the future, how many people will be needed in each job, knowledge/skills those E’ees will require nCareer paths nCo. should ID a variety of career paths nMgm’t and non-mgm’t - pg 670 nEntry-level to advance positions

nPerformance review nE’ees need to know how well they are performing in order to determine what skills they need to improve to meet current job requirements nRegularly review the info nDetermine what training is needed to either improve or advance nCareer counseling - ??? nPart of E’ee performance review nCareer centers - facilities where HR E’ees manage career development activities

nTraining and development nTrain E’ees in skills needed for changing job requirements and new jobs nDevelop training programs and other educational opportunities

nImplementing a career development program nDoesn’t just happen nAssigned to HR Dept. - responsible for organizing and managing the program nEveryone in business must be educated about the program nAvailable to all nSpecial career development programs nNot available to all nSpecialized according to position

Improving E’ee Performance nPerformance review procedures nAssess how well E’ees are doing their jobs nReviews provide career planning and training programs, increases in wages/salaries nReview should focus on duties and expectations nShould be easy and objective nOne or twice a year nE’ee should complete self-eval nDiscuss performance and not E’ee nDiscuss strengths as well as areas of improvement nWays the E’ee can develop needed skills to improve

nPlanning training and development n$50-60 billion each year on formal training n$200 billion on informal nCan be justified if the result is E’ees who are able to perform more and produce higher quality work nCompanies need to recognize the value of training nGet new equipment - need training nNew operations - need training nNew E’ee - need training

Career Opportunities in Business nNot limited to one career path, one type of business, or one geographic area nCareer paths in business are usually very flexible

Career Opportunities in Business nLevels of employment nEntry - routine activities, little training, education or previous experience nCareer - more complex duties; authority to control some of the work and make decisions nSpecialist - extensive knowledge of the operations of a specific co. or industry; variety of skills in one or more business functions nManagement - effective decision-makers; leadership; make decisions about operations and personnel

nExecutive - performs all mgm’t tasks associated with owning a business; responsible for success of business nCareers in international business nOffers add’l job choices; new skills, travel, interact with a wide variety of people from other cultures

nPreparing for a business career nRequire a great deal of knowledge and skill in a number of areas nNeed to match personal qualities, education and experience with a career path

nDeveloping a career plan nStudy business careers in depth and find a job that most interests you nComplete a self-assessment of knowledge, skills, and attitudes nID the education and experience requirements for the business career that interests you nDiscuss education and experience you will need with people who are familiar with business careers nChoose a business career and develop a career plan to achieve the degree

nPreparing a career portfolio nOrganized collection of info. and materials developed to represent yourself, your preparation, your accomplishments nShould provide clear descriptions of your preparation, skills, and experience nExamples of projects nPrepare so that you can add and remove items easily--no glue nShould obviously include your best work and most recent

nReview Qs n2, 4, 5, 7, 10, 13, nDiscussion Qs n1n1 nStudy Guide nYou are the HR manager for a school district and you’ve been asked by the principal to draft an orientation session for new students. Outline the info. that should be included in the orientation session. Also develop a list of potential questions for a follow-up interview that will be given 4 to 6 weeks after the orientation.