1. Human Resources Sam Wooley Okie Kim Mandy Hansen Nick Birkby

2. 2.1 Human Resource Planning

3. Supply of Labor Total number of people who are willing and able to work Technological Change: Supply of labor is increasingly global, informal, and impersonal because of technology ▫Increases reach and availability of labor

4. Supply of Labor Demographic Change: ▫Example of a constraint:  In developed economies, organizations often faced with older workforce  Migration can provide opportunities and threats

5. Workforce Planning Changes in the external environment mean organizations will have to anticipate and manage changes They will: ▫Forecast the human resources it needs to achieve objectives ▫Identify, develop, and maintain skills its workforce needs Assess situation, look ahead to needs, address any shortfall or surplus

6. Recruitment Organization that identifies a shortfall in its workforce will need to start recruitment Methods: ▫Recruitment agencies  Keep records, save organizations from advertising  Can be expensive ▫Job centers  Some local gov’ts offer these to match employers and potential employees ▫Specialist publications  Enable an organization to target a particular profession ▫Personal contacts  Takes out cost element, likely based on professional and personal knowledge

7. Training & Appraisal Type of trainingDescriptionUsually undertaken Orientation:Introduces organization’s history, objectives, key staff, and the location of key facilities. It also explains how the business objectives are met and the expectations of the staff. In-house On-the-job training:Includes apprenticeships, job rotation, job enlargement, shadowing By supervisors, peers Off-the-job training:Includes lectures, discussions, case studies, role play, simulation By outside trainers

8. Changing Work Patterns External forces driving changes in employment patterns are largely beyond a government’s control Charles Handy – business writer who is largely credited with anticipating changes ▫Core workers – highly qualified professionals, implement objectives and know how to get things done, central to survival and growth ▫Contractual fringe – services such as advertising, catering, transport ▫Flexible labor force – part-time, temporary, seasonal work

9. 2.2 Organizational structure & Communication

10. Formal Organization Authority is delegated from senior to middle to junior management Will feature delegation (passing authority to a subordinate) to those subordinate in a manger’s span of control (those the manager has official authority over) Person who delegates work remains accountable for outcome of that work

11. Levels of Hierarchy Tall organizations: -Standardized procedures -Formal working relationships -Long chain of command: line of authority & responsibility along which orders are passed Flat organizations: -have few levels of management -Employee participation encouraged -Mangers most likely have a more personal working relationship with subordinates

12. Organization Charts Diagrams that show official working relationships where levels of hierarchy, chain of command & span of control can be identified Tall Flat

13. Centralization & Decentralization Centralization: concentrating decision making in a particular location or group Ex: decisions in a school are predominantly made by 1 group Decentralization: when decision making is largely dispersed to outlying bits of organization Ex: a school allows different parts of organization to make decisions about uniform, activities, and how they’re taught

14. Barriers to Effective Communication  Language: clear vocab & grammar  Overload: cheap and fast to send emails to a big group  filter out certain data  Noise: interferes w/ reception of message  Emotion: having poor relationship w/ someone  ignored or misinterpreted  Sensitivity to receiver: recognizing receiver’s needs & abilities (teacher w/teenagers vs. infants)  Specialist knowledge: using technical or including specialist knowledge  Inconsistent messages: conflicting messages from managers  Gap: greater the distance, greater the distortion of messages When organizations experience a major problem/crisis, poor communication is often the root cause

15. Different forms of Communication  Memos: brief & informal (used less b/c of e-mails are commonly used)  Report: more detailed written form - Cover page, executive summary, intro, main body, conclusion, recommendations, bibliography  ICT (information and Communication technology) Affects… -cost & speed of communication -how organizations market products -how organizations recruit -hours people work

16. 2.3 Leadership & Management

17. Differences between leadership and management ▫Management  A manager deals with complexity. They are responsible for planning and overseeing the work of a group, monitoring progress, and ensuring that the plan is put into effect. ▫Leadership  A Leader spends a great deal of time and energy building relationships in order to inspire people to follow voluntarily.

18. Believed that internal structure, controls, organization, and procedures kept an organization on track  Objectives should be set and performance indicators of: ▫Market standing ▫Innovation ▫Productivity ▫Physical and financial resources ▫Profitability ▫Manager’s performance and development ▫Worker’s performance and attitude ▫Public responsibility  Tasks for managers involved: ▫Manage by objectives ▫Take and encourage risk taking ▫Make strategic decisions ▫Build teams ▫Communicate and motivate ▫See the business as a whole ▫Relate the business to the total environment Peter Drucker

19. 2.4 Motivation

20. What influences a person to work? ▫Intrinsic motivation  Occurs when someone gets satisfaction from an activity itself without threats or rewards from outside ▫Extrinsic motivation  Occurs when someone gets satisfaction from outside the individual such as rewards

21. Wanted to apply scientific methods to management to achieve results  Output would be maximized in the shortest possible time  More hands-on style in decision making Frederick Winslow Taylor

22. Abraham Maslow Proposed a hierarchy of human needs to explain motivation - The first four levels are the most important-an individual will suffer anxiety if they are not met. Once met they go way; or no longer cause anxiety - The remaining are growth needs. Once they are initially fulfilled they do not go away. The individual will strive to find new ways to satisfy these needs. -One of the key issues for management is that once a need is satisfied, providing more of the same will not motivate a worker.

23. Douglas McGregor  Theory X: manager assumes that employees are lazy and dislike work ▫Workers need to be closely supervised and provided with a stable and disciplined work environment. ▫Motivated by financial rewards that compensate them for the pain of working  Theory Y: manager will assume that employees will enjoy their work and will seek opportunities to take on greater responsibility ▫Workers will be trusted to get on with their work with little direction or supervision ▫Enjoy the mental and physical stimulation work provides

24. Frederick Herzberg Developed a two-factor theory of motivation based on hygiene needs and motivational needs Hygiene needs: ▫Factors that provide dissatisfaction at work if they are not attended to Hygiene factors: ▫The things that are necessary for you to get started, but they don’t drive you to succeed

25. Frederick Herzberg Herzberg’s “hygiene” needs are: ▫Company policy and administration ▫Relationship with supervisor ▫Work conditions ▫Salary ▫Company car ▫Status ▫Security ▫Relationship with subordinates ▫Personal life

26. Job Enrichment  Entails giving employees opportunities to make use of the different skills they have  Involves a range of tasks and challenges of varying difficulty as well as a complete unit of work so that an employee has a sense of achievement

27. Job Enlargement Increases the range of tasks a worker has to do ▫Could involve replacing an assembly line with modular work where an employee carries out a job from start to finish