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Welcome back to MGTO 231! Human Resource Management Session 2
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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
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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
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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
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A question for you Why does such a simple task as issuing a passport need so many steps?
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Outline Organizational Structure Work Flows Job Design
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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
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Bureaucratic Organization A pyramid-shaped organizational structure Consists of hierarchies with (relatively) many levels of management. Work is organized into departments, teams, and jobs
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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
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Personnel Ratio E.g. Staff versus Line functions Formalization Hierarchy of authority Span of Control (limited for bureaucracies) Structural Dimensions
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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
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Organizational Structures Functional Structure (typical for bureaucracy) Divisional Structure
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Organizational Structures Geographical Structure
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Organizational Structures Matrix Structure (HKUST Business School)
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Network Organization Enables organizations to form relationships with customers, suppliers, and/or competitors Pool resources for mutual benefit Encourage cooperation in an uncertain environment
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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
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Flat Organization Has only a few levels of management Emphasis on decentralization Encourage high employee involvement in decision making
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Flat Structure
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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
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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
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Outline Organizational Structure Work Flows Job Design
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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
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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
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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
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Work Flow Analysis McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Figure 4.1
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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
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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.
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Outline Organizational Structure Work Flows Job Design
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Job Descriptions Job Description – what does the job consist of? a list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.
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Sample Job Description
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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
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Sample Job Specifications
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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?
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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.
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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.
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Job Characteristics Model McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
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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.
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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.
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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.
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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.
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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.
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Flexible Work Schedules McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Figure 4.8
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Introduction to Manager’s Hot Seat
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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
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