1. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 1 Managing Work Flow and Conducting Job Analysis 2

2. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 2 HR Challenges to Work Flow… What factors influence worker motivation? How are job analyses conducted? How are job descriptions prepared? What are flexible work designs? How is employee privacy maintained?

3. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 3 Organizational Mission McCormick & Company The primary mission of McCormick & Company is to expand our worldwide leadership position in the spice, seasoning and flavoring markets.

4. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 4 Organizational Structure: Types of Departmentalization Functional structure Divisional structure Hybrid structure Matrix structure

5. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 5 Functional Structure VP Education VP Research VP Finance President Product 1 Product 2 Product 3 Jobs grouped into units based on expertise

6. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 6 Divisional Structure President VP Region East VP Region West President VP Commercial Products VP Consumer Products President VP Breads VP Beverages Group jobs by region or product type

7. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 7 Matrix Structure President Functional Manager A Functional Manager C Project Manager 1 Project Manager 2 Employee A1 Employee C1 Employee A2Employee C2

8. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 8 “No Boundaries” Structure Company C Company A Company B

9. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 9 Work Flow Process… need created by the customer work done by employees to create product or service finished product or service to deliver to customer

10. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 10 Business Process Reengineering (BPR) Rethink and redesign business processes to achieve improvements in cost, quality, service, and efficiency.

11. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 11 Maslow’s Hierarchy of Needs Self - Actualization Self esteem Safety Physiological needs

12. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 12 Motivation: Needs Satisfied safety social orderchange individual freedom potential physical

13. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 13 Working in Teams… Include members from different levels of organization Monitor teams to ensure free exchange of ideas and creativity Select members for expertise, diverse perspectives and ability to collaborate Coordinate with managers to make time for team meetings

14. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 14 Approaches to Job Design Work simplification Job enlargement Job rotation Job enrichment Team-based job design

15. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 15 Steps in Conducting a Job Analysis… 1 - Select the job to be analyzed 2 - Gather info about how the job is done 3 - Verify accuracy of info 4 - Document the job analysis

16. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 16 Job Analysis: What is Analyzed? Work activities Schedule Location Materials used Job performance Skills and training Supervision, promotions Products, services

17. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 17 Job Analysis: Gather Information (over time) Observations of employees on job Questionnaires about job processes Trade / Government literature Diaries of time spent on job Employee interviews Focus groups Critical incidents Professional literature

18. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 18 Job Analysis: How Used in Organization? Recruiting Selection Appraisal Salaries, incentives Staff development Job descriptions Necessity of job

19. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 19 Job Description… identification info job summary duties responsibilities working conditions job specifications minimum qualifications

20. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 20 The Flexible Workforce Core workers Fulltime workers Contingent workers Part time employees Contract / Outsourced workers Temporary workers Interns

21. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 21 Outsourcing HR Activities… Advantages Quality people State of the art practices Reduction in administrative costs Maintain morale / Organizational culture Disadvantages Loss of control Loss of opportunity to learn

22. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 22 Flexible Schedules Flexible work hours Core time Flextime Compressed work weeks Telecommuting

23. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 23 Uses of HR Information Systems Job descriptions Employee information Applicant tracking Skills inventory Payroll Benefits administration Labor relations planning Succession planning

24. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 2 - 24 Case Everyone telecommutes at your firm. All work is done in virtual teams of four. Divide up into groups of four and respond to the following questions: How will you organize your team? Do you need a virtual leader? How will you select your virtual team? How will you hold team members accountable?