One of the two events I attended was 5% idea and 95% effort. There was a speaker that came in to talk about his business, his business was a Letter box chocs and the event lasted around an hour. He owned his first business at the age of 22.
In the future I would like to run my own businessThis event has given me a few ideas which i could use in my business in the future. Although the idea wasnt great the effort he put into start his business was exceptional. This has motivated me more because if i put in 100% effort my business will have every reason to succed.
Wednesday 5 May 2010
Week 24 Reward
Reward
I use to work for Matalan, which is a retail outlet. They had reward systems, which were only given at peak times. For example at Christmas reward was put in place. Employees that made the most sales on a weekly basis would get a present at the end of the week. I believe this was very unfair as not every employee worked the same amount of hours, for example I worked only 6 hours a week on a Saturday and other staff members worked 37 hours a week. Therefore they would obviously make more sales then me or anyone else that only work part time.
The reward system did not differ for each groups it was the same system throughout the organisation and for each and every employee.
Reward for chief executive
I don’t think the chief executive should receive large bonuses if the organisation is under performing.
This is unfair to other employees, as they will not receive bonuses
It de-motivates employees
The money spent on the bonuses could be better used in helping the organisation to improve
The chief executive should set an example that bonuses are only received for good results
Rewarding a teacher at Primary School
Financial reward:
Pay rise – this could be given when the results of students have considerably increased within a period of time. This would motivate me to continue to work hard as my hard work will not only benefit the students but myself, and it will be recognised by both staff and parents
Gift – a teacher of the month gift/ reward
Give them a day trip ticket to an attraction
Non-financial reward:
Ask the class of students to say thank you – this would be very rewarding for me as this is directly from the student themselves
Allow the parent to meet the teacher to thank the staff
Have a best teacher of the month logo
Organise a class assembly for the teacher
I use to work for Matalan, which is a retail outlet. They had reward systems, which were only given at peak times. For example at Christmas reward was put in place. Employees that made the most sales on a weekly basis would get a present at the end of the week. I believe this was very unfair as not every employee worked the same amount of hours, for example I worked only 6 hours a week on a Saturday and other staff members worked 37 hours a week. Therefore they would obviously make more sales then me or anyone else that only work part time.
The reward system did not differ for each groups it was the same system throughout the organisation and for each and every employee.
Reward for chief executive
I don’t think the chief executive should receive large bonuses if the organisation is under performing.
This is unfair to other employees, as they will not receive bonuses
It de-motivates employees
The money spent on the bonuses could be better used in helping the organisation to improve
The chief executive should set an example that bonuses are only received for good results
Rewarding a teacher at Primary School
Financial reward:
Pay rise – this could be given when the results of students have considerably increased within a period of time. This would motivate me to continue to work hard as my hard work will not only benefit the students but myself, and it will be recognised by both staff and parents
Gift – a teacher of the month gift/ reward
Give them a day trip ticket to an attraction
Non-financial reward:
Ask the class of students to say thank you – this would be very rewarding for me as this is directly from the student themselves
Allow the parent to meet the teacher to thank the staff
Have a best teacher of the month logo
Organise a class assembly for the teacher
Week 22 & 23 Training and Development
HR manager for a retail chain with a training programme for new graduate entrants.
1 Week induction programme – Aim to make these graduates become store managers after a 2 year training programme.
1-week induction
Monday: Morning (AM) – The inducation will start with a presentation of the company, giving history and financial figures to show its performance. It will present clearly the company aims and objective.
Following this company introduction the graduates will be allowed to introduce themselves to the group and have a group discussion. This will allow the graduates to get to know their fellow workers.
PM – The products sold within the company will be discussed and house keeping standards will be shown and how these are to be implemented within every store will be identified.
Tuesday – Health and Safety exercises and laws will be discussed, along with group scenarios. This will give the graduates an insight to what policies and procedures need to be followed when accidents occur. They will be shown where the 1st aid equipment is kept in every store, what forms are to be filled in, when they are required to be completed and whom is to complete them. All matters will be shown and an opportunity for asking questions will be provided.
Wednesday – basis day to day running of a store will be outlined for example delivery of products. Graduates will be shown how to declare received stock and ensure they receive all goods in trading standard. They will be shown how to hang these goods for example with the logo of the hanger front facing.
The day-to-day basis also includes staffing – the graduates will be shown how to ensure they have the right amount of staff at all times. How to plan and implement a rota on a day-to-day basis will be shown
Thursday – Pay roll – how and when pay roll need to be submitted and what information will be needed. For example, sickness, annual leave, over time
Friday – AM - the graduates will have the opportunity to visit a store and observe the running and in the afternoon an exam will take place to see how much the graduates have learnt over the week – they will be asked to do a questionnaire to how if they have enjoyed the induction, and ask if any improvements need to be made.
1 Week induction programme – Aim to make these graduates become store managers after a 2 year training programme.
1-week induction
Monday: Morning (AM) – The inducation will start with a presentation of the company, giving history and financial figures to show its performance. It will present clearly the company aims and objective.
Following this company introduction the graduates will be allowed to introduce themselves to the group and have a group discussion. This will allow the graduates to get to know their fellow workers.
PM – The products sold within the company will be discussed and house keeping standards will be shown and how these are to be implemented within every store will be identified.
Tuesday – Health and Safety exercises and laws will be discussed, along with group scenarios. This will give the graduates an insight to what policies and procedures need to be followed when accidents occur. They will be shown where the 1st aid equipment is kept in every store, what forms are to be filled in, when they are required to be completed and whom is to complete them. All matters will be shown and an opportunity for asking questions will be provided.
Wednesday – basis day to day running of a store will be outlined for example delivery of products. Graduates will be shown how to declare received stock and ensure they receive all goods in trading standard. They will be shown how to hang these goods for example with the logo of the hanger front facing.
The day-to-day basis also includes staffing – the graduates will be shown how to ensure they have the right amount of staff at all times. How to plan and implement a rota on a day-to-day basis will be shown
Thursday – Pay roll – how and when pay roll need to be submitted and what information will be needed. For example, sickness, annual leave, over time
Friday – AM - the graduates will have the opportunity to visit a store and observe the running and in the afternoon an exam will take place to see how much the graduates have learnt over the week – they will be asked to do a questionnaire to how if they have enjoyed the induction, and ask if any improvements need to be made.
Week 21 Managing Performance
Appraisal
– I had an appraisal once at work, it was more of a discussion about how I am working and if I want training in anything and if I am happy overall. The appraisal lasted about 15mins and I don’t think it was of any relevance as it did not discuss and future plans or any changes that may need to be made. It did not high light my strengths or weaknesses.
There was no real output of the meeting.
Skills needed to be an effective mentor
– I had an appraisal once at work, it was more of a discussion about how I am working and if I want training in anything and if I am happy overall. The appraisal lasted about 15mins and I don’t think it was of any relevance as it did not discuss and future plans or any changes that may need to be made. It did not high light my strengths or weaknesses.
There was no real output of the meeting.
Skills needed to be an effective mentor
- To be a good listener: more specifically an "active" listener This involves tuning in to what your mentor is saying, giving them your complete concentration, and waiting patiently for them to finish, without diving in or making assumptions about what they are likely to say
- The effective mentor gently probes to understand the relevant issues, asks open-ended and fact-seeking questions and understands that silence is useful when information is being digested or breathing space is needed. Questions should be used to obtain information and/or steer the discussion in a particular direction. "Appreciative" listening is also important - the need to understand words and events as the mentee perceives them and with the meanings the mentee attaches to them.
- It is important for mentors to convey understanding through feedback, reflecting back the mentee’s feelings and accurately summarising or paraphrasing their thought processes.
The main skill needed to be an effective mentor is to have excellent communication skills and a lot of patience.
(Exemplas realising potential)
http://www.exemplas.com/Skills-and-Training/Mentoring--Coaching/Being-a-good-mentor/
I have had my parents as mentors – they have and continue to provide me with great support and are always willing to listen to me whenever I need.
This has helped me and encouraged me to exceed and meet my goals as I know I have support at all times.
Week 17 & 18 Selection
SELECTION METHODS:
Assessment centres: are used as part of the selection process, all potential candidates are called to the assessment day.It typically include a number of elements:
Social/informal events, where you meet a variety of people, including other candidates, the assessors, recent graduates and senior management. This is an excellent opportunity for you to find out about the organisation and to ask questions in a more informal setting. These events may appear to be informal and not part of the true assessment procedure, but you should behave in a way that reflects well on you. The drink will be free, but resist the temptation to have too much!
Information sessions, which provide more detail about the organisation and the roles available. Listen carefully, as the information provided is likely to be more up-to-date than your previous research. If you are unclear about anything, ask.
Tests and exercises designed to reveal your potential. Assessors at assessment centres measure you against a set of competencies and each exercise is designed to assess one or more of these areas. Do not worry if you think you perform badly at any stage, as it is likely that you will have the chance to compensate later on.
Organisations can assess the following skills on the day: these skills are normally identified as being important in the organisation:
team working skills;
communication skills;
leadership skills;
time-management skills;
listening skills;
motivation and enthusiasm;
data analysis skills;
decision-making skills;
influencing skills;
creativity;
integrity;
initiative.
Advantages and disadvantages of assessment centres:
The main advantage of the assessment center is simple: it works. Taken together, the techniques used in an assessment center provide more information about the candidate's probable success in an organization than anything else that's out there. On the management side, that's good; that's what an interview is for.
On the employee side, the assessment center has been shown to provide greater opportunity for minorities than more traditional interview methods.
If the exercises are closely patterned on the real job, there can be other benefits. The assessors may gain a new appreciation for what the position requires. The candidate can also get a good preview of the work. So if the candidates don't like what they see, they can quietly drop out of the competition.
There are disadvantages.
The main drawback for the employer is cost. Typically, the assessment center will cost at least $500 to $1000 per candidate. There are staff costs. The assessment center will take at least three days for each assessor: one day for training, at least one day for assessing, and one more for making a decision. On the other hand, the cost of this time may be balanced by the reduction in the risk of hiring the wrong person.
There is a more subtle but significant disadvantage. The assessment center was designed to be a staff development and promotion tool. The people being assessed - whether in the military or in a business - already belonged to organizations whose unique goals they understood. When the assessment center is used as a hiring tool, the key element of organizational orientation is absent. This results in a loss of reciprocity in the interview process.
The etymological meaning of "interview" is "seeing each other." The assessment center should and usually does result in very accurate insights into candidates' abilities and potentials. The candidate acts and reacts. The assessors observe and record as impartially and impassively as possible. In its design, the assessment centre aims to approximate a one-way mirror. That's not "seeing each other."
Unless the assessment centre is based on close-to-fact job situations, candidates could walk away from a gruelling day playing stressful and ambiguous games and not have any better idea of what the job entailed, or what their potential boss was looking for, than when they arrived.
Interviews should be reciprocal. It's not enough for the assessors to know they want the candidate to work for them. The candidate has to have enough information to decide if she wants to work for and/or with them. The assessment centre doesn't provide that kind of information. To that extent, it is not only unfair to job applicants, it's also a waste of their time.
(HRM Guide- employee selection 2007)
Selection through CV
This is easy and does not cost the company much, though it can be time consuming it identifies an individual’s history. if the employers need to clarify or want someone to expand on something they can short list the individual and ask them CV related questions to help get an understanding of this individual.
This helps as you can then see if this person can adjust or would be able to work in such a role in which they are applying for.
Interviewing – this can assist of tests and questions being asked on a face to face bases.
Advantages of using an Interview
· If the respondent lacks reading skills to answer a questionnaire.
· Are useful for untangling complex topics.
· The Interviewer can probe deeper into a response given by an interviewee.
· Interviews produce a higher response rate.
Disadvantages of using an Interview
· The interviewer can affect the data if he/she is not consistent.
· It is very time consuming.
· It is not used for a large number of people.
· The Interviewer may be biased and ask closed questions
(answer.com – 2010)
Reference page
From Wikipedia, the free encyclopedia – April 2010
http://en.wikipedia.org/wiki/Psychological_contract
HRM Guide- employee selection 2007 - (http://www.jlarue.com/assessment_center.html)
THE ROLE OF A LINER MANAGER IN HR - CIPD 2009 - http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm
· Charity Delich WISE GEEK 2003 - 2010, conjecture corporation
http://www.wisegeek.com/what-does-a-human-resources-manager-do.htm
· available from: Web.keaston.bham.sch.uk/.../PERSON+SPECIFICATION+FOR+A+SUBJECT+TEACHER.doc)
· CIPD 2010-05-04
http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm
· answer.com – 2010 http://wiki.answers.com/Q/Advantages_and_disadvantages_of_interviews
Assessment centres: are used as part of the selection process, all potential candidates are called to the assessment day.It typically include a number of elements:
Social/informal events, where you meet a variety of people, including other candidates, the assessors, recent graduates and senior management. This is an excellent opportunity for you to find out about the organisation and to ask questions in a more informal setting. These events may appear to be informal and not part of the true assessment procedure, but you should behave in a way that reflects well on you. The drink will be free, but resist the temptation to have too much!
Information sessions, which provide more detail about the organisation and the roles available. Listen carefully, as the information provided is likely to be more up-to-date than your previous research. If you are unclear about anything, ask.
Tests and exercises designed to reveal your potential. Assessors at assessment centres measure you against a set of competencies and each exercise is designed to assess one or more of these areas. Do not worry if you think you perform badly at any stage, as it is likely that you will have the chance to compensate later on.
Organisations can assess the following skills on the day: these skills are normally identified as being important in the organisation:
team working skills;
communication skills;
leadership skills;
time-management skills;
listening skills;
motivation and enthusiasm;
data analysis skills;
decision-making skills;
influencing skills;
creativity;
integrity;
initiative.
Advantages and disadvantages of assessment centres:
The main advantage of the assessment center is simple: it works. Taken together, the techniques used in an assessment center provide more information about the candidate's probable success in an organization than anything else that's out there. On the management side, that's good; that's what an interview is for.
On the employee side, the assessment center has been shown to provide greater opportunity for minorities than more traditional interview methods.
If the exercises are closely patterned on the real job, there can be other benefits. The assessors may gain a new appreciation for what the position requires. The candidate can also get a good preview of the work. So if the candidates don't like what they see, they can quietly drop out of the competition.
There are disadvantages.
The main drawback for the employer is cost. Typically, the assessment center will cost at least $500 to $1000 per candidate. There are staff costs. The assessment center will take at least three days for each assessor: one day for training, at least one day for assessing, and one more for making a decision. On the other hand, the cost of this time may be balanced by the reduction in the risk of hiring the wrong person.
There is a more subtle but significant disadvantage. The assessment center was designed to be a staff development and promotion tool. The people being assessed - whether in the military or in a business - already belonged to organizations whose unique goals they understood. When the assessment center is used as a hiring tool, the key element of organizational orientation is absent. This results in a loss of reciprocity in the interview process.
The etymological meaning of "interview" is "seeing each other." The assessment center should and usually does result in very accurate insights into candidates' abilities and potentials. The candidate acts and reacts. The assessors observe and record as impartially and impassively as possible. In its design, the assessment centre aims to approximate a one-way mirror. That's not "seeing each other."
Unless the assessment centre is based on close-to-fact job situations, candidates could walk away from a gruelling day playing stressful and ambiguous games and not have any better idea of what the job entailed, or what their potential boss was looking for, than when they arrived.
Interviews should be reciprocal. It's not enough for the assessors to know they want the candidate to work for them. The candidate has to have enough information to decide if she wants to work for and/or with them. The assessment centre doesn't provide that kind of information. To that extent, it is not only unfair to job applicants, it's also a waste of their time.
(HRM Guide- employee selection 2007)
Selection through CV
This is easy and does not cost the company much, though it can be time consuming it identifies an individual’s history. if the employers need to clarify or want someone to expand on something they can short list the individual and ask them CV related questions to help get an understanding of this individual.
This helps as you can then see if this person can adjust or would be able to work in such a role in which they are applying for.
Interviewing – this can assist of tests and questions being asked on a face to face bases.
Advantages of using an Interview
· If the respondent lacks reading skills to answer a questionnaire.
· Are useful for untangling complex topics.
· The Interviewer can probe deeper into a response given by an interviewee.
· Interviews produce a higher response rate.
Disadvantages of using an Interview
· The interviewer can affect the data if he/she is not consistent.
· It is very time consuming.
· It is not used for a large number of people.
· The Interviewer may be biased and ask closed questions
(answer.com – 2010)
Reference page
From Wikipedia, the free encyclopedia – April 2010
http://en.wikipedia.org/wiki/Psychological_contract
HRM Guide- employee selection 2007 - (http://www.jlarue.com/assessment_center.html)
THE ROLE OF A LINER MANAGER IN HR - CIPD 2009 - http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm
· Charity Delich WISE GEEK 2003 - 2010, conjecture corporation
http://www.wisegeek.com/what-does-a-human-resources-manager-do.htm
· available from: Web.keaston.bham.sch.uk/.../PERSON+SPECIFICATION+FOR+A+SUBJECT+TEACHER.doc)
· CIPD 2010-05-04
http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm
· answer.com – 2010 http://wiki.answers.com/Q/Advantages_and_disadvantages_of_interviews
Week 16 Recruitment
Monster.co.uk website:
These websites require you to sign on as members, you are then to select the type of work you are looking for, identifying your expected salary, select what type of job you want for example part time, full time, permanent or temp and finally you select the location you are willing to travel or work in.
These sites are very user friendly and allow you to select a number search under one membership.
The layout is straight forward all details that are required can be seen straight on the home page. Once the search is in process the jobs under your criteria is listed along with the job description and requirements.
When you are joint on the website you have a option of selecting if you would like to be informed of any other jobs that fit your criteria, if you select yes these posts will be e mailed to the address you provide.
The accessability is great the pace is fast and all information is visable.
· Brainstorm five advantages and five drawbacks of on-line recruitment.
Advantages
1. Cost effectivePutting a job vacancy on your own company website costs you nothing while putting one on a job board usually only costs. When you consider that a recruitment consultant fee for a candidate could be anything up to 20% of the first year's salary, and that advertising in a national newspaper can cost thousands, you can immediately see the cost
savings possible with online recruitment.
2. · Online recruitment is quickit is done electronically so applications are received soon as they are posted therefore saves time and can quickly go on to shortlist etc.
3. · Online recruitment gives you a better chance of successTraditional print advertising — be it national, local or trade press — faces limitations: the success of a vacancy advertisement depends on people happening upon the ad on a particular page in a particular issue.
Online recruitment is different. A job vacancy advertisement on a job board or website is there 24 hours a day, 7 days a week, for as long as you desire. Candidates can come back to it again and again. From office administrator to Financial Director: they are all online.
4. · Online recruitment gives you a bigger audienceOnline recruitment is now a standard part of most people's job hunting no matter what level or age.
5. · Online recruitment is easyIt really is. Posting a job on your own site is straight forward enough. Most job sites and CV databases are very user-friendly and you don't need to have an in-depth knowledge of IT to post a vacancy advertisement. Usually, all you need is your job description, a bit of time and a credit card. And, if you have any problems the job board sales team to help you.
(Whatjobsite.com Article updated November 2009)
The disadvantages of online recruitment
1. Too many candidatesWhile you may wonder how too many candidates applying for your job could ever count as a disadvantage, it is a fact that dealing with inappropriate, irrelevant and bad candidates is the bugbear of many a HR manager. Candidate spam can waste a lot of time.
However, with a bit of thought about what job site you use, how you write your job description and using candidate screening and filtering tools on job boards, it is possible to reduce the number irrelevant applicants.
Screening and checking the skill mapping and authenticity of million of resumes is a problem and time consuming exercise for organisations.
There is low Internet penetration and no access and lack of awareness of internet in many locations across India.
Organisations cannot be dependant solely and totally on the online recruitment methods.
In India, the employers and the employees still prefer a face-to-face interaction rather than sending e-mails.
Identify a recruitment campaign which has really interested you. Explain why you feel this campaign caught your interest.
· Go onto the CIPD website and read and explain what you understand by the Psychological contract http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm
A psychological contract represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done. It is distinguishable from the formal written contract of employment which, for the most part, only identifies mutual duties and responsibilities in a generalized form.
(From Wikipedia, the free encyclopedia – 2010)
The psychological contract can be distinguished from the legal contract of employment. It offers only a limited and uncertain representation of the reality of the employment relationship. The employee may have contributed little to its terms beyond accepting them.
The nature and content of the legal contract may only emerge clearly if and when it comes to be tested in an employment tribunal.
These websites require you to sign on as members, you are then to select the type of work you are looking for, identifying your expected salary, select what type of job you want for example part time, full time, permanent or temp and finally you select the location you are willing to travel or work in.
These sites are very user friendly and allow you to select a number search under one membership.
The layout is straight forward all details that are required can be seen straight on the home page. Once the search is in process the jobs under your criteria is listed along with the job description and requirements.
When you are joint on the website you have a option of selecting if you would like to be informed of any other jobs that fit your criteria, if you select yes these posts will be e mailed to the address you provide.
The accessability is great the pace is fast and all information is visable.
· Brainstorm five advantages and five drawbacks of on-line recruitment.
Advantages
1. Cost effectivePutting a job vacancy on your own company website costs you nothing while putting one on a job board usually only costs. When you consider that a recruitment consultant fee for a candidate could be anything up to 20% of the first year's salary, and that advertising in a national newspaper can cost thousands, you can immediately see the cost
savings possible with online recruitment.
2. · Online recruitment is quickit is done electronically so applications are received soon as they are posted therefore saves time and can quickly go on to shortlist etc.
3. · Online recruitment gives you a better chance of successTraditional print advertising — be it national, local or trade press — faces limitations: the success of a vacancy advertisement depends on people happening upon the ad on a particular page in a particular issue.
Online recruitment is different. A job vacancy advertisement on a job board or website is there 24 hours a day, 7 days a week, for as long as you desire. Candidates can come back to it again and again. From office administrator to Financial Director: they are all online.
4. · Online recruitment gives you a bigger audienceOnline recruitment is now a standard part of most people's job hunting no matter what level or age.
5. · Online recruitment is easyIt really is. Posting a job on your own site is straight forward enough. Most job sites and CV databases are very user-friendly and you don't need to have an in-depth knowledge of IT to post a vacancy advertisement. Usually, all you need is your job description, a bit of time and a credit card. And, if you have any problems the job board sales team to help you.
(Whatjobsite.com Article updated November 2009)
The disadvantages of online recruitment
1. Too many candidatesWhile you may wonder how too many candidates applying for your job could ever count as a disadvantage, it is a fact that dealing with inappropriate, irrelevant and bad candidates is the bugbear of many a HR manager. Candidate spam can waste a lot of time.
However, with a bit of thought about what job site you use, how you write your job description and using candidate screening and filtering tools on job boards, it is possible to reduce the number irrelevant applicants.
Screening and checking the skill mapping and authenticity of million of resumes is a problem and time consuming exercise for organisations.
There is low Internet penetration and no access and lack of awareness of internet in many locations across India.
Organisations cannot be dependant solely and totally on the online recruitment methods.
In India, the employers and the employees still prefer a face-to-face interaction rather than sending e-mails.
Identify a recruitment campaign which has really interested you. Explain why you feel this campaign caught your interest.
· Go onto the CIPD website and read and explain what you understand by the Psychological contract http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm
A psychological contract represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done. It is distinguishable from the formal written contract of employment which, for the most part, only identifies mutual duties and responsibilities in a generalized form.
(From Wikipedia, the free encyclopedia – 2010)
The psychological contract can be distinguished from the legal contract of employment. It offers only a limited and uncertain representation of the reality of the employment relationship. The employee may have contributed little to its terms beyond accepting them.
The nature and content of the legal contract may only emerge clearly if and when it comes to be tested in an employment tribunal.
Week 15 HR/Manpower Planning
Why is it vital for organisations to have HR plans? Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure that correct number of employees with the necessary skills are available when they are required.
Planning is not as easy as one might think because it requires a concerted effort to come out with a programme that would easy your work. Commencing is complicated, but once you start and finish it you have a smile because everything moves smoothly.
There are many factors that you have to look into when deciding for an HR Planning programme. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most neglected in the HR field. When HR Planning is applied properly in the field of HR
Management, it addresses the following questions:
1. How many staff does the Organization have?
2. What type of employees as far as skills and abilities does the Company have?
3. How should the Organization best utilize the available resources?
4. How can the Company keep its employees?
HR Planning helps companies succeed and helps utilize their staff more effectively. HR Planning forms an important part of Management information system.
HR have an enormous task keeping pace with the all the changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, but also the methods of selection, training, compensation and motivation.
If HR planning is not in place many things can go wrong
· there can be lack of staff working at peak times therefore a loss in turn over
· if employees may want to take annual leave at the same time and if policies and procedures or planning is not put in place then staffing could be an issue
· planning needs to be in place for training staff – ensuring all training is cost effective to the company
· by planning in advance staff feel they have set rules and guidelines and feel more secure, if there is no planning then staff can feel de valued and less motivated
PERSON SPECIFICATION FOR A UNIVERSITY LECTURER
1. Knowledge & Experience
· A good honours degree in a relevant subject
· A clear philosophy on how and why the subject should be taught
· Subject knowledge sufficient to challenge able students and achieve high outcomes in their module
· A good understanding of curriculum developments in the specific subject area
2. Skills & Abilities
· Able to use a range of teaching & learning strategies and methods
· A confident & competent user of ICT, especially power point
· Knowledge & understanding of how ICT can be used in the teaching of the subject to enhance student learning, for more interaction
· Able to communicate both orally & in writing to students in a form which they understand
· Ability to use outlook
3. Personal Qualities
· Enthusiasm & a positive outlook
· The ability to work independently and collaboratively as a member of a team
· Creative in problem solving together with a willingness to take on or try new approaches & ideas
· A positive attitude towards professional development and their own learning
· Reliability & integrity
· Good personal organisation
· Excellent time management skills
· Good listener
In addition to assessing the candidates’ ability to perform the duties & responsibilities associated with the post, the interview will also explore issues relating to safeguarding & promoting the welfare of the students
(Adapted from: Web.keaston.bham.sch.uk/.../PERSON+SPECIFICATION+FOR+A+SUBJECT+TEACHER.doc)
· If Waitrose were considering opening a new store in High Wycombe, what are the key labour questions they would need to ask. Give at least 5 answers.
1. How many staff they need
2. What will the peak trading time be so they ensure staff numbers are enough
3. How many managers they will need on site
4. What trading hours will be
5. What training staff will require.
Planning is not as easy as one might think because it requires a concerted effort to come out with a programme that would easy your work. Commencing is complicated, but once you start and finish it you have a smile because everything moves smoothly.
There are many factors that you have to look into when deciding for an HR Planning programme. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most neglected in the HR field. When HR Planning is applied properly in the field of HR
Management, it addresses the following questions:
1. How many staff does the Organization have?
2. What type of employees as far as skills and abilities does the Company have?
3. How should the Organization best utilize the available resources?
4. How can the Company keep its employees?
HR Planning helps companies succeed and helps utilize their staff more effectively. HR Planning forms an important part of Management information system.
HR have an enormous task keeping pace with the all the changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, but also the methods of selection, training, compensation and motivation.
If HR planning is not in place many things can go wrong
· there can be lack of staff working at peak times therefore a loss in turn over
· if employees may want to take annual leave at the same time and if policies and procedures or planning is not put in place then staffing could be an issue
· planning needs to be in place for training staff – ensuring all training is cost effective to the company
· by planning in advance staff feel they have set rules and guidelines and feel more secure, if there is no planning then staff can feel de valued and less motivated
PERSON SPECIFICATION FOR A UNIVERSITY LECTURER
1. Knowledge & Experience
· A good honours degree in a relevant subject
· A clear philosophy on how and why the subject should be taught
· Subject knowledge sufficient to challenge able students and achieve high outcomes in their module
· A good understanding of curriculum developments in the specific subject area
2. Skills & Abilities
· Able to use a range of teaching & learning strategies and methods
· A confident & competent user of ICT, especially power point
· Knowledge & understanding of how ICT can be used in the teaching of the subject to enhance student learning, for more interaction
· Able to communicate both orally & in writing to students in a form which they understand
· Ability to use outlook
3. Personal Qualities
· Enthusiasm & a positive outlook
· The ability to work independently and collaboratively as a member of a team
· Creative in problem solving together with a willingness to take on or try new approaches & ideas
· A positive attitude towards professional development and their own learning
· Reliability & integrity
· Good personal organisation
· Excellent time management skills
· Good listener
In addition to assessing the candidates’ ability to perform the duties & responsibilities associated with the post, the interview will also explore issues relating to safeguarding & promoting the welfare of the students
(Adapted from: Web.keaston.bham.sch.uk/.../PERSON+SPECIFICATION+FOR+A+SUBJECT+TEACHER.doc)
· If Waitrose were considering opening a new store in High Wycombe, what are the key labour questions they would need to ask. Give at least 5 answers.
1. How many staff they need
2. What will the peak trading time be so they ensure staff numbers are enough
3. How many managers they will need on site
4. What trading hours will be
5. What training staff will require.
Week 14 Role of Line Manager and HR Manager
5 BENEFITS OF A LINE MANAGER BEING INVOLVED IN HR
1. The liner manager will know the individual better then the HR staff as the line manager will have previously managed the individual
2. The manager could be more hands on – for example pay more attention to sickness, lateness and annual leave
3. The manager can ensure staff are trained in the necessary areas as the manager will know more in depth details of what training is provided and can ensure staff are trained in areas they require for their jobs and not just sent on training on every work area
4. The manager will always have a connection with HR practises and procedures and will have an update knowledge of all laws such as health and safety
5. Can ensure all staff also know their rights
DRAWBACKS
1. The staff may want to discuss a conflict they may have about the line manager but may feel they cannot do so as he or she also work with HR – This then many cause an unease atmosphere between staff and managers
2. Staff may find the management role and HR role difficult to distinguish between and the organisation culture can be effected if staff are uneasy
3. Line managers should manage their workforce and it can pressure the line managers if they are also involved in HR, therefore they can get stressed and this influence can be sent down to staff and work standards can get effected.
What skills do you think that line managers need to develop in order to effectively manage people and why? How are your line managers developed at work?
· Excellent communication skills – this is essential as managers need ensure all tasks, work is completed on time and to the companies standard. Line managers are responsible for their group of staff and it is their responsibility to ensure all staff in their group are working to the right standard.
· Time management skills – they have to ensure all staff meet deadlines so the final product is ready on time.
· Alert and in control - Line managers need to be able to identify when or if staff need extra training in certain areas and if so they need to ensure the staff receives this support. Therefore line managers need to know their employees in depth in order to ensure they are getting the best use of their skills. Help and support employees to take more responisblity for how they do their job, by coaching and guiding them wherever possible
· build a good working relationship with their staff. They need to lead, listen, ask, communicate, be fair, respond to suggestions and deal with problems.
ROLE OF A HR MANAGER
In the past, HR managers were more liked to be viewed as the systematizing, policing arm of executive management. Their role was more closely aligned with personnel and administration functions that were viewed by the organization as paperwork.
New HR Role
The role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptable, resilient, quick to change direction, and customer-centered.
The key functions of a human resources manager is
Leading the company in developing, implementing, and auditing personnel policies and procedures. Ensure the company meets its compliance requirements, a human resources manager must have a solid understanding of applicable local, national, and international employment and labour laws. Human resources managers are also tasked with ensuring that the company’s employees receive adequate training on the company’s policies and procedures.
Overseeing the process of hiring employees is another important aspect of a human resources manager’s job. He or she may be responsible for posting and approving advertisements to recruit new employees, screening resumes and applications, setting up and conducting initial interviews, and conducting background and reference checks. Additionally, the human resources manager often serves as an advisor to department managers to help them with making solid hiring decisions.
HR managers also handle issues involving complaints about an employee. In the event that a disciplinary hearing is required, the human resources manager may serve as a chair person for the proceedings. The manager is also often responsible for firing employees who are not meeting the company’s standards.
A human resources manager must ensure the health, safety, and well-being of company employees, so he or she must also investigate complaints made by employees. This duty can range in scope and may include leading investigations if, for example, an employee is alleging he or she was discriminated against or harassed. A human resources specialist may also lead mediation sessions if there are conflicts between employees.
Other tasks may be delegated to another member of the human resources staff, especially at larger companies. These tasks may include conducting new employee orientation and training, and maintaining ongoing training and development programs. An HR job may involve administrative functions such as maintaining employee files, conducting performance appraisals, monitoring timekeeping systems, and providing references for former employees. The department also sometimes deals with overseeing employee benefit issues, and administering compensation and salaries.
Human resources managers have a great deal of responsibility within their companies success.
(ACCESSED FROM WISE GEEK 2003 - 2010, conjecture corporation)
I believe my skills are not suited to be a line manager the main reason for this is I think I am lay back I tend to take things easy. I use a relaxed approach to most of the things I do and as a manager you have to be very hands on and ensure not only that you are always on the ball but ensure your staff are also alert and constantly meeting goals, aims and objectives.
I don’t think my character is strong enough to taken on such a responsibility and i don’t think i would enjoy being put in a position where I would have to always dedicate and keep an eye on all staff at all times.
To be a HR Manager you need to know the company inside out and have some sort of understanding of its competitors believe this role can only be done by certain people and a management role such as this is not everyone’s taste or style of working.
1. The liner manager will know the individual better then the HR staff as the line manager will have previously managed the individual
2. The manager could be more hands on – for example pay more attention to sickness, lateness and annual leave
3. The manager can ensure staff are trained in the necessary areas as the manager will know more in depth details of what training is provided and can ensure staff are trained in areas they require for their jobs and not just sent on training on every work area
4. The manager will always have a connection with HR practises and procedures and will have an update knowledge of all laws such as health and safety
5. Can ensure all staff also know their rights
DRAWBACKS
1. The staff may want to discuss a conflict they may have about the line manager but may feel they cannot do so as he or she also work with HR – This then many cause an unease atmosphere between staff and managers
2. Staff may find the management role and HR role difficult to distinguish between and the organisation culture can be effected if staff are uneasy
3. Line managers should manage their workforce and it can pressure the line managers if they are also involved in HR, therefore they can get stressed and this influence can be sent down to staff and work standards can get effected.
What skills do you think that line managers need to develop in order to effectively manage people and why? How are your line managers developed at work?
· Excellent communication skills – this is essential as managers need ensure all tasks, work is completed on time and to the companies standard. Line managers are responsible for their group of staff and it is their responsibility to ensure all staff in their group are working to the right standard.
· Time management skills – they have to ensure all staff meet deadlines so the final product is ready on time.
· Alert and in control - Line managers need to be able to identify when or if staff need extra training in certain areas and if so they need to ensure the staff receives this support. Therefore line managers need to know their employees in depth in order to ensure they are getting the best use of their skills. Help and support employees to take more responisblity for how they do their job, by coaching and guiding them wherever possible
· build a good working relationship with their staff. They need to lead, listen, ask, communicate, be fair, respond to suggestions and deal with problems.
ROLE OF A HR MANAGER
In the past, HR managers were more liked to be viewed as the systematizing, policing arm of executive management. Their role was more closely aligned with personnel and administration functions that were viewed by the organization as paperwork.
New HR Role
The role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptable, resilient, quick to change direction, and customer-centered.
The key functions of a human resources manager is
Leading the company in developing, implementing, and auditing personnel policies and procedures. Ensure the company meets its compliance requirements, a human resources manager must have a solid understanding of applicable local, national, and international employment and labour laws. Human resources managers are also tasked with ensuring that the company’s employees receive adequate training on the company’s policies and procedures.
Overseeing the process of hiring employees is another important aspect of a human resources manager’s job. He or she may be responsible for posting and approving advertisements to recruit new employees, screening resumes and applications, setting up and conducting initial interviews, and conducting background and reference checks. Additionally, the human resources manager often serves as an advisor to department managers to help them with making solid hiring decisions.
HR managers also handle issues involving complaints about an employee. In the event that a disciplinary hearing is required, the human resources manager may serve as a chair person for the proceedings. The manager is also often responsible for firing employees who are not meeting the company’s standards.
A human resources manager must ensure the health, safety, and well-being of company employees, so he or she must also investigate complaints made by employees. This duty can range in scope and may include leading investigations if, for example, an employee is alleging he or she was discriminated against or harassed. A human resources specialist may also lead mediation sessions if there are conflicts between employees.
Other tasks may be delegated to another member of the human resources staff, especially at larger companies. These tasks may include conducting new employee orientation and training, and maintaining ongoing training and development programs. An HR job may involve administrative functions such as maintaining employee files, conducting performance appraisals, monitoring timekeeping systems, and providing references for former employees. The department also sometimes deals with overseeing employee benefit issues, and administering compensation and salaries.
Human resources managers have a great deal of responsibility within their companies success.
(ACCESSED FROM WISE GEEK 2003 - 2010, conjecture corporation)
I believe my skills are not suited to be a line manager the main reason for this is I think I am lay back I tend to take things easy. I use a relaxed approach to most of the things I do and as a manager you have to be very hands on and ensure not only that you are always on the ball but ensure your staff are also alert and constantly meeting goals, aims and objectives.
I don’t think my character is strong enough to taken on such a responsibility and i don’t think i would enjoy being put in a position where I would have to always dedicate and keep an eye on all staff at all times.
To be a HR Manager you need to know the company inside out and have some sort of understanding of its competitors believe this role can only be done by certain people and a management role such as this is not everyone’s taste or style of working.
Week 13 Teamworking
We worked as a team to do a assignement, Charity Events. My team passed this assignment, which shows we were overall a successful team. Everyone took responsibilty for thier own task which were set by the leader.
Tuckmans 1993 idea of forming describes team work in four different stages he outlines that all the concepts in the process to make a team.
Forming:
The Forming stage is about being polite, impersonal, guarded and watchful, getting to know the team, not yet mixing in with the people in the group but communicating. It is the testing stage in the process.
Storming:
The Storming stage is when people start choosing their own ideas and is more of a falling out stage but still getting along with each other. This is a crucial stage within a team members may get demotivated and choose sides in a team. The storming process is over coming
Norming:
The Norming stage is getting organised and developing your skills and establishing yourself in within the group, confronting people, with your intelligence to proclaim their desire to reach targets.
Performing:
The performing stage in Tuckmans theory 1993. The group start showing maturity and began to work and share ideas together in order to complete the event and the assignment.
The two companies i am goin to review are P3 and Orbis Technology IT services.
P3
A new decade brings a new name and a new sector to the high table. This year's best company to work for is social inclusion charity P3, an organisation which is all about people, potential and possibilities. It is the 10th time theyhave had a champion in the mid-list but the first time that a charity has taken the title.
P3, which has been around for nearly 40 years working in some of the most deprived areas of the UK helping vulnerable people rebuild their lives through its services and long-term support, has moved from No 7 in the small list last year to the top spot in our mid-list this year, growing in size and stature.
Like last year's winner, Beaverbrooks, the key to P3's victory lies not in big pay and bonuses — the average salary of a support worker is just over £17,000 and only six of the 262 staff earn more than £35,000 — but rather in its supportive, inclusive culture which promotes control, choice and independence for staff as well as clients.
Orbis Technology
They provide a IT services to consumers, staff benefits from performance related pay, a share option, free private health care, subsidised gym membership, dental insurance and loans, and new employees starting this job would earn up £26,000.
Tuckmans 1993 idea of forming describes team work in four different stages he outlines that all the concepts in the process to make a team.
Forming:
The Forming stage is about being polite, impersonal, guarded and watchful, getting to know the team, not yet mixing in with the people in the group but communicating. It is the testing stage in the process.
Storming:
The Storming stage is when people start choosing their own ideas and is more of a falling out stage but still getting along with each other. This is a crucial stage within a team members may get demotivated and choose sides in a team. The storming process is over coming
Norming:
The Norming stage is getting organised and developing your skills and establishing yourself in within the group, confronting people, with your intelligence to proclaim their desire to reach targets.
Performing:
The performing stage in Tuckmans theory 1993. The group start showing maturity and began to work and share ideas together in order to complete the event and the assignment.
The two companies i am goin to review are P3 and Orbis Technology IT services.
P3
A new decade brings a new name and a new sector to the high table. This year's best company to work for is social inclusion charity P3, an organisation which is all about people, potential and possibilities. It is the 10th time theyhave had a champion in the mid-list but the first time that a charity has taken the title.
P3, which has been around for nearly 40 years working in some of the most deprived areas of the UK helping vulnerable people rebuild their lives through its services and long-term support, has moved from No 7 in the small list last year to the top spot in our mid-list this year, growing in size and stature.
Like last year's winner, Beaverbrooks, the key to P3's victory lies not in big pay and bonuses — the average salary of a support worker is just over £17,000 and only six of the 262 staff earn more than £35,000 — but rather in its supportive, inclusive culture which promotes control, choice and independence for staff as well as clients.
Orbis Technology
They provide a IT services to consumers, staff benefits from performance related pay, a share option, free private health care, subsidised gym membership, dental insurance and loans, and new employees starting this job would earn up £26,000.
Week 11 Organisation and Management Theory
Scientific management aims at introducing new and improved methods of production and removal of wastage and inefficiency in undertaking the production activities. One of the main aims is to increase the level of production.
- It applies to a scientific approach to job design by using motion and time studies.
- It is a concept that created a specific methodology to performing tasks which could be repeated, tested, and retested.
- It provides a reasoning for why a task should be performed a certain way in order to maximize the effectiveness of production.
THE ADVANTAGES OF SCIENTIFIC MANAGEMENT
· When producing products on a large scale, the per unit cost of production is considerably reduced. This means when restoring to the measures of standardisation and effective supervision, better quality products are ensured.
· The work is simplified and is carried out in most economical and efficient manner. Scientific management is a tool in developing healthy cooperation between the management and subordinates thereby encouraging cordial and harmonious relations between the two.
· Increased standard of production leads to more turn over and enhances the profit of investor
· Under scientific management, the work is carried out systematically in accordance with predetermined plans. Wastage of time is reduced to a minimum and the quality of work is enhanced.
· This is a cost effective approach
(Adapted from: Daily Ojo-2009 your daily dose of articles)
THE DISADVANTAGES OF SCIENTIFIC MANAGEMENT
· Implementing scientific management takes time to plan and implement
· Training is required to ensure all standards are met so costs are saved and the production level is at a high standard
They did not allow workers to share in increased output.
Specialized jobs became very boring, dull.
Workers could purposely “under-perform”
Conclusion
There are many more advantages for using scientific management but this is only really a huge advantage for large organisation. It is not as cost effective for small organisations.
Accessed on 30/04/2010, available from: http://www.lindsaysherwin.co.uk/guide_managing_change/html_overview/05_culture_handy.htm
Accessed on 3/05/2010 from Business open learning archive:
Harrison: Typologies of Organisational Culture 2005
(© Chris Jarvis) Last updated on: 09/06/2005 11:05:44
Available from: http://www.bola.biz/culture/harrison.html
(personality traits 2004) accessed on 28/02/2010
Available from: http://wilderdom.com/personality/traits/PersonalityTraitsIdiographicNomothetic.html
www.initforlife.com/home/tm.asp
http://www.bbc.co.uk/science/humanbody/mind/surveys/whatamilike/index.shtml
http://www.shldirect.com/practice_tests.html
Humanmetrics, accessed on 12/03/2010 – available from:
http://www.humanmetrics.com/cgi-win/JTypes3.asp
Accessed on 3/05/2010 from Business open learning archive:
Harrison: Typologies of Organisational Culture 2005
(© Chris Jarvis) Last updated on: 09/06/2005 11:05:44
Available from: http://www.bola.biz/culture/harrison.html
(personality traits 2004) accessed on 28/02/2010
Available from: http://wilderdom.com/personality/traits/PersonalityTraitsIdiographicNomothetic.html
www.initforlife.com/home/tm.asp
http://www.bbc.co.uk/science/humanbody/mind/surveys/whatamilike/index.shtml
http://www.shldirect.com/practice_tests.html
Humanmetrics, accessed on 12/03/2010 – available from:
http://www.humanmetrics.com/cgi-win/JTypes3.asp
Week 7 Personality
Nature is what makes us intrinsically, as humans on planet earth we are subject to certain forces that are beyond us or are not in our control. Those forces shape us, both internally and externally. Given our place in the ecosystem we share certain common interests and fears that distinguish our place within society and that's what nature is. Forces that we are usually unconscious of shaping our daily behaviour. On the other hand there are certain characteristics or behaviours that we learn from either our experience or adopt due to certain moral choices that we are given, in other words the idea of free will. Like for instance it's in our nature to eat, sleep or have a drive for sex but it's nurture that tells us how to go about meeting those ends in a most appropriate manner that makes us productive individuals. Nature is aimed at our primal urges and desires while nurture is what helps us adapt to our situations.
(blirtit 2007-2010)
I believe that nature has a great impact in the behaviour of a human, the reason for this is that the external influences effect your behaviour. The nature versus nurture debates concern the relative importance of an individual's innate qualities ("nature", i.e. nativism, or innatism) versus personal experiences ("nurture", i.e. empiricism or behaviorism) in determining or causing individual differences in physical and behavioral traits. (en.wikipedia.org/wiki/Nurture)
The act of nourishing or nursing; tender care; education; training; That which nourishes; food; diet; The environmental influences that contribute to the development of an individual; see also nature; to nourish or nurse
(en.wiktionary.org/wiki/nurture)
in nature, the kind of care given to the young by the female; in man, an accompaniment of parental femininity. analog: protection. (www.ninthstreetcenter.org/nsc/Glossary.htm)
available from:
(http://www.google.co.uk/search?hl=en&rlz=1W1ADBF_en&defl=en&q=define:nurture&ei=OQrfS6K-OZPR-QaSx83wBg&sa=X&oi=glossary_definition&ct=title&ved=0CAYQkAE)
Personality Traits: Idiographic vs. Nomothetic
However the whole issue of whether a trait exists in all people to a greater or lesser degree is complicated by different views of the trait perspective.There are two different views as to whether all traits exist in all people:
· Idiographic: people have unique personality structures; thus some traits (cardinal traits) are more important in understanding the structure of some people than others
· Nomothetic: people's unique personalities can be understood as them having relatively greater or lesser amounts of traits that are consistently across people (e.g., the NEO is nomothetic)
The Idiographic view emphasizes that each person has a unique psychological structure and that some traits are possessed by only one person; and that there are times when it is impossible to compare one person with others. This viewpoint also emphasizes that traits may differ in importance from person to person (cardinal, central and secondary traits). It tends to use case studies, bibliographical information, diaries etc for information gathering. The Nomothetic view, on the other hand, emphasizes comparability among individuals but sees people as unique in their combination of traits. This viewpoint sees traits as having the same psychological meaning in everyone. The belief is that people differ only in the amount of each trait. It is this which constitutes their uniqueness. This approach tends to use self-report personality questions, factor analysis etc. People differ in their positions along a continuum in the same set of traits.
Most contemporary psychologists tend towards a nomothetic approach (and the trait approach is often viewed solely as a nomothetic approach these days), but they are aware of how a trait may be slightly different from person to person in the way that it is expressed.
(accessed from personality traits 2004)
First test taken from http://www.shldirect.com/practice_tests.html
Second test taken from:
Human metric – Jung Typology test
You haven't answered two questions. The reliability of results has decreased. Would you like to answer these questions then click 'Back' button on your browser. Answer these questions and press 'Score It' button again.
Your Type is ENTJ
Extraverted
Intuitive
Thinking
Judging
Strength of the preferences %
Extraverted = 6, Intuitive = 19, Thinking = 12 and Judging = 11
Qualitative analysis of your type formula
You are:
slightly expressed extravert
slightly expressed intuitive personality
slightly expressed thinking personality
slightly expressed judging personality
Would you be happy for such a test to be used as a selection tool, explain your answer.
I would not be happy if I had to take such a test for a selection process, I believe it does not really show a person’s true personality and it does not reflect their ability to do the job tasks they are applying for. These tests are designed the same for everyone, but people are different therefore have different talents. Some people do not get nervous when doing tests but others do so therefore it does not show the persons ability its just a source of information.
(blirtit 2007-2010)
I believe that nature has a great impact in the behaviour of a human, the reason for this is that the external influences effect your behaviour. The nature versus nurture debates concern the relative importance of an individual's innate qualities ("nature", i.e. nativism, or innatism) versus personal experiences ("nurture", i.e. empiricism or behaviorism) in determining or causing individual differences in physical and behavioral traits. (en.wikipedia.org/wiki/Nurture)
The act of nourishing or nursing; tender care; education; training; That which nourishes; food; diet; The environmental influences that contribute to the development of an individual; see also nature; to nourish or nurse
(en.wiktionary.org/wiki/nurture)
in nature, the kind of care given to the young by the female; in man, an accompaniment of parental femininity. analog: protection. (www.ninthstreetcenter.org/nsc/Glossary.htm)
available from:
(http://www.google.co.uk/search?hl=en&rlz=1W1ADBF_en&defl=en&q=define:nurture&ei=OQrfS6K-OZPR-QaSx83wBg&sa=X&oi=glossary_definition&ct=title&ved=0CAYQkAE)
Personality Traits: Idiographic vs. Nomothetic
However the whole issue of whether a trait exists in all people to a greater or lesser degree is complicated by different views of the trait perspective.There are two different views as to whether all traits exist in all people:
· Idiographic: people have unique personality structures; thus some traits (cardinal traits) are more important in understanding the structure of some people than others
· Nomothetic: people's unique personalities can be understood as them having relatively greater or lesser amounts of traits that are consistently across people (e.g., the NEO is nomothetic)
The Idiographic view emphasizes that each person has a unique psychological structure and that some traits are possessed by only one person; and that there are times when it is impossible to compare one person with others. This viewpoint also emphasizes that traits may differ in importance from person to person (cardinal, central and secondary traits). It tends to use case studies, bibliographical information, diaries etc for information gathering. The Nomothetic view, on the other hand, emphasizes comparability among individuals but sees people as unique in their combination of traits. This viewpoint sees traits as having the same psychological meaning in everyone. The belief is that people differ only in the amount of each trait. It is this which constitutes their uniqueness. This approach tends to use self-report personality questions, factor analysis etc. People differ in their positions along a continuum in the same set of traits.
Most contemporary psychologists tend towards a nomothetic approach (and the trait approach is often viewed solely as a nomothetic approach these days), but they are aware of how a trait may be slightly different from person to person in the way that it is expressed.
(accessed from personality traits 2004)
First test taken from http://www.shldirect.com/practice_tests.html
Second test taken from:
Human metric – Jung Typology test
You haven't answered two questions. The reliability of results has decreased. Would you like to answer these questions then click 'Back' button on your browser. Answer these questions and press 'Score It' button again.
Your Type is ENTJ
Extraverted
Intuitive
Thinking
Judging
Strength of the preferences %
Extraverted = 6, Intuitive = 19, Thinking = 12 and Judging = 11
Qualitative analysis of your type formula
You are:
slightly expressed extravert
slightly expressed intuitive personality
slightly expressed thinking personality
slightly expressed judging personality
Would you be happy for such a test to be used as a selection tool, explain your answer.
I would not be happy if I had to take such a test for a selection process, I believe it does not really show a person’s true personality and it does not reflect their ability to do the job tasks they are applying for. These tests are designed the same for everyone, but people are different therefore have different talents. Some people do not get nervous when doing tests but others do so therefore it does not show the persons ability its just a source of information.
Week 6 Power and Conflict
Conflict is: an open clash between two opposing groups (or individuals)
Causes of conflict at work
· Differences in perception
· Clashes of personality
· Division and separation into departments
· Overlapping and interlinking work activities.
· Violation of territory.
Conflict between Employer and Employee:
Rates of pay: To maximize profits, employees could attempt to keep wages at a low competitive level; whereas unions could try to maximize employee rewards.
The introduction of machinery: A business may want to introduce new machinery into the business, which will mean that employees will have to learn how to operate the new equipment. Employees will however feel that the introduction of new machinery is an unwanted burden which they do not require.
Work conditions: Workers may feel that their canteen is not of high standards to which they may feel is of a good standard, but employees may feel improving the canteen is an unnecessary increase in costs.
Unitarist perspective: This theory assumes that everyone in an organisation has the same interests, and that a worker will accept the goals of management without any questions asked.
Pluralist perspective: This theory assumes that organisations are made of many different little groups which all have their separate ideas, and as a result this will inevitably lead to conflict. For example, you would normally see a conflict of ideas between management and unions, where management will be driven more to profits and success of the company, and unions having more interest in the workers opinions.
Unitarist view: Assumes everyone in the firm has some sort of interest.
· Treats conflict between individuals and groups at work.
· Causes of conflict seen as communication failures.
(Johnson 2000)
Pluralist view: Organisations made up of many groups with separate interests-inevitable conflict. Typically clashes will occur between unions and management but also can be conflict between functions.
Radical view:
· Work place is seen as an area of conflict between management and workers.
· Workers are exploited
· Management and physical and emotional labour now apparent.
Personal example of conflict:
Whilst working at Matalan as a sales assistant there was an occasion when staff were not willing to work extra hours when required. This became an issue as it was near to Christmas period and this was one of the peak trading times. The conflict within the group was between the department manager and part time staff. The main reason for conflict was that part time staff were not given priority when selecting annual leave. Part time staff therefore decided not to work over time when the company required as they felt they were devalued and treated differently to full time staff. Therefore they came to a conclusion that they will not do the company any favours and will only work their contracted hours.
The company dealt with this by arranging a meeting and all issues were discussed within the group meeting and employees were reassured their importance and company policies and procedures were identified and any misunderstanding was solved.
What strategies can organisations use to overcome conflict at work?
Collective bargaining- is one way of minimizing conflict at work. This involves determining conditions of work and terms of employment through negotiations between employee representatives, such as trade unions. Trade unions are groups who represent the views of their employees, and try to negotiate in their interests. For collective bargaining to take place:
· Employees must be free to join representatives bodies, such as trade unions;
· Employees must recognize such bodies as representatives of workers and agree t negotiate with them;
· Employers and employees should agree to be bound by agreements without having to use the law to enforce them.
Consultation: Joint consultation is the process where management representatives discuss matters of common interest with employee representatives before negotiating or making a decision, whereas negotiating is an activity by which the two parties make an agreement which may cover pay and conditions at work and relations between management and employees.
Advantages of joint consultation
· May avoid damaging industrial action
· May motivate employees more as they feel part of the decision making process
· It may lead to an input of new or different ideas which could, for example, make any changes easier to carry out.
· It may help to develop a more open organizational culture in the business and allow a firm to achieve its objectives.
· It may encourage worker representatives to take a long term view and adopt similar strategies to management, by making them better informed about the reasons behind the decision.
Organizations can also attempt to resolve conflict by:
Having regular meetings in order to improve communication
Appraisal schemes
By listening to workers more, or have team activities- team building exercises in place on a regular basis.
What are the sources of conflict within the video print?
· Workers treated like robots
· Workers not respected
· Work environment untidy
· Lack of communication
· No recognition
· Workers left outside the circle
In the video the conflict occurred because workers are not respected and their talent is not recognized.
This problem of conflict could be resolved by compromise between management and workers, Management being more involved and providing job rotation
Coercive power is associated with people who are in a position to punish others. People fear the consequences of not doing what has been asked of them. For example, parents may use a variety of strategies for getting a resistant child to go to school, including physically taking the child to the school building. Or managers making employees go on training regarding an area of work they may not want to proceed in.
Connection power is based upon who you know. This person knows, and has the ear of, other powerful people within the organization.
Expert power comes from a person’s expertise (duh!). This is commonly a person with an acclaimed skill or accomplishment.
A person who has access to valuable or important information possesses informational power.
Legitimate power comes from the position a person holds. This is related to a person’s title and job responsibilities. You might also hear this referred to as positional power.
People who are well-liked and respected can have referent power.
Reward power is based upon a person’s ability to bestow rewards. Those rewards might come in the form of job assignments, schedules, pay or benefits.
(Available from HR Bartender work responsibly 2010) http://www.hrbartender.com/2010/training/7-types-of-power-in-the-workplace/
Causes of conflict at work
· Differences in perception
· Clashes of personality
· Division and separation into departments
· Overlapping and interlinking work activities.
· Violation of territory.
Conflict between Employer and Employee:
Rates of pay: To maximize profits, employees could attempt to keep wages at a low competitive level; whereas unions could try to maximize employee rewards.
The introduction of machinery: A business may want to introduce new machinery into the business, which will mean that employees will have to learn how to operate the new equipment. Employees will however feel that the introduction of new machinery is an unwanted burden which they do not require.
Work conditions: Workers may feel that their canteen is not of high standards to which they may feel is of a good standard, but employees may feel improving the canteen is an unnecessary increase in costs.
Unitarist perspective: This theory assumes that everyone in an organisation has the same interests, and that a worker will accept the goals of management without any questions asked.
Pluralist perspective: This theory assumes that organisations are made of many different little groups which all have their separate ideas, and as a result this will inevitably lead to conflict. For example, you would normally see a conflict of ideas between management and unions, where management will be driven more to profits and success of the company, and unions having more interest in the workers opinions.
Unitarist view: Assumes everyone in the firm has some sort of interest.
· Treats conflict between individuals and groups at work.
· Causes of conflict seen as communication failures.
(Johnson 2000)
Pluralist view: Organisations made up of many groups with separate interests-inevitable conflict. Typically clashes will occur between unions and management but also can be conflict between functions.
Radical view:
· Work place is seen as an area of conflict between management and workers.
· Workers are exploited
· Management and physical and emotional labour now apparent.
Personal example of conflict:
Whilst working at Matalan as a sales assistant there was an occasion when staff were not willing to work extra hours when required. This became an issue as it was near to Christmas period and this was one of the peak trading times. The conflict within the group was between the department manager and part time staff. The main reason for conflict was that part time staff were not given priority when selecting annual leave. Part time staff therefore decided not to work over time when the company required as they felt they were devalued and treated differently to full time staff. Therefore they came to a conclusion that they will not do the company any favours and will only work their contracted hours.
The company dealt with this by arranging a meeting and all issues were discussed within the group meeting and employees were reassured their importance and company policies and procedures were identified and any misunderstanding was solved.
What strategies can organisations use to overcome conflict at work?
Collective bargaining- is one way of minimizing conflict at work. This involves determining conditions of work and terms of employment through negotiations between employee representatives, such as trade unions. Trade unions are groups who represent the views of their employees, and try to negotiate in their interests. For collective bargaining to take place:
· Employees must be free to join representatives bodies, such as trade unions;
· Employees must recognize such bodies as representatives of workers and agree t negotiate with them;
· Employers and employees should agree to be bound by agreements without having to use the law to enforce them.
Consultation: Joint consultation is the process where management representatives discuss matters of common interest with employee representatives before negotiating or making a decision, whereas negotiating is an activity by which the two parties make an agreement which may cover pay and conditions at work and relations between management and employees.
Advantages of joint consultation
· May avoid damaging industrial action
· May motivate employees more as they feel part of the decision making process
· It may lead to an input of new or different ideas which could, for example, make any changes easier to carry out.
· It may help to develop a more open organizational culture in the business and allow a firm to achieve its objectives.
· It may encourage worker representatives to take a long term view and adopt similar strategies to management, by making them better informed about the reasons behind the decision.
Organizations can also attempt to resolve conflict by:
Having regular meetings in order to improve communication
Appraisal schemes
By listening to workers more, or have team activities- team building exercises in place on a regular basis.
What are the sources of conflict within the video print?
· Workers treated like robots
· Workers not respected
· Work environment untidy
· Lack of communication
· No recognition
· Workers left outside the circle
In the video the conflict occurred because workers are not respected and their talent is not recognized.
This problem of conflict could be resolved by compromise between management and workers, Management being more involved and providing job rotation
Coercive power is associated with people who are in a position to punish others. People fear the consequences of not doing what has been asked of them. For example, parents may use a variety of strategies for getting a resistant child to go to school, including physically taking the child to the school building. Or managers making employees go on training regarding an area of work they may not want to proceed in.
Connection power is based upon who you know. This person knows, and has the ear of, other powerful people within the organization.
Expert power comes from a person’s expertise (duh!). This is commonly a person with an acclaimed skill or accomplishment.
A person who has access to valuable or important information possesses informational power.
Legitimate power comes from the position a person holds. This is related to a person’s title and job responsibilities. You might also hear this referred to as positional power.
People who are well-liked and respected can have referent power.
Reward power is based upon a person’s ability to bestow rewards. Those rewards might come in the form of job assignments, schedules, pay or benefits.
(Available from HR Bartender work responsibly 2010) http://www.hrbartender.com/2010/training/7-types-of-power-in-the-workplace/
Tuesday 4 May 2010
Week 5 Leadership
Management and leadership tend to be classed together; however, they are different in some aspects. Managers have a title and authority in the organisation and a series of functions that they must perform. Managers implement policies, plans and command and control the activities of staff in order to achieve results.
On the other hand leaders may not have a title or authority. They aim to influence, guide and motivate group members.
There are three main styles of leadership. These are:
· Autocratic Leadership:
When the leader has authority over everyone and it is strict leadership.They do not tend to take into account employees views and opinions
· Democratic Leadership:
When leaders listen to employees views and opinions before making decisions and give them responsibility, control and involvement
· Laissez-Faire:
When the leader has low intervention. They let you manage things in your own way and get on with the tasks as you wish.
Blake & Mouton’s Managerial Grid
·In 1964 Robert Blake and Jane Mouton developed a model that provides a basis for comparisons of managerial style in terms of two principal dimensions.
“Concern for production”
On the other hand leaders may not have a title or authority. They aim to influence, guide and motivate group members.
There are three main styles of leadership. These are:
· Autocratic Leadership:
When the leader has authority over everyone and it is strict leadership.They do not tend to take into account employees views and opinions
· Democratic Leadership:
When leaders listen to employees views and opinions before making decisions and give them responsibility, control and involvement
· Laissez-Faire:
When the leader has low intervention. They let you manage things in your own way and get on with the tasks as you wish.
Blake & Mouton’s Managerial Grid
·In 1964 Robert Blake and Jane Mouton developed a model that provides a basis for comparisons of managerial style in terms of two principal dimensions.
“Concern for production”
“Concern for employees”
Concern for production refers to the amount of emphasis the manager places on accomplishing the task by achieving a high level of production and getting results or profit. This will be presented along the horizontal axis of the Managerial Grid.
Concern for people in contrast is the amount of emphasis the manager has on his colleagues as individuals and their needs and expectations. This is represented on the vertical axis on the Managerial Grid.
The four corners and centre of the Grid provide five basic combinations of degree of concern for production in relation to the degree of concern for people. The managerial grid displays a framework in which managers can identify study and review their patterns of behaviour.
Blake and Mouton claim the Grid illustrates that the manager can obtain benefits maximising methods, which are both production and people, orientated. The 9,9 position is the theoretical, ideal situation but is still worth working towards.
9.1
Authority Compliance Management
Managers in this position have great concern for production and little concern for people. People are seen as ‘tools’ for production. They demand tight control in order to complete tasks efficiently. They consider creativity and human relations to be unnecessary.
1.9
Country club Management
Managers in this position have great concern for people and little concern for production. They try to avoid conflict and concentrate on being liked. To them the task is less important than interpersonal relations. Their goal is to keep people happy.
5.5
Middle of the road Management
Leaders in this position have medium concern for both people and production. They rely on tried and true techniques and avoid taking untested risks. They attempt to balance their concern for both, but not committed to strongly to either.
1.1
Impoverished
Management
This style is often referred to as laissez- faire. Leaders in this position have little concern for people or productivity. They avoid taking sides and stay out of conflicts.
9.9
Team Management
These managers demonstrate high concern for both people and production. They work to motivate employees to reach their highest levels of accomplishment through teamwork. They are flexible and responsive to change. This style is that mangers should strive to achieve.
* Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task
* Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
http://www.coachingcosmos.com/34.html
AVAILABLE FROM COACHINH COSMO 2010
I am going to explain the managerial grid developed by Blake and Mouton. The grid shows how different managers behave, what actions they take and how much say they have. Some managers are production orientated and some are customer. The grid shows the leadership styles of different managers. This shows where both the effective leader and and a poor ;eader fit. I think John Terry is a great leader of Chelsea and should be England's captain. This is because he is a great footballer aswell as a great leader.
http://blog.taragana.com/sports/2010/03/02/fit-rooney-hails-terry-as-a-great-leader-80659/
Conclusion
This topic over all has summarised the difference between a manager and a leader and also given us information what makes an effective leader. All the leadership skills are required to be an effective leader. Tthis topic this has shown me the differences between the two and what there job roles are.
Management and Leadership Theories
Situational Theory
This theory is all about the leader being made because of a situation, which has been created. This theory concentrates on a situation being developed from which someone has to take up the challenge even if he/she are not fully confident of doing so.
50 years ago Mary Parker came with the solution that when a situation is developed than all concerned with that situation should unite and make decisions collectively. There should be no one giving orders to subordinates. The situational leader should not act alone. But orders should be coming from the situation a company is in.
Leadership can be different in different situations
Situational Leaders have the following problems:
•Degree to which leaders can be trusted and liked by group members and their willingness to follow leaders guide.
•The degree to which the leader can exercise authority to influence rewards, punishments
•How the tasks are clearly defined and structured for the group and how they can carry it out.
Situational leader faces following situations:
•Very favourable: Which results in good leader, good member relations, structured tasks, strong position.
•Very unfavourable: This result in poor leader, poor member relations, unstructured tasks and weak positions.
3.2 Trait Theory
Trait theory believes that a leader can never be made, shaped into or trained to be a good leader. Leadership is something, which is already in someone. It believes people are born with skills, which make them effective leaders. No one can be shaped into an effective leader. Leaders are the ones, which show their ability to others from the start and have different thinking and positive approach to everything. It is someone who can easily work its way up without the help of anyone, entirely on its own ability. So, it’s completely the opposite of what situational theory is all about.
Limitations:
•Bound to be some subjective Judgement in determining who is regarded as good or successful leader.
•List of possible traits tends to be very long and there is not always agreement on the most important.
Basically this theory is where the leader has to be natural born with skills such as
• Good communication
• Commitment
• Knowledge
• Ambition
• Judgement
• Respect for others
I feel that the situational theory supports Asda as the management reacts according to the situation. For instance, during busier periods, tasks have to be completed as instructed regardless of whether the employee is happy about it or not. However, when the stores are not so busy the management is not so strict and allows members of staff to swap their tasks.
I also believe that as the contingency theory suggests ‘there is no single style of leadership appropriate to all situations’. Many organisations use one management and leadership style. It may be difficult for the management of organisation to manage or lead employees using more than one style, but it can be very useful in getting the work finished as well as motivating the employees and satisfying their needs. Both of these factors being covered at the same time would be very advantageous for any organisation in meeting their aims and objectives.
Management leadership style at Asda
After undertaking an interview with my assistant manager Susan Kyle (shelves), I discovered that the leadership style she follows in the organisation is democratic.
I believe McGregor’s theory can be applied very well within my company’s organisation. Both supervisors and managers within the organisation have all built very understanding, trusting relationship with all the subordinates.
It is clear that theory y managers would be inclined to adopt a democratic leadership style. Their natural approach would be to delegate authority to meet specific objectives. This is the particular leadership style that managers within Asda that they have adopted, although it may vary from time to time dependant on the situation, or individual employees.
The managers within Asda believe that the employees really enjoy their work, and that they want to contribute ideas and effort. As an employee of Asdas, I have come to realize that the managers involve employees in decisions more, and give us greater responsibility.
After working 4 months of working with the company, they promoted me to a supervisor, which indicates the fact that they had faith in me to take such responsibilities. Employees at Asda are not only money motivated, but they feel as part of a team, no one is an individual within this orgnaisation, everyone feels motivated and comfortable with one another. Teamwork within Asda maximizes staff satisfaction.
The key factors of team work within Asda:
- Multi-skilled- everyone is able to do everyone else’s job.
- Working together to meet shared objectives- packer at a checkout to speed up the process.
Week 4 Organisation Culture
Visible aspects of culture in John Lewis –When walking into John Lewis it is clear there are many departments within this one store, the culture is however split and it is easily obvious where one department starts and the other begins. This is due to the visable culture. one of the ways to identify where one department is by reading the signs on the walls and by the uniform the staff are wearing.
Some examples of visible aspects are – atmosphere, dress code, communication, unwritten rules and expectations.
Organisation culture
Organisational culture is like an organisation having a personality of its own that is more than the formal structure, and it gives them a unique identity, it is the unwritten beliefs, attitudes, values and expectations about how people work within an organisation.
Power culture: One individual is dominant over the whole organisation, everything is run by that one person who is in the central of the organisation.
Many small enterprises and large conglomerates such display the characteristics of a centralised power culture.
This model is very like Weber's Charismatic organisation. It is like a web with a ruling spider. Those in the web are dependent on a central power source.
Rays of power and influence spread out from a central figure or group. There may be a specialist or functional structure but central control is exercised largely through appointing, loyal key individuals and interventionist behaviour from centre.whim and personal influence rather than on procedures or purely logical factors. This is not to say that the whim is autocratic or authoritarian - although it be is authoritative.
Effectiveness is judged on results and sometimes for the central figure, perhaps the ends sometimes justify their means.
ADVANTAGES and DISADVANTAGES
Such organisations can be strong, proud and dynamic, react quickly to external demands.
However power cultures may suffer from staff disaffection. People in the middle layers may feel they have insufficient scope. The interventionist pressure and constant need to refer to centre may create dysfunctional competition and jostling for the support of the boss
The organisation is dependent on the ability and judgement of the central power - if weak then the organisation will struggle. As the power organisation grows, the centrist culture breaks down if it becomes impossible for the centre to keep up its interventionist, co-ordinating role. The large organisation may need to divisionalise (create other spiders webs linked to the central web).
MANAGEMENT AND EMPLOYEES
The dominant managerial style may readily equates to Reddin's task-oriented-entrepreneurial style and shares its potential advantages and disadvantages.
Individuals succeed as long as they are power oriented, politically minded,, risk taking with a low need for security. The power of members is based on control over resources and personal influence with the centre.
(Harrison: Typologies of Organisational Culture 2005)
Role culture: When people look at a person within an organisation who is a role model and they look up to as a particular senior.
Often referred to as a bureaucracy, it works by logic and rationality. Its pillars represent functions and specialisms. Departmental functions are delineated and empowered with their role e.g. the finance dept., the design dept etc. Work within and between departments (pillars) is controlled by procedures, role descriptions and authority definitions. Communication structures and well defined systems and products (committee constitutions and reports, procedure manuals, official memoranda). There are mechanisms and rules for processing decisions and resolving conflicts. Matters are taken up the line to the pediment of the doric structure where heads of functions can define a logical, rational, & corporate response".
Co-ordination is at the top - with the senior management group. Job position is central to this not necessarily the job holder as a person. People are appointed to role based on their ability to carry out the functions - satisfactory performance of role. This is very much in line with Weber's bureaucratic framework
Performance required is related to role and functional position. Performance over and above role is not expected and may disrupt.
Efficiency stems from rational allocation of work and conscientious performance of defined responsibility.
ADVANTAGES and DISADVANTAGES
If economies of scale are more important than flexibility or technical expertise and specialism more important than product innovation or product cost - the the stability and conformity of the role culture has merits. Mintzber refers to this model as the machine bureaucracy.
Role-cultures tend to develop in a relatively stable environments. Importance is given to predictability, standardisation and consistency .
However the role-culture may find it harder to adjust to change. Rules, procedures and tested ways of doing things may no longer fit the circumstances. Burns & Stalker pointed out the problems of mechanistic organisations struggling to cope with dynamic market change. Similarly Reddin's bureaucratic management style - tends to place less emphasis on task innovation and people relationships.
Work in a role-culture is frustrating to someone who wants discretion and opportunity for innovation in his/her work. Those who are ambitious may focus on procedures and existing methods and work the committee structure. Performance focuses on standard expectations rather than novel problem-solving to achieve results
EMPLOYEES
Employees benefit from security and predictability in working patterns. They can be specialists skills without risk. Salary and career progression are predictable. Power is based on position not personal expression. Expert power is tolerated if it is line woth accepted position.
Application of rules and procedures are major methods of influence.
EXAMPLES
Local government and he civil service, large insurance companies. IBM by the late 1980's. However the pressures for enhancing market competitiveness and with the application of various forms of de-centralisation and deregulation the have been many calls to make such organisations more flexible and responsive. Down-sizing and competitive tendering are examples of how such organisations have changed.
(Harrison: Typologies of Organisational Culture 2005)
Task culture: is job and product orientated where the organisation was different task to achieve results for different projects.
Imagine this culture as a net with small teams of cells at the interstices. It is very much a small team approach to organisations. The modern jargon also refers to organisational arrangements such as
network organisation - many separate organisations co-operating together to deliver a project. So the large organisation consists of lots of little ones that make their contribution.
matrix organisations which are project oriented with ever changing project or contract teams. Team or cell technologies fall into this mode of organising
As a culture, power and influence are distributed to the interstices of the net.
The emphasis is on results and getting things done. Resources are given to the right people at whatever level who are brought together and given decision making power to get on with the task. Individuals empowered with discretion and control over their work. The task and results and the main focus and team composition and working relationships are founded on capability rather than status.
ADVANTAGES and DISADVANTAGES
Team culture is flexible and adaptable. Tams are formed for specific purposes and then move on. Team composition changes according to the stage of the project. The team is flexible and sensitive to the environment. Client responsiveness is important.
Economies of scale are harder to realise - but computer communications and information systems facilitate sharing of information and co-ordination.
People in the team who want to specialise may be sucked into general probelsm-solving and when the task changes they must move with it rather than a particular scientific or professional specialism.
The project usually involves high risk and ambiguity. Control is via
· allocation of projects and target setting,
· project budgets/resource allocation
· monitoring/review of progress systems.
Where resources become scarce and top management may intervene more closely. There may be competition between project leaders for available resources. Either way morale may suffer. Idividual priorities and objectives take over and the task culture may then become a power culture.
· EMPLOYEES
Most managers and technical types at junior and middle levels, prefer a task culture which is implied by the work of the human relations theorists such as
· Likert: System 1 to System 4
· Herzberg - job enrichment
· Blake and Mouton 9.9 manager.
· Reddin's Executive/team leader.
· It is the culture of Burns and Stalker's organismic organisation.
· It fits managerial thinking on the need for democratic values
· reward by results (management by objectives)
Task culture is based on expert power with some personal and positional power. Influence tends to be more widely dispersed with team members feelingthat he/she has more of it. In the team status and individual style differences are of less significance. The group achieves synergy to harness creativity, problem-solving and thus gain efficiency. The aspirations of the individual are integrated with the objectives of the organisation.
(Harrison: Typologies of Organisational Culture 2005)
A Person culture: This is characteristic of the consensus model of management, where the individuals within the structure determine collectively the path which the organisation pursues.
The individual is the central point. If there is a structure it exists only to serve the individuals within it. If a group of individuals decide to band together to do their own thing and an office or secretary would help - it is a person culture. The culture only exists for the people concerned; it has no super-ordinate objective.
ADVANTAGES and DISADVANTAGES
This culture may be the only acceptable organisation to particular groups - such as workers' co-operatives or where individuals basically work on their own but find some back up useful.
Only the originators are likely to achieve success - the organisation begins to take on its own identity and begins to impose on individuals so moving towards some of the other cultures.
POWER
Is by consent: influence is shared and the power base, if needed is usually expert individuals do what they are good at and are listened to on that basis.
EMPLOYEES
Tend to have strong values about how they will work. Employees with a person culture will often be found working in other cultures but using their own culture - the specialist who will do what he/she has to retain his/her position in the organisation but essentially sees the organisation as a base on which he/she can build his/her own career or carry out his/her own interests. As such they are very difficult for the organisation to manage.
EXAMPLE
Consultants both within organisations and free lance, workers co-operatives, barristers' chambers.
http://www.lindsay-sherwin.co.uk/guide_managing_change/html_overview/05_culture_handy.htm
Harrison: Typologies of Organisational Culture 2005
Nokia is a true global success story. Founded in 1885 in southern Finland, the company began as a paper manufacturer. In the 1920s it added manufacturing of rubber boots, raincoats, and hunting rifles. It went into consumer electronics in the 1950s by making television sets. But it didn’t its current niche until the 1980s, when management decided to change strategies- to transform Nokia from a traditional industrial company into a high-tech conglomerate. Management refocused Nokia on the emerging market for mobile phones and networks, Jorma ollila, who was then the company’s chief financial officer, was put in charge of the mobile phone business.
Management’s revised strategy has proven an overwhelming success. Nokia is now the worlds leading manufacturer of mobile phones, with 35% of the world’s mobile phone market.
A strong organizational culture like Nokia provides employees with an understanding of “the way things are done around here.”
Institutionalisation – When as organisation takes on a life of its own, apart from any of its members, and acquires immortality.
There seem to be a wide agreement that organizational culture refers to a system of shared meanings held by members that distinguishes the organisation from other organizations. This system of shared meaning is on, closer examination a set of key characteristics that the organisation values. The research suggests that, in aggregate, capture the essence of an orgnisations culture.
1. Innovation and risk taking: The degree to which employees are encouraged to be innovative and take risks.
2. Attention to detail: The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
3. Outcome orientation: The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve those outcomes.
4. People orientation: The degree to which management decisions take into consideration the effect of outcomes on people within the organisation.
5. Team orientation: the degree to which work activities are organized around teams rather than individuals.
6. Aggressiveness: The degree to which people are aggressive and competitive rather than easy going.
7. Stability: The degree to which organizational activities emphasise maintaining the status quo in contrast to growth.
Each of these characteristics exists on a continuum from low to high. Appraising the organisation on these 7 characteristics, then, gives a comparite picture of the orgnaisation culture.
Dominant culture: Express the core values that are shared by a majority of the organizations members.
Subcultures: Minicultures within an organisation, typically defined by department designations and geographical separation.
Core values: The primary or dominant values that are accepted throughout the organisation.
Strong culture: Culture is which the core values are intensely held and widely shared.
Culture + onions
The outer layers are clearly visible.
- Middle layers deeper aspects of culture.
- Centre, the basic beliefs on which the organisation is built.
CONCLUSION
Week 3 Difference between a content and process theory
Content theories focus on factors within the individual that lead to motivation. The process theories focus on the dynamics of motivation & how the motivation process takes place.
Content Theories:
-Maslow's Need Hierarchy Theory
-Herzberg Two Factor Theory
-ERG Theory
-Achievement Motivation Theory
Process Theories:
-Goal Setting Theory
-Vroom's Expectancy Theory
-Adam's Equity Theory
-Porter's Performance Satisfaction Model
Company examples – Theory:
Content Theories:
-Maslow's Need Hierarchy Theory
-Herzberg Two Factor Theory
-ERG Theory
-Achievement Motivation Theory
Process Theories:
-Goal Setting Theory
-Vroom's Expectancy Theory
-Adam's Equity Theory
-Porter's Performance Satisfaction Model
Company examples – Theory:
How ASDA motivates their employees?
- ASDA operate a discretionary bonus scheme.
- When you’ve been an ASDA colleague for 12 weeks, you receive Asda Wal- Mart discount card which gives you 10% discount on all Asda purchases.
- During the Christmas period, ASDA provide free Christmas dinner, money towards staff parties, an additional day holiday and vouchers offering up to $20 Christmas shopping.
- ASDA Share Plans. After twelve months' service, Asda offer the opportunity to become a Wal*Mart shareholder, receiving recognition for the huge contribution you'll make to Asda’s success.
- McGregor’s X and Y theory
In the 1950s Douglas McGregor undertook a survey of managers in the USA and identified two styles of management, which he called theory X and theory Y. Theory X managers tend to distrust their subordinates; they believe employees do not really enjoy their work and that they need to be controlled. In McGregor’s own words, many managers believe “the average human being has an inherent dislike of work and will avoid it if he can.” Note that McGregor is not putting it forward as a theory about workers, but as managers. In other words, theory X is about the views managers have of their workforce. Theory Y managers, by comparison, believe that employees do enjoy work and that they want to contribute ideas and effort. A theory y manager is, therefore, more likely to involve employees in decisions and give them greater responsibility. The managerial assumptions identified by McGregor as theory Y included: - “Commitment to objectives is a function of the rewards associated with their achievement.”
- “The average human being learns, under proper conditions, not only to accept but to seek responsibility.”
- “The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.”
Source: The human side of enterprise, D McGregor,
Penguin books 1987 (first published 1960)
It is clear that theory Y managers would be inclined to adopt a democratic leadership style. Their natural approach would be to delegate authority to meet specific objectives.
The theory X managers is likely to be self fulfilling. If you believe people are lazy, they will probably stop trying. Similarly if you believe workers dislike responsibility and fail to give them a chance to develop, they will probably stop showing interest in their work. They end up focusing clearly on their wage packet, because of the way you treat them.
In his book The human side of enterprise, McGregor drew upon the work of Maslow and Herzberg. It needs to be no surprise that there are common to the theories of three writers. McGregor’s unique contribution was to set issues of industrial psychology firmly in the context of the management of organizations. So whereas Herzberg’s was a theory of motivation, McGregor’s concerned style of management.
Which is the right approach? It is clear a theory Y manager would be more pleasant and probably more interesting to work for. lined in the “in business” on Harold Geneen, however a, Theory x approach can work. IT is especially likely to succeed in business employing many part time, perhaps student workers, as in a situation where a business faces a crisis.
Theory X managers believe
- Employees dislike work and will avoid it if they can
- Employees prefer to be directed, want to avoid responsibility and have little ambition
- Employees need to be controlled and coerced
Theory Y managers believe
- Putting same effort into work is as natural as play or rest; employees want to work.
- Employees want responsibility provided, there are appropriate rewards.
- Employees are generally quite creative.
ASDA -Theory X and Y
ASDA sets objectives and allocates employees to tasks; they expect their employees to carry out tasks exactly as specified. Employees are usually told exactly what, how and when work must be started and finished. This management style links to Douglas McGregor’s theory ‘X’.
Theory X does also applies to ASDA, especially where shop-workers are concerned. The emphasis is on the use of money and control to encourage workers to behave in the ‘correct manner'. In addition to this, most supermarkets give time and a half pay to employees on Sunday as an incentive.
The democratic style of management involves employees in decision making, either by consulting them directly or through their supervisors/representatives.
This theory links with Douglas McGregor’s theory ‘Y’. As Asda like to call it ‘tell the team’ this encourages employees to express their ideas and any suggestion that is taken forward by the company, the employee is rewarded through one of the company recognition scheme, another aspect of theory Y.
The company believe this theory is the best way to motivate employees as the workers feel part of a group and not as an individual.
(Adapted from Asda website)
Methods used to motivate employees at Boots.
• Mystery customer bonus - this motivates employees to do their job better because the higher score the boots store gets when the mystery customer comes in the higher the bonus will be
• Training schemes – employees can build their skills so they have opportunities for promotion. This motivates employees as they feel they are moving forward
• Internal vacancies – this motivates employees to perform well because they have a chance of being promoted
• Commission – beauty consultants get paid commission depending on how many No7 products they sell. This motivates employees to increase sales levels in order to gain more commission
• Staff appraisals – this motivates employees as they feel important and valued. Appraisals help them see where they are doing well and where they need to make improvements
Theories in practise at Boots
How Maslows Hieracy of needs related to how Boots motivate staff:
• Boots meets the physiological needs of employees which have to be met in order to survive. For example boots provides reasonable pay, breaks and working conditions
• Employee’s safety needs are met through the company by complying with health and safety regulations and training. Employees feel there is a sense of job security. The company operates in a bully free environment and the company also has a pension scheme
• Boots meets the social needs of employees by offering a variety of social days out but within the company there isn’t much emphasis on team work.
4.2 Maslows hierarchy of needs at Asda:
Physical needs- e.g. food and shelter
In regards to basic needs, Asda provide uniform to the employees and they have facilities such as toilets and the staff room.
Safety needs- e.g. security, stability and freedom
Asda have health and safety rules and regulations for example they give training to employees for using various equipment.
Social needs- belonging and friendship
Asda have Christmas parties and other social events such as New Year’s dinners, where employees can socialise amongst each other.
Esteem needs-recognition, strength and status
Asda give their employees full responsibility and trust for them to fulfil their roles, without supervision. As Asda provide effective training to their employees they have more self belief in the workers that they will fulfil their duties efficiently and effectively.
Self actualization- self fulfilment
In Asda this level of the hierarchy has not been satisfied.
Tesco meet the basic needs as they provide staff with facilities such as toilets, lockers and staff room
Safety and security is also met by Tesco as all staff are trained in doing their job for example in stacking shelves in the right way to ensure no products fall off the shelf
Social: Tesco have a range of social activities for both full and part time staff. Tesco have Christmas dinners and social gatherings such as going to the pub for drink as work mates
Ego/ Esteem: Tesco’s have internal vacancies which help employees meet this need by having promotional opportunities
Conclusion:
The success of a company can be due to the degree of happiness, and commitment their employees have towards their work and this can be controlled through the motivation and appreciation the company gives in return. If employees feel valued they will be motivated to work harder and their performance will be better, this will then contribute to the success of the company.
Week 2 Maslow's Hierarchy of Needs
Week 2
Maslow’s hierarchy of needs
The hierarchy of needs is a theory about the needs that motivate all humans developed by Abraham Maslow, a central figure in humanistic psychology and in the human potential movement. Maslow began to work out this theory of human motivation in the 1940s, and first published his thoughts in Motivation and Human Personality n 1954. Rejecting the determinism of both the psychoanalytic and behaviourist approaches, Maslow took an optimistic approach to human behaviour that emphasized developing ones full potential. He based his studies on successful historical and contemporary figures that he considered ‘ self-actualizers,’ including Thomas Jefferson (1743-1826), Abraham Lincoln ( 1809-1865), Jane Addams (1860-1935), Albert Einstein (1879-1955). In addition to drawing up a list of the common traits of these individuals, Maslow placed self- actualization at the peak of his hierarchy of human motivations, this is the concept which he is known best today.
This hierarchy is in a form of pyramid with five levels, it begins from the most basic needs at the bottom to the most complex and sophisticated at the top. From bottom to top, the levels are biological needs (food, water, shelter); safety; belongings and love; the need to be esteemed by others; and self actualisation, the need to realise ones full potential. According to Maslow, the needs at each level must be met before one can progress to the next level. Maslow considered less than one percent of the population to be self actualised individuals. However, he believed that all human beings still possessed a natural need to reach this stage.
As each of the needs become substantially satisfied, the next becomes dominant. In terms of the figure below, the individual moves up the steps of the hierarchy. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, according to Maslow, you need to understand what level of the hierarchy that person is currently on and focus on satisfying the needs at or above that level.
Maslow separated the 5 needs into higher and lower orders. Physiological and social needs were described as lower order, and social, esteem and self actualization as higher order needs. The differentiation between the two orders was made on the premise that higher order needs are satisfied internally (within the person), whereas lower order needs are predominantly satisfied externally by things such as; pay/ promotions etc.
My motivation:
I enjoy trading cars and would eventually like to open a car business, so the main reason for me to be here is to have an understanding of all aspects of running a successful business. I believe having decided to do the degree I am undertaking it will benefit me to achieve my goals in the coming future.
The following table will show how my motivation relates to Maslow’s theory
Physical needs-e.g. food and shelter -This is relevant for me to live
Safety needs-e.g. security, stability and freedom - I need security in my job in order to maintain and continue my future plans
Social needs- belonging – sense of security and friendship -
Socializing with friends and family, and having communication networks amongst all friends e.g through face book
Esteem needs-recognition, strength and status - Status, power and trust
Self actualization- self fulfillment - At this stage I will fulfill my ambition
I was de-motivated in my previous job. I had a part time job during my A Level. I worked in a retail store. This job was very de-motivating for me as it was not something I enjoyed doing, as I always knew I was interested in cars. I continued working there for a year but I did not become motivated and eventually left.
Motivation theories discussed:
Motivation theory deals with how this best can be achieved. Most motivation theorists assume that motivation is involved in the performance of all learned responses; that is, a learned behaviour will not occur unless it is energized. The major question among psychologists, in general, is whether motivation is a primary or secondary influence on behaviour. That is, are changes in behaviour better explained by principles of environmental/ecological influences, perception, memory, cognitive development, emotion, explanatory style, or personality or are the concepts unique to motivation more relevant.
Motivation
Motivation is a problem and organizations keep looking for a solution. Motivation is one of the most frequently researched topics in organizational behaviour. In spite of the facts that managers continue to search for innovative ways to motivate their employees and that a significant proportion of today’s workers seem to be unmotivated.
- Many people incorrectly view motivation as a “personal trait” which is; some have it and some don’t.
- Experienced managers often label employees who seem to lack motivation as “Lazy”.
Motivation – The process that accounts for an individual’s intensity, direction, and persistence of effort toward attaining a goal. While general motivation is concerned with effort towards any goal. The 3 key elements in this definition are;
- Intensity: How hard a person tries
- Effort: directed towards, and consistent with, the organizations goals is the kind of effort we should be seeking.
Contemporary theories of motivation
- Contemporary theories represent the current state of the art in explaining employee motivation.
ERG Theory discussed: ALDFERS ERG THEORY
Llayton Aldfer has reworked Maslows need hierarchy to align it more closely with the empirical research. His revised need hierarchy is labeled ERG THEORY.
Alderfer argues that there are 3 groups of core needs:
I. EXISTENCE- providing basic material, existence requirements.
II. RELATEDNESS- Maintaining important interpersonal relationships.
III. GROWTH- Intrinsic desire for personal development.
Aside from substituting 3 needs from 5, how else does Aldefers ERG theory differ from Maslows? In contrast to the hierarchy of needs theory, the ERG theory demonstrates that;
I. More than one need may be operative at the same time, and
II. If the gratification of a higher level need is stifled, the desire to satisfy a lower level need increases.
Maslow’s hierarchy follows a rigid, step like progression the ERG theory does not assume that there exists a rigid hierarchy in which a lower need must be substantially gratified before one can move on. A person can for instance be working on growth event though existence or relatedness needs are unsatisfied, or all 3 need categories could be operating at the same time.
Evaluation / Conclusion
Having done future reading and revised the lecture notes it is clear that every individual is motivated by different things for example money, power, title etc can be a form of motivation. I believe I am only motivated when I am interested in something and enjoy it.
Others are motivated by money or power.
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