-
common reasons for resistance to organizational change:
- parochial self interest
- misunderstanding and lack of trust
- difference assessments
- low tolerance for change
-
strategies to deal with resistance:
- education and communication
- participation and involvement
- facilitation and support
- negotiation and agreement
- manipulation and co-optation
- explicit and implicit coercion
-
organizational climate
recurring patterns of behaviours and attitudes, more easily amenable
-
organizational leadership
- create climate within an organization
- influence creativity and innovation necessary for growth
-
SOQ dimensions
- challenge/involvement
- freedom
- trust/openess
- idea-time
- playfulness/humour
- conflict
- idea-support
- debate
- risk-taking
-
McGregor
- theory x theory y
- x - authoritative
- y- open democratic
-
Argyris's matrity theory
immature vs. mature
-
theory z
a mix of authoritative and collective leadership
-
university of michigan
task-oriented, relationship oriented partiticpative leadership
-
ohio state
consideration vs initiating
-
blake and moulton leadership grid
concern for people vs. concern for production
-
tannenbaum and Schmidt
boss centered vs subordinate centered
-
fiedler
personality, character traits and the situation play a role in stress and an effective leader
-
hersey& Blanchard
- leadership style vs. individual/groups maturity level
- directing, coaching, supporting, delegating
-
Path-goal
path is dependant on the goal
-
basic fucntions of personnel management
- selection
- training
- development
- compensation
-
human resources management
- recruiting
- selecting
- training
- developing
- compensating
- supervising
- maintaining
-
human resource planning
- process of anticipating and making provision of themovement of people into, within and out of an organization
- strategic plan
- forcasting supply and demand
- supply analysis
- balancing supply and demand
- job analysis
- job design
- job enlargement
- job enrichment
- job characteristics
-
external influences of HR planning
- government
- economic
- society
- union
-
diversity management
- maximize diversity's potential benefits while minimizing the potential barriers
- pursuing inclusive culture
- create supportive culture
- valuing individuals and their needs and contributions
- encouraging continued development of a diverse workforce
-
job analysis
process of obtaining information about jobs by determining the duties adn tasks/activies of those jobs
-
job description
tasks, duties, responsibilities of a job, the job's working conditions/ tools/ materials/equipment used
-
job specification
job conditions relating to health/safety/comfort
-
performance standards
define desired resutls at a definite level of quality for a specified job
-
job enlargement
increasing total number of tasks taht employees perform
-
job enrichment
- increasing opportunities so employees experience feelings of responsibility, achievement, growth and recognition
- achievement, recognition, growth, responsibility, performance
-
job dimensions
skill variety, task identity, task significance, autonomy, feedback
-
Hackman
Job characteristics theory
-
job title
gives and indicate their level in the organization
-
job identification
departmentallocation of the job, number of employees in the department
-
job duties
indicate weight and value of each duty
-
qualifications
knowledge and skills required for someone to successfully perform the position
-
employment process
recruitment/sourcing; selection; orientation
-
selection process
application/screening, employment testing, background and references checks, interviews, medical examination, hiring decision
-
types of interviews
structures vs unstructured
-
developing and maintaining the workforce
training and development; performance appraisal; personnel action; employee discipline; compensation management
-
characteristics of an effective performance appraisal system
job-related criteria; performance expectations; standardization; trained appraisers; continuous open communication; performance reviews; due process
-
performance appraisal
objectives;participants; methods; interviews
-
methods of performance appraisal
checklist; rating scale; critical incident; management by objectives; 360 feedback
-
personnel actions
leave with/without pay; promotion; demotion; transfer; separation
-
compensation management
compensation; wage mix; benefits; government influence
-
benefits
legally required; health insurance; retirement; insurance; paid time off; employee services;
-
master schedule
days on and off duty and vacations
-
shift schedule
indicate position and hours worked - numbers of days a week worked
-
production schedule
tasks to becompledted for the production of a meal
-
compressed work week
less days more hours; more days less hours
|
|
