hr 2201 finhral topics fall 2015

7/23/2019 HR 2201 FinHRal Topics Fall 2015

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HR 2201-01 Prof. L. Jordan

Final Study Topics St. FrancisCollege

Fall 201 C!aps. "-1

Decision Making Process

• Identifying a Decision Problem

• Identifying Decision Criteria

• Weighting Criteria

• Developing Alternatives

• Analyzing Alternatives

• Implementing the Decision

• Evaluating the DecisionHeuristic

enabling a person to discover or learn something for themselves.

"a hands!on or interactive heuristic approach to learning

proceeding to a solution by trial and error or by rules that are only loosely defined.

Recruitment-7

Satisficing decision

In a structured problem, the goal of the decision ma#er is clear$ the problem familiar$ and

information about the problem easily defined and complete. E%amples include a customer

&ho &ants to return an online purchase or a '( ne&s team that has to respond to a fast!

brea#ing event. 'hese situations are called structured problems because they align closely&ith the assumptions that underlie perfect rationality.

Function of Planning

'he primary management function.$ Planning establishes the basis for all the other

things managers do as they organize$ lead$ and control.

Informal Planning

)maller businesses often use informal planning &here little is verbalized or &ritten do&n

and the planning is general and lac#s continuity.

Formal Planning

Planning may create rigidity &ith goals and a timetable that are set under the assumptionthat the environment &on*t change. +anagers need to remain fle%ible and not be tied to a

course

of action simply because it*s the plan

,. -ormal plans cannot replace intuition and creativity. Planning should enhance

and support intuition and creativity$ not replace it.

. Planning focuses managers* attention on today*s competition$ not on

tomorro&*s survival. -ormal planning tends to focus on ho& best to capitalize



on e%isting business opportunities instead of &ays to reinvent the industry.

Instead of focusing on today$ managers should plan &ith an eye to untapped

opportunities.

/. -ormal planning reinforces success$ &hich may lead to failure. It*s difficult to

shift from the comfort of &hat &or#s to the uncertainty of the un#no&n.

0o&ever$ managers may need to face that un#no&n and do things in ne& &aysto be even more successful.

Strategic Management process

'he strategic management process$ seen here in E%hibit 1!$ is a si%!step process that

encompasses2

3 )trategy planning

3 Implementation$ and

Evaluation

Mission statement'he mission is a statement of the organization*s purpose

SW! anal"sis is a structured planning method used to evaluate the strengths$ &ea#nesses$

opportunities and threats involved in a pro4ect or in a business ventureStabilit" 5rganization continues to do &hat it*s doing

Rene#al 5rganization addresses declining organizational performance

• 6etrenchment

• 'urnaround

$eograp%ic Departmentali&ation

rg' Structural (%ange-)

!%e t%ree kinds of organi&ational c%ange are s%o#n in *+%ibit )-'

' (%anges in structure

' (%anging tec%nolog"

.' (%anges in people

!%e /calm #aters0 metaphor envisions the organization as a large ship crossing a calm sea.Change appears as the occasional storm$ a brief distraction in an other&ise calm and

predictable trip.In t%e /#%ite-#ater rapids0 metaphor$ the organization is seen as a small raft navigating a

raging river &ith uninterrupted &hite!&ater rapids. Aboard the raft are half a dozen people

&ho have never &or#ed together before$ &ho are totally unfamiliar &ith the river$ and &ho

are unsure of their eventual destination. In this metaphor$ change is the status 7uo andmanaging change is a continual process.



1e#in2s (%ange Process-) 8e&in*s process treats change as a brea# in the e7uilibrium

state. 'his vie& is an increasingly inaccurate description of the #inds of seas that current

managers have to navigate.

rg' 3e%a4ior-5 is the study of the actions of people at &or#.

6isible )trategies$ 5b4ectives$ Policies and procedures$ )tructure$ 'echnology$ -ormalauthority$ Chains of command

Hidden2 Attitudes$ preceptions$ group norms$ informal interactions$ interpersonal and

intergroup conflicts.$oals of 3-5

'he goals of 59 are to e%plain$ predict$ and influence behavior. +anagers need to be able

to2

3 E%plain &hy employees engage in some behaviors rather than others.

3 Predict ho& employees &ill respond to various actions and decisions$

and

3 Influence ho& employees behave.

(ross-functional $roup-8 'he third type of team is the cross!functional team$ defined as

a &or# team composed of individuals from various specialties. -or e%ample$ Arcelor+ittal$the &orld*s largest steel company$ uses cross!functional teams of scientists$ plant managers$

and salespeople to revie& and monitor product innovations.

$roup de4elopment Steps-8

forming stage

storming stage

norming stage performing stage

ad4ourning stage

Problem Sol4ing !eam-8 are teams from the same department or functional area involved

in efforts to improve &or# activities or to solve specific problems. +embers share ideas oroffer suggestions on ho& &or# processes and methods can be improved$ but they*re rarely

given the authority to implement any of their suggested actions.6irtual team-8 'he final type of team is the virtual team. In a virtual team$ members

collaborate online &ith tools such as &ide!area net&or#s$ videoconferencing$ fa%$ email$ or

&ebsites &here the team can hold online conferences.

Self-managed team-8 'he need to get employees involved in &or#!related decisions and

processes led to the development of the self!managed &or# team$ &hich is a formal group of

employees &ho operate &ithout a manager and are responsible for a complete &or# process

or segment. A self!managed team is responsible for getting the &or# done and for managing

itself$ &hich usually includes planning and scheduling &or#$ assigning tas#s to members$



collective control over the pace of &or#$ ma#ing operating decisions$ and ta#ing action on

problems.

Maslo#2s !%eor"-

Abraham +aslo&*s 0ierarchy of :eeds theory$ seen here in E%hibit ,,!,$ is one of the most

&idely #no&n theories of motivation. +aslo& &as a psychologist &ho proposed that &ithinevery person is a hierarchy of five needs2

,. Physiological needs such as food$ drin#$ shelter$ se%$ sleep$ and other

physical re7uirements

. )afety needs such as security and protection from harm as &ell as

assurance that physical needs &ill continue to be met

/. )ocial needs including affection$ belongingness$ acceptance$ and

friendship

;. Esteem needs$ &hich include internal esteem factors such as self!

respect$ autonomy$ and achievement$ and e%ternal esteem factors such

as status$ recognition$ and attention< and1. )elf!actualization needs that include gro&th and achieving one*s

potential.

Mc$regor2s 9 and : !%eor" 'heory = and 'heory >. )imply put 'heory = is a negative

vie& of people 8ittle ambition Disli#e &or# Avoid responsibility +ust be closely controlled

and

'heory > is a positive vie&$ En4oy &or# )ee# and accept responsibility E%ercise self!

direction

Her&berg2s Moti4ation-H"giene !%eor"-rederic# 0erzberg*s t&o!factor theory ?or motivation!hygiene theory@ proposes that

intrinsic factors are related to 4ob satisfaction &hile e%trinsic factors are associated &ith 4ob

dissatisfaction. It &as popular from the ,Bs to the early ,s$ but it*s criticized for being

too simplistic. 0o&ever$ it did influence today*s approach to 4ob design.

Mcclelland2s . needs t%eor"

David +cClelland and his associates proposed the three!needs theory$ &hich says three

ac7uired ?not innate@ needs are ma4or motives in &or#.

'hese three needs include2

,. 'he need for achievement ?nAch@$ &hich is the drive to succeed and e%cel in

relation to a set of standards. 'he need for po&er ?nPo&@$ &hich is the need to ma#e others behave in a &ay

that they &ould not behave other&ise$ and

/. 'he need for affiliation ?nAff@$ &hich is the desire for friendly and close

interpersonal relationships.

(ommunication Process-.



E%hibit ,/!, depicts the seven!part communication process of transferring and

understanding meaning2 ?,@ the communication source or sender< ?@ encoding< ?/@ the

message< ?;@ the channel< ?1@ decoding< ?B@ the receiver< and ?@ feedbac#.

3 'he sender is the source of the communication.

3 Encoding means converting a message into symbolic form.

3 'he message is the purpose to be conveyed in the communication.3 'he channel is the medium by &hich a message travels.

3 Decoding means translating a received message.

3 'he receiver is the recipient of the communication.

3 -eedbac# is chec#ing to see ho& successfully a message has been transferred.

(ontrol Management-;

Control is the management function that involves monitoring activities to ensure that they*re

being accomplished as planned and correcting any significant deviations

'he value of the control function can be seen in three specific areas2 planning$ empo&ering

employees$ and protecting the &or#place.Feed for#ard (ontrol-;

'he most desirable type of controlFfeedfor&ard controlFprevents problems because it

ta#es place before the actual activity starts.Input$ Processes$ 5utput

(oncurrent control-;

Control that ta#es place &hile a &or# activity is in progress.

Feedback control-;

Control that ta#es place after a &or# activity is done.

,. -eedbac# gives managers meaningful information on ho& effective their planning efforts &ere. -eedbac# that sho&s little variance bet&een standard

and actual performance indicates that the planning &as generally on target. If

the deviation is significant$ that information can be used to formulate ne&

plans.

. -eedbac# enhances motivation because people &ant to #no& ho& &ell they*redoing.

perations management-<

5perations management refers to the design$ operation$ and control of the transformation

process that converts resources such as labor and ra& materials into goods and services that

are sold to customers. 0ere in E%hibit ,1!, &e see a simplified overvie& of the process ofcreating value by converting inputs into outputs'

5perations management is important because2 ?,@ it encompasses processes in both service

and manufacturing organizations$ ?@ it*s #ey to effectively and efficiently managing

productivity$ and ?/@ it plays a strategic role in an organization*s competitive success.



Manufacturing=Ser4ice rgani&ations-<

All organizations produce goods or services through the transformation process.

+anufacturing organizations produce tangible$ physical goods such as cars$ cell phones$ and

food products. )ervice organizations produce nonphysical outputs such as medical and

health care services$ transportation services$ entertainment services$ and so on.

hr 2201 finhral topics fall 2015

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