Chapter 11 MANAGEMENT APPROACHES AND EMPLOYEES RECRUITMENT

Question 1

What are the 2 major theories that comprise the classical approach of management?

Answer 1

1. Scientific management (Taylorism)
2. General administrative theory.

Question 2

Explain Taylor’s 4 Principles of Scientific Management.

Answer 2

1. There should be a science of work, Analyze the tasks, break them down into smaller units, analyze ways to maximize efficiency. Workers should be rewarded through higher pay if they succeed in performing more efficiently.
2. Workers should be selected carefully. They should have the skills and abilities. They should also be trained in how to do the work efficiently.
3. The scientifically-selected and trained workers and the science of work should be brought together for the best results and greatest efficiency.
4. should be an equal division of work between the workers and management, and workers and managers should operate closely together.

Question 3

What are the Fayol’s 14 Principles of Administrative Management?

Answer 3

1. Division of work
2. Authority
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of individual interests to the general interest
7. Remuneration
8. Scalar Chain
9. Centralization
10. Order
11. Equity
12. Stability of tenure of personnel
13. Esprit de corps.
14. Initiative

Question 4

According to Urwick an organization is built on which ten principles?

Answer 4

1. Objective
2. Specialization
3. Co-ordination
4. Authority
5. Responsibility
6. Definition
7. Correspondence
8. Span of control
9. Balance
10. Continuity

Question 5

What are the characteristics of an ideal bureaucracy by Weber?

Answer 5

• should operate in an impersonal and impartial way and there should be a clear statement of duties, responsibilities, standardized procedures and expected behavior.
• there should be a hierarchy od authority
• should be written rules of conduct
• should be promotion of individuals within the organization, based on their achievement
• should be division of labor and specialization of work
• ideal bureaucracy will achieve efficiency in operations

Question 6

list the 4 main features
of bureaucracy by Rosemary Stewart.

Answer 6

1. Specialization
2. Hierarchy of authority
3. A system of rules
4. Impersonal

Question 7

What are the assumptions of Theory X?

Answer 7

 The average person dislikes work and will avoid having to do any if at all possible.
 Individuals must therefore be forced to work towards the organization’s objectives, with the threat of punishment for not working properly.
 The average person prefers to be directed, wants to avoid responsibility, has no ambition and wants security more than anything else

Question 8

What are the assumptions of Theory Y?

Answer 8

 Putting effort into work is as natural as play.
 Individuals will apply self-direction and self-control to work towards the objectives of the organization, without the need for constant supervision or the threat of punishments.
 The strength of an individual’s commitment to the organization’s objectives is related to the rewards associated with achieving those objectives.
 Individuals usually accept and then seek responsibility.
 At work, the intellectual potential of the average person is only partly utilized. Individuals have much more potential that could be utilized.

Question 9

What are the main features of Theory Z?

Answer 9

i. Collective decision-making.
ii. Long-term employment and job security.
iii. Job rotation, generalization and overall understanding of company operations, replace job specialization as a key component of the model.
iv. Slow advancement/promotion.
v. Emphasis on training and continual improvement of product and performance.
vi. Holistic concern for the worker and his or her family further personalize management.
vii. Explicit, formalized measures, despite implicit, informal control, ensure efficiency of operations.
viii. Individual responsibility for shared accomplishments.

Question 10

Peter Drucker suggested which 5 areas of management responsibility?

Answer 10

1. Setting objectives
2. Organizing work
3. Motivating and communicating
4. Measuring
5. Developing people

Question 11

Peter Drucker suggested which 3 aspects to the responsibilities of managers in business?

Answer 11

1. Managing the business
2. Managing managers
3. Managing workers and their work

Question 12

What were the discoveries made by Henry Mintzberg?

Answer 12

 A lot of management work is disjointed. Planning, for example, is done on a day-to-day basis, when time permits between more urgent or immediate tasks.
 Managers spend some of their time on routine duties of a ceremonial nature, such as meeting with important visitors.
 Managers prefer informal verbal communication to formal written communications, such as reports and briefing notes. Communicating informally by word of mouth is much faster and more effective than communication through the formal information system.
 Management activities and decisions are based largely on judgement and intuition. General principles of management are not relevant to management practice. In practice, managers do many of their tasks quickly and superficially.

Question 13

List 10 Different Roles of a Successful Manager in Mintzberg Model?

Answer 13

Interpersonal Roles
1 The Figurehead
2 The Leader
3 The Liaison

Informational Roles
4 The Monitor
5 The Disseminator
6 The Spokesperson

Decisional Roles
7 The Entrepreneur
8 The Disturbance Handler
9 The Resource Allocator
10 The Negotiator

Question 14

Factors to be considered in choosing a management approach under The Contingency Theory are?

Answer 14

 Size of the organization
 People and workforce
 The relevant technological issues
 The operating environment and industry

Question 15

A responsibility of the human resource management function is to do what? or what are the objectives of the human resource strategy?

Answer 15

 assess the quantity and quality of human resources currently available, including numbers and skills

 estimate the quantity and quality of human resources that will be needed in the future, including numbers and skills

 consider ways of ‘filling the gap’ and ensuring that the entity has the human resources that it needs.

Question 16

What are the main stages in the planning process of Human resource strategy?

Answer 16

Planning involves forecasting the human resources required in the future.

1. Studying the corporate objectives
2. Demand forecasting
3. Assessing current resources
4. Preparing policies and plans

Question 17

What environmental factors are to be considered for the plans to be realistic?

Answer 17

 changes in population trends, and the total size of the work force in each country where the entity has its operations

 changes in government policy, such as changes in the retirement age of workers

 changes in the educational system, and the numbers of students going from school into further education

 the availability of individuals who are trained in a particular skill or vocation

 changing patterns of employment, possibly with increasing numbers of part-time workers or home workers

 competition for human resources from competitors and other businesses

 trends in sub-contracting and outsourcing

 trends in IT and other technological changes that might affect labour requirements.

Question 18

Define ‘Recruitment’ & ‘Selection’?

Answer 18

 Recruitment starts when a job vacancy is identified. It is the process of obtaining a supply of suitable possible candidates to fill the vacancy. When job vacancies arise, an organisation needs a number of individuals to choose from, and these individuals:
¯ must seem able to do the job; and
¯ should also want to do the job.
 Selection is the process of appointing the most suitable candidate to a job vacancy, by choosing the best individual from the candidates available.

Recruitment is concerned with quantity
selection is concerned with quality

Question 19

How are Operational managers involved in the recruitment and selection process?»>roles and responsibilities in recruitment and selection»»>Recruitment and selection process

Answer 19

 They should report any vacancies arising in their department or section, or should agree any vacancies with the management responsible for the human resources plan.
 They should identify individuals already working for them who might be suitable candidates for a vacant job, as part of the process of developing and promoting internal staff.
 They should be involved in specifying the nature of the job, and the skills that the job holder should have in order to do the work properly.
 They should normally be involved in the process of selecting individuals from the candidates who have applied for a job in their department or section.

Question 20

How are HR ‘staff’ specialists involved in the recruitment and selection process?»>roles and responsibilities in recruitment and selection»»>Recruitment and selection process

Answer 20

 They should be involved in HR planning, and identifying the vacancies that are expected to arise throughout the organisation in the future.
 They should have specialist skills in recruitment and selection. They may know more than operational management about the best methods of recruiting for particular job vacancies and about advertising job vacancies. They should also have specialist knowledge about selection methods.
 Typically, they work with line management, taking on responsibility for ensuring that enough candidates apply for vacancies. They are also involved in the selection process. For example, HR staff may arrange selection interviews and carry out selection interviews jointly with line management colleagues.

Question 21

What are the reasons for poor recruitment?»»»>4.5 Reasons for ineffective recruitment and selection»»»>Recruitment and selection process

Answer 21

 The requirements of the job are not properly considered before the job is advertised, so that the vacancy is advertised to individuals with unsuitable skills. (In other words, there is a failure to do a proper job analysis.

 There is a failure to agree the minimum acceptable requirements for the job, only the ideal requirements. Potential applicants may be deterred because of the high level of skills and experience that the employer says it wants from the successful applicant for the job.

 The job itself is not attractive enough, or the pay is too low, so that not many people apply for the vacancy.

 The job vacancies are advertised in an unsuitable way, so that the vacancy does not come to the attention of people who might apply if they knew about it.

Question 22

What are the reasons for poor selection?»»»»4.5 Reasons for ineffective recruitment and selection»»»>Recruitment and selection process

Answer 22

 The application form for the vacancy is badly-designed, and applicants do not provide enough relevant information about themselves. A candidate may therefore be offered the job when there is insufficient
relevant information about him or her.

 The selection techniques are inappropriate.

 The individuals making the selection (for example, the individuals doing the selection interviews) are not trained in selection, and do not have the necessary skills to do the task well.

 The effectiveness of the selection process is not monitored and reviewed regularly, so that the need to improve the selection system is not recognized.

Question 23

outline of the recruitment and selection proccess»»»4.2 Stages in the recruitment and selection process»»»THE RECRUITMENT AND SELECTION PROCESS

Answer 23

Recruitment
Stage1
agree the vacancy to be filled

Stage 2
identify the skills needed for the job

Stage 3
obtain the applications for the job

Selection
stage 4
select candidates for the interviews and shortlisting

Stage 5
selection interview offer the job to the selected candidates

Question 24

what is job analysis and what is the purpose of it»»»A plan for the recruitment process»»»EFFECTIVE RECRUITMENT

Answer 24

Job analysis is performed as part of human resources management which includes defining the scope of jobs, writing job descriptions, holding performance appraisals, selecting and promoting staff, performing a training needs assessment and as the basis for compensation and organisational planning.

The purpose of a job analysis is to:
 produce a detailed specification of the job (a ‘job description’); and

 produce a specification of the qualities needed from the individual who will do the job (a ‘person specification’).

Question 25

what is the method of Identifying candidates for internal recruitment and selection»»effective recruitment

Answer 25

Performance reports and appraisals of individuals. Senior managers might recommend, as part of the regular process of performance appraisal of staff, whether particular employees are now ready for
promotion. Employees who are ready for promotion may be invited to apply for a more senior job when a vacancy arises.

 The ‘in-house’ or company magazine. Some organisations publish an in-house magazine. This may be used to advertise job vacancies internally.

 The organisation’s website. The website can be used to advertise job vacancies to existing staff as well as externally.

 Open-house (also called open-days) are commonly used in universities to attract fresh graduates.

Question 26

what are the methods of advertising the vacancy»»>advertising the vacancy»»effective recuitment

Answer 26

Recruitment agencies

media advertisement
national newspapers
local newspaper
specialist journals and magazines
radio or television

other methods
company websites or social media
past applicants

Question 27

what are the advantages of internal promotion»»effective recruitment

Answer 27

improve morale
provide career development opportunities for individuals who might leave
less risk
training and development shall not be extensive
inexpensive method of recruitment
existing employees might have the detailed knowledge

Question 28

what are the advantages of external recruitment»»>effective recruitment

Answer 28

The organisation might not have
employees with the skills required for
the job.

External recruitment may be
desirable to introduce ‘fresh thinking
and new ideas in the organisation.

Recruits from other organisations will
bring their knowledge and experience
of working practices in those other
organisations.

There may not be an existing
the employee who is the right person for
the job.

There might be more vacancies than
there are candidates to fill them by
internal promotion.

The vacancies may be for junior jobs
that existing employees do not want
to apply for.

Question 29

what is the purpose of job application form?

Answer 29

the job application form serves the following purpose.
-basic details
-gives the applicant the opportunity to sell himself to the organization
-used for filtering candidates to restrict the invitations to manageable number.
-used for initial comparison and rank them in order of preference (probable, possibles and definitely not)

Question 30

limitations to job application form»>job application form»>effective recruitment

Answer 30

1. only superficial information is provided it is used for ranking the candidates but cannot be used to select the best candidate.
2. Applicants might provide false information, particularly about their qualifications and experience. It is impractical to check every application form for honesty.

Question 31

what is the purpose of job analysis»»job analysis

Answer 31

It is a starting point for preparing a job description and person specification for a job. It is therefore useful for recruitment (advertising a job) and selection.

It is used for job evaluation. Job evaluation is the process of studying a job, and comparing one job with other jobs, to decide what the job is ‘worth’ in terms of: salaries and wages and ranking in organizations.

By identifying the responsibilities for a particular job, it can help with organisation structure, and deciding what the boundaries of authority for each job should be.

By identifying the specialised skills for a particular job, it can help management to plan a training programme for the job holder.

Job analysis can also be used when job content is reviewed. in planned changes in the job responsibilities.

Question 32

what are three main ways to obtain information about the job analysis?»»Job analysis

Answer 32

Observation
Interviews
Questionnaires(with or without interviews)

Question 33

What is systematic aproach for job analysis»»»Job Analysis

Answer 33

Stage 1. Collect all the available documentation about the job and its content. Analyse this documentary evidence.

Stage 2. Interview the manager (or managers) in charge about the job, what he or she considers the nature of the job, its importance, and the tasks and responsibilities involved.

Stage 3. Interview the job holder and ask the same questions about the job. Compare any differences in perception between the manager and the job holder.

Stage 4. Observe the job holder doing the job.

Question 34

what information to be gathered for job analysis»»JOb analysis

Answer 34

Purpose
content
accountability
performance criteria
responsibility
position in the organization
career development
environmental factors

PAC-PPE-Result-Card

Question 35

In what situations the job analysis is justified and in what situations it is not»»>Job Analysis

Answer 35

when job analysis is not justified
Job content is already well-defined, and there are already formal job descriptions and person specifications for jobs.

Job content within the organisation is continually changing, because the organisation exists in a rapidly changing environment. Job analysis might be difficult to justify if it will become out-of-date within a short time.

There are a lot of jobs to analyse, and the cost of analysis might therefore be very high.

situations in which it is justified

Creating job descriptions and person specifications will improve the quality of recruitment and selection.

The organisation wishes to carry out a job evaluation exercise, to review wages and salaries and job grades, or in order to re-design the content of some jobs.

Question 36

what sort of information typical job description includes?

Answer 36

 the job title

 the date the job description was prepared

 the name of the department or section in which the job is located, and/or the physical location of the job

 the relationship of the job to other jobs in the organisation structure: in particular: is the job a part of a team, and if so, what is the size of the team?

 the purpose of the job, and the objectives of the job in relation to the overall objectives of the department
or organisation.

 the tasks associated with the job: the key tasks and principal duties. These tasks should ideally be listed
in order of importance. In addition, the job description should indicate which tasks will take up most of
the job holder’s time

 the responsibilities associated with the job

 limits to the job holder’s authority

 the accountability of the job holder

 the salary range or wage range for the job

 conditions of employment – hours of work, whether weekend working or night-time working might be
required, the number of days of holiday entitlement each year, and so on.

Question 37

what is the purpose of job description

Answer 37

Jon evaluation exericse

advertise a vacancy for the job(also the purpose of person specification)

recruitment and selection of staff(also the person specification)

Question 38

outline of Rodger seven point plan also point out limitations

Answer 38

Physical make-up.
Attainments.
General Intelligence
Special aptitudes.
Interests.
Disposition
Circumstances.

Limitations
superficial information about the individual.
assumptions about the qualities required to do a job well
ignores individual choice. I

Question 39

what is munro five point plan»»job description and person specification

Answer 39

Impact on other people.
Qualifications.
Brains and abilities.
Motivation
Adjustment

Question 40

what is shamerock organization according to charles Handy

Answer 40

1. core worker who works full time
2. Flexible workforce of in sourced workers
3. Outsourcing: sub-contractor

Question 41

discuss about application forms»»»Selection methods

Answer 41

application forms can be used in selection methods as
in the selection process as a ‘first screening’ to make an initial assessment of the applicants and their suitability for the job;

in selection interviews as a basis for asking further questions in the interview

employer can also ask for letters of application which can be useful for assessing personality.

Usefulness
Useful as a first screening process in
selection, to eliminate applicants who are
clearly unsuitable.

Weakness
The information provided on an application form is not enough (except perhaps for very junior or low-level jobs) to make a selection decision.

Question 42

Types of interviews conducted by organizations»»>Selection methods

Answer 42

Face to face interview
one on one interview
panel interview
sequential interview
Stress interview
problem solving interview

usefulness
- Interviews give the employer an opportunity
to see and listen to the applicants.

• Interviews, if well-conducted, should reveal
  more about each applicant than testing can
  reveal.

-It is unusual to offer a job of any importance to an applicant without first having an interview.

Weakness
- Not all interviewers have the skills to conduct a good interview. Poor interviewing technique leads to poor selection decisions.

• Some individuals are good ‘professional interviewees’, who can perform well in interviews (they can ‘talk the talk’) but
  they cannot actually perform well in a job. The interviewer might be fooled and misled e.g. the Halo effect.
• Interviewers might be biased (consciously or unconsciously) against or in favour of particular candidates.

Question 43

types of tests conducted»»>selection methods

Answer 43

• Intelligence tests
• Aptitude tests
• Competence tests
• Personality tests (psychometric testing)