HUMAN RESOURCE Flashcards
Four Principles of Management
- Organizing
- Directing
- Staffing
- Controlling
refers to how management blends human and
nonhuman resources through a design of formal
structure of tasks and authority
ORGANIZING
a social unit of people that is structured and
managed to meet a need or to pursue collective
goals
ORGANIZATION
geometrical shapes or symbols indicating the
relationships of the personnel to one another.
ORGANIZATIONAL CHART
FACTORS TO BE CONSIDERED IN FORMING AN
ORGANIZATIONAL STRUCTURE
- The different activities essential in attaining the goals
and objectives of the firm; - Analysis of job position required in accomplishing the
activities of the firm’ and, - Placement of people qualified for the jobs.
backbone of all the operating procedures and
workflows at any company. It determines the place
and the role of each employee in the business and is
key to organizational development.
Organizational Structure
ELEMENTS OF AN ORGANIZATIONAL STRUCTURE
- Specialization
- Delegation of Authority
- Formalization
- Departmentalization
- Span of Control
- Degree of Centralization
FOUR TYPES OF FORMAL ORGANIZATION
LINE TYPE
FUNCTIONAL TYPE
LINE AND STAFF TYPE
COMMITTEE TYPE
simple and direct and responsible are readily
fixed. Authority flows directly from the top
executive down to subordinate executives.
LINE TYPE
authority is vested on qualified managers to
provide expertise to each specialized function.
FUNCTIONAL TYPE
characterized by line functions directly
responsible for the achievement of
organizational objectives
LINE AND STAFF TYPE
a formal organizational group created to carry out
specific organizational task.
COMMITTEE TYPE
the organization that combines the merits of line and
functional organization, by adding the functional
specialist to the line organization
LINE AND STAFF ORGANIZATION
REQUIREMENTS IN PERSONNEL SELECTION
- APPLICATION FORM
- INTERVIEW
- WRITTEN TESTS
- PRACTICAL TESTS
- REFERENCE CHECK
- MEDICAL EXAMINATION
refers to instructing, guiding and
motivating employees to accomplish organizational
objectives
DIRECTING
FUNCTIONS OF COMMUNICATION
INFORMATION GATHERING -
EMPLOYEE MOTIVATION
DELEGATING OPERATIONS
CONTROLLING
NETWORKING
one significant factor that contributes to personnel
retention and efficient performance
Motivation
a combination of internal and external factors that
stimulate desire and energy
Motivation
Motivation Results
- Intensity of Desire or Need
- Incentive or Reward Value of the Goal
- Expectations of the Individual and of his Peers
Why motivate people?
- Improving the organization of the elements as a job
- Modifying organizational behavior
- Harnessing recognition and pride
- Financial incentives
Theories of Motivations
The Economic Man
The Social Man
The Complex Man
The Motivated Man
The Achiever
The Managed Man
This stemmed from the belief
that man works to full his economic needs such as
material and physiological needs. This belief pervaded the time during the days of Frederick Taylor
The Economic Man
This theory by Roethlisberger and
Mayo at the Hawthorne plant of the Western Electric
Company in the 1930’s revealed that man’s social
network inside the workplace greatly affects
performance and motivation
The Social Man
This theory was posited by
Abraham Maslow in his Hierarchy of Needs. This
theory states that motivation is dependent on a
specific hierarchical structure of needs
The Complex Man
This theory is anchored on the
experiments conducted by Herzberg. He found out
that individual workers have 2. different categories of
needs that are independent of each but essentially
affects behavior in different ways. These categories
are the Hygiene factors and Satisfying factors.
The Motivated Man
McClelland posited that individuals
who have high need to achieve do achieve more than
those individuals with low needs for achievement.
The Achiever -
In this theory, Douglas McGregor
argued that a manager’s assumption about the
people behavior largely defines his/her style UI
management. McGregor posited that there are two
categories of human behavior–Theory X and Theory Y;
The Managed Man
HOW TO MOTIVATE PEOPLE TO WORK WELL
Positive Reinforcement
Careful Placement
Keep the Employee Informed
Opportunities for Participation
High Standard of Performance
Give them Responsibility Discipline
Introduced by B.F. Skinner in his Treatise, Beyond Freedom and Dignity, where he said
that we are all simply a product of the stimuli that we get from the external world
Positive Reinforcement
An employee should be given that is based
on his/her interest to keep them motivated
Careful Placement
Relay necessary information to employees
or workers for them to really understand
how their performance affects the
performance of the whole organization or
enterprise.
Keep the Employee Informed
Create an environment where employees can actively participate in planning and decision making within their competence.
This establishes a feeling of appreciation and sense of achievement among
employees
Opportunities for Participation
Set demands that will challenge the employees to improve their performance. It should also be noted that such standards
must not overwhelm the employee.
High Standard of Performance
the tendency of certain members of a group to get by with less effort than what they would have put when working
alone
Loafing
two common manifestations of Loafing
Free Rider Effect
Sucker Effect
- Where some members do not put in their share of work under the assumption that
other’s efforts will cover their shortfall
Free Rider Effect
Where the other (fully performing)
members lower their efforts in response to the free riders’ attitude
Sucker Effect
Progressive Discipline
- Verbal Warning
- Written Warning
- 1-Day Suspension
- 3-Day Suspension
- Termination
refers to the process of efficient
performance to attain the objective of the firm
Controlling
