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IS 483 Lecture 2 . HRM Basics on Organizational Goverance. Agenda. Review from Last Week Topic 1 - Human Resource Management & Leadership Flamholtz Leadership Effectiveness Framework

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is 483 lecture 2

IS 483 Lecture 2

HRM

Basics on Organizational Goverance

Lecture 2 Sep 19 2005

agenda
Agenda
  • Review from Last WeekTopic 1 - Human Resource Management & LeadershipFlamholtz Leadership Effectiveness Framework
  • Consider :Topic 1 - Human Resource Management & Leadership    The 6 IT-HRM Components Basics on Organizations    The Nature of Management (aka) Line Management    The Nature of Information Systems/Technology    Challenge of IT Management TodayIntroduce Next Week Topics:

Lecture 2 Sep 19 2005

weekly exercise
Weekly Exercise
  • Review Topic 1 -  Leadership
  • You have just become the manager of the help desk.it is your first managerial position.  Your background has been as a lead analyst on the enterprise suite that is used by 90% of the firm (only the Anchorage location has not gone online). There are 12 people in the help desk group.
  • Based on the Flamholtz framework, what would you first want to know about the staff?Why? 
  • Should you ask others about the staff before you meet them?  Pros and cons?
  • What leadership style would you use when you first meet with the group? Why?
  • Flamholtz Leadership Effectiveness Framework

Lecture 2 Sep 19 2005

topic 1 human resource management the 6 it hrm components
Topic 1 - Human Resource ManagementThe 6 IT-HRM Components
  • 1. Hiring  "recruiting qualified personnel for the position"
  • 2. Turnover and Retention
  • 3. Career Development
  • 4. Training
  • 5. Compensation
  • 6. Performance Appraisal

Lecture 2 Sep 19 2005

1 hiring recruiting qualified personnel for the position
1. Hiring  -   "recruiting qualified personnel for the position"
  • Justifying new hire - when?
    • Increasing workload
    • Applying new technologies
    • Saving time and money
    • Reducing customer response time
  • The role of HR in recruiting -- pros and cons for using
    • advertising  -- writing and placing
    • screening
    • testing

Lecture 2 Sep 19 2005

1 hiring continued
1. Hiring  (continued)
  • Clarify and rank what you want in a new hire
    • skills
    • experience
    • motivation/mindset
  • Interviewing candidates -- some  questions to ask
    • tell me about an incident in which you ....
    • describe your most recent accomplishment
    • give me a specific example when you motivated others
    • give me a specific example of a situation in which somethingyou tried to accomplish failed, and how you handled the failure.

Lecture 2 Sep 19 2005

2 turnover and retention processes for keeping qualified personnel
2. Turnover and Retention    "processes for keeping qualified personnel"
  • What employees have said is important – look at last week's survey
  • Knows what is expected of me at work
  • Has the materials and equipment I need to do work right
  • I have the opportunity to do what I do best everyday
  • I receive recognition or praise for doing good work
  • My supervisor seem to care about me as a person
  • I get encouragement at work to develop my talents
  • My opinions seem to count

Lecture 2 Sep 19 2005

2 turnover and retention processes for keeping qualified personnel8
2. Turnover and Retention    "processes for keeping qualified personnel"
  • Based on this list and our readings, what do I need to do to keep good employees
  • Know strengths and weaknesses & assign tasks for strengths
  • Avoid burnout with reasonable scheduling and fighting for resources / deadline relief
  • Flexible work arrangements

Lecture 2 Sep 19 2005

2 turnover and retention processes for keeping qualified personnel9
2. Turnover and Retention    "processes for keeping qualified personnel"
  • Based on this list and our readings, what do I need to do to keep good employees - LOOK TO THE 5 LE TASKS
  • Goals Emphasis -- setting, communicating, monitoring -- focus on tasks & priorities
  • Work Facilitation -- getting tools, materials, training, information and other supports
  • Supportive Behavior -- providing positive and negative feedback
  • Interaction Facilitation -- coordinating people and fostering mutually satisfying relationships
  • Personnel Development-- assist in career planning

Lecture 2 Sep 19 2005

3 career development
3. Career Development
  • Know the employee’s talents/skills
  • Know the employee’s shortcomings
  • Know the employee’s dreams
  • Know the company’s long term strategy/goals
  • Know the company’s long term skill needs

Lecture 2 Sep 19 2005

4 training
4. Training
  • Pros
    • Improves group’s skills
    • Employees like training
    • Can avoid burnout
    • Fills org needs
  • Cons
    • $$ / Time / Treat of leaving
  • Determining Need
    • Told – employees, customers, planning

Lecture 2 Sep 19 2005

5 compensation
5. Compensation
  • Tied to performance – usually
  • Tied to company service?
  • Fixed / Variable components

Lecture 2 Sep 19 2005

6 performance appraisal
6. Performance Appraisal
  • Resolves two issues
    • Reward the best
    • Terminate the worst
  • Guidelines
    • Feedback throughout
    • Objectivity
    • Document thoroughly
    • Employee self-review

Lecture 2 Sep 19 2005

some additional it hrm
Some additional IT - HRM
  • Finding needed skills
  • Keeping talented employees
    • Comp is know enough
    • Ideas?

Lecture 2 Sep 19 2005

ornganizational basics

Ornganizational Basics

Lecture 2 Sep 19 2005

management
Management
  • What is it?
  • "the art and science of getting things done through other people's efforts"                   Wilbur Cross, Dictionary of Business Terms, 1999, Prentice Hall
  • managers are generalists, not specialists, not technicians
  • managers must look at problems from many views
  • managers must switch from problem to problem quickly
  • working with people will take most of a manager's time promoting organizational goals
    •  What are the basic assumptions that managers make about people in organizations?
      • self interest
      • bounded rationality
  • must know something about a lot of things -- not a lot about a few thingsWHY???  

Lecture 2 Sep 19 2005

primary tools of management
Primary Tools of Management
  • Goals
  • Measurement of the Goals
  • Feedback from stakeholders
  • Communication with:
    • Superiors
    • Subordinates
    • Peers
    • Trading Partners
    • Vendors
  • Essential Machines
    • SLAs (Service Level Agreement)
    • RFPs (Request for Proposal)

Lecture 2 Sep 19 2005

management levels 1st
Management Levels - 1st
  • Top Management
    • CEO, COO, CFO, CIO, Chair of Board, Pres, VPs, Plant Management
    • Creates org’s vision/key goals
    • Communicates vision/key goals to ‘stake holders’
    • Monitors their progress

Lecture 2 Sep 19 2005

management levels 2nd
Management Levels – 2nd
  • Middle Management
    • Dept Managers
    • Deputy project management, brand managers, assistant plant managers, etc.
    • Creates the plans, systems, organizations to achieve vision/key goals
    • Monitors progress towards achievement
    • Reports to top management

Lecture 2 Sep 19 2005

supervisors first line supervisors fls
Supervisors (First Line Supervisors ‘FLS’)
  • Project Leaders, Supervisors,
  • Always closest to workers, professionals,
  • Executes plans developed by middle management
  • Monitors worker performance on day-to-day
  • Reports to middle management

Lecture 2 Sep 19 2005

4 primary management responsibilities
4 Primary Management Responsibilities
  • 1. Planning
  • 2. Organizing
  • 3. Leading
  • 4. Exerting Control

Lecture 2 Sep 19 2005

planning
Planning
  • Developing the goals
  • Planning strategies/tactics

Lecture 2 Sep 19 2005

organizing
Organizing
  • The allocation of resources to achieve goals
    • People
    • Money
    • Capital equipment
    • Information
  • Self-managing work teams versus hierarchies

Lecture 2 Sep 19 2005

leading
Leading
  • Motivating and Directing employees
    • Communicating a vision
    • Rewarding and recognizing efforts
    • Encouraging
    • Providing needed resources
    • Facilitating interaction between employees

Lecture 2 Sep 19 2005

exerting control
Exerting Control
  • Monitoring progress towards meeting goals
  • Evaluating progress towards meeting goals
    • Updating
    • Modifying
    • Discarding

Lecture 2 Sep 19 2005

function versus process
Function versus Process
  • What are functions?
  • What are processes?
  • What is different between function and process?

Lecture 2 Sep 19 2005

function or process
Function or Process?
  • What’s organized around similar resources performing similar activities?
  • What’s a categorization of business activities such as—
    • Marketing
    • Sales
    • Production
    • HR
    • Finance
    • Materials Management
    • Accounting

Lecture 2 Sep 19 2005

function or process28
Function or Process?
  • What is most common form of organization?
  • What form do most firms establish when growing?
  • Line __ are related to organizational primary goals?
  • Staff ___ are related to supporting the primary value chain?
  • What is organized around OUTCOMES?
  • What is the advantage of being organized around OUTCOMES?

Lecture 2 Sep 19 2005

function
Function
  • Advantages
    • Reduced training costs (peers together)
    • Expertise fostered
    • Reduced task-switching time
    • Easier workforce scalability
  • Disadvantages
    • Internal, parochial focus
    • Limited connections between functions
    • Silo effect
    • Rigidity

Lecture 2 Sep 19 2005

process
Process
  • "A specific ordering of work activities across time and place with a beginning, an end, and clearly identified inputs and output." (Davenport, Process Innovation: Reengineering Work through Information Technology, HBSP, 1993).

Lecture 2 Sep 19 2005

major trends
Major Trends
  • Globalization of business activities
  • Increased velocity of change
  • Relationships organized around process – supply chain versus functions

Lecture 2 Sep 19 2005

traditional is management
Traditional IS Management

Lecture 2 Sep 19 2005

model for today
Model for Today

Lecture 2 Sep 19 2005

the 3 basic business processes
The 3 Basic Business Processes

Lecture 2 Sep 19 2005

it management challenges
IT management challenges
  • With IS professionals?
    • gain more credibility for 
      • appropriate operational management ability
      • getting resources and keeping word
  • With end users?
    • gain more understanding of Information System's
      • potentials
      • realities
      • limitations
      • process orientation
  • With upper management?
    • gain more credibility on:
      • budgets, 
      • due dates, 
      • relevance

Lecture 2 Sep 19 2005