1 / 35

Basics of Organizational Governance and HR Management

This lecture, dated September 19, 2005, explores the fundamentals of Human Resource Management (HRM) and leadership, drawing on the Flamholtz Leadership Effectiveness Framework. Key topics include the components of IT-HRM, the nature of management and technology, hiring practices, employee turnover and retention strategies, career development, training, compensation, and performance appraisal. The session is designed for new managers, focusing on what information they should gather about their staff and effective leadership styles for team integration.

bracha
Download Presentation

Basics of Organizational Governance and HR Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. IS 483 Lecture 2 HRM Basics on Organizational Goverance Lecture 2 Sep 19 2005

  2. 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

  3. 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

  4. 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

  5. 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

  6. 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

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. 5. Compensation • Tied to performance – usually • Tied to company service? • Fixed / Variable components Lecture 2 Sep 19 2005

  13. 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

  14. Some additional IT - HRM • Finding needed skills • Keeping talented employees • Comp is know enough • Ideas? Lecture 2 Sep 19 2005

  15. Ornganizational Basics Lecture 2 Sep 19 2005

  16. 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

  17. 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

  18. 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

  19. 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

  20. 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

  21. 4 Primary Management Responsibilities • 1. Planning • 2. Organizing • 3. Leading • 4. Exerting Control Lecture 2 Sep 19 2005

  22. Planning • Developing the goals • Planning strategies/tactics Lecture 2 Sep 19 2005

  23. Organizing • The allocation of resources to achieve goals • People • Money • Capital equipment • Information • Self-managing work teams versus hierarchies Lecture 2 Sep 19 2005

  24. 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

  25. Exerting Control • Monitoring progress towards meeting goals • Evaluating progress towards meeting goals • Updating • Modifying • Discarding Lecture 2 Sep 19 2005

  26. Function versus Process • What are functions? • What are processes? • What is different between function and process? Lecture 2 Sep 19 2005

  27. 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

  28. 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

  29. 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

  30. 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

  31. Major Trends • Globalization of business activities • Increased velocity of change • Relationships organized around process – supply chain versus functions Lecture 2 Sep 19 2005

  32. Traditional IS Management Lecture 2 Sep 19 2005

  33. Model for Today Lecture 2 Sep 19 2005

  34. The 3 Basic Business Processes Lecture 2 Sep 19 2005

  35. 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

More Related