最新管理學課件完美版英文版-1

1EssentialsofManagementHaroldKoontzHeinzWeihrich8rd

ed.AnInternationalPerspectiveSurreyInternationalInstitute,DUFEZhenhuaLIU1EssentialsofManagementHarol2Chapter11SurreyInternationalInstitute,DUFEZhenhuaLIU2012.05HumanResourceManagementandSelection2Chapter11SurreyInternationa3CHAPTEROBJECTIVESDefinethemanagerialfunctionofstaffing.Describethesystemsapproachtohumanresourcemanagement.Explainthemanagementinventoryandthefactorsintheexternalandinternalenvironmentaffectingstaffing.Explainthepolicyofopencompetitionandwaystomakestaffingmoreeffective.Summarizeimportantaspectsofthesystemsapproachtomanagerselection.CHAPTEROBJECTIVES3CHAPTEROBJECTIVESDefinethe4CHAPTEROBJECTIVESAnalyzepositionrequirements,importantcharacteristicsofjobdesign,andpersonalcharacteristicsneededinmanagers.DescribetheprocessofmatchingmanagerqualificationswithpositionrequirementsDiscusstheorientationandsocializationprocessfornewemployeesCHAPTEROBJECTIVES4CHAPTEROBJECTIVESAnalyzepoDEFINITIONOFSTAFFINGStaffingisfilling,andkeepingfilled,positionsintheorganizationstructure.5DEFINITIONOFSTAFFINGStaffingTHESYSTEMSAPPROACHTOHRM:

ANOVERVIEWOFTHESTAFFINGFUNCTION

6THESYSTEMSAPPROACHTOHRM:

AFactorsAffectingtheNumberandKindsofManagersRequiredThenumberofmanagersneededinanenterprisedependsnotonlyonitssizebutalsoonthecomplexityoftheorganizationstructure.7FactorsAffectingtheNumberaManagerInventoryChart8ManagerInventoryChart8DeterminationofAvailableManagerialResources:

TheManagementInventoryKeepingabreastofthemanagementpotentialwithinafirmcanbedonebytheuseofamanagementinventorychart.9DeterminationofAvailableManAnalysisoftheNeedforManagersExternalandInternalInformationSources.10AnalysisoftheNeedforManagSITUATIONALFACTORSAFFECTINGSTAFFING

Externalfactorsincludethelevelofeducation,theprevailingattitudesinsociety(suchastheattitudetowardwork),themanylawsandregulationsthatdirectlyaffectstaffing,theeconomicconditions,andthesupplyofanddemandformanagersoutsidetheenterprise.11SITUATIONALFACTORSAFFECTINGInternalfactorsthataffectstaffinginclude,forexample,organizationalgoals,tasks,technology,organizationstructure,thekindsofpeopleemployedbytheenterprise,thedemandforandthesupplyofmanagerswithintheenterprise,therewardsystem,andvariouskindsofpolicies.12SITUATIONALFACTORSAFFECTINGSTAFFING

InternalfactorsthataffectsDefinitionofManagerialSelectionSelectionistheprocessofchoosingfromamongcandidates,fromwithintheorganizationorfromtheoutside,themostsuitablepersonforthecurrentpositionorforfuturepositions.13DefinitionofManagerialSelecSYSTEMSAPPROACHTOSELECTION14SYSTEMSAPPROACHTOSELECTION1POSITIONREQUIREMENTSANDJOBDESIGNSelectingamanagereffectivelyrequiresaclearunderstandingofthenatureandpurposeofthepositionthatistobefilledAnobjectiveanalysisofpositionrequirementsmustbemade,and,thejobmustbedesignedtomeetorganizationalandindividualneeds15POSITIONREQUIREMENTSANDJOBPOSITIONREQUIREMENTSANDJOBDESIGNPositionsmustbeevaluatedandcomparedsothattheincumbentscanbetreatedequitablyAmongotherfactorstoconsideraretheskillsrequired--technical,human,conceptual,anddesign--sincethesevarywiththelevelintheorganizationalhierarchyandthepersonalcharacteristicsneededbymanagers(Chapter1)16POSITIONREQUIREMENTSANDJOBJobDesign Peoplespendagreatdealoftimeonthejob,anditisthereforeimportanttodesignjobssothatindividualsfeelgoodabouttheirwork.17JobDesign PeoplespendagreSKILLSANDPERSONALCHARACTERISTICSNEEDEDINMANAGERSAnalyticalandProblem-SolvingAbilitiesPersonalCharacteristicsNeededbyManagers:DesiretoManageCommunicationSkillsandEmpathyIntegrityandHonestyPastPerformanceasamanager18SKILLSANDPERSONALCHARACTERIIntragroupandIntergroupCommunicationIntragroupcommunication,thatis,communicationwithpeopleinthesameorganizationalunit

Intergroupcommunicationiscommunicationnotonlywithotherdepartmentsbutalsowithgroupsoutsidetheenterprise

19IntragroupandIntergroupCommMATCHINGQUALIFICATIONSWITHPOSITIONAfterthepositionsareidentified,managersareobtainedthoroughrecruitment,selection,placement,andpromotion.Twosourcesofmanagerialpersonnel: 1.promotionortransferofpeople fromwithintheenterprise 2.hiringfromtheoutside20MATCHINGQUALIFICATIONSWITHPRecruitmentofManagersRecruitinginvolvesattractingcandidatestofillthepositionsintheorganizationstructure.Beforerecruitingthepositionrequirementsmustbeclearlyidentifiedtofacilitaterecruitmentfromtheoutside.21RecruitmentofManagersRecruitSelection,Placement,andPromotion

Intheselectionapproach,applicantsaresoughttofillapositionwithratherspecificrequirements

Intheplacementapproach,thestrengthsandweaknessesoftheindividualareevaluated,andasuitablepositionisfoundorevendesignedPromotionisachangewithintheorganizationtoahigherpositionthathasgreaterresponsibilitiesandrequiresmoreadvancedskills

22Selection,Placement,andPromThePeterPrinciple

ManagerstendtobepromotedtotheleveloftheirincompetenceSpecifically,ifamanagersucceedsinaposition,thisverysuccessmayleadtopromotiontoahigherposition,oftenonerequiringskillsthatthepersondoesnotpossess

23ThePeterPrincipleManagerstSELECTIONPROCESS,TECHNIQUES,ANDINSTRUMENTSTheSelectionProcessInterviewsTestsAssessmentCenters24SELECTIONPROCESS,TECHNIQUES,ValidityandReliabilityValidityisthedegreetowhichthedatapredictthecandidate'ssuccessasamanagerReliabilityreferstotheaccuracyandconsistencyofthemeasurement25ValidityandReliabilityValidiCommonlyUsedTestsIntelligencetestsProficiencyandaptitudetestsVocationaltestsPersonalitytests26CommonlyUsedTestsIntelligencWhatisanAssessmentCenter?Theassessmentcenterisatechniqueforselectingandpromotingmanagers.

27WhatisanAssessmentCenter?TOrientationofNewEmployeesOrientationinvolvestheintroductionofnewemployeestotheenterprise,itsfunctions,tasks,andpeople.28OrientationofNewEmployeesOrOrganizationalsocializationisdefinedinseveraldifferentwaysAglobalviewincludesthreeaspects: AcquisitionofworkskillsandabilitiesAdoptionofappropriaterole behaviorsAdjustmenttothenormsandvalues oftheworkgroup

29Organizationalsocializationi30EssentialsofManagementHaroldKoontzHeinzWeihrich8rd

ed.AnInternationalPerspectiveSurreyInternationalInstitute,DUFEZhenhuaLIU1EssentialsofManagementHarol31Chapter11SurreyInternationalInstitute,DUFEZhenhuaLIU2012.05HumanResourceManagementandSelection2Chapter11SurreyInternationa32CHAPTEROBJECTIVESDefinethemanagerialfunctionofstaffing.Describethesystemsapproachtohumanresourcemanagement.Explainthemanagementinventoryandthefactorsintheexternalandinternalenvironmentaffectingstaffing.Explainthepolicyofopencompetitionandwaystomakestaffingmoreeffective.Summarizeimportantaspectsofthesystemsapproachtomanagerselection.CHAPTEROBJECTIVES3CHAPTEROBJECTIVESDefinethe33CHAPTEROBJECTIVESAnalyzepositionrequirements,importantcharacteristicsofjobdesign,andpersonalcharacteristicsneededinmanagers.DescribetheprocessofmatchingmanagerqualificationswithpositionrequirementsDiscusstheorientationandsocializationprocessfornewemployeesCHAPTEROBJECTIVES4CHAPTEROBJECTIVESAnalyzepoDEFINITIONOFSTAFFINGStaffingisfilling,andkeepingfilled,positionsintheorganizationstructure.34DEFINITIONOFSTAFFINGStaffingTHESYSTEMSAPPROACHTOHRM:

ANOVERVIEWOFTHESTAFFINGFUNCTION

35THESYSTEMSAPPROACHTOHRM:

AFactorsAffectingtheNumberandKindsofManagersRequiredThenumberofmanagersneededinanenterprisedependsnotonlyonitssizebutalsoonthecomplexityoftheorganizationstructure.36FactorsAffectingtheNumberaManagerInventoryChart37ManagerInventoryChart8DeterminationofAvailableManagerialResources:

TheManagementInventoryKeepingabreastofthemanagementpotentialwithinafirmcanbedonebytheuseofamanagementinventorychart.38DeterminationofAvailableManAnalysisoftheNeedforManagersExternalandInternalInformationSources.39AnalysisoftheNeedforManagSITUATIONALFACTORSAFFECTINGSTAFFING

Externalfactorsincludethelevelofeducation,theprevailingattitudesinsociety(suchastheattitudetowardwork),themanylawsandregulationsthatdirectlyaffectstaffing,theeconomicconditions,andthesupplyofanddemandformanagersoutsidetheenterprise.40SITUATIONALFACTORSAFFECTINGInternalfactorsthataffectstaffinginclude,forexample,organizationalgoals,tasks,technology,organizationstructure,thekindsofpeopleemployedbytheenterprise,thedemandforandthesupplyofmanagerswithintheenterprise,therewardsystem,andvariouskindsofpolicies.41SITUATIONALFACTORSAFFECTINGSTAFFING

InternalfactorsthataffectsDefinitionofManagerialSelectionSelectionistheprocessofchoosingfromamongcandidates,fromwithintheorganizationorfromtheoutside,themostsuitablepersonforthecurrentpositionorforfuturepositions.42DefinitionofManagerialSelecSYSTEMSAPPROACHTOSELECTION43SYSTEMSAPPROACHTOSELECTION1POSITIONREQUIREMENTSANDJOBDESIGNSelectingamanagereffectivelyrequiresaclearunderstandingofthenatureandpurposeofthepositionthatistobefilledAnobjectiveanalysisofpositionrequirementsmustbemade,and,thejobmustbedesignedtomeetorganizationalandindividualneeds44POSITIONREQUIREMENTSANDJOBPOSITIONREQUIREMENTSANDJOBDESIGNPositionsmustbeevaluatedandcomparedsothattheincumbentscanbetreatedequitablyAmongotherfactorstoconsideraretheskillsrequired--technical,human,conceptual,anddesign--sincethesevarywiththelevelintheorganizationalhierarchyandthepersonalcharacteristicsneededbymanagers(Chapter1)45POSITIONREQUIREMENTSANDJOBJobDesign Peoplespendagreatdealoftimeonthejob,anditisthereforeimportanttodesignjobssothatindividualsfeelgoodabouttheirwork.46JobDesign PeoplespendagreSKILLSANDPERSONALCHARACTERISTICSNEEDEDINMANAGERSAnalyticalandProblem-SolvingAbilitiesPersonalCharacteristicsNeededbyManagers:DesiretoManageCommunicationSkillsandEmpathyIntegrityandHonestyPastPerformanceasamanager47SKILLSANDPERSONALCHARACTERIIntragroupandIntergroupCommunicationIntragroupcommunication,thatis,communicationwithpeopleinthesameorganizationalunit

Intergroupcommunicationiscommunicationnotonlywithotherdepartmentsbutalsowithgroupsoutsidetheenterprise

48IntragroupandIntergroupCommMATCHINGQUALIFICATIONSWITHPOSITIONAfterthepositionsareidentified,managersareobtainedthoroughrecruitment,selection,placement,andpromotion.Twosourcesofmanagerialpersonnel: 1.promotionortransferofpeople fromwithintheenterprise 2.hiringfromtheoutside49MATCHINGQUALIFICATIONSWITHPRecruitmentofManagersRecruitinginvolvesattractingcandidatestofillthepositionsintheorganizationstructure.Beforerecruitingthepositionrequirementsmustbeclearlyidentifiedtofacilitaterecruitmentfromtheoutside.50RecruitmentofManagersRecruitSelection,Placement,andPromotion

Intheselectionapproach,applicantsaresoughttofillapositionwithratherspecificrequirements

Intheplacementapproach,thestrengthsandweaknessesoftheindividualareevaluated,andasuitablepositionisfoundorevendesignedPromotionisachangewithintheorganizationtoahigherpositionthathasgreaterresponsibilitiesandrequiresmoreadvancedskills

51Selection,Placement,andPromTh