notes_MGMT101_summary of the book

B specialization smith and his pin factory and

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b. Specialization (smith) and his pin factory, and taylorism (scientific mgmt) by Frederick taylor, which breaks each job down, and describes how it is done. Then gives that specific job to a person with the description (production line) c. Job re-design activities (if it says 2, then its enlargement and enrichment) c.i. Simplification – reducing the tasks each person is responsible for c.ii. Enlargement – increasing the tasks each person does (reduces boredom) c.iii. Enrichment – increases degree of responsibility (empowers them) d. Hackman/Olman Job characteristics – determines workers’ motivation d.i. Skill variety – uses a wide range of skills, abilities, and knowledge (KSAs) d.ii. Task identity – worker is involved in all tasks of the job from beg to end d.iii. Task significance – worker feels the task has meaning to the organization or ppl outside of it d.iv. Autonomy – employee has freedom to schedule tasks and carry them out d.v. Feedback – worker gets direct info about how they’re doing e. Scientific mgmt (theory x) – managers know best, people are motivated extrinsically
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f. Job characteristics model (theory y) – employees have insights, people are motivated by challenges g. ***Look at diagrams from powerpoint in lecture h. Interdependece – degree to which workers rely on each other to accomplish tasks h.i. Pooled (no interdependence) – don’t interact or communicate h.ii. Sequential – scheduled (line) h.iii. Reciprocal (most interdependent) – constant communication 9. Lecture 8: HR mgmt READ SLIDES 18-22 AND 30 WK11 a. Strategic HRM – process by which manager design components of an HRM system to be consistent w each other and the organizations goals b. Efficiency, quality, innovation, and responsiveness are building blocks of competitive advantage c. Six sigma – quality improvement plans d. Components of HRM: d.i. Recruitment and selection – d.ii. Training and development – ongoing process to ensure skills for current and future productivity d.iii. Performance appraisal and feedback – provides manager w info to make good hr decisions (control and reward systems) and is developmental to employees d.iv. Pay and benefits- pay based on performance and benefits based on membership in the organization d.v. Labor relations – steps taken to have good relationships w labor unions d.vi. Each component affects the others e. Legal environment – Equal employment opportunity (EEO) Commission (C). See p 373 for chart. f. Person-Job fit – when KSAs of a person match the job. The two ways to approach is are recruitment and selection and development and training g. Recruitment (developing a pool of applicants) and selection (choosing someone). Prior to this they must do: g.i.1. HR planning – all activities for forecasting current and future hr needs. They make demand and supply forecasts of qualified labor for now and later.
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