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IS 483 Lecture 2

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

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  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

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