SECTION BB WEDNESDAY 20:30 – 23:00 BARRY KAUFMAN, M.Sc.(Admin), SCMP Housekeeping Chapter 6: Communication (conclusion) Chapter 7: Human Resources Exam Preview Next Class February 15th Reflection 1 Due February 19th Mid-Term Exam (Chapters 2-7) In Class, Multiple Choice 60 Questions February 26th No Class – Reading Week March 26th Reflection 2 Posted April 5th Reflection 1 Due TBD Final Exam Chapter 6 Managing Communication and Information Technology (IT) Created by: Margaret Law MacEwan University Verbal communication: encoding of messages into words, either written or spoken Nonverbal communication: encoding of messages by means of facial expressions, body language, and styles of dressing Organizational Communication Networks and Channels Five formal communication networks available to managers: The Wheel: manager at centre plays role of liaison and integrates work groups by controlling information The Circle: used among work groups who collaborate using file sharing and reply-all email The All-Channel: allows information to flow freely among and between members of work unit The Chain: either horizontal or lateral communication among people at same level or formal top-down or bottomup vertical networks The “Y”: branches out from a chain to reach others • Grapevine: communicating information throughout an organization based on gossip or cluster network Figure 6.5 Choosing a Communication Network and Channel • No one “best” communication network or medium • Most appropriate choice depends on several variables: Level of information richness needed Sensitivity of information involved Time constraints Need for permanent record Figure 6.6 Managers cannot plan, organize, lead, and control effectively unless they have access to information Data: raw, unanalyzed facts such as volume of sales, level of costs, or number of customers Data management processes: enable relevant and timely information to flow to managers when they need it most to gain a competitive advantage. Information: data organized in a meaningful fashion, such as in a graph showing changes in sales volume or costs over time. Figure 6.7 Information technology (IT): methods or techniques for acquiring, organizing, storing, manipulating, and transmitting information A management information system (MIS): technology that managers select and use to generate the specific, detailed data they need to perform their roles effectively. Much of management (planning, organizing, leading, and controlling) is about making decisions: Depends on ability to acquire and process information Need information from both inside and outside of the company Big data: large sets of data from consumers, competitors, employees, suppliers, and others Analytics: process of examining data to uncover hidden patterns, unknown correlations, market trends, customer preferences, and the like Managers achieve control over organizational activities by: Establishing measurable standards of performance or goals Measuring actual performance Comparing actual performance against established goals Evaluating results and taking corrective action if necessary These steps all require high quality, timely, complete and relevant information Cybersecurity: processes and strategies to keep information safe and protected against unauthorized use Hacking Data breaches Malware Obligation to keep personal data private and secure Legislation including: Consumer Privacy Protection Act Personal Information Protection and Electronic Documents Act (PIPEDA) Required to report breaches Impact of working from home with reduced security Coordinating department and divisional activities to achieve organizational goals is a basic task of management. Pandemic increased people working from home and new challenges to coordination Technology supported communication and sharing of information. Social media strategy has three interrelated functions: It communicates the brand or identity of the organization—telling the potentially massive audience who they are and what they stand for, with very little investment. It allows rapid and real-time engagement with peers, suppliers, employees, customers, communities, and anyone else in an easy, accessible, and direct way. It provides the opportunity to learn from instant feedback and gather instant statistics and data on the users. Figure 6.8 1. Spend time identifying the target audience. 2. Craft a well-thought-out message. 3. Choose the correct Internet sites. 4. Provide engaging material, not just promotions. 5. Monitor and measure the effectiveness of social media sites. Figure 6.9 Chapter 7 Managing Human Resources LO1 Describe the legal framework of human resource management in Canada and why effectively managing diversity is good for business. LO2 Explain why strategic human resource management and human resource planning can help an organization gain a competitive advantage. LO3 Describe the five components of human resource management and explain how they fit together with the strategy and structure of the organization. LO4 Explain the role of the human resource manager in dealing with workplace harassment. Figure 7.2 HR manager has responsibility to avoid: Intentional discrimination: deliberately using prohibited grounds, such as race, religion, and sex, when making employment decisions Unintentional discrimination: unfair practices and policies that that are unrelated to the job and have adverse impact on specific groups Legislation Canadian Labour Code 2. Employment Equity Act 3. Canadian Human Rights Act. 1. Effectively managing diversity can improve organizational effectiveness: closes the skills gap encourages cultural intelligence among employees increases employee engagement and collaboration ethical imperative; unfair treatment is also illegal Human resource management: activities that managers engage in to attract and retain employees and to ensure they perform at a high level and contribute to accomplishing organizational goals Five major components: 1. Recruitment and selection 2. Training and development 3. Performance appraisal & feedback 4. Pay and benefits 5. Employee engagement Human resource planning: activities managers use to forecast current and future needs for human resources Workforce planning: analyzing gap in current and future needs, developing strategies to meet needs and implementing and evaluating strategy Must be done prior to recruitment and selection: Demand forecasts estimate the qualifications and numbers of employees an organization will need Supply forecasts estimate the availability and qualifications of current employees now and in the future and those in external labour market Figure 7.4 Outsourcing: using outside suppliers and manufacturers to produce goods and services Two reasons for outsourcing: Increased flexibility, especially when forecasting HR needs is difficult, fluctuating or difficult to find 2. Lower cost to organization 1. • • • No benefits for employees Extend contracts only when work is needed No investment in training Job analysis: process of identifying: the tasks, duties, and responsibilities that make up a job (the job description) the knowledge, skills, and abilities needed to perform the job (the job specifications) Includes an analysis of the skill variety, task identity, task significance, degree of autonomy, and the degree to which doing the job itself provides the worker with feedback • Personal replacement charts: graphic illustrations of current positions, who holds them, and whether they have the skills and qualifications necessary for succession planning • Job analysis: can be completed through observation, interviews, questionnaires 1. Recruitment and selection 2. Training and development 3. Performance appraisal and feedback 4. Pay and benefits 5. Employee engagement • Recruitment: activities that managers use to develop a pool of qualified candidates for open positions External recruiting: • Looking outside organization (e.g., advertising in newspapers, open houses, career fairs, job sites, etc.) • Informal networks, employment agencies Internal recruiting: Looking at existing employees to fill open positions Employees want either lateral moves (job changes that entail no major changes in responsibility or authority levels) or promotions • Selection tools must be valid and reliable: Valid selection technique: test or tool that measures the candidates’ likely success or failure in performing the job Reliable selection technique: yields consistent results when repeated over time Figure 7.6 Figure 7.8 Not discussed is the importance of letting people go from an organization. What is the best way to do this? • Orientation: introduction to the culture, norms, policies, values, vision and mission of the organization Training: teaches organizational members how to perform current jobs and acquire knowledge / skills Development: builds worker’s knowledge / skills to enable them to take on new duties and responsibilities Needs assessment: determines which employees need training or development and what types of skills or knowledge they need to acquire Performance appraisal evaluation of employees’ job performance and contributions to their organization Performance feedback process through which managers share performance appraisal information with subordinates, give subordinates an opportunity to reflect on their own performance, and develop, with subordinates, plans for the future Contribute to effective management of HR in two ways: Important information on which to base HR decisions (e.g., raises, bonuses, promotions, etc.) Encourages high levels of employee motivation and performance • Trait Appraisal: assess subordinates on personal characteristics relevant to job performance Behaviour Appraisal: assess how workers perform their jobs – actual actions and behaviours exhibited on job Graphic Rating Scale Method: score employee on specific characteristics that reflect performance levels Results Appraisal: appraise performance by the results or the actual outcomes of work behaviours • 360-Degree Performance Appraisals provides appraisals from a variety of people in a position to evaluate a manager’s performance: Peers Subordinates Superiors Clients • Managers must provide their subordinates with performance feedback: Formal appraisals conducted at set times of the year and based on predetermined performance dimensions / measures Informal appraisals unscheduled appraisals of ongoing progress and areas for improvement Purpose of performance feedback? Helps determine how to distribute pay raises and bonuses To encourage high levels of motivation and performance • Guidelines for giving effective performance feedback: Be specific and focus on behaviours or outcomes that are correctable and within worker’s ability to improve Focus on problem-solving and solution-finding, not criticizing Express confidence in worker’s ability to improve Provide performance feedback both formally and informally Praise instances of high performance and areas of job in which employee excels Avoid personal criticisms and treat subordinates with respect Agree to a timetable for performance improvements • Pay includes base salaries, pay raises, bonuses Determined by characteristics of organization and the job and levels of performance • Benefits include sick days, vacation days, medical / life insurance, etc. Based on membership in an organization not level of job • Pay level: how an organization’s pay incentives compare to other firms in the industry employing similar kinds of workers Managers must decide to offer relatively low, average or high wages • Pay structure: clusters jobs into categories based on relative importance to organization and its goals, level of skills required, and other characteristics Mandatory benefits vary across provinces Organizations required to pay into workers’ compensation, social insurance and employment insurance At their discretion, employers provide additional benefits: Extended health insurance, dental insurance, vacation time, pension plans, life insurance, flexible working hours, company-provided daycare, employee assistance and wellness programs Cafeteria-style benefit plans: allow employees to choose the best mix of benefits for them Employee engagement: activities to ensure that fair and consistent treatment of all employees Requires cooperation between managers and an HR employee relations representative Company policies must be followed and problems dealt with efficiently and effectively Employee attitude surveys measure worker’s likes and dislikes of job / working conditions Employee assistance programs (EAPS) help employees cope with personal issues that interfere with job performance Labour relations: activities to ensure an effective working relationship with the labour unions that represent their employee’s interests Process of labour relations: Figure 7.13 Workplace harassment: any behaviour directed toward an employee that is known to be or ought to be known to be offensive and unwelcome Two common forms: Abuse of authority: when legitimate power vested in a position is used improperly to influence behaviour of an employee Sexual harassment: unwelcome behaviour of a sexual nature that negatively affects work environment or leads to adverse job-related consequences Quid pro quo sexual harassment: asking or forcing an employee to perform sexual favours in exchange for some reward or to avoid negative consequences Hostile work environment sexual harassment: employees are faced with an intimidating, hostile or offensive work environment because of their gender E.g., lewd jokes, sexually oriented comments, displays of pornography, sexually oriented remarks about someone’s physical appearance 1. Develop and clearly communicate a workplace harassment policy endorsed by top management 2. Use a fair complaint procedure to investigate charges of sexual harassment 3. When it has been determined that harassment has taken place, take corrective actions as soon as possible 4. Provide workplace harassment education and training to all employees, including managers Sample test on Moodle LO1 Explain the importance of understanding the organizational environment for managerial success. LO2 Identify the main forces in an organization’s external environment and the challenges these forces present to managers. LO3 Explain the changes in the global economy that lead to opportunities and threats for managing organizations. LO4 Explain the ways managers can minimize threats and uncertainty from forces in the external environment. LO5 Evaluate the major challenges managers face in gaining a competitive advantage in the global economy. LO1 Differentiate between programmed and nonprogrammed decisions and explain why non-programmed decision making is a complex, uncertain process. LO2 Compare the assumptions that underlie the classical and administrative models of decision making. LO3 Describe the seven steps managers can take to make sound decisions. LO4 Explain how cognitive biases can affect decision making and lead managers to make poor decisions. LO5 Explain the role played by ethics, corporate social responsibility, and organizational learning in helping managers improve their decisions. LO1 Describe how planning and strategizing are related to organizational performance and competitive advantage. LO2 Describe planning as a five-step process. LO3 Explain how managers use planning techniques to evaluate the opportunities and threats in the organization’s environment and to formulate strategy. LO4 Differentiate among corporate-level, business-level, and functional-level strategies. LO5 Describe how managers implement strategy and evaluate its success. LO1 Identify the elements involved in designing organizational structures. LO2 Explain how managers arrange tasks to create jobs that are motivating and satisfying for employees. LO3 Describe how managers cluster jobs into departments and units. LO4 Explain the ways that managers allocate authority and decision-making responsibilities. LO5 Evaluate the factors that managers consider when deciding on a formal or flexible overall structure. LO1 Explain why effective communication helps an organization gain a competitive advantage. LO2 Describe the communication process and communication styles. LO3 Describe the organizational communication networks and channels available to managers. LO4 Explain how vital information management is to gaining a competitive advantage. LO5 Describe how managers are using social media to communicate. LO1 Describe the legal framework of human resource management in Canada and why effectively managing diversity is good for business. LO2 Explain why strategic human resource management and human resource planning can help an organization gain a competitive advantage. LO3 Describe the five components of human resource management and explain how they fit together with the strategy and structure of the organization. LO4 Explain the role of the human resource manager in dealing with workplace harassment. Mid-Term Exam Mid-Term Exam