大一大一下学习管理学

1、1Essentials of ManagementHarold Koontz Heinz Weihrich8rd ed.An International PerspectiveSurrey International Institute, DUFEZhenhua LIUHuman Resource Management and Selection2Chapter 11Surrey International Institute, DUFEZhenhua LIU2012. 053CHAPTER OBJECTIVESDefine the managerial function of staffin

2、g.Describe the systems approach to human resource management.Explain the management inventory and the factors in the external and internal environment affecting staffing.Explain the policy of open competition and ways to make staffing more effective.Summarize important aspects of the systems approac

3、h to manager selection.CHAPTER OBJECTIVES4CHAPTER OBJECTIVESAnalyze position requirements, important characteristics of job design, and personal characteristics needed in managers.Describe the process of matching manager qualifications with position requirementsDiscuss the orientation and socializat

4、ion process for new employeesCHAPTER OBJECTIVESDEFINITION OF STAFFINGStaffing is filling, and keeping filled, positions in the organization structure.5THE SYSTEMS APPROACH TO HRM:AN OVERVIEW OF THE STAFFING FUNCTION 6Factors Affecting the Number and Kinds of Managers RequiredThe number of managers n

5、eeded in an enterprise depends not only on its size but also on the complexity of the organization structure.7 Manager Inventory Chart8Determination of Available Managerial Resources:The Management Inventory Keeping abreast of the management potential within a firm can be done by the use of a manage

6、ment inventory chart.9Analysis of the Need for ManagersExternal and Internal Information Sources.10SITUATIONAL FACTORS AFFECTING STAFFING External factors include the level of education, the prevailing attitudes in society (such as the attitude toward work), the many laws and regulations that direct

7、ly affect staffing, the economic conditions, and the supply of and demand for managers outside the enterprise .11Internal factors that affect staffing include, for example, organizational goals, tasks, technology, organization structure, the kinds of people employed by the enterprise, the demand for

8、 and the supply of managers within the enterprise, the reward system, and various kinds of policies.12SITUATIONAL FACTORS AFFECTING STAFFING Definition of Managerial SelectionSelection is the process of choosing from among candidates, from within the organization or from the outside, the most suitab

9、le person for the current position or for future positions.13SYSTEMS APPROACH TO SELECTION14POSITION REQUIREMENTS AND JOB DESIGNSelecting a manager effectively requires a clear understanding of the nature and purpose of the position that is to be filledAn objective analysis of position requirements

10、must be made, and, the job must be designed to meet organizational and individual needs15POSITION REQUIREMENTS AND JOB DESIGNPositions must be evaluated and compared so that the incumbents can be treated equitablyAmong other factors to consider are the skills required-technical, human, conceptual, a

11、nd design-since these vary with the level in the organizational hierarchy and the personal characteristics needed by managers (Chapter 1)16Job DesignPeople spend a great deal of time on the job, and it is therefore important to design jobs so that individuals feel good about their work.17SKILLS AND

12、PERSONAL CHARACTERISTICS NEEDED IN MANAGERSAnalytical and Problem-Solving AbilitiesPersonal Characteristics Needed by Managers:Desire to ManageCommunication Skills and EmpathyIntegrity and HonestyPast Performance as a manager18Intragroup and Intergroup CommunicationIntragroup communication, that is,

13、 communication with people in the same organizational unit Intergroup communication is communication not only with other departments but also with groups outside the enterprise 19MATCHING QUALIFICATIONS WITH POSITIONAfter the positions are identified, managers are obtained thorough recruitment, sele

14、ction, placement, and promotion.Two sources of managerial personnel:1. promotion or transfer of people from within the enterprise2. hiring from the outside20Recruitment of ManagersRecruiting involves attracting candidates to fill the positions in the organization structure. Before recruiting the pos

15、ition requirements must be clearly identified to facilitate recruitment from the outside.21Selection, Placement, and Promotion In the selection approach, applicants are sought to fill a position with rather specific requirements In the placement approach, the strengths and weaknesses of the individu

16、al are evaluated, and a suitable position is found or even designedPromotion is a change within the organization to a higher position that has greater responsibilities and requires more advanced skills 22The Peter Principle Managers tend to be promoted to the level of their petenceSpecifically, if a

17、 manager succeeds in a position, this very success may lead to promotion to a higher position, often one requiring skills that the person does not possess 23SELECTION PROCESS, TECHNIQUES, AND INSTRUMENTSThe Selection ProcessInterviewsTestsAssessment Centers24Validity and ReliabilityValidity is the d

18、egree to which the data predict the candidates success as a manager Reliability refers to the accuracy and consistency of the measurement 25Commonly Used TestsIntelligence testsProficiency and aptitude tests Vocational testsPersonality tests26What is an Assessment Center?The assessment center is a technique for selecting and promoting managers. 27Orientation of New EmployeesOrientation involves the introduction of new employe