MSE 608BManagement of Engineering Professionals Professor: Dr. Mark Rajai Prepared By: Dhruv, Rijul Ashwin
Audio Lecture 1 - Hiring An important part of this aspect is to hire people for your company. Composing job advertisements to interviewing to making an offer of employment by abiding to laws to avoid legal troubles like discrimination or invasion of privacy claims.Four typical steps of Hiring:1. Preliminary process: Assessing the needs and requirements for the job. Job responsibilities can’t be unknown or ambiguous. Checklist includes: Write out a job description and performance assessment criteria. Identify the corporate structure and tasks and skills required for the job. Identify potential for changes in the job and the training and support that will be provided. Identify the requirement for contact with customers and need for the urgency in the job. Identify why someone would want to work for your company. Identify the salary range for the position and how it compares to what other companies are paying for that skill. Job responsibilities are clearly outlined. Now the search for the right candidate begins. Proper hoardings to be listed while constructing or posting an advertisement. Intent to be fair needs to be shown in order to not be discriminatory.2. Search procedure: Preference to internal employees is given before searching external applicants.Typical candidate search methods include: Identifying internal candidates who can transfer. Direct mail to professional association mailing lists. Place job ads in local publications and on job boards’ Second level. Accepting online and in person applications and resumes and employee referrals. Posting announcements on campuses, speaking at classes, or registering at the career office. Holding an open house at your facility. Asking customers for referrals. Place job descriptions on your website.3. Screening process: High volumes of applications are received and only shortlisted candidates are interviewed. Do not suggest to the candidates that they are not likely to be interviewed. Do not meet privately with them; Never discuss any possible area of questioning with any of the candidates. If a member of staff has a close relationship with the candidates, they should not be involved in the appointment process. Internal applicants should always be notified if their application is not successful.Typical resume problems: Spelling errors, typos, poor grammar, and poor font choice and formatting. Resume is duly oriented and reads like a job description. Incomplete or inaccurate contact information. Functional rather than chronological presentation. Clear lack of qualifications for the job for which the candidate is applying. Failure to identify industry or products relevant to candidate’s expertise. After resume selection process, interview or screening process begins, open ended questions need to be asked and summarization of applicant’s answer needs to be done in order to select the perfect candidate for the job.4. Candidate selection: Narrow candidate list and gather enough background information Compare the job description, requirements, and qualifications to the candidates you interviewed. The hiring decision should be based on job related criteria only. Mannerisms of candidates need to be considered.
Audio Lecture 2 - Firing At some point of time every employer finds it necessary to fire an employee. While there is no guaranteed way to prevent it, employers could decrease the chance of it and ensure a powerful defense in the event that a termination is disputed.Employment relationships Contractual: Terminations must always be in accordance with the terms of the contract, if one exists. At will: Terminate can occur, without notice or cause by either employee or employer.Resignations: Categories for quitting Unavoidable: Marriage, maternity, relocation, family, etc. Avoidable: dissatisfaction with management, perceived lack of promotion opportunities, dissatisfaction with policies/procedures.Shortcoming of human resource management Dissatisfaction with pay Lack of uniformity with company policiesResignation procedure Request signed letter Set departure dateDismissals: Terminations initiated by company after careful consideration after all steps to salvage theemployee have been failed.Reasons: Unsatisfactory performance: Persistent failure to perform assigned job duties or meet minimum standards. Misconduct: Deliberate and willful violation of the companies or department rules. Change of job requirements: Employees inability of meeting defined goals and objectives, as a result of a change in the scope of nature of the job. Lack of qualification for the job: Employees inability of meeting defined goals and objectives, even though the employee has a good work attitude. Unsatisfactory performance: Excessive absenteeism, tardiness, lack of performance, undesirable attitude.Preventing dismissals: Discuss problems with employees before they become insurmountable. Set regular progress meetings to discuss performance. Document employee’s status. Look for other possible positions for the employee. Don’t pass a problem employee to another department.Dismissal procedure: Oral warning: First stage of disciplinary procedure Written warning: Second stage of disciplinary procedure Final written warning: Third stage of disciplinary procedure prior to termination Termination: Fourth stage of disciplinary procedureEmployee reactions: Never argue with an employee to justify a termination decision and stick to facts. If an employee asks what they can do to get the decision reversed, inform them that the decision is final. If an employee cries, you should allow them ample time to recover, but do not apologize. If an employee shouts or curses, you should state in a normal tone of voice that the meeting will not continue until they calm down. If a terminated employee makes a threat of a lawsuit, you should either not respond or make a neutral comment and call a witness if an employee makes a violent threat or call security.Conclusion: Guidelines need to be followed to prevent firing since it’s not an easy process.
Audio Lecture 3 - EvaluationPerformance management vs. Performance appraisal Performance management: Year long process of setting goals and objectives along with continual coaching and feedback. Performance appraisal: a performance management tool to evaluate employee performance throughout the year or evaluation period.The need for Performance appraisal systems: Good HR practice Facilitate communication between supervisors and employees Provide a framework of goals and standards from which to measure performance Act as a forum for individual career developmentExpectations of a manager: Goal setting Coaching and feedback Observing and documenting Counseling and motivating Planning the appraisal Conducting the appraisalSeven appraisal methods:1. Global essays and ratings: Manager writes employee appraisal form2. Peer ranking: Managers rank employees with respect to other employees3. Organizational records: Managers appraise employees entirely on hard data4. Trait rating: Managers focuses on specific traits valued by the company5. Critical incidents: Manager collects ‘critical incident’ data both positive and negative6. Behaviorally based scales & behaviorally anchored rating scales: Most elaborate, systematic and ‘scientific’ method and very closely job-relevant but most expensive7. Objectives and goal-setting procedures: compares expected performance with actual performance The optimal appraisal method – Hybrid Depends on each company’s values and priorities. At the very least, two of the last four methods discussed should have some part in a functioning appraisal system. Requires support of upper management to be effective.Eight potential appraisal pitfalls: Inadequately defined standards of performance Over-emphasis on recent performance Reliance on gut feelings Miscomprehension of performance standards by employee Insufficient or unclear performance documentation Inadequate time allotment for the discussion Too much talking by the manager/supervisor Lack of follow-upImportant aspects of the performance appraisal: Salaries Promotions CounselingConclusion: Appraisal is a serious process. Care must be taken to be fair to all employees.
Audio Lecture 4 - Conflict Conflict is simply defined as a disagreement in the organization involving two or more parties. Conflicts arise when there are mismatch of values, attitudes and beliefs between parties.Conflict management:1. Types of conflicts: Destructive: Participants yelling, vocalizing harshly, gossiping negatively, destroying property, results in anger, loss of company loyalty, increased error rates and decreased productivity Constructive: Controlled discussions, friendly participations, debate problems and problem solving teams, results in clarification & resolution of problems, purposeful communication, increased productivity, emotional release to reduced stress2. Sources of conflict: Conflicts with a peer: Personality differences, cultural differences, political & religious differences, different viewpoints Conflicts with a subordinate: Ineffective communication, minimized decision-making involvement, disagreement over responsibilities, insufficient resources, leadership problems, personality mismatch3. Recognizing situations of (negative) conflict: Employee rude or withdrawn, destructive behavior, decreased morale, poor work product, a loss in productivity.4. Techniques for conflict resolution:a. Conflicts with a peer Build a personal awareness Clarify your conflict view Step outside of your own perspective Brainstorm solutions Create an action plan Implement the action planb. Conflicts with a subordinate A manager can exercise influence over the environment Adhere to six steps for handling a peer conflictc. Five strategies: Strategy 1: Avoidance – no winner, no loser Strategy 2: Collaboration – both parties win Strategy 3: Competition – Win, lose Strategy 4: Accommodation – lose, win Strategy 5: Compromise – Win some, lose somed. Alternative Dispute Resolution (ADR) Resolve conflicts between the employee & employer, instead of litigation Psychologists, counselors and lawyers deal with issues at many levels Benefits of ADR: saves money, empowers employees, heal rifts & restore relationships5. Prevention:A manager should be: Professional but approachable Lead by example Provide an open and honest environment Express sympathy with sincerity Actively seek solutions to problemsConclusion: An increased awareness adhering to the work principles is a key to avoid destructive conflictsand thrive on efforts to convert them into constructive conflicts.
Video Lecture 1 - Course Overview Summary One of the most innovative online courses offered for the Master’s program in CSUN is taught by Dr. Mark Rajai. A perfect blend of important attributes like time management, effective leadership, self-management, etc. are taught in this course. Not many questions or doubts can be raised since the course overview video covers everything that needs to be done which also includes the final project. It’s a self-managed, self-paced class which will help in being a better manager using accurate time management tools. A structured overview of what needs to be done every week is included in the course syllabus.Course website: http://sites.google.com/site/mse608b/final-project-guidelines. All contents of this courseare readily available through this link.Textbook: Custom Business Resources CSUN MSEM Professional Management, Creating the Future,Innovative Leaders, Edited by Dr. Mark RajaiLecture Notes: It includes various important notes that are to be used as reference for the final project.Reference books: Free download available. It turns out to be a very valuable source when an individualsearches for a job.Audio and Video Lectures: These are the main components of this class. There are four audio lectures inthe course website that the students must listen and summarize each one of them into a one-page summery. Hiring Firing Evaluation Conflict There are two video lectures; students need to listen and summarize the course overview and learn and take notes for further use. Course Overview Effective LeadershipCourse grading: 20% Audio Video Lecture Summaries (All summaries attached in one file) 25% Midterm: It includes questions from textbook, assignments and discussion & lecture notes. 30% Final project: Presentation (5%) (Video preferred), Formal report (25%) 25% Final exam: Preparing the course websiteStudent samples: Reference student samples needs to be used to build a creative website which will be apart of the final examination.Final Project: Preparation of the final research assignment with a team of four people. It should include 8-10 final report along with a 10-12 minutes PowerPoint presentation. (preferably video) Selection of 1 out of the 11 topics mentioned in the course website. Following the guidelines by including at least 10 recent (2005-2009) references and 20% of self- contribution. Plagiarism is strictly prohibited.Communication: Moodle: Finally, logging into moodle website is required for future communication purposes. Weekly agenda, discussion board, assignments, midterms and final exams along with final project need to be endured by uploading it on moodle.