The document summarizes key aspects of conducting interviews for hiring candidates. It discusses different types of interviews like selection, appraisal, and exit interviews. It also covers structured vs unstructured interviews and different question formats like situational, behavioral, and job-related questions. The document provides guidelines for an effective interview including preparing questions based on the job duties, using the same questions for all candidates, taking notes, and establishing rapport with the interviewee.
The document is a chapter from a human resources textbook about training and developing employees. It discusses orienting new employees, describing the basic training process, identifying training needs, and different training methods like on-the-job training. It provides examples of task analysis forms and steps to conducting effective on-the-job training. Popular apprenticeship occupations are also listed.
The document provides an overview of employee testing and selection. It discusses the importance of careful selection, concepts of reliability and validity in testing, guidelines for validating tests, common types of tests used in selection like personality and skills tests, the legal and ethical considerations of testing, and how to conduct background investigations and reference checks. The document contains examples, figures, and tables to illustrate key points.
The document discusses various topics related to organizational behavior including job analysis methods, selection practices and devices, training and development programs, career development responsibilities, performance evaluation purposes and methods. It provides objectives for understanding these topics and examines concepts like interviews, written tests, simulation tests, types of training, and who should participate in performance evaluations.
The document discusses strategic human resource management and the HR scorecard. It outlines the strategic management process and explains the importance of aligning human resource strategies and activities with corporate strategies. The HR scorecard approach is presented as a way for HR to formulate policies and measure outcomes against organizational goals. Key aspects include defining business strategy, identifying required employee behaviors, and designing metrics to evaluate HR performance.
1. Performance management involves setting work standards, assessing performance through appraisals, and providing feedback to motivate and improve employee performance, while performance appraisal is a specific event.
2. The appraisal process includes defining job standards and goals, observing and measuring performance, documenting performance, and providing feedback through an appraisal interview.
3. There are several methods for appraising performance such as rating scales, critical incidents, management by objectives, with each having advantages and disadvantages. Problems to avoid include unclear standards, biases, and outside influences.
The document summarizes job design theory and the job characteristics model. It identifies five core job characteristics (skill variety, task identity, task significance, autonomy, feedback) and explains how they relate to employee motivation, performance, and satisfaction. It provides examples of jobs with high and low ratings on each characteristic and discusses how enriching jobs or varying work arrangements can improve motivation.
This document summarizes a case analysis of the company SOFT-PERFORMANCE (SP), which develops KPI management systems. [1] SP is owned and operated by two DTU students and employs other DTU students. [2] The analysis finds that demand for SP's sole product is decreasing as clients do not know how to use it properly and KPIs may no longer be relevant. [3] Recommendations include hiring experienced managers, developing new products, and improving organizational efficiency.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
The document is a chapter from a human resources textbook about training and developing employees. It discusses orienting new employees, describing the basic training process, identifying training needs, and different training methods like on-the-job training. It provides examples of task analysis forms and steps to conducting effective on-the-job training. Popular apprenticeship occupations are also listed.
The document provides an overview of employee testing and selection. It discusses the importance of careful selection, concepts of reliability and validity in testing, guidelines for validating tests, common types of tests used in selection like personality and skills tests, the legal and ethical considerations of testing, and how to conduct background investigations and reference checks. The document contains examples, figures, and tables to illustrate key points.
The document discusses various topics related to organizational behavior including job analysis methods, selection practices and devices, training and development programs, career development responsibilities, performance evaluation purposes and methods. It provides objectives for understanding these topics and examines concepts like interviews, written tests, simulation tests, types of training, and who should participate in performance evaluations.
The document discusses strategic human resource management and the HR scorecard. It outlines the strategic management process and explains the importance of aligning human resource strategies and activities with corporate strategies. The HR scorecard approach is presented as a way for HR to formulate policies and measure outcomes against organizational goals. Key aspects include defining business strategy, identifying required employee behaviors, and designing metrics to evaluate HR performance.
1. Performance management involves setting work standards, assessing performance through appraisals, and providing feedback to motivate and improve employee performance, while performance appraisal is a specific event.
2. The appraisal process includes defining job standards and goals, observing and measuring performance, documenting performance, and providing feedback through an appraisal interview.
3. There are several methods for appraising performance such as rating scales, critical incidents, management by objectives, with each having advantages and disadvantages. Problems to avoid include unclear standards, biases, and outside influences.
The document summarizes job design theory and the job characteristics model. It identifies five core job characteristics (skill variety, task identity, task significance, autonomy, feedback) and explains how they relate to employee motivation, performance, and satisfaction. It provides examples of jobs with high and low ratings on each characteristic and discusses how enriching jobs or varying work arrangements can improve motivation.
This document summarizes a case analysis of the company SOFT-PERFORMANCE (SP), which develops KPI management systems. [1] SP is owned and operated by two DTU students and employs other DTU students. [2] The analysis finds that demand for SP's sole product is decreasing as clients do not know how to use it properly and KPIs may no longer be relevant. [3] Recommendations include hiring experienced managers, developing new products, and improving organizational efficiency.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
This PowerPoint presentation covers key topics in developing operations strategy in a global environment, including:
- Developing missions and strategies to achieve competitive advantage through operations.
- The ten strategic operations management decisions companies must make.
- Issues in operations strategy and developing and implementing strategy globally.
- Four global operations strategy options: international, multidomestic, global, and transnational.
- Factors to consider in global product design, process design, facility location analysis, and managing the impact of culture and ethics.
This document provides an introduction to assessments, including definitions of diagnostic, formative, and summative assessments. It describes different types of assessments such as aptitude tests, personality tests, and work sample tests. The document also discusses objective and subjective tests, as well as how assessments are used for education, selection, recruitment, and development. It covers topics like raw scores, percentiles, and norm-based scoring of assessments.
How to run a user-centered, requirements gathering workshopFergus Roche
The document describes running a user requirements gathering workshop. It provides guidance on when to hold a workshop, the key elements to cover which are process mapping, generating requirements in context, and prioritization. It then walks through an example workshop scenario for improving voter turnout. The workshop involves splitting into groups to map the existing voting process, generate 50 new ideas to improve it, and then prioritize the top ideas against strategic objectives for the project. Guidance is also given on essential ingredients for a successful workshop, including having a clear plan and agenda.
The document discusses job design theory and the job characteristics model. It identifies five key job characteristics (skill variety, task identity, task significance, autonomy, feedback) that are positively related to employee motivation, performance, and satisfaction when jobs include high levels of these characteristics. Examples of jobs with high and low levels of each characteristic are provided. The job characteristics model and how it influences psychological states and work outcomes is also summarized.
The document outlines the key topics in Chapter 7 of an operations management textbook, which discusses process strategy. It covers four main process strategies - process focus, repetitive focus, product focus, and mass customization focus. For each strategy, it describes the characteristics including facilities organization, product flows, employee skills required, and comparisons of the strategies. It also discusses tools for process analysis and design, as well as new production technologies. The overall chapter aims to help students understand different process strategies and how to design effective production processes.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
The document outlines key topics in operations management including:
1. It provides learning objectives for the chapter on operations and productivity such as defining operations management, distinguishing between goods and services, and calculating productivity metrics.
2. It gives examples of organizational charts for different types of companies to illustrate the operations, marketing, and finance functions.
3. It describes the 10 critical decisions that operations managers must make, such as design of goods/services, quality management, and supply chain management.
This document discusses process strategies for operations management. It describes four main process strategies: process focus, repetitive focus, product focus, and mass customization. For each strategy, it outlines the key characteristics including typical production setup, skills required, inventory levels, and scheduling complexity. The document also covers tools for analyzing processes like flowcharts, process charts, and value stream mapping. Finally, it discusses considerations for designing service processes and techniques like service blueprinting.
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
B2B M&S Seminar on Customer Relationships & Business NegotiationChwenpai (Paul) Lee
B2B M&S focuses on buyer-seller relationships. The presentation was based on the real-world business scenarios that Paul Lee had personally gone through.
The document outlines the key topics to be covered in Chapter 2, which includes operations strategy in a global environment. Some of the major sections covered are global company profiles of Boeing and other multinational corporations, achieving competitive advantage through operations, developing missions and strategies, and global operations strategy options. The learning objectives are also provided which indicate students should be able to define operations management concepts and strategies used by global companies.
This document outlines the key topics that will be covered in a chapter on operations management. It includes an introduction to operations management and what operations managers do. It also discusses the importance of operations, productivity and social responsibility. Additionally, it provides learning objectives for understanding production, services, measuring productivity and career opportunities in operations management. The document uses examples like Hard Rock Cafe to illustrate operations management concepts.
The document discusses Human Performance Technology (HPT) and the Industrial Human Performance (IHUP) model for improving human performance in industrial settings. The IHUP is a four-phase cycle that establishes performance standards, identifies gaps, develops training to address gaps, reinforces training, and measures results. The model ensures a structured approach to align training with business goals, improve worker skills and safety, and generate data to validate performance improvements in industrial organizations.
Webinar - Maximizing Requirements Value Throughout the Product Lifecycle Seapine Software
The document discusses maximizing value from requirements throughout the product lifecycle. It argues that defining and delivering customer value is challenging due to disconnects between developers and users. Many projects fail or lose benefits due to problems originating in requirements practices. The document advocates treating requirements as a discipline through practices like just-in-time delivery of accurate, contextual insights. This involves skills like cultivating diverse sources and tools to identify the right information stakeholders need.
This document outlines the key topics in a chapter on supply chain management. It begins with an overview of Darden Restaurants as a global company case study. It then discusses the strategic importance of supply chains and how supply chain decisions impact different business strategies. Several supply chain strategies are presented, along with issues in global and integrated supply chains. The document also covers supply chain economics, vendor selection processes, logistics management, and metrics for measuring supply chain performance.
ROI at the bug factory - Goldratt & throughput (2004)Neil Thompson
The document discusses using concepts from manufacturing to analyze software development processes. It introduces ROI and Goldratt's Theory of Constraints, which views inventory as a constraint on throughput and profitability. The document argues that specifications and unfinished software can be viewed as inventory in software development. Seeing software development and testing processes through this "factory" lens may provide insights on effectiveness, efficiency, and improvement.
This document provides information about creating a cause and effect (XY) matrix for process improvement. It discusses the steps to create a XY matrix, including identifying key customer requirements and process inputs, rating their importance and relationship, and calculating scores to determine which inputs have the largest impact on outputs. An example is provided about using a XY matrix to identify which factors most affect customer satisfaction with coffee at an all ranks club.
FedEx uses a central hub concept for its location strategy. This enables the company to service more locations with fewer aircraft by matching aircraft flights with package loads. It also reduces delays and mishandling by maintaining total control of packages from pickup to delivery. Some key factors that affect location decisions for companies include labor productivity, exchange rates, costs, political risks, proximity to markets and suppliers, and service strategies of competitors.
The document describes several job postings for industrial engineer and mechanical engineer positions.
1) The first posting is for an Industrial Engineer position at Vista Point Technologies, a camera module manufacturer, located in Bukit Raja, Selangor. Responsibilities include layout and optimization, process improvement activities, and cycle time analysis. Requirements include a bachelor's degree in engineering and 3+ years of relevant experience.
2) The second posting is for a Senior Industrial Engineer position at Flextronics in Perai, Penang. Responsibilities include line layout, process optimization, and productivity improvement projects. Requirements include a bachelor's degree in industrial or mechanical engineering and 4-6 years of experience.
3
The document discusses different types of interviews, including selection interviews, appraisal interviews, exit interviews, and data collection interviews. It describes the main purposes and formats of interviews, such as structured versus unstructured interviews. The document outlines important factors that can affect the usefulness of interviews, such as first impressions, misunderstanding the job, candidate order, and personal characteristics of the interviewer and interviewee. It provides guidelines for conducting effective interviews, such as preparing questions based on job duties and using the same questions for all candidates.
HRM chapter no.7 (Interviw of employee)Qamar Farooq
The document discusses different types of interviews used in employment selection. It describes selection interviews, which are used to predict job performance, appraisal interviews for performance reviews, and exit interviews. Structured interviews follow a set sequence of questions, while unstructured interviews allow more flexibility. Common question types include situational, behavioral, and job-related questions. Effective interviews are structured, use objective rating scales, and involve multiple interviewers when possible. The document provides guidelines for an effective interview, such as preparing questions linked to job duties and controlling the discussion.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
This PowerPoint presentation covers key topics in developing operations strategy in a global environment, including:
- Developing missions and strategies to achieve competitive advantage through operations.
- The ten strategic operations management decisions companies must make.
- Issues in operations strategy and developing and implementing strategy globally.
- Four global operations strategy options: international, multidomestic, global, and transnational.
- Factors to consider in global product design, process design, facility location analysis, and managing the impact of culture and ethics.
This document provides an introduction to assessments, including definitions of diagnostic, formative, and summative assessments. It describes different types of assessments such as aptitude tests, personality tests, and work sample tests. The document also discusses objective and subjective tests, as well as how assessments are used for education, selection, recruitment, and development. It covers topics like raw scores, percentiles, and norm-based scoring of assessments.
How to run a user-centered, requirements gathering workshopFergus Roche
The document describes running a user requirements gathering workshop. It provides guidance on when to hold a workshop, the key elements to cover which are process mapping, generating requirements in context, and prioritization. It then walks through an example workshop scenario for improving voter turnout. The workshop involves splitting into groups to map the existing voting process, generate 50 new ideas to improve it, and then prioritize the top ideas against strategic objectives for the project. Guidance is also given on essential ingredients for a successful workshop, including having a clear plan and agenda.
The document discusses job design theory and the job characteristics model. It identifies five key job characteristics (skill variety, task identity, task significance, autonomy, feedback) that are positively related to employee motivation, performance, and satisfaction when jobs include high levels of these characteristics. Examples of jobs with high and low levels of each characteristic are provided. The job characteristics model and how it influences psychological states and work outcomes is also summarized.
The document outlines the key topics in Chapter 7 of an operations management textbook, which discusses process strategy. It covers four main process strategies - process focus, repetitive focus, product focus, and mass customization focus. For each strategy, it describes the characteristics including facilities organization, product flows, employee skills required, and comparisons of the strategies. It also discusses tools for process analysis and design, as well as new production technologies. The overall chapter aims to help students understand different process strategies and how to design effective production processes.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
The document outlines key topics in operations management including:
1. It provides learning objectives for the chapter on operations and productivity such as defining operations management, distinguishing between goods and services, and calculating productivity metrics.
2. It gives examples of organizational charts for different types of companies to illustrate the operations, marketing, and finance functions.
3. It describes the 10 critical decisions that operations managers must make, such as design of goods/services, quality management, and supply chain management.
This document discusses process strategies for operations management. It describes four main process strategies: process focus, repetitive focus, product focus, and mass customization. For each strategy, it outlines the key characteristics including typical production setup, skills required, inventory levels, and scheduling complexity. The document also covers tools for analyzing processes like flowcharts, process charts, and value stream mapping. Finally, it discusses considerations for designing service processes and techniques like service blueprinting.
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
B2B M&S Seminar on Customer Relationships & Business NegotiationChwenpai (Paul) Lee
B2B M&S focuses on buyer-seller relationships. The presentation was based on the real-world business scenarios that Paul Lee had personally gone through.
The document outlines the key topics to be covered in Chapter 2, which includes operations strategy in a global environment. Some of the major sections covered are global company profiles of Boeing and other multinational corporations, achieving competitive advantage through operations, developing missions and strategies, and global operations strategy options. The learning objectives are also provided which indicate students should be able to define operations management concepts and strategies used by global companies.
This document outlines the key topics that will be covered in a chapter on operations management. It includes an introduction to operations management and what operations managers do. It also discusses the importance of operations, productivity and social responsibility. Additionally, it provides learning objectives for understanding production, services, measuring productivity and career opportunities in operations management. The document uses examples like Hard Rock Cafe to illustrate operations management concepts.
The document discusses Human Performance Technology (HPT) and the Industrial Human Performance (IHUP) model for improving human performance in industrial settings. The IHUP is a four-phase cycle that establishes performance standards, identifies gaps, develops training to address gaps, reinforces training, and measures results. The model ensures a structured approach to align training with business goals, improve worker skills and safety, and generate data to validate performance improvements in industrial organizations.
Webinar - Maximizing Requirements Value Throughout the Product Lifecycle Seapine Software
The document discusses maximizing value from requirements throughout the product lifecycle. It argues that defining and delivering customer value is challenging due to disconnects between developers and users. Many projects fail or lose benefits due to problems originating in requirements practices. The document advocates treating requirements as a discipline through practices like just-in-time delivery of accurate, contextual insights. This involves skills like cultivating diverse sources and tools to identify the right information stakeholders need.
This document outlines the key topics in a chapter on supply chain management. It begins with an overview of Darden Restaurants as a global company case study. It then discusses the strategic importance of supply chains and how supply chain decisions impact different business strategies. Several supply chain strategies are presented, along with issues in global and integrated supply chains. The document also covers supply chain economics, vendor selection processes, logistics management, and metrics for measuring supply chain performance.
ROI at the bug factory - Goldratt & throughput (2004)Neil Thompson
The document discusses using concepts from manufacturing to analyze software development processes. It introduces ROI and Goldratt's Theory of Constraints, which views inventory as a constraint on throughput and profitability. The document argues that specifications and unfinished software can be viewed as inventory in software development. Seeing software development and testing processes through this "factory" lens may provide insights on effectiveness, efficiency, and improvement.
This document provides information about creating a cause and effect (XY) matrix for process improvement. It discusses the steps to create a XY matrix, including identifying key customer requirements and process inputs, rating their importance and relationship, and calculating scores to determine which inputs have the largest impact on outputs. An example is provided about using a XY matrix to identify which factors most affect customer satisfaction with coffee at an all ranks club.
FedEx uses a central hub concept for its location strategy. This enables the company to service more locations with fewer aircraft by matching aircraft flights with package loads. It also reduces delays and mishandling by maintaining total control of packages from pickup to delivery. Some key factors that affect location decisions for companies include labor productivity, exchange rates, costs, political risks, proximity to markets and suppliers, and service strategies of competitors.
The document describes several job postings for industrial engineer and mechanical engineer positions.
1) The first posting is for an Industrial Engineer position at Vista Point Technologies, a camera module manufacturer, located in Bukit Raja, Selangor. Responsibilities include layout and optimization, process improvement activities, and cycle time analysis. Requirements include a bachelor's degree in engineering and 3+ years of relevant experience.
2) The second posting is for a Senior Industrial Engineer position at Flextronics in Perai, Penang. Responsibilities include line layout, process optimization, and productivity improvement projects. Requirements include a bachelor's degree in industrial or mechanical engineering and 4-6 years of experience.
3
The document discusses different types of interviews, including selection interviews, appraisal interviews, exit interviews, and data collection interviews. It describes the main purposes and formats of interviews, such as structured versus unstructured interviews. The document outlines important factors that can affect the usefulness of interviews, such as first impressions, misunderstanding the job, candidate order, and personal characteristics of the interviewer and interviewee. It provides guidelines for conducting effective interviews, such as preparing questions based on job duties and using the same questions for all candidates.
HRM chapter no.7 (Interviw of employee)Qamar Farooq
The document discusses different types of interviews used in employment selection. It describes selection interviews, which are used to predict job performance, appraisal interviews for performance reviews, and exit interviews. Structured interviews follow a set sequence of questions, while unstructured interviews allow more flexibility. Common question types include situational, behavioral, and job-related questions. Effective interviews are structured, use objective rating scales, and involve multiple interviewers when possible. The document provides guidelines for an effective interview, such as preparing questions linked to job duties and controlling the discussion.
This document summarizes key aspects of conducting interviews for recruitment and placement. It discusses different types of interviews like selection, appraisal, and exit interviews. It also describes structured versus unstructured interview formats and different types of interview questions. The document outlines factors that can affect the usefulness of interviews and provides guidelines for effective interviewing, such as structuring questions and evaluating responses.
This document discusses different types of interviews used in hiring and employee evaluation, including selection interviews, appraisal interviews, and exit interviews. It describes how to structure interviews, including using both unstructured and structured formats. Different methods for administering interviews are presented, such as one-on-one, panel, phone and video interviews. Factors that can undermine interview usefulness include biases and errors by interviewers. The document provides suggestions for designing effective interviews, including following a multi-step process of job analysis, rating job duties, creating benchmark answers, and using panels of interviewers.
The document discusses different types of interviews used in hiring and performance evaluation, including selection interviews, appraisal interviews, and exit interviews. It also describes structured vs unstructured interview formats and different types of interview questions. Key factors that can influence interviews are discussed, such as first impressions, misunderstanding the job, order effects, and personal characteristics of the interviewee. Guidelines are provided for designing effective interviews, including basing questions on job duties and using the same questions for all candidates.
The document discusses different types of interviews and factors that affect their usefulness. It describes selection, appraisal, exit, and data collection interviews. Structured interviews follow a set sequence of questions, while unstructured interviews are more conversational. Situational, behavioral, and job-related interviews focus on how candidates would or have handled certain situations. The document also lists factors like first impressions, misunderstanding the job, and personal characteristics that can influence interviews. It provides guidelines for effective interviews, such as preparing questions based on job duties and using the same questions for all candidates.
This document discusses various techniques for motivating employees in organizations, including management by objectives (MBO), employee recognition programs, employee involvement programs, job design and flexible work schedules, variable pay programs, and flexible benefits. The key elements of successful motivation techniques are setting specific and difficult goals, providing performance feedback, allowing employee participation, and linking rewards to performance.
This document summarizes key points from a chapter about interviewing job candidates from a human resource management textbook. It discusses different types of interviews like selection, appraisal, and exit interviews. It also covers various interview formats, the content of different interview questions, ways to administer interviews, factors that can undermine interviews, and guidelines for effective interviewing. The overall purpose is to provide an overview of best practices and considerations for interviewing candidates as part of the hiring process.
This document summarizes a presentation on effective interviewing techniques from a recruiter's perspective. It covers the use of behavior-based interviewing to assess competencies through past experiences. Attendees learn about identifying competencies, preparing for interviews, understanding the STAR response structure, and practicing interview simulations. The goal is to help candidates demonstrate how their skills align with the job requirements based on specific examples from their background.
Interview Preparation for job Interviews.pptxIdrissaDembl
This document outlines steps for preparing for a job interview. It discusses preparing for different types of interviews like phone, problem-solving, group, behavioral, and video interviews. Common interview questions are presented and it is recommended to prepare stories using the STAR technique to showcase skills. The document emphasizes that thorough preparation, research on the company, and having thoughtful questions at the end can help succeed in interviews. Sending a thank you note after is also advised.
This document discusses various topics related to motivating employees in organizations, including:
1. Management by Objectives (MBO), which involves setting specific, participative goals for a set time period with feedback.
2. Employee recognition programs that fulfill employees' desire for appreciation and encourage desired behaviors.
3. Employee involvement programs like quality circles and works councils that use participative management.
4. Job design options like job rotation, enrichment, and flexible work schedules to motivate employees.
5. Variable pay programs including profit sharing and piece-rate plans that link rewards to performance.
6. Flexible benefits plans that allow employees to choose benefits to meet their needs.
This document discusses various topics related to motivating employees in organizations, including:
1. Management by Objectives (MBO), which involves setting specific, participative goals for a set time period with feedback.
2. Employee recognition programs that fulfill employees' desire for appreciation and encourage desired behaviors.
3. Employee involvement programs like quality circles and works councils that encourage participation.
4. Flexible job design, scheduling, and benefits programs to improve motivation.
5. Variable pay programs like profit sharing and piece-rate plans that link rewards to performance.
6. Skill-based pay plans that base pay on skills rather than job or promotion.
This document provides an overview of performance management and appraisal. It discusses the appraisal process and different appraisal methods, such as graphic rating scales, forced distribution, and behavioral anchored rating scales. It also covers developing goals, conducting effective appraisal interviews, dealing with rating errors, and determining who should perform the appraisals. The overall purpose is to help readers understand how to properly evaluate employee performance.
The document discusses job analysis which is the process of determining the duties and requirements of a job. It covers topics like conducting job analysis through methods such as interviews, questionnaires, and observation in order to develop job descriptions and specifications. The goal is to understand the nature of jobs and how that information can be used for recruitment, performance management, and other human resource activities.
The document discusses different types of interviews and how to conduct effective interviews. It covers:
1) Types of interviews including selection interviews, performance appraisal interviews, exit interviews, structured vs unstructured interviews.
2) Elements of an effective interview such as using structured situational questions, selecting relevant traits to assess, and avoiding common errors like first impressions.
3) Guidelines for administering interviews like using the same questions for all candidates, taking notes, and providing structure with job-related questions.
The document summarizes key aspects of personnel planning, recruitment, and selection from a textbook. It discusses techniques for forecasting personnel needs, such as trend analysis and ratio analysis. It covers planning the supply of internal candidates using tools like qualifications inventories and replacement charts. Methods of forecasting external candidates include examining economic factors. The recruitment process and effective strategies are outlined, along with legal considerations around privacy of human resources information.
This chapter discusses various ways to motivate employees through job design and rewards. It describes Hackman and Oldham's Job Characteristics Model which links job design features like skill variety and autonomy to motivation. Alternative work arrangements like telecommuting and flexible benefits are also covered. The chapter examines variable pay programs, employee involvement, and intrinsic rewards as additional methods for improving employee motivation.
The document discusses various aspects of human resource management and organization behavior including:
1. The objectives of planning, organizing, staffing, motivating, controlling and the key processes involved in each.
2. The selection process including preliminary interview, selection tests, employment interview, reference and background checks, medical examination and job offer.
3. Different types of interviews like selection, appraisal and exit interviews and their formats like structured vs unstructured.
4. Factors that can affect interviews such as first impressions, misunderstanding the job, candidate order and personal characteristics of the interviewee.
The document provides an overview of career management concepts and best practices for employers. It discusses traditional versus career development focuses, the roles of individuals, managers, and organizations in career development, methods for enhancing diversity through career management, and how career development can foster employee commitment. The key topics covered include career planning, mentoring, promotions, transfers, innovative corporate initiatives, and retirement.
The document discusses various methods for motivating employees, including management by objectives (MBO) programs, employee involvement programs like quality circles and gain-sharing, and flexible benefits plans. It also covers issues in motivating different types of employees such as professionals, contingent workers, and low-skilled service workers.
- Manufacturing processes must meet both technical and business requirements. The technical requirements relate to transforming inputs into outputs, while the business requirements relate to factors like production volumes and customer needs.
- There are different categories of manufacturing processes that are suited to different production volumes and product types, including project, jobbing, batch, line, and continuous processes. Each process type has different trade-offs in terms of flexibility, cost, and other factors.
- Companies must select a manufacturing process that aligns with their market needs and intended production levels, as process investments are difficult to change and are typically designed not to require frequent changes.
- Choosing a location and layout are distinct yet related decisions for organizations. Location concerns where to site a facility while layout concerns how to arrange operations within the facility.
- Several factors must be considered at multiple levels when choosing a location, from continent/region to country to city to site. This is a large, fixed investment so uncertainty must be reflected.
- There are three basic types of layouts: fixed position, process/functional, and service/product. Process/functional is best for repeat, high-volume delivery while fixed position suits project manufacturing.
This document provides an overview of operations scheduling. It begins by defining operations scheduling as ensuring customer requirements and performance targets are met. Operations scheduling helps cushion stable delivery systems from unstable markets through various mechanisms like inventory, order backlog, and capacity.
The choice of scheduling system depends on factors like the delivery system/process type and whether demand is repeat or non-repeat. For non-repeat demand, bar charts or informal systems are used, while for repeat demand MRP, JIT, Lean and other systems are options. Different case studies on JIT and ERP implementations are also discussed. The document concludes by reflecting on integrating systems to support diverse business needs and selecting systems that best match requirements.
This document provides an overview of inventory management. It begins by defining inventory as materials, work-in-progress, and finished goods held within a delivery system. The purpose of inventory is to decouple different phases of production so they can work independently. There are three main categories of inventory: raw materials, work-in-progress, and finished goods. Companies use different inventory management models like Pareto analysis and economic order quantity to determine reorder levels. Regular causal analysis helps minimize inventory by identifying the reasons for excess stock. The document discusses approaches for analyzing and reducing inventory through changing rules and procedures.
This document provides an overview of operations management. It discusses that the role of operations management is to deliver services and products to customers by managing people, materials, resources, and delivery systems. Operations management transforms various inputs like materials, people, and information into outputs that are sold to customers. The operations management function is critical to organizational success as it manages a large percentage of people, assets, and costs. The document also contrasts operations management in manufacturing versus services organizations and how the role of operations managers can vary depending on the type, size, and complexity of the organization.
This document provides an overview of managing quality. It defines quality and its importance in ensuring conformance to internal specifications. It discusses quality philosophies from Deming, Juran and Crosby that focus on continuous improvement. The stages of managing quality include defining characteristics, setting standards, controlling quality, and making improvements. Tools like checklists, Pareto analysis, cause-and-effect diagrams, and control charts help improve quality. Total quality management requires changes to management philosophy, systems and culture to meet customer needs and expectations. Case studies show how companies implement quality improvement programs over many years.
This document provides an overview of a lecture on managing supply chains. It defines a supply chain as the steps required to supply a product or service to a customer. It discusses factors in designing a supply chain, such as deciding whether to make or buy components. It also covers techniques for managing supply chains, such as developing partnerships with suppliers and increasing information flow. Finally, it provides examples of how digital supply chains can offer opportunities for companies.
The document discusses designing and developing new services and products. It covers key topics such as identifying customer needs, generating ideas from internal and external sources, developing specifications, and using techniques like modular design and variety reduction. The learning objectives are to appreciate new development as important for organizations, identify alternative innovation strategies, and understand the steps and techniques for designing new offerings. Case studies are presented on topics like modular design, capitalizing on volume, and quality functional deployment.
The document discusses factors that affect service delivery system design. It covers characteristics of services, categories of services, designing service delivery systems, and using front and back office functions. Some key points include:
- Service delivery systems must reflect business and technical requirements as well as the complexity of the service.
- Services have unique characteristics like being intangible and produced/consumed simultaneously.
- Design considers the customer interface, back and front office activities, and type of delivery system.
- Front office tasks involve customers while back office tasks have higher volumes and are easier to schedule.
This document outlines steps for improving operations, including identifying why improvements are needed to release cash, improve market support, and reduce costs. It discusses approaches to improvement such as incremental and breakthrough changes. Key tools for improvement include benchmarking, mapping customer journeys and processes, identifying causes of problems, and generating improvement ideas. The document emphasizes that improving operations requires a continuous, proactive approach involving employees, suppliers, and customers to drive change.
This document discusses levels of strategy within businesses and how to develop an operations strategy. It covers key points such as the different levels of strategy from corporate to business unit to functional, understanding customer requirements through order-winners and qualifiers, and different approaches to developing strategy such as top-down vs bottom-up and market-driven vs market-driving. The document uses examples like a pit stop, factory, and restaurant to illustrate operations processes and strategic objectives.
The document discusses factors to consider when choosing a location and layout for a facility. It addresses that location and layout decisions are distinct but related tasks, with location concerning where to site a facility and layout concerning the internal arrangement. Various levels of location decisions are identified from continent to specific site. Key factors influencing location choices include infrastructure, markets, costs and government policies. Basic layout types include fixed position, process/functional, and service/product. Choosing a location and layout requires weighing many internal and external business and customer needs as these decisions significantly impact costs and sales.
This document discusses key concepts for managing quality including defining quality and its role, quality philosophies from Deming, Juran, and Crosby, steps to control and improve quality such as setting standards and using tools like checklists and control charts, and approaches like total quality management and systems like ISO 9000. It emphasizes that quality conformance is important for most markets and must be controlled before it can be improved through continuous learning and prevention of problems.
The document provides an overview of operations management. It defines operations management as managing people, materials, resources and delivery systems to transform inputs into outputs in the form of goods and services. The key tasks of operations management are to design, produce and deliver products and services to customers. Operations management plays an important role in organizational success by managing a large percentage of costs, people and assets on a daily basis while also taking a strategic role in supporting competitive priorities. The document discusses differences between manufacturing and service operations and how the role of operations management varies depending on the type of organization, complexity of processes, and nature of outputs.
This document outlines factors that affect manufacturing process design, including technical and business requirements. It discusses different categories of products and types of manufacturing processes, including project, jobbing, batch, line, and continuous processing. Project processes are for made-to-order, non-repeat work by a small group. Batch processes can be low-volume and require resetting or high-volume and continuous like a production line. The document also covers hybrid processes and using case studies to illustrate different process types for various product categories.
The document discusses different aspects of strategy development and implementation. It covers the levels of strategy from corporate to business unit to functional. It also discusses understanding customer requirements in terms of order qualifiers and order winners. There are different approaches that can be taken for developing strategy such as top-down vs bottom-up and market-driven vs market-driving. The key to strategy is determining the direction and implementation to develop capabilities that meet market needs.
This document provides an overview of operations management. It explains that the role of operations is to transform inputs into outputs through value-added processes in order to deliver products and services to customers. Operations managers are responsible for managing people, materials, resources, and delivery systems. While operations functions can differ between manufacturing and service organizations, the overall goal is the same - to support organizational success through efficient and effective management of key operations tasks.
This document discusses factors that affect the design of service delivery systems. It describes characteristics of service operations like being intangible and time-dependent. The document also discusses different approaches to designing service delivery through the front and back office using cases like a hairdresser, bank, and supermarket. It emphasizes the need for service delivery systems to balance customer and business needs while being aligned with market requirements.
The document discusses techniques for designing and developing tourism services and products. It covers researching demand, designing specifications that meet explicit and implicit customer benefits, using quality functional deployment to link customer needs to operational requirements, reducing costs through value analysis, reducing variety while maintaining innovation, and getting ideas from internal and external sources. Standardization, mass customization, and modular design are presented as techniques to improve design.