Teaching & Learning English under difficult circumstancesGraham Stanley
Workshop given 16th Sep 17:45 in Buenos Aires:
- Dirección Operativa de Lenguas Extranjeras, Ministerio de Educación, CABA
- British Council
- I.E.S. en Lenguas Vivas “Juan Ramón Fernández”
"Many English teachers find themselves teaching in difficult circumstances. Large classes, multiple levels, and demotivated students are just three realities that can make language learning and teaching a challenge. The idea behind this interactive workshop is to examine these difficult circumstances and others, and to use our shared experience as teachers to help each other with classroom strategies and ideas to overcome the challenges we face on a daily basis.."
http://t.co/hfQ9U98Hzr
Teaching & Learning English under difficult circumstancesGraham Stanley
Workshop given 16th Sep 17:45 in Buenos Aires:
- Dirección Operativa de Lenguas Extranjeras, Ministerio de Educación, CABA
- British Council
- I.E.S. en Lenguas Vivas “Juan Ramón Fernández”
"Many English teachers find themselves teaching in difficult circumstances. Large classes, multiple levels, and demotivated students are just three realities that can make language learning and teaching a challenge. The idea behind this interactive workshop is to examine these difficult circumstances and others, and to use our shared experience as teachers to help each other with classroom strategies and ideas to overcome the challenges we face on a daily basis.."
http://t.co/hfQ9U98Hzr
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Labor Relations *DeCenzo and
Recruiting Selection
Job Analysis
Job Description
Job Specifications
Strategic
HR
Planning
Employee
Training
Employee
Development
Career
Development
Safety and
Health
Compensate
Performance
Appraisal
Robbins, p.
145
Most tasks performed by HR are directly involved with job analysis.
Using job analysis, HR can determine whether a job is necessary to the company. They can also decide how many supervisors are necessary. The amount of interaction between employees and management, as well as the amount of information flow throughout the company, is important to the HR department.
The HR department can use job analysis in the recruitment process to target applicants who are qualified for the job. They can use key words to search for items that match the job description. In the selection process, applicants are given tests, such as personality tests, that help recruiters select the appropriate applicant for the job. Salaries can be set according to the level of skills involved with the job. Job analysis also helps to determine the amount and types of training that will be required. If skill gaps are apparent after doing the analysis, training programs can be instituted to correct the problems.
The roles of the HR department and job analysis go hand in hand.
Rotate jobs among employees to prevent boredom. Being aware of particular jobs can be an insight into whether the company needs to make technological changes to remain competitive. Job analyses can also help companies to defend themselves against legal actions taken because of discrimination, etc.
Job analysis is not only important to determine the activities performed in the job itself, but also to determine what kind of conditions the employee will have to work in, and whether these conditions would be able to accommodate a person with a handicap, etc. This way the company could avoid discrimination lawsuits and be in compliance with the Americans with Disabilities Act.
The actual products made, or services given, can be analyzed to determine the actual worth to the company of a particular job.
Job incumbents are the employees holding the jobs to be analyzed. Consultants may be hired but are not always necessary.
PAQ is the Position Analysis Questionnaire, which contains questions about information that applies to any job.
If the observation method is used to analyze a job, then all tasks involved with that job must be observable within a certain amount of time. Thus, jobs such as managerial positions are difficult to observe using this method. Also, if the workers are aware that they are being observed, they may feel under pressure and will not perform their tasks to their actual capabilities.
The interview method requires that all employees are asked the same questions in the same order. The individual interview method is useful to obtain a group consensus about the job.
Not all jobs are the same, so questionnaires may overlook certain aspects of the job. Also, follow-up methods are not usually organized to gather extra information. Computerized versions of questionnaires can be very expensive.
PAQ questions are either rated on a 5 point scale or are checked if they apply. The questions concern where and how employees obtain information, how they make decisions, how they relate to co-workers and managers, how they actually perform the job physically and socially, and other miscellaneous items.
This method can be very expensive because of the time it takes to complete it.
The technical conference method can be useful but sometimes look beyond the scope of the employees’ perspectives of their jobs.
The CIT is helpful in illustrating to an employee what kind of behavior is required for the job.
If a group consensus cannot be reached when grouping the incidents, dimensions may have to be added or combined. If there are differences in opinion of ratings then the behavior in question should be eliminated.
Job analysts should collect as much information as possible about the job before actually performing the job analysis. The information can be collected from the sources mentioned on the slide. Employees should be involved in the job analysis as much as possible.
Job analysts should choose the most effective, least expensive method they can. They must have supervisor or management approval before drafting the final job description.
The categories refer to how data is processed or used by the employee, to whom the employee speaks or interacts with, and what tasks are actually handled, respectively.
Each job is coded using an aspect from each column.
Each entry in the Dictionary of Occupational Titles includes a detailed description of the characteristics of the job.
The name of the manager and of the store is made-up and is strictly for the purpose of this exercise.
Information could be gathered by literature and also employees and customers. Bruce can look at past complaints as well as compliments received when customers were pleased with the service. He should also review the interaction among employees.
Assign values on a scale of or similar to whether it is effective, average, or ineffective behavior.
