MHR 623 Lecture Notes - Lecture 3: Advertising Mail, Outsourcing, Job Fair

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14 Jun 2015

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Mhr 623 chapter 6 recruitment: the first step in the selection process. Jobs providing autonomy, decision-making authority, and opportunities for self- development win out over those that lack these attributes. Interests and values: an individual"s likes and dislikes and the importance or priorities attached to those likes and dislikes. Interests and values are the major influence to whether an individual would apply to a job or not. However they do not indicate whether a person is qualified to do that job: size of an organization influences its attractiveness to prospective employees, as well as the organizations recruitment strategy. Job seekers appear to tailor their job search to match the recruiting strategies used by large or small organizations: job search: the strategies, techniques, and practices an individual uses in looking for a job. Large firms tend to start recruiting earlier and to use trained recruiters and campus placement offices.

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Strategic Staffing at Atlas Corporation Graphic t-shirt company Atlas Corporation knows that executing its growth strategy depends on promoting from within. Atlas believes that its staffing activities must obtain talent able to do the job being filled and with the potential to advance into management. Because it tends to receive a large number of applications for its job openings, Atlas must also process a large number of applicants for every opening and wants to do so as efficiently as possible. Atlas decides that it wants to capitalize on the trend of using social media to source and recruit. The company opens a Twitter account and starts Tweeting its job openings to people following the company (generally customers hoping for discount offers). It also posts its jobs on Monster.com, a large and popular job board, to try to maximize the number of applications. When job seekers apply for graphic design positions they first complete an online application, and the information is sent to a data base. A recruiter is immediately sent any applications that pass an initial competency screen. Within a few days, the recruiter emails the candidate to request a sample portfolio of the applicantâs work. Because of the size of the files, the portfolios are often rejected by recruitersâ email accounts and the candidate must fax the documents as Atlas has no cloud storage mechanism. Due to the large number of applications, those not passing the initial screen remain in the database unviewed and are not contacted in any way by the company. Applications passing the initial screen are invited to a telepone interview with a recruiter to assess basic job-related competencies. The top 10 candidates are then invited to interview face-to-face with another recruiter to assess their fit with Atlasâ culture and to better assess job-related skills and competencies. The top scoring 5 candidates are then invited to interview with the hiring manager, who makes the final decision on who should receive a job offer. A background check is then performed and if it is passed then a job offer is made. If a candidate declines the offer, the next highest scoring candidate receives a background check and a job offer until no acceptable finalists are left. Atlas evaluates the effectiveness of every staffing effort by evaluating the number of applications it received, the time it took to fill the position, and whether or not one of its first two job offers were accepted.

Questions: 1. What is Atlas doing well with regard to staffing strategically?

2. How could Atlas staff its graphic designer positions more strategically?

3. What would you suggest Atlas do to further enhance the alignment between its staffing function and its need to promote from within?

I would like to have a Human Resources Consulting Business. Ibelieve that it is a process that involves identifying recruitmentsource â determining where qualified candidates can be located anddeveloping recruitment methods â choosing specific means ofattracting potential employees to the organization. I would like tofocus on training. I believe that becoming a productiveparticipating member of any company and job performance of theindividual is the first ingredient of a successful business. Thetraining of the trainer is vital to having a profitable and lastingcompany. The identification of a consulting firm and theprescriptions for success in an economic downturn sheds light uponthe possibility of such a change is necessary to keep businessesprofitable. I think that learning effectively requires planning,imaginative thinking and creative problem solving skills.Motivation and encouraging is the heart and soul of finding theright fit for people and companies. According, to Abraham Maslowâstheory âhierarchy of human needs âthe notion that needs occur inpriority order, with the biological needs as the most basic.(Psychology: Core Concepts eBook for Education ManagementCorporation, 6th Edition. Pearson Learning Solutions p. G-8).People need to be motivated and learn when their basic needs aremet.
The quality of life and work are intertwined with how we aretrained and taught to interact with customers both external andinternal. The major obstacles to launching this type of business isfinding what the employers want by appraising, recommending thecustomizing individuals with the core values of the employers andthe capitol to take the risk. Research the products and thespecific market by organizing the categories to the job to beaccomplished. I could develop a strategic plan to include, costeffective time management, product knowledge and hands on tools. Icould use additional information by utilizing proven motivationalspeakers, props for the hands on learn by doing by providing toolsnecessary to succeed. The emphasis I would like to develop is thenecessity to have encouragement based rewards and put trust backinto the equation of fostering pride in your work. The humanelement gets lost in the productivity when behavioral instinct andthe demands of the technology hinder human contact negotiations. Ican get additional information from the SBA, Better BusinessBureau, Marketing publications and networking through the communitythat will be impacted the most.

The phenomenal success of Stephen Covey is a great resource inmotivational and devising a consulting business to business. I tookthe course many years ago. Also Paul Meyer, âCreating S.M.A.R.T.Goals,â 2004, Top Achievement, www.topachievement.com/smart.html(accessed July 8, 2009).(Student Success Academic Transitions forEducation Management Corporation. Pearson Learning Solutions p.111). <vbk:9780558876371#outline(10.8)>

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Q1. Members are most likely to experience role conflict and divided loyalties in:
a. a cross-functional project team
b. a self-managed operational team
c. a traditional work team
d. an executive team

Q2. Which of the following was not mentioned as a primary determinant of performance for a functional team?
a. how long the current leader has been in that position
b. trust and cooperation among the team members
c. the organization and coordination of activities
d. member agreement about objectives and strategies

Q3. Which is not likely to improve the effectiveness of a self-managed team?
a. let members share in financial gains from improved performance
b. change the membership frequently to give the team fresh ideas
c. provide accurate, timely information relevant to team activities
d. give members training in interpersonal and problem solving skills

Q4. Which process is most likely to occur in an after-activity review?
a. determination of responsibility for errors and mistakes
b. recognition of members for their contributions to the team
c. analysis of what was done well and what needs to be changed
d. selection of the most qualified team leader for the next activity

Q5. Which type of activity is least likely to be delegated to a self-managed team?
a. evaluating each team member's task performance
b. firing a team member who has unsatisfactory performance
c. determining the work procedures to be used by the team
d. determining which team member will carry out each task

Q6. The primary responsibility of the leader of a decision group is to:
a. suggest good ideas for solving the problem
b. ensure that everybody has equal influence
c. encourage group members to reach an agreement quickly
d. structure the discussion in a systematic manner

Q7. The primary purpose of a dialogue session is to:
a. debate competing proposals and identify the best one for the team
b. help members learn more about each other's interests and aspirations
c. encourage members to express their dissatisfaction with each other openly
d. increase understanding of implicit assumptions and mental models

Q8. What was found in research on the effectiveness of self-managed teams?
a. productivity and quality improved substantially
b. organizational commitment usually increased
c. turnover and absenteeism were lower
d. the results were inconsistent across studies

Q9. Which condition is least important for the success of a new strategy?
a. it is based on the core competencies of the organization
b. it is compatible with significant changes in the external environment
c. it has a few clear themes relevant to the shared values of the members
d. it is similar to a strategy that was previously successful

Q10. Which of the following actions by the CEO is not likely to improve the effectiveness of an executive team?
a. clearly define objectives consistent with shared values of team members
b. talk with individuals whenever possible to reduce time in meetings
c. give the team considerable discretion but specify limits of team authority
d. rely more on advice from members with the most expertise

Q11. Which statement about institutionalization in organizations is most accurate?
a. it describes how subunits with expertise gain power in organizations
b. it makes it easier for organizations to adapt to a changing environment
c. it describes how people use power to gain more power
d. it demonstrates why political tactics are unnecessary to maintain power

Q12. What is the best summary of findings in research on leadership succession?
a. chief executives have little influence on organization performance due to the overwhelming influence of economic and market conditions
b. chief executives have a strong impact on organization performance and are the primary determinant of whether the organization prospers or declines
c. chief executives have a moderate impact on organizational performance when measured over a period of several years
d. chief executives influence stock prices but have little or no influence on the firm's actual economic performance

Q13. What pattern of behavior is least likely during the first few months on the job for the new CEO in an organization that is prosperous?
a. the CEO will quickly select a new strategy and make major changes in the organization to look like a confident and dynamic leader
b. the CEO will make changes in the functional areas in which he or she has the most prior experience
c. the CEO will attempt to demonstrate some small successes in dealing with immediate problems to build a favorable image and gain more discretion
d. the CEO will gather and analyze information about the organization and environment in order to determine an appropriate strategy

Q14. Which of the following was not given as a guideline for external monitoring?
a. examine a wide range of developments and trends in the environment
b. make an extra effort to learn what clients and customers want and need
c. identify both the strengths and weaknesses of competing products
d. rely primarily on your own intuition to analyze the environment

Q15. In what situation are executive teams least likely to be useful?
a. the organization includes several business units with diverse products
b. there is intense competition among executives to become the next CEO
c. the organization has a complex and turbulent environment
d. the executives in the team have very diverse backgrounds and perspectives

Q16. Which is not a core performance determinant in the flexible leadership theory?
a. process reliability and efficiency
b. leader experience and technical skills
c. human resources and relations
d. innovation and adaptation

Q17. Research at CCL indicates that the least amount of learning occurred for managers who had:
a. assignments for which they were well prepared
b. challenges they had to face alone
c. opportunities to make mistakes
d. diverse experiences with different types of challenges

Q18. Which statement about leadership development in organizations is least likely to be accurate:
a. leadership development should be consistent with organization strategy
b. developmental activities should be coordinated with formal training
c. self development activities should be maximized to reduce costs
d. leadership development should be integrated with succession planning

Q19. Which of the following usually includes a mix of formal training and learning from experience working on management projects?
a. mentoring
b. job rotation programs
c. action learning
d. behavior modeling

Q20. Which developmental method is most useful for helping managers to understand their inner feelings and values?
a. outdoor challenge programs
b. personal growth programs
c. mentoring programs
d. multisource feedback workshops

Q21. Which approach is used most often for improving leadership?
a. multi-source feedback workshops
b. formal mentoring programs
c. job rotation programs
d. formal training programs

Q22. What two methods are most useful for improving conceptual skills?
a. case analysis and behavior role modeling
b. feedback workshops and simulations
c. simulations and case analysis
d. behavior role modeling and feedback workshops

Q23. In most feedback workshops for management development, the primary source of information about a manager's behavior is:
a. other managers in the workshop who fill out a checklist
b. observers who record the person's behavior during a simulation
c. observation of a videotape taken of the manager doing regular work
d. questionnaires filled out by people with whom the manager works

Q24. Training programs to enhance leadership skills:
a. are widely used for managers in organizations
b. are seldom used for effective managers
c. are used mostly for department supervisors
d. are used mostly for top executives in large organizations

Q25. Which is least likely to be a reason for the "glass ceiling" in large organizations?
a. differences in leadership behavior displayed by men and women
b. implicit theories about the attributes required for effective leadership
c. popular stereotypes about the skills and traits of men and women
d. less encouragement and developmental opportunities for women

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MHR 623 Lecture Notes - Lecture 3: Advertising Mail, Outsourcing, Job Fair

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