Final Hr Report Opis Mgmt

8/8/2019 Final Hr Report Opis Mgmt

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OFFICE MANAGEMENT

Office Administrationand

Recruitment and SelectionTechniques

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Office Administration

Communication/Paper Flow

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4 Types of Communication Flow

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DOWNWARD UPWARD

LATERAL GRAPEVINE


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Downward FlowD

ownward FlowFive Elements that Generally Flow Downward in AllFive Elements that Generally Flow Downward in All

Organizations:Organizations:

1. Job instruction2.Rationale - explanation of a duty or assignment

3.Ideology - encourages employees to buy into the

organization loyalty

4.Information; regulations; changes in benefits5.Feedback - performance appraisal

Source: Katz and Kahn (1978)

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yenable information in the workplace.

y

When a manager instructs an employee, sheenables the employee to do his job, andmakes it possible for him to earn a living bydoing something that has value for the

employer.

yMore detail

yAnd, as information moves downward in theworkplace, it grows increasingly detailed.

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ydownward communication in the

workplace might be thought of as a basicbuilding block of organizational activity.It makes possible delegated, specialized,

and coordinated activities, keyrequirements of any organization of morethan one person.

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Downward FlowDownward FlowBest Bets for ImprovingBest Bets for Improving

Downward CommunicationDownward Communication

1.Small group meetings that permit exchange of information

2.Company publications3.Supervisory meetings between managers and direct

subordinates

4.Mass meetings of employees

5.Other methods: bulletin boards, inserts in pay envelopes,

public address announcements, posters, audiovisualpresentations

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Upward Flow

yfrom employee to supervisor

y supervisor to department head

y department head to vice-president,

and so on.

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y Less detail

ywe know that the staff at each store will report

back to the local manager on their inventoryreduction efforts.

y The manager, in turn, will report, in less detail, tothe vice-president about how the store has done.

y Finally, the vice-president will report to the CEOon how well all stores have done in reducinginventory.

y to make better decisions and increasingly betterforecasts, because of feedback.

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y Compliance

y In this case, we see upward f lows, flows ofcompliance information. Feedback that helpssuperiors understand how well subordinates havecarried out the instructions that came in thedownward flow.

y And, having that compliance information comeback up to the top allows the person at the top,whether CEO or any other manager, to issue

appropriate new instructions that will becommunicated down the chain of command.

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y Asystem emerges

y By now, you're probably beginning to sense alooping process, a system in which there is:

y

input (information communicated downward);y processing (subordinates carry out the

instructions they received);

y output (something happens as a result of the

downward communication and processing);y and feedback (compliance information that flows

upward).

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Upward Information FlowUpward Information FlowBest Bets for Improving UpwardBest Bets for Improving Upward

Communication:Communication:

1. Informal discussions with one or a few employees2. Discussions between higher management and

first-level supervisors

3. Attitude surveys

4. Outside counseling

5. Discussions with union representatives

6. Suggestion systems

7. Internal publications with complaint or question /answer columns

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Lateral Communication Flow

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the information that flows back and forthbetween you and your peers, whether you're afront-line worker, a manager, or a member ofthe board of directors. This is lateralcommunication.

process by which we coordinate with eachother

coordinating information


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y CHARACTERISTICS

y First, no superior/subordinate relationshipexists here;

y it's strictly a case of two people with roughly

equal amounts of power and prestige. Thatmakes this form of communication

voluntary and discretionary. Yes, the bossmay tell us to communicate with each other,

but unless we both want to do it, we're notgoing to exchange much information of

value.

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That takes us to the second aspect, the idea ofreciprocating:

y The quality and quantity of information we provide to ourpeers generally reflects what we get back from them. I mayprovide good information to you when we start workingtogether, but I won't continue to provide it unless youreciprocate in kind. Obviously, this can be a difficult form ofcommunication to start and maintain. While there areobvious and ongoing connections between superiors and

subordinates, the same can't always be said of connectionsbetween peers. That's especially the case when it comes tocommunication between departments.

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y Team Communication

y Team communication is a special form of lateralcommunication, and an essential one.

y For teamwork in the workplace, members must not onlycommunicate with each other, but will often need to

communicate with peers outside their immediate group.For example, suppliers and customers to their processesfigure prominently in team communication, as well assuppliers of internal resources, and perhaps externalconsultants.

y Leaders will need to keep these communication flowsin mind, as well as the upward and downward flows thatconnect them directly to their team members.Communication for team building and just plain teamwork

and is many-faceted and requires consistent attention.y .

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Grapevine Flow

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is a communication channel that no oneowns and no one controls

Gap filler

provides answers to unaddressed questions

known as gossip in work place


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y It has a function

y D

espite its many faults, though, the grapevine does have aplace, a function, in all organizations. It fills in gaps leftbehind by conventional and official communication.

y As noted, downward communication delivers enablinginformation from superior to subordinate, while upwardcommunication involves com-pliance information reported

back to the superior by the subordinate. And, lateralcommunication takes place between peers, helping uscoordinate with each other.

y No matter how full and how frank this officialcommunication, though, it still can't provide enough

information or answer all questions. In response, we fill inthe gaps ourselves, guessing why someone down the hallmight have been fired or quit suddenly. And, we often gettogether in groups to speculate, which also generatescontent for this informal network.

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y New tools

y Traditionally, the grapevine revolved around mouth-to-mouth

communication, with only occasional bits of information writtendown or put on paper.

y But, new technologies mean change. The Internet opened up allkinds of new opportunities for unofficial communication. Email,it's true, may be monitored, but that's easily circumvented. For

example, free, anonymous email accounts offered all over the Net.y Then, there are photocopiers and fax machines, both of which can

be used to secretly maintain the grapevine. And how about cellphones, which provide an alternate means of mouth-to-mouthcommunication, even when you're at the office.

y While technologies enabling the grapevine may change, the samehuman traits continue to fuel this communication channel. Theyinclude our natural curiosity and our desire to inf luence the wayothers think and behave. Don't forget, either, about the need toget even or to belittle, which fuel many rumors that course

through grapevines. 19


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y Speed

y Given our human curiosity and the need to send outunofficial messages of one kind or another, it's notsurprising this kind of communication moves rapidlyand travels broadly.

yWhere downward, upward, and lateral communicationare structured and f low formally through specificchannels, the grapevine goes through multiplechannels and even multiple versions. From another

perspective, this is demand-driven communicationand its speed reflects degrees of curiosity.

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Recruitment and SelectionTechnique

Interview Techniques

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Recruitment: a process of attracting a pool ofcandidates to choose from

Selection: The process use to assess the candidates

in the pool against the requirement ofthe job/organization


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One way of selecting andrecruiting the best

applicant for yourcompany is by interview


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Interview Techniques

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Work samples

The work sample technique attempts to overcome theproblem by asking candidates to take on mini-jobs in aselection situation. ... properly designed work samples

capture key elements of a real job. (...) Work sampleshave shown some of the highest validity scorescompared to other selection methods. (...) even thesmallest companies could employ the simpler forms,

such as the following:* a typing test for keyboard skills* role-playing* group decisions* presentations

* reports


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Qualitative interviewing techniques

encourage interviewees to describe theirexperiences in depth.

This in turn reveals more clearly thequality of accomplishments.

As more of a open-ended conversationdirected at a limited number of participantsrather than a formal interview series.


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Behavioral interviews

are the best tool you have to identify candidateswho have the behavioral traits andcharacteristics that you have selected asnecessary for success in a particular job.

Additionally, behavioral interviews ask thecandidate to pinpoint specific instances in whicha particular behavior was exhibited in the past.In the best behaviorally-based interviews, the

candidate is unaware of the behavior theinterviewer is verifying.


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Screening Interview

A preliminary interview either in person or by

phone, in which a company representativedetermines whether you have the basic

qualifications to warrant a subsequent interview.

Instructions on what specific areas to cover.


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Multiple Interviews

Multiple interviews are commonly used with professionaljobs. This approach involves a series of interviews in which

you meet individually with various representatives of the

organization. In the initial interview, the representative

usually attempts to get basic information on your skills andabilities. In subsequent interviews, the focus is on how you

would perform the job in relation to the company's goals

and objectives. After the interviews are completed, the

interviewers meet and pool their information about your

qualifications for the job. A variation on this approach

involves a series of interviews in which unsuitable

candidates are screened out at each succeeding level.29


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Stress InterviewThe interviewerintentionally attemptsto upsetyouto see how you reactunderpressure. You may be

asked que

stions

tha

tmake you u

ncomfo

rtable o

ryou may be interrupted whenyou are speaking.

Although itisuncommon foranentire interview tobe conducted understress conditions, itis

common forthe interviewerto incorporate stressquestionsasa partof a traditional interview.Examplesof commonstressquestionsare givenlaterinthisdocument.


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Targeted Interview

Although similar to the structured interview, the

areas covered are much more limited. Keyqualifications for success on the job are identifiedand relevant questions are prepared in advance.

SituationalInterview

Situations are set up which simulate commonproblems you may encounter on the job. Your

responses to these situations are measured againstpre-determined standards. This approach is oftenused as one part of a traditional interview ratherthan as an entire interview format.


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Group Interview

You may be interviewed by two or more companyrepresentatives simultaneously. Sometimes, oneof the interviewers is designated to ask stress

questions to see how you respond under pressure.Avariation on this format is for two or morecompany representatives to interview a group ofcandidates at the same time.


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~ The End ~

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