June 03rd, 2008June 03rd, 2008 11

Chapter-18: Chapter-18: Team Building Team Building 18.118.1 Define an effective team Define an effective team

18.2 18.2 Recruiting team membersRecruiting team members

18.3 18.3 Building TeamBuilding Team

18.4 18.4 Managing for Results:Managing for Results:

18.5 18.5 Training and developmentTraining and development

18.6 18.6 The HR function The HR function

June 03rd, 2008June 03rd, 2008 22

18.1 18.1 Define an effective team Define an effective team A department within a companyA department within a company individuals within a departmentindividuals within a department

team goals team goals ↔ ↔ personal goalspersonal goals supporting team members does not mean doing their supporting team members does not mean doing their

share of the work for the mutual good of the whole team share of the work for the mutual good of the whole team No two members of the team are alike; they complement No two members of the team are alike; they complement

each other and work as one entity in the joint task which each other and work as one entity in the joint task which they are performing they are performing

TeamTeam: ‘a small number of people with complementary : ‘a small number of people with complementary skills who are committed to a common purpose, set of skills who are committed to a common purpose, set of performance goals, and approach for which they hold performance goals, and approach for which they hold themselves mutually accountable’. themselves mutually accountable’. A team is not just a group of people working togetherA team is not just a group of people working together

June 03rd, 2008June 03rd, 2008 33

working group working group ↔ ↔ team team a working group is driven by individual goals and a working group is driven by individual goals and

measures, whereas a team focuses on team measures, whereas a team focuses on team goals and mutual accountability goals and mutual accountability Different professors having research in OpticsDifferent professors having research in Optics

Teams must have measurable goals, whereas Teams must have measurable goals, whereas this is not essential for working groups this is not essential for working groups

The methods of arriving at solutions so vary The methods of arriving at solutions so vary between a team and a working group between a team and a working group

conflict may frequently occur in a team which is conflict may frequently occur in a team which is striving to arrive at the most optimum solution. striving to arrive at the most optimum solution. However, once this agreed solution has been However, once this agreed solution has been obtained conflict is removed and the team obtained conflict is removed and the team commits to the result commits to the result

June 03rd, 2008June 03rd, 2008 44

18.1.1 Stages of Development18.1.1 Stages of Developmentthree distinct stages three distinct stages Drifting stage Drifting stage

individuals come together and get to know each otherindividuals come together and get to know each other official role which each individual plays within the team is definedofficial role which each individual plays within the team is defined The interests of individual team members are placed before The interests of individual team members are placed before

those of the team as a whole those of the team as a whole Gelling stage Gelling stage

Like minded individuals form into small groupsLike minded individuals form into small groups Each group starts to develop its own identity under an unofficial Each group starts to develop its own identity under an unofficial

leader leader unofficial leader may be dangerous, if self-interest comes firstunofficial leader may be dangerous, if self-interest comes first

Unison stage Unison stage whole team is behaving as a single, highly organized body, whole team is behaving as a single, highly organized body,

under a single leader under a single leader interests of the team match those of the individuals and there is interests of the team match those of the individuals and there is

no goal conflict no goal conflict

June 03rd, 2008June 03rd, 2008 55

18.1.2 Team Characteristics18.1.2 Team CharacteristicsAn effective team has several key characteristics:An effective team has several key characteristics: Highly efficient and results oriented Highly efficient and results oriented High level of energy and enthusiasm within the team High level of energy and enthusiasm within the team All team members committed to the tasks being All team members committed to the tasks being

performedperformed Interdependency between individual members in Interdependency between individual members in

achieving common goals achieving common goals Sense of purpose; the team knows what it has to Sense of purpose; the team knows what it has to

achieveachieve There is an excellent working atmosphere of trust and There is an excellent working atmosphere of trust and

mutual support mutual support Conflicts are resolved and lead to better solutionsConflicts are resolved and lead to better solutions The team has a strong leader who uses a participative The team has a strong leader who uses a participative

leadership style to gain commitment and share leadership style to gain commitment and share responsibilityresponsibility

June 03rd, 2008June 03rd, 2008 66

18.1.3 Team Membership18.1.3 Team MembershipDifferent members play different roleDifferent members play different role1.1. Process managersProcess managers: usually managers or leaders of the team who : usually managers or leaders of the team who

have to keep things moving along. have to keep things moving along. 2.2. Conceptual ThinkersConceptual Thinkers: team’s source of new and original ideas: team’s source of new and original ideas3.3. RadicalsRadicals: who propose new approaches to problem solving : who propose new approaches to problem solving 4.4. TechniciansTechnicians: usually the specialists on the subject: usually the specialists on the subject5.5. HarmonizersHarmonizers: whose main aim is to ensure that there is good feeling : whose main aim is to ensure that there is good feeling

and a sense of harmony between team membersand a sense of harmony between team members6.6. Planners or ImplementersPlanners or Implementers: who drive for completion of team goals: who drive for completion of team goals7.7. FacilitatorsFacilitators: ready to provide help and support wherever needed: ready to provide help and support wherever needed8.8. Critical observersCritical observers: stand back and observe the team: their activity is : stand back and observe the team: their activity is

essential in keeping the team’s feet firmly on the ground, and essential in keeping the team’s feet firmly on the ground, and stopping it from pursuing misguided objectives stopping it from pursuing misguided objectives

9.9. Politicians or power seekersPoliticians or power seekers: who believe to be always right and aim : who believe to be always right and aim to influence others: usually responsible for shaping the team’s views to influence others: usually responsible for shaping the team’s views and moving them towards their common goal and moving them towards their common goal

10.10.Salespeople or diplomatsSalespeople or diplomats::

June 03rd, 2008June 03rd, 2008 77

18.2 18.2 Recruiting team membersRecruiting team members people are a company’s greatest asset people are a company’s greatest asset get the best people to fill the positions in the get the best people to fill the positions in the

team team It is wrong to assume that the best team consists It is wrong to assume that the best team consists

of like minded individuals of like minded individuals Every team needs a mix of personality types and Every team needs a mix of personality types and

experiences, and this include a mix of ages experiences, and this include a mix of ages Teams should be built from volunteers Teams should be built from volunteers The team leader should ensure that the team is The team leader should ensure that the team is

composed of suitable members, and not people composed of suitable members, and not people who have been moved from their present jobs who have been moved from their present jobs because they were misfit or could be spared by because they were misfit or could be spared by their current functions their current functions

June 03rd, 2008June 03rd, 2008 88

18.2.1 Defining the Job18.2.1 Defining the Job Some managers do not have a clear idea of the job Some managers do not have a clear idea of the job

requirements and tend to mould them around requirements and tend to mould them around promising candidates promising candidates

define each job to achieve the task, not to expect the define each job to achieve the task, not to expect the job to change to meet the candidatejob to change to meet the candidate

correctly structure the team so that the job meets two correctly structure the team so that the job meets two important criteria: important criteria:

1.1. All jobs should be defined so that they can be All jobs should be defined so that they can be performed by the average, well motivated, person with performed by the average, well motivated, person with the right qualifications and skills. It is often mistaken the right qualifications and skills. It is often mistaken belief that an over-qualified person will do the job more belief that an over-qualified person will do the job more effectively. effectively. Such a person will also be more expensive Such a person will also be more expensive to recruit, leading to mismatches in salary within the to recruit, leading to mismatches in salary within the teamteam

2.2. the job should be enriched, allowing scope for the job should be enriched, allowing scope for creatively, and not just the made more difficultcreatively, and not just the made more difficult

June 03rd, 2008June 03rd, 2008 99

18.2.2 Attracting Candidates18.2.2 Attracting Candidates Candidates may be recruited internally, from Candidates may be recruited internally, from

within the company, or externally within the company, or externally an ideal team would consist of a mix of existing staff an ideal team would consist of a mix of existing staff

and new recruits and new recruits Several factors need to be considered when Several factors need to be considered when

recruiting from outside the organizations recruiting from outside the organizations The compositions of the job advertisement The compositions of the job advertisement The method for advertising the job The method for advertising the job The use of recruitment agents and head-hunters The use of recruitment agents and head-hunters carry out campus recruitment carry out campus recruitment Lectures and professors should be invited to visit the Lectures and professors should be invited to visit the

company’s plant company’s plant lectures of industry experts to undergraduates lectures of industry experts to undergraduates

June 03rd, 2008June 03rd, 2008 1010

18.2.3 Selection Criteria18.2.3 Selection CriteriaSix factors to have a set of defined selection criteria against Six factors to have a set of defined selection criteria against

which to measure candidateswhich to measure candidates1.1. Generally health and physical fitness Generally health and physical fitness 2.2. Impact on others Impact on others 3.3. Acquired knowledge and sills Acquired knowledge and sills 4.4. Innate abilities (e.g. quickness in adapting to new Innate abilities (e.g. quickness in adapting to new

tasks)tasks)5.5. Motivation (self-starters)Motivation (self-starters)6.6. Emotional adjustment (ability of candidates to stand up Emotional adjustment (ability of candidates to stand up

to stress at work)to stress at work) Manager to decide, which factor is more important Manager to decide, which factor is more important Maximize strengths within a team rather than Maximize strengths within a team rather than

minimizing weakness minimizing weakness Technically expert but non social worker may be Technically expert but non social worker may be encouraged encouraged

to become the thinker of the group to become the thinker of the group

June 03rd, 2008June 03rd, 2008 1111

18.2.4 The selection process18.2.4 The selection process hit and miss affair, with no guarantee that the hit and miss affair, with no guarantee that the

most suitable person will be chosenmost suitable person will be chosen Several techniques are available to help the Several techniques are available to help the

manger in the selection process, manger in the selection process, The application form: information, but no judgment of The application form: information, but no judgment of

expertise etcexpertise etc Psychological testing: Psychological testing: provide an indication of the provide an indication of the

candidate’s personality types and the roles which they candidate’s personality types and the roles which they are most likely to adopt within a team are most likely to adopt within a team

Assessment groups: Assessment groups: the candidates have to go the candidates have to go through group and individual exercises through group and individual exercises

Selection Interview: ????????Selection Interview: ????????

June 03rd, 2008June 03rd, 2008 1212

18.3 18.3 Building TeamBuilding Team the real team building work begins, with the definition of team goals the real team building work begins, with the definition of team goals Select team members to meet the task requirements (each person Select team members to meet the task requirements (each person

should bring some special skill or strength to the team) should bring some special skill or strength to the team) Ensure that during the formation stage every opportunity is taken to Ensure that during the formation stage every opportunity is taken to

get people to work together and to mix socially get people to work together and to mix socially adopt a participative leadership style in goal setting & decision adopt a participative leadership style in goal setting & decision

making making Build trust first and work with the team in formulating detailed goals Build trust first and work with the team in formulating detailed goals

and tasks and tasks Ensure that all team members have the same interests and aims Ensure that all team members have the same interests and aims Jobs may overlap but responsibilities must be definedJobs may overlap but responsibilities must be defined work load in the team must be evenly distributed work load in the team must be evenly distributed Identify group norms: (which is what the group accepts as normal Identify group norms: (which is what the group accepts as normal

behavior)behavior) Ensure: there are measures of success associated with each task Ensure: there are measures of success associated with each task Show the importance of the work being done by the team, to the Show the importance of the work being done by the team, to the

organization, senior managers and publicize organization, senior managers and publicize

June 03rd, 2008June 03rd, 2008 1313

18.3.1 Creativity18.3.1 Creativity Creativity is normally considered to be the ability Creativity is normally considered to be the ability

to produce new and useful resultsto produce new and useful results Creative people normally have the following Creative people normally have the following

characteristics:characteristics: are usually non-conformist (unconventional); are usually non-conformist (unconventional);

sometimes considered to be difficult to mange sometimes considered to be difficult to mange want to be original and deliberately look for different want to be original and deliberately look for different

solutions to problems solutions to problems able to think laterally around problems able to think laterally around problems approach all problems with curiosity approach all problems with curiosity have lots of ideas, many of which may not be practical have lots of ideas, many of which may not be practical have a high level of confidence in their ability and have a high level of confidence in their ability and

prefer to work on their own with minimum supervision prefer to work on their own with minimum supervision

June 03rd, 2008June 03rd, 2008 1414

CreativityCreativity

To encourage creativity in the team, a creative To encourage creativity in the team, a creative environment is essential, as follows environment is essential, as follows A flat organization should be used to ensure that the A flat organization should be used to ensure that the

level of supervision is reducedlevel of supervision is reduced Creative members should be given the opportunity to Creative members should be given the opportunity to

spend less time on activities such as administration.spend less time on activities such as administration. The team should be encouraged to accept thoseThe team should be encouraged to accept those There should be good facilities for study and researchThere should be good facilities for study and research Individual creativity should be encouraged, Individual creativity should be encouraged,

recognized and rewarded: as the ideas always start recognized and rewarded: as the ideas always start with an individual and are then developed by the teamwith an individual and are then developed by the team

June 03rd, 2008June 03rd, 2008 1515

18.4 18.4 Managing for ResultsManaging for Results To obtain the highest level of performance from the To obtain the highest level of performance from the

team, each team member must have the following team, each team member must have the following information:information: Clear targets, so that they know what is expected of them. In Clear targets, so that they know what is expected of them. In

setting targets any constraints must be taken into account and setting targets any constraints must be taken into account and the levels of responsibility clearly defined.the levels of responsibility clearly defined.

Clear standards of performance, along with the methods used to Clear standards of performance, along with the methods used to measure the targets.measure the targets.

A system of feedback, so that team members know the progress A system of feedback, so that team members know the progress which is being made.which is being made.

Managing by Objectives (MBO) is a Managing by Objectives (MBO) is a targets setting and targets setting and measurement techniquemeasurement technique to mange teams. Here the to mange teams. Here the superior and subordinate jointly identify the subordinate’s superior and subordinate jointly identify the subordinate’s major areas of responsibility in terms of results expected, major areas of responsibility in terms of results expected, and use these for operating the unit and for assessing and use these for operating the unit and for assessing the contribution made by each of its members the contribution made by each of its members

June 03rd, 2008June 03rd, 2008 1616

18.4.1 Target setting18.4.1 Target setting Any target setting operation has the objective of moving Any target setting operation has the objective of moving

the corporate strategy to the individual levelthe corporate strategy to the individual level There may be year on year improvement in targets and There may be year on year improvement in targets and

goals by changes in technology, training and perceptiongoals by changes in technology, training and perception Targets or objectives within the MBO must have the Targets or objectives within the MBO must have the

following characteristics:following characteristics: They should be significant and not trivial (unimportant)They should be significant and not trivial (unimportant) They must be results orientedThey must be results oriented They should be very clearly specified and understood by both They should be very clearly specified and understood by both

the manger and subordinatethe manger and subordinate Targets should be documented and singed by the manger and Targets should be documented and singed by the manger and

the subordinatethe subordinate Subordinates should have been involved in developing their Subordinates should have been involved in developing their

targets. targets. The targets should be attainable within the time frame specified The targets should be attainable within the time frame specified

and with the resources availableand with the resources available The targets should be measurable, so that subordinates know The targets should be measurable, so that subordinates know

whether they have succeeded and how well they have donewhether they have succeeded and how well they have done

June 03rd, 2008June 03rd, 2008 1717

18.4.2 Reviews18.4.2 Reviews Reviews may deal with tasks or activities: and Reviews may deal with tasks or activities: and

may also be concerned with individual and team may also be concerned with individual and team performance performance

The day-to-day informal reviewThe day-to-day informal review Management by Walk About (MWA) Management by Walk About (MWA) Meeting at lunch etcMeeting at lunch etc

Formal reviews, held regularly at frequent Formal reviews, held regularly at frequent intervalsintervals such as a weekly progress report/presentation, in a such as a weekly progress report/presentation, in a

formal or informal meeting formal or informal meeting personal issues may also be discussedpersonal issues may also be discussed

Formal annual review Formal annual review usually a personal appraisal (assessment), discussed usually a personal appraisal (assessment), discussed

next next

June 03rd, 2008June 03rd, 2008 1818

Personal Appraisal Personal Appraisal stress for both the subordinate and the managerstress for both the subordinate and the manager probably the most important task which a manager can doprobably the most important task which a manager can do will build a strong bond between the manager and the will build a strong bond between the manager and the

subordinate subordinate May be a formal form which needs to be completed at the May be a formal form which needs to be completed at the

appraisal interview (uniform process)appraisal interview (uniform process) provides a record for future promotions and protect the provides a record for future promotions and protect the

company against a charge of unfairness or discrimination company against a charge of unfairness or discrimination can be given to subordinates as their personal targets for can be given to subordinates as their personal targets for

the next period the next period accumulation of the performance against individual targets accumulation of the performance against individual targets

will have to be weighted will have to be weighted appraisal method based on targets may indicate how well appraisal method based on targets may indicate how well

subordinates have done their present job, but don’t not subordinates have done their present job, but don’t not show whether they have the qualities for promotion to show whether they have the qualities for promotion to another job another job

June 03rd, 2008June 03rd, 2008 1919

Personal AppraisalPersonal Appraisal

main activities at the appraisal meeting main activities at the appraisal meeting personal targets personal targets ↔ ↔ team goals or corporate team goals or corporate

objectives objectives Following performance assessment the Following performance assessment the

opportunities open for the subordinate are opportunities open for the subordinate are discussed. These include:discussed. These include: training, coaching and assignment to widen the training, coaching and assignment to widen the

subordinate’s experiencesubordinate’s experience Rewards, such as promotion or salary increasesRewards, such as promotion or salary increases Actual salary increments, however, usually depend on Actual salary increments, however, usually depend on

the overall rating of other staff, and the total pot of the overall rating of other staff, and the total pot of money available for the next periodmoney available for the next period

Agree the subordinate’s targets for the next Agree the subordinate’s targets for the next periodperiod

June 03rd, 2008June 03rd, 2008 2020

CounselingCounseling manager provides the subordinate with manager provides the subordinate with

feedback on performance and discusses feedback on performance and discusses strengths and weaknesses strengths and weaknesses

Three methods may be used in counseling:Three methods may be used in counseling:1.1. The tell and sell method: The tell and sell method:

− managers views on the subordinates performances managers views on the subordinates performances and future plans are thrown to ….. and future plans are thrown to …..

− subordinates have no opportunity for commenting subordinates have no opportunity for commenting the assessment the assessment

− leaves the subordinate with a sense of frustration leaves the subordinate with a sense of frustration and injusticeand injustice

− He may consider the appraisal meeting as a vehicle He may consider the appraisal meeting as a vehicle for fault finding for fault finding

June 03rd, 2008June 03rd, 2008 2121

CounselingCounseling

2.2. The tell and listen method: The tell and listen method: − Managers give their views and then ask the Managers give their views and then ask the

subordinates to comment subordinates to comment − the subordinate is expected to agree with ……….. the subordinate is expected to agree with ……….. − puts the subordinate on the defensive puts the subordinate on the defensive

3.3. The ask and discussion method:The ask and discussion method:− managers adopt the role of helpers managers adopt the role of helpers − manager is sharing ideas with the subordinate and manager is sharing ideas with the subordinate and

is not just giving adviceis not just giving advice− Helps to identify the subordinates strengths and Helps to identify the subordinates strengths and

how these can be better utilized how these can be better utilized − builds a strong bond between them and provides a builds a strong bond between them and provides a

very effective counseling technique very effective counseling technique Manager must avoid the danger of …. Manager must avoid the danger of ….

June 03rd, 2008June 03rd, 2008 2222

Managing ConflictManaging Conflict caused by an incompatibility of goals, interests caused by an incompatibility of goals, interests

and ideas and ideas can occur between individuals or between can occur between individuals or between

groups groups can occurs in appraisal or counseling situations can occurs in appraisal or counseling situations

between the manager and subordinate between the manager and subordinate must be accepted as a fact of life within an must be accepted as a fact of life within an

organization: can often be very useful organization: can often be very useful lose-lose situationlose-lose situation: if conflict resolved using : if conflict resolved using

authority or ignoring it. neither one is happy authority or ignoring it. neither one is happy Win-lose situationWin-lose situation: if manger takes sides : if manger takes sides Resolving the conflict is dependent on the Resolving the conflict is dependent on the

characteristics of the people involved characteristics of the people involved

June 03rd, 2008June 03rd, 2008 2323

Managing ConflictManaging Conflict

in the following ways in the following ways

AvoidanceAvoidance: if the two parties recognize and pull away : if the two parties recognize and pull away from the brink from the brink

NegotiationNegotiation: both parties look for compromise, (if both : both parties look for compromise, (if both parties) parties)

ConfrontationConfrontation: two parties head on, if the two are equally : two parties head on, if the two are equally matched, matched,

If one is clearly much stronger, the other will withdraw If one is clearly much stronger, the other will withdraw gracefully gracefully

for equally matched parties confrontation helps to define for equally matched parties confrontation helps to define the problem and the differences sharply (can either the problem and the differences sharply (can either adopt an avoidance mode of a negotiation mode)adopt an avoidance mode of a negotiation mode)

if they both share the same goals, they will collaborate to if they both share the same goals, they will collaborate to come up with a joint solution. This is the best resolution come up with a joint solution. This is the best resolution of conflict, leading to a true win-win situation of conflict, leading to a true win-win situation

June 03rd, 2008June 03rd, 2008 2424

18.5 Training and development18.5 Training and developmentVarious reasons for trainingVarious reasons for training To improve performance in the present jobTo improve performance in the present job To ensure that subordinate is ready for some To ensure that subordinate is ready for some

future position. (educational)future position. (educational) To ensure that all team members share a To ensure that all team members share a

common vocabularycommon vocabulary To ensure that team member have the same To ensure that team member have the same

basic knowledgebasic knowledge Because the advertising leaflet on the course Because the advertising leaflet on the course

looks good (person who can be spared)looks good (person who can be spared)

June 03rd, 2008June 03rd, 2008 2525

The aim of all training and development The aim of all training and development programs are:programs are:

1.1. To provide the student with knowledge: To provide the student with knowledge: • A A specialistspecialist knows more and more about less and knows more and more about less and

less and A less and A generalistgeneralist knows less and less about knows less and less about more and more more and more

2.2. To develop specific skills in the student To develop specific skills in the student

3.3. To affect the students attitudes and values To affect the students attitudes and values • difficult to do, since attitudes have been build up difficult to do, since attitudes have been build up

over many yearsover many years• Courses which aim to change attitude are best held Courses which aim to change attitude are best held

away from the normal work environment away from the normal work environment • likely to take a relatively long time likely to take a relatively long time

June 03rd, 2008June 03rd, 2008 2626

18.5.2 Self Development18.5.2 Self Development People cannot be taught: they must learn People cannot be taught: they must learn A person must be motivated to train or develop: A person must be motivated to train or develop:

Several activities need to be carried out Several activities need to be carried out Planning, to determine the areas which need Planning, to determine the areas which need

improvementimprovement Selection of the triaging or development methodsSelection of the triaging or development methods Making time for self developmentMaking time for self development Seeking feedbackSeeking feedback Creating opportunities for self developmentCreating opportunities for self development Interest not directly related to one’s work are also Interest not directly related to one’s work are also

useful for self development. Examples are joining the useful for self development. Examples are joining the local committee of one’s professional institute: local committee of one’s professional institute: presenting papers at conferences; and acting as a presenting papers at conferences; and acting as a visiting lecturer in a local college visiting lecturer in a local college

June 03rd, 2008June 03rd, 2008 2727

18.5.3 Learning theories18.5.3 Learning theories studies dealt with studies dealt with conditioned behaviorconditioned behavior showed showed

that a dog could be conditioned to perform that a dog could be conditioned to perform certain actions at the expectation of foodcertain actions at the expectation of food

John Watson postulated that human behavior John Watson postulated that human behavior can be defined in terms of two items: can be defined in terms of two items: a stimulus (any change in environment ) a stimulus (any change in environment ) a response (behavioral reaction to the stimulus)a response (behavioral reaction to the stimulus)

Operant conditioning learning theoryOperant conditioning learning theory, in which , in which behaviour is obtained, eliminated or maintained behaviour is obtained, eliminated or maintained depending on the outcome of the behaviour depending on the outcome of the behaviour carried out. carried out. For exampleFor example, if every time engineers , if every time engineers make suggestions, they receive a negative make suggestions, they receive a negative response from their managers, then they will response from their managers, then they will learn not to make suggestionslearn not to make suggestions

June 03rd, 2008June 03rd, 2008 2828

18.5.4 Learning and development methods18.5.4 Learning and development methods EducationEducation teaches the student to be confident in teaches the student to be confident in

an uncertain environmentan uncertain environment It must be learned and cannot be taught It must be learned and cannot be taught

TrainingTraining is usually applied to a much more is usually applied to a much more specific aim and environment,specific aim and environment, and it can be taught and it can be taught

Common techniques for management training: Common techniques for management training: Classroom lectures Classroom lectures Programmed learning Programmed learning Case StudiesCase Studies Role planning Role planning Business games Business games Sensitivity training or T-Groups Sensitivity training or T-Groups Job rotation Job rotation Job shadowing Job shadowing

June 03rd, 2008June 03rd, 2008 2929

18.6 The HR function 18.6 The HR function HR is usually responsible for:HR is usually responsible for: Being aware of legislation and making sure that the Being aware of legislation and making sure that the

company works within these in all its actions company works within these in all its actions All industrial relations matters, such as negotiations with All industrial relations matters, such as negotiations with

……. ……. Setting policies on terms and conditions of employmentSetting policies on terms and conditions of employment All health and safety mattersAll health and safety matters Talking the lead in organization matters and ensuring Talking the lead in organization matters and ensuring

that the company exhibits organizational effectiveness.that the company exhibits organizational effectiveness. Administrating the company’s grievance and disciplinary Administrating the company’s grievance and disciplinary

proceduresprocedures Internal communications within the organizationInternal communications within the organization Assisting the line manager on personnel mattersAssisting the line manager on personnel matters

June 03rd, 2008June 03rd, 2008 3030

AssignmentsAssignments Device a form for the personal appraisal of Device a form for the personal appraisal of

your staff. Elaborate each pointyour staff. Elaborate each point What are the possible reasons of conflict What are the possible reasons of conflict

between individualsbetween individuals What are the possible reasons of conflict What are the possible reasons of conflict

between groupsbetween groups