Control | Feedforward, Concurrent, & Feedback Controls

Explain feedforward, concurrent, and feedback controls and provide an example for each one. 

Answer: 

Feedforward control is the most desirable type of control—feedforward control—prevents anticipated problems since it takes place before the actual activity. Example—at St. Joseph's Hospital in West Bend, Indiana, a new facility was designed with identical rooms, nonslip floors, and glass walls to reduce errors in patient care and to increase employee safety.

Concurrent control, as its name implies, takes place while an activity is in progress. When control occurs while the work is being performed, management can correct problems before they come too costly. Example—When managers use management by walking around, which is a term describing when a manager is out in the work area interacting directly with employees, they're using concurrent control.

Feedback control, the most popular type of control relies on feedback. In feedback control, the control takes place after the activity is done. Example—when the Denver Mint discovered flawed Wisconsin quarters, it was discovered with feedback control. The damage had already occurred even though the organization corrected the problem once it was discovered.

Source: Management, 11e (Robbins/Coulter)

Control | Organizational Effectiveness is a Better Measure of Organizational Performance Than Organizational Productivity

Organizational effectiveness is a better measure of organizational performance than organizational productivity. Do you agree with this statement? Why or why not? 

Answer: 

Organizational effectiveness is a measure of how appropriate organizational goals are and how well those goals are being met. So an effective organization is certain to meet its goals. High organizational productivity does not necessarily indicate that organizational goals have been achieved. Hence organizational effectiveness, as a measure of organizational performance, can be considered a more accurate tool of measurement.

Productivity is the amount of goods or services produced divided by the inputs needed to generate that output. So it could be easier to calculate productivity. Students could disagree stating these reasons.

Source: Management, 11e (Robbins/Coulter)

Motivation | Maslow's Hierarchy of Needs

List and discuss the five needs that are based on Maslow’s hierarchy of needs theory. 

Answer: 

Maslow was a psychologist who proposed that within every person is a hierarchy of five needs:

1. Physiological needs: A person's needs for food, drink, shelter, sex, and other physical requirements.

2. Safety needs: A person's needs for security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met.

3. Social needs: A person's needs for affection, belongingness, acceptance, and friendship.

4. Esteem needs: A person's needs for internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention.

5. Self-actualization needs: A person's needs for growth, achieving one's potential, and self-fulfillment; the drive to become what one is capable of becoming.

Maslow argued that each level in the needs hierarchy must be substantially satisfied before the next need becomes dominant. An individual moves up the needs hierarchy from one level to the next. In addition, Maslow separated the five needs into higher and lower levels. Physiological and safety needs were considered lower-order needs; social, esteem, and self-actualization needs were considered higher-order needs. Lower-order needs are predominantly satisfied externally while higher-order needs are satisfied internally.

Managers using Maslow's hierarchy to motivate employees do things to satisfy employees' needs. But the theory also says that once a need is substantially satisfied, an individual is no longer motivated to satisfy that need. Therefore, to motivate someone, you need to understand what need level that person is on in the hierarchy and focus on satisfying needs at or above that level.

Source: Management, 11e (Robbins/Coulter)

Motivation | 3 Elements of Motivation

Define motivation and discuss the three elements of motivation. 

Answer: 

Motivation refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal. This definition has three key elements: energy, direction, and persistence.

The energy element is a measure of intensity, drive, and vigor. A motivated person puts forth effort and works hard. However, the quality of the effort must be considered as well as its intensity.

High levels of effort don't necessarily lead to favorable job performance unless the effort is channeled in a direction that benefits the organization. Effort that's directed toward, and consistent with, organizational goals is the kind of effort we want from employees.

Finally, motivation includes a persistence dimension. We want employees to persist in putting forth effort to achieve those goals.

Source: Management, 11e (Robbins/Coulter)

Human Resource Management | Downsizing

What can managers do to manage downsizing? 

Answer: 

Downsizing or layoffs is the planned elimination of jobs in an organization. When an organization has too many employees—which can happen when it's faced with an economic recession, declining market share, too aggressive growth, or poorly managed operations—one option for improving profits is to eliminate some of those excess workers.

In order to manage downsizing, managers should:

a. communicate openly and honestly - Managers must inform those being let go as soon as possible. They should also tell the surviving employees the new goals and expectations and also explain the impact of layoffs to them.

b. follow all the laws regulating severance pay or benefits.

c. provide support/counseling for surviving employees.

d. reassign roles according to individuals' talents and backgrounds.

e. focus on boosting morale - Managers should offer individualized reassurance, continue to communicate, especially one-on-one, and remain involved and available.

f. have a plan for the empty office spaces/cubicles so it is not depressing for surviving employees.

Source: Management, 11e (Robbins/Coulter)

Human Resource Management | Decruitment & Options

Define decruitment and list the various decruitment options. 

Answer: 

Decruitment is the process by which an organization reduces its workforce. 

The various decruitment options available to an organization are:

a. Firing - This refers to permanent involuntary termination of employees.

b. Layoffs - These refer to temporary involuntary termination of employees. Layoffs may last only for a few days or extend up to years.

c. Attrition - This is achieved when an organization does not fill the openings created by voluntary resignations or normal retirements of its employees.

d. Transfers - This happens when employees are moved either laterally or downward. This usually does not reduce costs but, it can reduce intraorganizational supply––demand imbalances.

e. Reduced workweeks - This is achieved by having employees work fewer hours per week, share jobs, or perform their jobs on a part-time basis.

f. Early retirements - Here, the organization provides incentives to older and more senior employees for retiring before their normal retirement date.

g. Job sharing - This is achieved by having employees share one full-time position.

Source: Management, 11e (Robbins/Coulter)

Human Resource Management | Recruitment

What is recruitment? What are the commonly used recruitment sources?  Include a discussion of the advantages and disadvantages of each major source to support your answer.

Answer: 

Recruitment is the process of locating, identifying, and attracting capable applicants.

Commonly used recruitment sources are:

a. The Internet - This reaches a large number of people and can get immediate feedback. But, it also generates many unqualified candidates.

b. Employee referrals - The knowledge about the organization is provided by the current employees. This can generate strong candidates because a good referral reflects on the recommender. But, this may not increase the diversity and mix of employees in the organization.

c. The company Web site - This has a wide distribution. It can be targeted to specific groups, but on the flip side, it also generates many unqualified candidates.

d. College recruiting - This allows access to large centralized body of candidates. But, this source can be only used for filling entry-level positions in the organization.

e. Professional recruiting organizations - They have a good knowledge of industry challenges and requirements. But, on the negative side, they have very little commitment to specific organizations.

Source: Management, 11e (Robbins/Coulter)