Vous êtes sur la page 1sur 4

ASSIGMENT 1

LENA LUCIA APOLLUS INTRODUCTION TO HUMAN RESOURCES MANAGEMENT IHRS512S 200993607 0812882054 19 AUGUST 2013

Assignment 1 SECTION A Question 1 1.1 1.2 1.3 1.4 1.5 C A C A D SECTION B Question 2

2.1 TRUE 2.2 TRUE 2.3 FALSE 2.4 FALSE 2.5 TRUE

QUESTION 3

3.1 Formal relationship : Are those that are officially established and prescribed in the organisational manual, charts, and job descriptions. There are three basic relationship within the category, namely. Formal organisation relations Responsibility: Refers to ones obligation to perform function assigned to the best of ones ability in accordance with directions received. A number of principles surround the formal assignment responsibility includes. Principle of similarity: This means functions assigned to a person should be grouped on the basis of similarity to one another in order to facilitate specialisation. There should be no overlapping of responsibility: Thus, the same function should not be assigned to two people. Responsibility limits should be clearly define.

No person should be assigned responsibility for work that does not contribute toward organisation objectives Responsibility is delegated from superiors

Authority : Is the right to decide what should be done and the right to it to require someoneelse to do it The basic principle governing authority is the principle of co-equal authority and responsibility. According to this principle The amount of authority delegated should equal the delegation of responsibility. Authority, like responsibility is delegated from above in the organisation Accountability Accountability and authority is delegated downwards in an organisation, accountability is to some higher in the organisation. It should be noted. That without being given the authority to carry out the task delegated, one may not be held accountable for failure In looking at accountability, an important principle is that of single accountability. According to this principle, the most desirable relationship is that each person be accountable to only one superior Informal organisational relations The informal organisation relations emerge from the formal as a result of interaction amongst the people. While the formal structure results in the formal unit example a production division, marketing division, personnel division, etc. particular workers will informally form working groups. Thus, the formal structure calls on the individuals to carry out certain activities so that the goal can be achieved. But because the hole man actually reports to work, and because man has needs beyond the minimum ones of doing the jobs, he will seek fulfilment of some of some of these needs through developing relationship with other members of the organisation. As a result of these needs and associations, formal groups will emerge and an a firm anted to control informal group formation, it could do so by: Designing work and physical layout in such a way that no opportunities for interaction arose (assembly line ) It could systematically rotate leaders and key members to prevent a stable group structure from emerging

1.4 Standard Bank Ana lyse the job not the person

The focus area is the job and not the job incumbent. The requirements of the job in terms of skills, Knowledge and experience are analysed. The job content may also be affected by a variety of aspects such as superiors expectations. Analyse the full scope of job An analysis of the job is not simply a list of task; the job should be broken don into its different components. All the aspects of the job should be fully described to give a complee picture of what the job Do not be Judgemental Consideration should be given only to the job content; how appropriate and how logical the job content is not relevant.

Focus on the present status of job The job must only be analysed as it is presently structured and the focus should be on the job content. Future changes or changes which occurred in the past must not be included.

Vous aimerez peut-être aussi