Chapter 10 How to Maintain Relationships wYour Employees and Their Representatives

1
Chapter 10How to Maintain Relationships w/Your
Employees and Their Representatives
1
2
Chapter Outline

• Setting up Organizational Structure.
• Small Firms Need Good Human Relations.
• Exercising Effective Leadership.
• Communicating w/Employees Others.
• Motivating Employees.

2
3
Chapter Outline (Contd)

• Appraising Employees' Performance.
• Counseling Troubled Employees.
• Imposing Discipline.
• Dealing w/Unions.
• Terminating Employees.
• What You Should Have Learned.

3
4
How Well Do You Delegate?
Text Figure 10-1

• Do you do work?employee could do just as well?
• Do you think youre the only one who actually
  knows how the job should be done?
• Do you leave work each day loaded down w/details
  to take care of at home?
• Do you frequently stay after hours catching up?
• Are you a perfectionist?
• Do you tell your employees how to solve problems?
• Do you seem never to be able to complete the work
  assigned to you?

4
5
Span of Management

• Narrow Span of Management

1
2 2 2
5
Continued
6
Span of Management (Contd)
Wide Span of Management
1
2 2 2 2
6
2 2 2 2 2
7
Simplified Line Organization
Figure 10-2
Owner/ Manager
Sales Manager
Operation Manager
Finance Manager
Workers
Workers
Workers
7
8
Simplified Line--Staff Org.
Figure 10-3
Owner/ Manager
Accounting and Control
Personnel
Legal Staff
Sales Manager
Operation Manager
Finance Manager
Workers
Workers
Workers
8
9
Org. of Small, Un-Incorp. Mom--Pop Bus.

Figure 10-4
Mom Supervises
Pop Supervises
Personnel
Payroll
Store Operations
Long-Term Planning
Accounting
9
10
Communication Process
Figure 10-5
10
11
Barriers to Effective Communication

• Owner's position of authority
• Status of Communicator
• Imprecise use of language
• Inattention
• Poor listening

11
12
Motivational Process
Figure 10-7
Employee need(s)
Job satisfaction
Response
Behavior
Improved performance
Incentive stimulus
12
13
Practical Ways to Improve Motivation

• QUALITY CIRCLES (QCS) Small employee groups.
  Meet periodic-
• ally to improve quality output.
• ZERO-DEFECTS Approach uses pride in workmanship
  to get work-
• ers to do their work right the first time.
• JOB ENRICHMENT Granting employees greater Resp
  Authority
• over their jobs?best way to motivate them.
• VARIABLE WORK SCHEDULES (AKA Flex-Work
  Arrangements)
• permit employees to work at times other than
  standard work week.

13
continued
14
Practical Ways to Improve Motivation (continued)

• FLEXTIME Arrangement under which employees may
  schedule their own hours, around a core time.
• JOB SPLITTING Occurs when employees divide a
  single job into 2-or-more different parts, each
  employee doing one of the parts.
• JOB SHARING Occurs when a single full-time job
  is retained, but its performance is shared by two
  or more employees working at different times.

14
15
How Performance Appraisals Operate
Figure 10-8
Reliability Cooperativeness Job
knowledge initiative Safety consciousness Learning
ability Health and physical condition Adaptabilit
y Judgment Responsibility Skill
Actions Conduct Functions Motions Response
s
Achievements Output Productivity
Evaluates Measures Rates
Rewards Pay increase Transfer Promotion Tr
aining Career progress
1 2 3 4 5 Employees Job behaviors Work
performance Managers appraisal HRM
actions personal qualities
15
16
Areas Needing Counseling

• JOB-RELATED AREAS NEEDING COUNSELING.
• HEALTH SAFETY Safety is largely a matter of
  attitude, which can be strengthened through
  counseling.
• RETIREMENT OR TERMINATION a. Employees need
  preparation for retirement, especially
• regarding their benefits.b. When employees
  just can't produce, termination, often called
• outplacement, is often the only option.
• STRESS, including JOB BURNOUT.

16
17
Areas Needing Counseling (contd)

• PERSONAL PROBLEMS NEEDING COUNSELING
• 2/3rds of employee personal problems?drug/alcohol
  related.
• Drug-related problems include absenteeism,
  accidents, increases in medical expenses,
  insubordination, thefts, and
• quality problems.

17
18
Laws Governing Union-Mgt Relations

• RAILWAY LABOR ACT OF 1926

• NATIONAL LABOR RELATIONS ACT of 1935, as amended
  (also called the Wagner Act)

LABOR-MANAGEMENT REPORTING AND DISCOURSE
ACT-1959, as amended (also called the
Landrum-Griffin Act)
LABOR-MANAGEMENT RELATIONS ACT-1947, as amended
(also called the Taft-Hartley Act)
18