Job Analysis

Job analysis helps in the understanding of a unit of work and its linkage with other units of work. More specifically, the uses of job analysis may be summarized as follow:

1. Manpower planning: Job analysis helps in forecasting human resource requirements in terms of knowledge and skills. By showing lateral and vertical relationships between jobs, it facilitates the formulation of a systematic promotion and transfer policy. It also helps in determining quality of human resources needed in an organization.
2. Recruitment: Job analysis is used to find out how and when to hire people for future job openings. An understanding of the skills needed and the positions that are vacant in future helps managers to plan and hire people in a systematic way. 
3. Selection: Without a proper understanding of what is to be done on a job, it is not possible to select a right person
4. Placement and orientation: After selecting people, we have to place them on jobs best suited to their interests, activities and aptitude. Similarly, effective job orientation program will help the employee in learning the activities and understanding duties that are required to perform a given job more effectively.
5. Training: If there is any confusion about what the job is and what is supposed to be done, proper training efforts cannot be initiated. Whether or not a current or potential job holder requires additional training can be determined only after the specific needs of the jobs have been identified through a job analysis.
6. Counselling: Managers can properly counsel employees about their careers when they understand the different jobs in the organization. Likewise, employees can better appreciate their career options when they understand the specific needs of various other jobs. Job analysis can point out areas that an employee might need to develop to further a career.
7. Employee safety: Job analysis reveals unsafe conditions associated with a job.
8. Performance appraisal: By comparing what an employee is supposed to be doing (based on job analysis) to what the individual has actually done, the worth of that person can be assessed. Ultimately, every organization has to pay a fair remuneration to people based on their performance. To achieve this, it is necessary to compare what individuals should do (as per performance standards) with what they have actually done (as per job analysis).
9. Job design: Once the jobs are understood properly, it is easy to locate weak spots and undertake remedial steps. We can eliminate unnecessary movements, simplify certain steps and improve the existing ones through continuous monitoring. In short, we can redesign jobs to match the mental make-up of employees.
10. Job analysis helps in finding the relative worth of a job, based on criteria such as degree of difficulty, type of work done, skills and knowledge needed, etc. This, in turn, assists in designing proper wage policies, with internal pay equity between jobs.

Power - Sources

Meaning of power

The word ‘power’ is defined differently by different people. In simple words, power is the ability to influence other people. It is an exchange relationship that occurs in transactions between an agent and a target. The agent is the person who uses the power, and target is the receipt of the attempt to use power. White and Bednar have also defined people or things, usually obtained through he control of important resources.

Sometimes, people consider power, influence and authority as synonymous. However, these mean different meanings. We have just defined power as the ability to influence someone else. Power being an ability, individuals can learn to use it effectively. Influence is the process of affecting the thoughts, behaviour, and feelings of another person. Authority is the right to influence another person. In other words, authority is a legitimate right to influence others.

Bases Or Sources Of Power

Where does power come from? French and Raven have answered this question by identifying five sources a manager drives power. They are reward, coercive, legitimate, referent and expert power.

Reward Power: Reward power is based on the agent’s/manager’s ability to control rewards the target/employee wants. The common examples of reward power are managers control rewards of salary increases, bonuses, and promotions. This power is based on old saying that ‘wealth is power’. People comply this power because they get benefits out of its compliance.

Coercive Power :Coercive power is opposite of reward power. Coercive power is based on manager’s ability to cause an unpleasant experience for its people. To cerce someone into doing situation, it may be in the form of action for or threat for dismissal, suspension, demotion, or other method of embarrassment for the people working in organisations.

Legitimate Power : Legitimate power is power that is based on position and mutual agreement. Both the agent and target agree that the agent has the right to influence his employees. In organisational setting, such legitimate power is in the form of authority which is delegate to the positions of organisational members. In our culture, age has still certain premium and the aged people have legitimate power and the members of the society believe in his right to influence the decisions in their lives.

Referent Power : Referent power in an elusive power that is based on interpersonal attraction. The agent has referent power over the target because the target identifies with or wants to be like the agent. Charismatic individuals are often thought to have referent power. Such power may take place without organisational context as most of the people take somebody as ideal and behave accordingly upto a certain stage.

Expert Power: Expert power exists when the agent has information or knowledge that the target needs. It is based on the proverb, ‘knowledge is power’. For expert power to work, three conditions need to be fulfilled. First, the target must trust that the information given by the agent is accurate and correct. Second, the information given should be relevant and useful to the target. Third, the target must consider the agent a an expert. It is important to mention that if an agent considers himself/herself as an expert but not the target, then the expert power will not be effective.

Steps for Effective Communication

Clarity in idea.

The communicator should be quite clear about what he wants to communicate. Communication is a process starting with ideation, which includes generation of ideas, which are meant, for communication. This is the subject matter of communication and may include opinion, attitudes, feeling, views suggestion orders etc.

Purpose of Communication

Every communication has some purpose, the basic purpose of any communication being to get behavioural response from the receiver of the communication. However the ultimate objective may be extended further.

Empathy in Communication

The way for effective communication is to be sensitive towards receivers needs, feeling and perception. This is what psychologist called empathy in communication. When the sender of message looks at the problems from the receiver point of view, much of misunderstanding is avoided.

Two Way Communications

Communication is a two way process and this fact must be realized in communication. Two-way communication brings two minds together which is the basic core of any communication. It involves a continuous dialogue between the sender and the receiver of the message. Upward communication becomes a reality in the organization if this fact is recognized.

Appropriate Language

The subject matter of communication is transmitted by decoding into some symbols. Such symbols may be in the form of words, either spoken or written and gestures. If the words are used, the language used for communication should be such which is understandable by the receiver. Technical terminology and jargons though impressive creates trouble to the listener. One way of making communication simple is to use repetitive language, which the receiver is familiar with.

Supporting Words with Action

It is often said that action speaks louder than words. While communicating the sender may use the actions to emphasis a point. This enhances understanding as well as emphasis the important point in communication. Further the sender of message must also follow in action what he says to others. This will ensure seriousness in communication/

Credibility in Communication

One criterion for effective managerial communication is that it has credibility or believability. The subordinates obey the orders of the superior because he has demonstrated through his competence that he is worth of trust. He must also maintain his trust and credibility. Subordinates will follow thus any communication, which is based on this trust and credibility.

Good Listening

A communicator must be a good listener too. By this process he is not only giving chance to other to speak but he gathers useful information for further communication. By concentration on the speaker’s explicit and implicit meaning the manager can obtain a much better understanding of what is being said.

Qualities of a Leader

Leadership means the ability to influence the behaviour of others hence a leader should have certain traits to be able to exert his influence on the group around him. Leadership qualities can be divided into two classes.

1.     Personal traits

2.     Managerial traits

Personal Traits

            A successful leader should have the following personal qualities.

Dynamic Personality

            A leader should possess a charismatic, charming, cheerful and bubbling personality. He should have vitality. He should be strong, have good health, and have a cool temperament and an optimistic outlook. His behaviour should be decent and he should be able to communicate clearly.

Intellectual Capacity

            A leader should be able to think scientifically and logically. He should be able to analyse a situation. He should be able to interpret both data and human behaviour clearly and concisely. He should have an insight into business problems.

Initiative

            A successful leader must be able to visualize and take a correct sequence of actions. He should have a good sense of timing. He should be able to apply intrinsic ideas. He should be able to develop new ideas and formulate new methods of doing things. He should have great creative ability and initiative. He should be able to inspire teach and guide people. Only then will he get the voluntary co-operation of the employees around him.

Foresight

            A successful leader should be imaginative. He should be able to visualize potential trends and on the basis of these develop polices and programs logically.

Emotional Stability

            A leader should have a balanced temperament. He should be emotionally stable. He should be able to overcome his own personal disappointments. He should also be able to correct his won inconsistencies.

Flexibility

            A leader should be flexible and have an open mind. But the final decision should be his and should be based on various inputs, which should reach a balance in the final decision. He must always try to accommodate as many points of view as possible.

Sense of Responsibility

            A leader must always be responsible for his actions. He should bear the burden of his decisions. He should not try to escape by putting them on somebody else. He should always remember,

1. That he derives his authority from his followers and
2. Authority and responsibility are inter linked.

Character

            A leader should be a man of great character. He should always remember that he is a symbol for his followers hence he must carefully consider the effects of his actions on grounds of morality and efficiency.

Managerial Traits

            A successful leader should possess the following managerial trait.

Technical Knowledge

            A leader should know the technical details necessary in his field. He should know them minutely and be able to apply them in hands on situation. Only then will his followers respect him. A leader who instructs but cannot do will never be respected.

Organizing ability

            The main aim of every leader is to organize what others are doing. To be able to do this he should be able to divide the organisation into segments and use his technical knowledge and knowledge of his followers’ capacity to divide work, allocate responsibility, direct the action, set goals and produce results. He should be able to bring together the money, materials, men and machines.

Ability to deal with people

            A leader should be able to deal with the behaviour of his followers under normal conditions and in emotionally stressed conditions. He has to inspire and motivate people in both the situations

Ability to judge and decide promptly

            A leader should use all the abilities mentioned above to judge both people and situations. He should also be able to act decisively promptly and effectively so that the organization benefits from his decision with the minimum amount of effort for his followers.

How Hiring Process Impacts Performance

One Fine Day.....

One fine day, a bus driver went to the bus garage, started his bus, and drove off along the route. No problems for the first few stops - a few people got on, a few got off, and things went generally well.

At the next stop, however, a big hulk of a guy got on. Six feet eight,built like a wrestler, arms hanging down to the ground. He glared at the driver and said, " Big John doesn't pay!" and sat down at the back.

Did I mention that the driver was five feet three, thin, and basically meek? Well, he was. Naturally, he didn't argue with Big John, but he wasn't happy about it. The next day the same thing happened - Big John got on again, made a show of refusing to pay, and sat down. And the next day, and the next.

This grated on the bus driver, who started losing sleep over the way Big John was taking advantage of him. Finally he could stand it no longer. He signed up for body building courses, karate, judo, and all that good stuff.

By the end of the summer, he had become quite strong; what's more, he felt really good about himself. So on the next Monday, when Big John once again got on the bus and said, "Big John doesn't pay!"

The driver stood up, glared back at the passenger, and screamed, " And why not?"

With a surprised look on his face, Big John replied, " Big John has a bus pass."

Management Lesson: "Be sure there is a problem in the first place before working hard to solve one."

Competencies/Skills Essential for Managers

Management Skills

Managers need certain skills in order to perform the duties and activities associated with various functions. Katz found that managers need three essential skills or competencies. They are technical sills, interpersonal skills and conceptual skills. It is reported that the relative importance of these skills varied according to the managers level with in the organization. As managers’ progresses from lower level to senior level, he is expected to acquire more of human relations and conceptual skills.

Managerial Skills

Technical skills

This refers to acquisition of knowledge and proficiency in a certain specialized fields. For example, mechanics work with tools, and their supervisors should have the ability to teach them how to use these tools. Similarly accountants apply specific techniques in doing their job.

First line manger, as well as middle level managers, is required to acquire mastery over the technical aspects of the organizational work operations. Technical skills include knowledge of and proficiency incertain specialized fields, such as engineering, computers, finance, manufacturing etc. Kanz proposed that technical skills becomes less important as manager moves into higher level of management, but even top managers need some proficiency in the organization’s specialty. For example, senior executives with an IT background are required to know the different types of operating systems and the current developments in the software industry to use their IT skills frequently in their position as managers when it comes to handling new projects.

Interpersonal Skills

It is ability to work with people; it is cooperative effort; it is team work; it is the creation of an environment in which people feel secure and free to express their opinions

Human or interpersonal skills represent the ability to work well with and understand others to build cooperative effort within a team to motivate and to manage conflict. These skills are important for manages at all levels. Managers need to be aware of their own attitudes, assumption and beliefs as well as being sensitive to their subordinate’s perceptions needs, and motivations.

It is important to note that theses skills are called as soft skills and it is proved that the organizations nurturing those soft skills within the organization are so successful in their business operations. Some of the important soft skills include communicating, motivating, and leading, delegating and negotiating skills. As managers deal directly with people within as well outside the organization, such types of interpersonal skills are crucial in maintaining effective interpersonal relations. Manager with good interpersonal skills are to get the best out of their people. They know how to communicate, motivate, lead and inspire enthusiasms and trust.

Conceptual Skills

It is the ability to see the ‘big picture’ to recognize significant elements in a situation to understand the relationships among the elements

Managers must also have the ability to conceptualize and to think about abstract situations. They must be able to see the organization as whole with holistic approach and able to see the big picture of he organization. The manager must understand the relationships among various subunits and to visualize how organizations fit into this broader environment. These abilities are essential to effective decision-making, and all managers must involve in making decisions. All managers at all levels need conceptual skills. Katz proposed that these skills become more important in top management positions. The reason for this is that the top management managers often deals with abstract ideas, where as lower-level manager normally spend more time dealing with observable technical day-to-day operational activities.