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PERSONNEL MANAGEMENT PRACTICE RIU TANTAL
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Uploaded: 05.05.2011
Content: noname4.zip 36,95 kB
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Product description
Practical work
"Personnel Management" RIU TANTAL
Situation 1.
The head of sales department "logic", engaged in selling software, just got the forecast sales for the next year, according to which the implementation is expected to increase by 20% (at constant prices) and make up 25 billion. Rubles. The increase is expected due to the ten percent expansion areas susche¬stvuyuschego sales target programs developed for professional bodies, as well as through reali¬zatsii programs created for the mass market. The
Assignment
1. Identify the needs of the sales department in human resources for the next year.
2. Prepare a plan for recruitment.
3. How to implement this plan? Comment on all the stages of its implementation.
Situation 2.
Pick up a newspaper or illustrated magazine. Look for 30 seconds on any portrait photo. Give an assessment of the individual. At the same time, use the following scheme:
1. A person is like or dislike? Express your attitude catchy cliches: "Masculine look," "indecision", "stealth" and so on. D.
2. Determine the level of education and profession of the person being studied.
3. Give an opinion on his relationship to the people, to the point, to himself, to things.
4. You should get hold of this man to his assistants? Think carefully.
Why so you think about the person (or persons)? What is the basis of your findings? Maybe you're wrong?
Situation 3.
The head of the personnel department of mechanical plant VV Petrov conducts a conversation with one of the candidates for the vacant post of chief of the assembly shop GI Sidorov During the conversation, Petrov VV He evaded the question of obtaining housing vozmozh¬nosti GI Sidorov dorm plant; prevented the GI Sidorov speak to kon¬tsa of autobiographical data; after the end of the conversation, VV Petrov difficulty remembering basic fragments of conversation.
Assignment
Rate "effective listening" VV Petrov Sidorov, GI, using the following test.
Situation 4.
1. Write down on a piece of paper traits and qualities of the person who you think should proyav¬lyatsya the manager, the ability to achieve good results in their work. Try to prepare a list of traits and qualities as much as possible. Once the list is prepared, perform semantic editors and os¬tavte of all that you have written, only 10 of the most important, in your opinion, features and qualities. It will represent your personality profile of the modern manager.
2. The same work has been done in a group (with colleagues). To do this, ask 5-7 people to prepare their own lists of the 10 traits and qualities that are as they appear to be inherent to the manager. Compare all spi¬ski and make a hierarchy presented features and qualities. Choose the top 10, it will be the average opinion of the group.
3. Compare your list of features and quality with the opinion of the average of the group.
4. Do the same job with respect to the owner.
Situation 5.
Additional information
Before your scorecard, presented in the form of semantic differential. 7654321
1. Tact Faux Pas
2. Schematic Unscrupulousness
Situation 6.
Nadezhda Maltseva, director of human resources of the joint Ukrainian-French enterprise "Ne¬on" got its personal computer two days ago. After the natural joy of receiving dol¬gozhdannogo computer subsided somewhat, Hope began to think about what she would do with it. According to the documents attached to the computer it has been installed and a text editor, and the program "Lotus", and the system database analysis "Personnel Director." However, hope has never before enjoyed kompyute¬rami.
Situation 7.
Paul G. Nechiporenko runs a shoe factory "Strela" for 15 years. Two years later he sobira¬etsya to retire and devote himself to the beloved growing gladioli. As an experienced rukovo¬ditel he realizes that he should advance to pick and prepare his successor. This is all the more important that the "Arrow" is going through hard times the volume of production falls because the factory produce not vyderzhiva¬et competition with imported shoes, the employees have not been paid for three months, old equipment needs to be replaced. Paul G. considering three possible candidates for his post Alexandra Dodger, Irina Semenova and Igor Seversky, but can not make the choice.
Situation 8.
It happened to me as head of the department, to criticize his colleague on cleaner production issues. Po¬sle work as usual, we go next to the bus - we live in the neighborhood. And you can see me, service notes sosluzhi¬vets took as a personal insult. Later, he even chided me whether unseat intention, or to discredit it ... "
Assignment
1. What is the reason of interpersonal conflict?
Situation 9.
At the factory a few weeks before the new year 17 people, unable to withstand a long struggle with his fellow workers, tired of appealing to his conscience, wrote a letter to the Director. The meaning of the statement very brief: "Ube¬rite it from us, it is a disgrace to our team." Then there was a stormy meeting. One after another climbed workers in¬zhenery. They accused the man that he regularly late for work, voluntarily extend their lunch break, not just react to the comments ever admits marriage and so on. D. "I do not care what to do - if only to do nothing" - his favorite saying.
You want to know what the end of this saga? The employee was transferred to another location, but the plant is still left.
Assignment
1. What educational effects should be applied to this person?
2. What kind of pre-service training should be done before taking action?
3. What is the difference between teaching and administrative measures?
4. What measures are suitable?
10 situation.
1. Alexander Chesnokov, director general of the International Centre for management training, contact kon¬sultatsionnuyu company specializing in
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