Personnel management with practical answers, 10 screens.

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Uploaded: 05.07.2013
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Description

Practical work VU93.yu number of jobs - 10.
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Situation 1.
You are the manager of the Human Resources and conduct initial screening of staff in the organization, using one of the most common current methods of selection - examination of handwriting. To you I came to one of the candidates for the vacant position on the role of which will choose any of their relatives or friends. Ask him to write the dictation text in rows 7-10. Rate the handwriting on the proposed factors below, which in each of the seven sections, select one indicator.
Situation 2.
Mechanical Plant has the highest percentage of turnover among fitters main conveyor (turnover reaches 8070 per year). Job collectors is simple and monotonous, it does not require much physical effort. Education collectors is made directly at the workplace for four hours.
Admission to the plant collectors made by the personnel department without masters or other executives. Applicants fill out a standard form and are interviewed by HR, which decides on employment, approved by the head of the personnel department.
Questions:

Is there, in your opinion, the relationship between high turnover among fitters and the method of their selection? How to improve this process?

Which of the candidates, the data on which are shown, you would have taken the place of the garbage? What information did you use? What information was unnecessary?

Situation 3.
The workers' settlement worked engineer inspector Architectural control A. In the area appoint a new architect. From the earliest days of joint activity they do not get along. Between them there was a conflict, which lasted for two years. As a result, LA was released from his position, although it is a conscientious worker and knowledgeable.
Additional Resources:

Explanation L.
"It started with little things: an architect settled in a separate room, took away from me the keys to the safe use of banned seal machine for the inspection of objects, deprived of all independence - to attend the meetings of the executive committee, the reception facilities ... '' He (the architect) I have around teaches. Even in small things. When I prepare a document for his signature and the quote: "the district architect," he corrects bold "architect area." "Within one week issued three orders:" severely reprimanded the last warning. "

Architect address LA
"You have your finger in your mouth not baggage. What do you know more than I do? "; "And you did not need to know what we are doing"; "Do what I say, and that's it!".

Setting.
To study the situation.
Be on the psychological characteristics of the conflict.
Determine the causes of the conflict.
Express an opinion on the possible ways to overcome the conflict.

Situation 4.
Software Engineer summoned the head of the department and said to be hard work - would have to sit out a week or overtime. "Please, I am ready, - said the engineer, - business is business." The work has brought senior technologist. He said that it is necessary to calculate the control program on the machine for the manufacture of complex parts. When the working day is over, a software engineer took the drawing to get started. At this time he was approached by direct supervisor and asked what kind of work, he heard the explanation, he officially demanded: "I categorically forbid to do this work ... The task of the head of the department? Let me give it through. "
After some time, a senior engineer asked how things are going to learn that everything remains in place, he abruptly raised his voice to a software engineer: "For you the disposal of head of the department does not mean anything? All delayed, will be considered during working hours! "
Task:

To get a grasp in a problematic situation and answer the question

Additional information

Situation 5.
Lyudmila Vlasova graduated from the psychology department of Moscow University, then graduate school and defended her PhD thesis on "Alternative methods of resolving interpersonal conflicts in the workplace." After 10 years of a teacher in one of the Moscow universities, she moved to the post of adviser to the center of psychological care. Within 3 years, Ludmila has been providing practical support to children from disadvantaged families, conflict resolution in schools and institutions, consulting representatives of the district administration. Work gives great satisfaction Lyudmila, enables us to provide real assistance to specific individuals, to practice the theoretical knowledge, meet interesting people. At the same time received salaries barely enough to make ends meet.
Therefore, when one of your friends offered her the post of Chief of Staff of a large joint venture with a salary 10 times higher than in the center, Lyudmila is very interested in his proposal. Successfully passing the interview with the heads of the joint venture, she has accepted the offer, believing that knowledge of psychology, English language communication skills, work experience teacher and counselor will help her achieve success in their work, not only attracts high income but also opportunities for professional development, work with foreign experts travel around the country and abroad.
In the beginning of the first working day Lyudmila spent about an hour with the Director General of the joint venture, explained what he expects from the Chief of Staff of organization of vocational training, to monitor the employment and the number of employees, conducting the necessary documentation. A week later, a representative of a Western partner spent with Ludmila-day learning the basics of personnel management, and she began to learn a new position. The work was much more difficult than anticipated Lyudmila: 10-hour day, the length of meetings on technical issues, in which Ludmila did not understand, numerous questions and complaints from ordinary employees, the need to prepare monthly reports for the Western partners. There was not enough time to catch their breath, not to generalize the experience, or think about how to make a difference, as it is taught by an expert from the European offices.
Soon came the first crisis to implement the recommendations of the partner, Ludmila raised the issue of the need to reduce non-production workers, which caused a strong reaction by the production director, bluntly accusing it of incompetence and inexperience. Lyudmila burst into tears and more to this subject is not refundable. A month later, the Director-General summoned the head of the personnel department and asked to explain why Western partner has not received monthly reports on the staff. It turned out that Lyudmila just forgot about it. A week later there was a new misunderstanding: Lyudmila left work earlier than usual and was not there to answer the urgent question of the Director General to speak on the following morning his dissatisfaction with the Chief of Staff. A week later brought Lyudmila resignation.

Questions:

How can you describe a situation in which there is Lyudmila Vlasova? Why does she want to leave the JV?

How weekdays head of the personnel department in line with expectations Ludmila? Does it have the necessary competencies and motivation to work in this position?

How do you assess the decision of the leadership of JV Lyudmila Vlasova appoint to the position of Chief of Staff? What (in the biography Lyudmila) speaks in favor of this decision? What should have alerted managers of a joint venture?

Does an organized training for Ludmila her needs? What would you suggest instead of or in addition to do?

What would you do on the site of the Director-General a letter of resignation?

etc.

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Работа отличная. Именно то, что искала2016-05-30
Спасибо огромное! <br>Очень помогли.2015-02-4
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