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Chapter 3: Human Resource Management
Fichas del conjunto (27)
- 1General Categories of Organizational Cultures (Bennis and Nanus 1985)Collegial Culture
Personalistic Culture
Formalistic Culture - 2Collegial CultureThe emphasis is on consensus, teamwork, and participation in most decisions by all members of the staff, who tend to view each other as peers.
- 3Personalistic CulturePlaces little emphasis on policy and procedure, each member of staff makes their own decision.
- 4Formalistic CultureOperates with a clear chain of command and well-defined lines of authority. Typical of bureaucratic programs that heavily emphasize policy, procedure, and rules.
- 5Five Areas of Critical Importance- Dysfunction Common Elements to Achieve Overall Success (Lencioni 2002)Absence of Trust
Fear of Conflict
Lack of Commitment
Avoidance of Accountability
Inattention to Results - 63 Types of Organizational ChartsFunction-Oriented: Makes supervision easier because supervisors specialize along lines of expertise.
Service Oriented: Organizes the staff according to the services they provide which appropriate for programs that serve a diverse clientele.
Matrix Oriented: Combines the strongest features of the service and function athletic trainers and other members of the sports medicine team report to two or more “bosses”, depending on the project they are working on - 711 Reasons Athletic Trainers and Others Join Informal Organization Groups (Drafke 1994)Social Contact
Satisfaction of Needs
Power
Peer Pressure
Problem Solving
Goal Congruency
Understanding
Information and Communication
Knowledge
Formal Organization Support
Physical Proximity - 8Staff SelectionHiring
Promotion
Demotion
Retention
Performance Evaluation - 9RecruitmentAttracting and retaining qualified, competent staff members
- 10Long- Term Staffing NeedsFuture Personnel Requirements
Intended Program Structure
Projected Profile of Athletic Trainer Labor Pool
External Sources: Specific plans for recruitment
Internal Sources: Specific plans for transfer, promotion, development, and improved utilization - 11Validity in HiringMore likely to produce an athletic training staff that functions well in its role
Enhances efficiency in the staff selection process because productive employees are less likely to leave the organization, which would create gaps that must be filled
Can help demonstrate that the hiring process was fair and far from bias - 12Reliability in HiringThe degree to which employment standards and practices are applied with consistency to all candidates
- 13Common Steps for Recruiting and Hiring Sports Medicine PersonnelRequest for Position
Position Request Approval
Position Vacancy Notice
Application Collection
Telephone Interviews
Reference Checks
On-site Interview
Recommendation and Approval for Hiring
Offer of Contact
Hiring - 14Finding Your JobIdentifying Job Openings
Choosing Where to Apply
Making Contact
Resume Writing
Cover Letter
Common Mistakes to Avoid
Interviewing - 15Identify for Job OpeningsNetworking
Cold Calling
Web-based Databases
Conventions, Conferences and Job Fairs - 16Common Mistakes to AvoidInappropriate E-mail Address
Non-applicable Career Goal
Incorrect Names
Misspellings
Name Dropping
Redundancy
Exaggeration
List Basic Accomplishments
Aggressiveness - 17InterviewingDress Professional
Learn as Much as You Can About the Organization
Be Enthusiastic
Be Courteous - 18What are the two types of Workload Analysis?Numeric Analysis
Process Analysis - 19Numeric AnalysisThe process of determining a staff member’s workload by calculating and comparing the amount of time a person spends on certain tasks with the outputs- the measurable results. For example, number of patients treated by each staff member per day, per week, per month, or per year.
- 20Process AnalysisA technique for streamlining the number and complexity of steps needed to provide a service to a customer. For example, two or more athletic trainers may be performing the same tasks using completely different steps. Analyzing those steps may produce a consensus on the most efficient way to perform the task.
- 21Appropriate Medical CoverageThe most specific staffing recommendations available to the athletic training profession in a college and university setting
The guidelines arrange for a system for determining the number of certified athletic trainers required to render adequate health care services to their student-athletes. - 22Advantages of Functional StructureSuited to a stable environment
Fosters development of expertise
Allows specialization
Requires minimal internal coordination
Requires fewer interpersonal skills - 23Disadvantages of Functional StructureSlow response time in large programs
Can lead to bottlenecks because of sequential task performance
Less innovative; narrow perspective
Might create conflicts over program priorities and staff responsibilities
Little emphasis on sharing ideas and teamwork
May lead to a silo effect - 24Advantages of Service-Oriented Organizational StructureSuited to fast change
Allows for high service visibility
Allows full-time concentration on tasks
Clearly defines responsibilities
Permits parallel processing of multiple tasks - 25Disadvantages of Service-Oriented Organizational StructureFosters politics in resource allocation
Inhibits coordination of activities
Restricts problem solving to task needs
Permits in-depth competences to decline
Creates conflicts between tasks and priorities
Can inflate personnel costs - 26Advantages of the Matrix Organizational StructureGives flexibility to the organization
Stimuli interdisciplinary cooperation
Involves, motivates, and challenges people
Develops athletic trainers skills
Frees program coordination for planning - 27Disadvantages of the Matrix Organizational StructureCan create a feeling of anarchy
Encourage power struggles
Might lead to more discussion than action
Requires high level of interpersonal skill
Can be time-consuming to implement
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- Bachelors Management Strategies in Athletic Training Fichas sobre Chapter 3: Human Resource Management, creado por Samuel Castillo el 21/02/2016.
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- Samuel Castillo
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