HRM591 Discussions Week 3 - Second Collaboration Discussion
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Course
HRM591 (• HRM591)
Institution
DeVry University
Book
Strategic Human Resource Management
Week 3 - Second Collaboration Discussion
Dear Class; For the Second Collaboration Discussion I have selected two topics from our Week Three Lesson. The first is workforce design and the second is how jobs interface. To be successful with the design element, it is imperative that we understand...
Week 3 - Second Collaboration Discussion
Dear Class; For the Second Collaboration Discussion I have selected two topics from
our Week Three Lesson. The first is workforce design and the second is how jobs
interface. To be successful with the design element, it is imperative that we understand
at what points one job interfaces with another. These points of intersection become
critical if the transition is not completed smoothly , i.e. parts or processes are faulty or
have not been complied with, or are not available. Also, where in the time line does this
interface occur, is it at the beginning or the end when completion is facing a deadline?
Have time contingencies been included in the 'design' phase? Are those 'contingent
time allowances' used strictly for contingencies or have they been permitted to become
part of the process? Has management designed any reward based incentives or early
or on-time accurate performance? The text summarizes these components as: 1.
What do workers do? 2. What do workers need? and 3. How do jobs interface.
The lesson discusses the Three "O" s of workforce design: Organizational behaviour;
organizational development or change; and organization theory. Organizational
behaviour is the chemistry of the individuals as they interact; i.e. is there cohesiveness
or antagonism; organizational development or organizational change addresses the
'physics' of the interactions or the cause and effect; and organizational theory is the
examination of how the total structure of an organization influences the other two
factors.
Using your current or prior employment, discuss a workplace task or process involving
more than one department or unit and apply the above analysis to that particular
scenario. If there was conflict, what were the solutions utilized?
, Collapse SubdiscussionJose Marquez
Jose Marquez
Nov 11, 2019Nov 11, 2019 at 7:21pm
Manage Discussion Entry
Professor and Class,
In my current position with the L.A County Department of Health Services, I work in
a community clinic that offers primary care and other services such as laboratory,
radiology, and pediatric department. The process of scheduling an appointment for a
patient begins with the patient calling the central appointment department and
requesting an appointment with their respective primary care provider. Once the
appointment is booked, the patient presents on the day of the appointment and is
registered by a clerk in charge of confirming insurance, date and time of
appointment. Once the patient demographics are confirmed, the patient awaits to be
called in for vital signs and eventually a visit with their provider. The problem that
arose from this seemingly simple process was the appointment clerks proceeded to
book patients with providers they had never seen before and the patients were
frustrated as they presented to their visit with someone other than their assigned
provider. This issue occurred about 4 years ago when a manager running the
appointment department was going through personal issues and was missing a lot of
time from work. This created animosity for the person assigned to perform his duties
since they were not compensated accordingly and were under tremendous stress.
Needless to say, there was a lack of cohesiveness within the department. Although
the interim manager attempted to correct the mistakes occurring daily, he did not put
forth a full effort to fix the issue. As patient complaints mounted, senior management
eventually investigated the issues and found that many of the employees in the
department were unhappy due to the manner the manager on leave had treated
them. Many felt they were not valued, thus they did not perform as expected. As a
result, primary care providers received low ratings during visits and patient
enrollment dropped during the tumultuous period. The clinic lacked the
organizational structure required to run at it's most efficient manner. For example,
the department lacked a succession plan which named a person to lead in case of
an emergency. By default, the senior employee was tagged to cover a managerial
position with no prior training.
As a result of these conflicts, a workforce design was implemented which clearly
stated the workflow process and identified tasks assigned to management and staff.
Additionally, a succession chart was completed depicting those employees that
would be trained to cover the managerial position in case of an emergency. Those
whose job was to book appointments were re-trained in the process of scheduling
using a newly implemented scheduling software and were encouraged to voice their
ideas and concerns during a monthly department meeting they would be required to
attend.
(Marquez, 2019, Personal Knowledge)
, Edited by Jose Marquez on Nov 11, 2019 at 7:23pm
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o
Derek Bethea
Derek Bethea
Nov 13, 2019Nov 13, 2019 at 9:05am
Manage Discussion Entry
Hello Professor and Class,
I work as a juvenile probation officer with the state government. One of my roles is
teaming up with surveillance officers to supervise young offenders. In the course of
the operation, we interact with individuals across other departments as it involves a
collaboration of juvenile probation officers and the surveillance officers which fall
under different departments. Once the offenders are identified, the head of probation
officers collaborates with the surveillance officers head to conduct the surveillance.
The surveillance mostly occurs in probation centers and it is conducted on young
offenders. In the course of the interaction, antagonism usually occurs between the
two groups of officers. The surveillance officers usually feel like they are superior to
us as they rank higher in the job order. However the juvenile officers feel more
entitled to the job as it relates to their line of work. The antagonism usually causes
bad relations between the officers and reduces the efficiency of the surveillance.
The management has designed a reward system that also the probation officers to
be paid extra allowance for consulting the supervision duties. The allowance is
usually based on the number of hours and is meant to motivate the officers to
dedicate more energy on their work. Additionally, the management has tried to
increase cohesion between the two groups of officers by training them together and
encouraging them to participate in recreational activities together. The interaction
outside the work environment encourages good relations and reduces tension.
Another measure implemented to reduce the antagonism is giving an equal pay to
the two groups of officers for performing the duties. The alignment of pay reduces
the superiority complex associated with officers in the surveillance rank.
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o
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