5.3 The selection interview The aim of the selection interview is to determine whether the candidate is interested in the job and competent to do it. A selection interview also has the following functions: to explain the work of the organisation, the job and any features such as induction and probation to set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate) to enable the candidate to ass
4.11 References References can be useful, but they do have some limitations: no one would supply the name of a referee who was likely to give a bad reference. However, it is always a good idea to request them of the candidates who have been shortlisted (but, as we have already said, bear in mind that some candidates may not want their employers approached until they have actually been offered a job). It is helpful for referees if you enclose all the information sent out to the prospective candidate and point
4.8 Advertising If you are managing the recruitment process by a traditional route you will now need to consider advertising the vacancy. Your organisation may have a specific policy or rules governing advertising. The cost of advertising can constitute a significant proportion of any recruitment expenditure and you need to ensure you get an effective response at the least possible cost. The important factors are: the content of the advertisement (key elements of the
4.5 Person specification Once the job and organisational analyses and the job description have been completed (see Figure 1), the next stage is to write a specification of the kind of person needed to fill the job you have just described. It is important to be as precise as possible about the skills, knowledge, qualifications and at
4.2 Job analysis Job analysis involves examining a job systematically and in detail. There is no single way of doing this. Direct observation may be helpful if you are analysing repetitive manual jobs, for example. Discussion with the current job holder and supervisor or line manager is also a useful source of information. Another method of job analysis is to use the checklist approach illustrated in Author(s):
3.3 Person–organisation fit This approach stresses that people's behaviour and performance are strongly influenced by the environment in which they find themselves. So being successful in a job in one organisation does not necessarily imply success in a similar job in another. In assessing the suitability of a job applicant a manager should explore the reasons why a person has performed well in their existing job and consider whether similar conditions apply in the new job. Advocates of the person-organisation fit appro
Activity 9: Go shopping with Geert Hofstede Allow 60 minutes for this activity. In the last few activities you have been exploring Hofstede's ideas. I now want to focus specifically on an issue which has already cropped up a couple of times. This is the impact that national culture has on organisations. One of Hofstede's main arguments is that it is important for business organisations to adapt their approaches to different national contexts. Take the example of shopping. Income is an important influence on the thing
Conclusions You have learned about different work settings and the broader understanding of work used in BU130. We expect that most of the learning and studying students do for BU130 will relate to job settings, but this need not necessarily be the case. Studying this module gives you the opportunity to identify the learning that you want to do and where you want to do it. Touching Activity 3: Where is the learning? Allow 40 minutes for this activity. What we call ‘learning’ has three very important characteristics. These are: Learning is an ongoing process and not simpl Activity 2 : The transformation model Allow 40 minutes for this activity. Work is a productive human activity, and so whatever we call work will have some identifiable outcomes, at least some of which we will see as beneficial to ourselves and/or to others. A model that can be useful to developing our understanding of this view of work is the transformation model (sometimes called the input/output diagram). The basic transformation model is shown in Figure 1.1. 3.4 Communicating your request There is a real tension between being both personal and impersonal at the same time, appealing to individuals as you appeal to thousands. The widespread aversion to junk mail, telephone selling and email spamming means you have only a brief moment to capture the interest and attention of your audience. This poses a dilemma: how to persuade your audience that your case warrants this attention without the dangers associated with using shock tactics, being too slick or gimmicky. Through careful 1 Donor motivation There is no such thing as a common donor motivation that organisations can simply tap into. Altruism, enlightened self-interest, nostalgia, righteous indignation, or even fear may come into it. And this variety is matched by the various ways in which a donor's generosity can be called upon. The ‘ask’ can take a whole variety of forms – a phone call reminding you to renew a subscription, a letter seeking a one-off donation, a text message, an email, or simply a collecting tin sitting on Learning outcomes After studying this unit you should: appraise your own skills in asking for contributions; identify ways of sustaining and developing donor involvement; make recommendations on how your organisation might most appropriately acknowledge contributions; contribute to thinking on the actual or potential role of ‘big gifts’ in your organisation's approach to fundraising; enhance your approach to legacy fundraising. References 2.5 Project meetings schedule You need to decide early on what meetings are essential to the monitoring process. All your stakeholders will expect to receive reports at regular intervals, whether formally or informally. So you need to ask yourself: Who needs to be informed? About what? How often? By what means? Effective communication involves giving information, collecting information and listening to people. To ensure the 2.2.1 Craft manufacturing Craft manufacturing describes the process by which skilled craftspeople produce goods in low volume, with a high degree of variety, to meet the requirements of their individual customers. Over the centuries, skills have been transmitted from masters to apprentices and journeymen, and controlled by guilds. Craftspeople usually worked at home or in small workshops. Such a system worked well for small-scale local production, with low levels of competition. Some industries, such as furniture manu 2.1 Operations, operations management and operations managers Every organisation has an operations function, whether or not it is called ‘operations’. The goal or purpose of most organisations involves the production of goods and/or services. To do this, they have to procure resources, convert them into outputs and distribute them to their intended users. The term operations embraces all the activities required to create and deliver an organisation's goods or services to its customers or clients. Within large and complex organisations operatio 1 Understanding operations management Consider the ingredients of your breakfast this morning. Unless you live on a farm and produced them yourself, they passed through a number of different processing steps between the farmer and your table and were handled by several different organisations. Similarly, your morning newspaper was created and delivered to you through the interactions of a number of different organisations. Every day, you use a multitude of physical objects and a variety of services. Most of the physical obj 2.7 Multiple-cause diagrams As a general rule, an event or outcome will have more than one cause. A multiple-cause diagram will enable you to show the causes and the ways in which they are connected. Suppose, for example, that you were asked to explain why a work group was under-performing. You could use a multiple-cause diagram both to help you to construct the explanation and to present it. 2.6.1 Compendium Compendium is a knowledge map software tool for visual thinking. It can be used
for personal reflection as you study or work on a problem, and you can share your maps
with others – your summary of a topic or a learning path through, say, an OpenLearn
unit. Follow the link to find out more about Author(s):
References
Learning as a process
