Industrial Engineering Chapter 7 Some Human Aspects Organizing Discussion Questions Outline The Steps Large Hightechnology

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Chapter 7

Some Human Aspects of Organizing

DISCUSSION QUESTIONS

7-1. Q: Outline the steps a large high-technology organization goes through to identify its

plan for personnel acquisition for the next year. Identify the uncertainties that apply to

each step.

A: The response should be consistent with the “Hiring technical professionals” section at

7-2. Q: Prepare a one page resume of your qualifications meeting the criteria described in this

chapter. What (if anything) might you like to add to or delete from this resume format?

7-3. Q: Company representatives take a wide variety of approaches to campus interviews. If

you can remember such interviews (or other interviews if you are beyond your campus

days), critique the approaches used by several such interviewers and your own

preparation for and responses to them

A: Robert Half believes that interviewers are trying to satisfy three questions: (1) Can

you do the job?; (2) Will you do the job?; and (3) Do you fit in with the company style?

7-4. Q: If you have been invited to a site (plant) visit as a result of a campus (or other)

interview, what preparation can you make to optimize the outcome of the visit?

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7-5. Q: Describe a performance appraisal technique or form with which you are familiar and

assess its strengths and weaknesses.

7-6. Q: Give an example in which Barnard’s “acceptance theory” of authority seems to apply

especially well

7-7. Q: You have just been offered a job with We Do Cool Stuff Inc. Your first two years

will be spent in their management development program. The pay during this time is not

great and you will be working many hours and moving often. However, you know that if

you are successful during these two years, you will then have your choice of up to four

different highly lucrative, challenging, and rewarding assignments. Using the steps of

development and authority discussed here, outline the components that should be

included in this program for you to be excited to accept the offer.

7-8. Q: It is a management dictum that authority should be equal to responsibility. Outline a

situation you were in where these did not match. How did you manage it? How would

you manage it now?

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7-9. Q: Is it reasonable that managers from backgrounds other than engineering might find

delegation easier? Support your conclusion