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    Marklee Decena - Module 8 - Staffing

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    Mark Lee Decena
    The document discusses a case study about a company that is having problems with 40% of newly selected supervisors failing in their roles. It provides three potential solutions: 1) Implement comprehensive training programs to develop management skills, 2) Create a multi-criteria evaluation system to consider more than just technical skills when selecting supervisors, and 3) Introduce mentorship programs where experienced supervisors mentor new supervisors. The recommended solution is the mentorship program because it allows experienced managers to help guide new managers as they develop leadership skills while still performing their regular roles.

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    Marklee Decena - Module 8 - Staffing

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    Mark Lee Decena
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    The document discusses a case study about a company that is having problems with 40% of newly selected supervisors failing in their roles. It provides three potential solutions: 1) Implement comprehensive training programs to develop management skills, 2) Create a multi-criteria evaluation system to consider more than just technical skills when selecting supervisors, and 3) Introduce mentorship programs where experienced supervisors mentor new supervisors. The recommended solution is the mentorship program because it allows experienced managers to help guide new managers as they develop leadership skills while still performing their regular roles.

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    Marklee Decena - Module 8_ Staffing

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    The document discusses a case study about a company that is having problems with 40% of newly selected supervisors failing in their roles. It provides three potential solutions: 1) Implement comprehensive training programs to develop management skills, 2) Create a multi-criteria evaluation system to consider more than just technical skills when selecting supervisors, and 3) Introduce mentorship programs where experienced supervisors mentor new supervisors. The recommended solution is the mentorship program because it allows experienced managers to help guide new managers as they develop leadership skills while still performing their regular roles.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    12 views2 pages

    Marklee Decena - Module 8 - Staffing

    Uploaded by

    Mark Lee Decena
    The document discusses a case study about a company that is having problems with 40% of newly selected supervisors failing in their roles. It provides three potential solutions: 1) Implement comprehensive training programs to develop management skills, 2) Create a multi-criteria evaluation system to consider more than just technical skills when selecting supervisors, and 3) Introduce mentorship programs where experienced supervisors mentor new supervisors. The recommended solution is the mentorship program because it allows experienced managers to help guide new managers as they develop leadership skills while still performing their regular roles.

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    © All Rights Reserved
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    Assessment Tasks / Output (ATOs) : MODULE 8

    Organization and Management


    Decena, Mark Lee C.
    Nov/25/2023
    BSBA 1 - L

    Directions: Read the group of words or statement written below. Match it with the words inside
    the box which are the staffing process. Write only the letter of your answer in a separate sheet.

    A. JOB ANALYSIS C. SELECTION


    B. RECRUITMENT D. TRAINING E. STAFFING

    C. SELECTION 1. Intelligence test, aptitude test, personality test


    A. JOB ANALYSIS 2. Job position, Job description, Job specification
    B. RECRUITMENT 3. External applicant, internal applicant
    D. TRAINING 4. Demonstration, lecture, role playing
    E. STAFFING 5. Recruiting, selecting, and training

    CASE STUDY: STAFFING

    QUESTIONS:
    1. Can you identify the problem? State the problem.

    - The issue in the case study is that the supervisors in the organization aren't doing a
    good job, and it's because of the department manager. The problem gets worse because
    the criteria for picking supervisors aren't good enough. They focus too much on technical
    skills and how long someone has been around, and not enough on important managerial
    skills and potential. The department manager's frustration shows that there's a big
    problem with 40% of supervisors being chosen poorly. It's important to fix this by creating
    a better and more careful way of picking supervisors.

    2. Base from the case, can you enumerate the reasons why the company has 40% failure
    state in selecting supervisors?

    - The company may be having trouble picking good supervisors because they don't have
    clear rules for choosing them. The people in charge of picking supervisors are mainly
    looking at things like technical skills or how long someone has been there, and they're
    not thinking about important management skills. Also, the manager seems upset
    because they're realizing that the way they're choosing supervisors might lead to people
    who are good at the technical stuff but not so good at managing, which is causing a lot of
    problems.
    -
    3. Can you recommend at least three solutions in this case?

    (Alternative 1 or Solution 1): Have a Comprehensive Training Programs


    - Have a training programs that focus on improving the management and leadership
    abilities of people who could become supervisors. So that they can learn things like
    communication, solving conflicts, building teams, and other important skills for
    managing. By providing this training, the organization can make sure that employees
    who are good at their jobs also have the right skills to be successful being a supervisor.

    (Alternative 2 or Solution 2): Create a Multi-Criteria Evaluation System


    - Make a system to pick supervisors that looks at more than just technical skills. This
    system should consider a mix of technical skills, how well the person works with others,
    their ability to lead, and if they're ready for managing. This way, the organization can find
    people who are good at these things, not just technically, and avoid picking supervisors
    just because they're good at their job or have been around for a long time.

    (Alternative 3 or Solution 3): Introduce Mentorship Programs


    - Set up programs where experienced supervisors help and guide the new ones.
    This lets people who are good at technical stuff also learn how to be a manager while
    still doing their work. Having a mentor makes it easier for new managers to learn the ins
    and outs of leading a team, with their examples and advice given.

    4. Among the three alternatives or solutions which one will you recommend? Why?
    Explain your answer briefly.

    - I recommend going with "Alternative 3 or Solution 3" because it gives experienced


    supervisors a way to help and guide new managers. This helps the new managers
    develop leadership skills and their technical knowledge. The mentorship setup makes it
    easier for new managers to transition into their roles by providing practical examples and
    useful advice.

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