Download Organizational Chart and the Attendant Policy - Assignment | MGMT 101 and more Assignments Introduction to Business Management in PDF only on Docsity!
Table of Contents
Organizational Chart H
Statement of Purpose H
Gantt Chart H
Job Assignment Agreements H
Attendance Policy H
Attendance Policy Agreements H
VP Job Description H
Staffing, Scheduling, & Time Budgeting
Coordinator Job Description H
Incentives and Rewards Director Job
Description H
Performance Evaluation Director Job
Description H
Quality of Work Life Director Job
Description H
Procedure for Scheduling Secondary
Jobs H
Secondary Jobs Schedule H
Procedure for Tracking Hours Worked H
Time Record Form H
Projected Time Budget H
Detailed Plans for Incentives and
Rewards H
Detailed Plans for Performance
Evaluation H
Performance Evaluation Survey
Instructions H
Performance Evaluation Survey H
Quality of Work Life Survey H
Contingency Plans H
Cabezas – R – Us
Allyssa Ward VP of HRM
HRM Organizational Chart
Executive Board
Performance Evaluation
(PE)
Director
Jorge Vargas
Incentives and
Rewards
Director
April McClellan
Quality of Work Life
(QWL)
Director
Mark Ayoub
Staffing, Scheduling &
Time Budgeting
Coordinator
Davis Nam
Director of Oral Reports
Susan Venema
Scheduling & Transportation Manager
Carson Rohrbaugh
Sales Manager
Alex Zak
VP HRM
Allyssa Ward
Cabezas – R – Us
Allyssa Ward VP of HRM
grades. The Performance Evaluation Director will also analyze the surveys to try to detect poor
performance or specific issues. The Performance Evaluation Director will then work with the
VP HRM to directly contact any individuals who are performing poorly, and will collaborate
with the individual's department/division VP to solve any issues. Jorge is also in charge of
creating and monitoring an attendance policy because our company cannot function properly
without having all our members present and involved.
The department will also monitor job fit through the use of Quality of Work Life (QWL)
Surveys. The QWL Director, Mark Ayoub, will draft and administer two QWL Surveys to all
company members two times during the performing phase to determine how company members
view their own role within the company and to make sure each individual feels like an important,
valued member of the community. If analysis of the QWL survey reveals that a company
member is somehow unsatisfied with his or her role in the company, the VP HRM and the QWL
Director will meet with the involved individuals to create a plan for improving the quality of
work life. This increase in the quality of work life will consequently also lead to a stronger sense
of community within the company.
The Department of HRM will also improve community within the company through an
incentives and rewards. The Incentives and Rewards Director, April McClellan will organize a
series of community building activities such as a party after we finish Operating Plans and a
celebration after the completion of our service project in order to unite our company in our
accomplishments. She will also organize other activities such as short team-building games to
help improve the way in which our company works together.
Cabezas – R – Us
Allyssa Ward VP of HRM
The department will also motivate individual performance, as the Incentives and Rewards
Director will organize programs such as Worker of the Week and the Perfect Attendance Award
to both reward past achievements and motivate future performance as company members strive
for these awards. By motivating people to submit quality work, our department is contributing to
effectiveness. Also, by motivating people to have good attendance and to make good use of their
time, we will also be contributing to efficiency.
The department will also play a major part in monitoring efficiency through the position
of the Scheduling, Staffing and Time Budgeting Director. The Scheduling, Staffing and Time
Budgeting Director, Davis Nam, will be in charge of collecting information about what
secondary jobs our divisions need in order to successfully fulfill our service project, our business
project, and our reports, He will then schedule secondary jobs and make sure that there are no
scheduling overlaps between divisions so that we use our time efficiently. Davis will also be in
charge of creating a projected time budget, tracking actual hours worked and creating a variance
analysis. Through analysis, Davis will also be in charge of making sure that all work is
distributed equitably and that employees' workloads reflect their initial expectations about how
much work they would contribute to the company. If there are discrepancies between these two
numbers, Davis will work to find out why these differences exist, determine whether or not the
differences constitute a problem, and solve that problem.
Overall, the Department of HRM exists to monitor job fit, to maintain company morale
and motivate good performance, and thus help monitor effectiveness, and to ensure the efficient
use of our company's time. The department will also resolve conflict between company
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Plan Job Fair Agenda
Determine Necessary Jobs
Create/Format Job Descriptions
Job FairJob Assignment
Job Training Create Attendance Policy
Create Budget
Prepare Operating Plans
Operating Plans Due to Reports
Operating Plan
Create Bulletin Board Worker of the Week Reward
Worker of the Week
OperatiPE SurQWL S
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Feb 15, '
Feb 22, '
Mar 1, '
Mar 8, '
Mar 15, '
s Presentationk Reward
Worker of the Week Reward
Worker of the Week Reward
Worker of the Week Reward
Worker of the Week Reward
ting Plans Reward Party
Completed Projects Party
rvey 1urvey 1
PE Survey 2QWL Survey 2
PE Survey 3
PE Survey 1 DebriefingQWL Survey 1 Debriefing
PE Survey 2 DebriefingQWL Survey 2 Debriefing
PE Survey 3 Debriefing
Prepare Final Presentation
Final Presentation
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Mar 22, '
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Cabezas – R – Us
Jorge Vargas Performance Evaluation Director
Attendance Policy
Each member of Cabezas-R-Us plays a crucial role in the proper functioning of the company. Therefore, attendance is absolutely necessary for all company members in order to use our time efficiently and to achieve our mission. When a company member is absent, we not only lack his or her contribution, but other company members whose jobs are closely tied to the absentee cannot properly perform their jobs either. This causes a long chain of inefficiency. Attendance is also necessary for all secondary jobs in order to gain our external stakeholders' trust and to deliver the results we have promised our service client. Thus, as of Tuesday, February 24, 2009, the following attendance policy will be in effect for all members of Cabezas-R-Us:
- Attendance is expected at all labs, lectures and scheduled secondary jobs and meetings.
- Vice Presidents will take attendance for their departments/divisions at all labs and lectures and will submit their attendance records for the week to Jorge at the end of class every Friday. Attendance will also be recorded for secondary jobs.
- VPs will keep track of tardiness. Three tardies will result in a 1% deduction from your Performance Evaluation grade.
- If you know ahead of time that you will be absent, you must email both your VP and Jorge Vargas, Performance Evaluation Director.
- If you are sick or an emergency arises and you must be absent, you should contact your VP and Jorge as soon as possible. We reserve the right to request evidence of your absence.
- The Executive Board will determine whether or not an absence is excused.
- Three unexcused absences from lectures will result in a 1% deduction from your Performance Evaluation grade. Four more unexcused absences from lectures will result in an additional 1% deduction for additional lecture missed.
- Three unexcused absences from labs will result in a 5% deduction from your Performance Evaluation grade. Four or more unexcused absences from labs will result in an additional 5% deduction for every additional lab missed.
- Three or more excused absences from labs will result in a meeting with the Executive Board to discuss your commitment to the company, and could possibly result in a grade deduction.
- Because secondary jobs are so important, unexcused absences from secondary jobs will result in a meeting with the Executive Board and a potential 5% deduction from your Performance Evaluation grade for every hour missed.
Cabezas – R – Us
Allyssa Ward VP of HRM
Vice President of Human Resources Management
Name: Allyssa Ward
General Statement of Duties: Responsible for the delegation of work and oversight of all activities within the Human Resources Management Department and for serving as a liaison between the department and the Executive Board. Mainly responsible for fostering the core concepts of community and efficiency within the company.
Supervision Received: CEO
Supervision Given: Human Resources Management Department
Major Duties and Their Definitions:
- Organize and run the Job Fair.
- Create and distribute Job Applications.
- Create a template for all Job Descriptions and coordinate and format all Job Descriptions from the other departments/divisions.
- Create the Company Directory.
- Lead executives in staffing the company.
- Delegate work to department members and direct their work.
- Assist other members of the HRM department in their responsibilities and address any problems that may arise.
- Create an agenda and a schedule and assign a department member to keep minutes of all activities within the HRM Department.
- Attend all executive meetings.
- Serve as a confidante to the entire company and act as a main proponent of community and efficiency within the company.
- Design and lead the department in producing the company bulletin board.
- If necessary, work to resolve any conflict that may arise between internal and external stakeholders and between company members.
- Oversee the preparation of all HRM sections of Reports including Operating Plans and the Company Archives. Secondary Jobs:
- General duties related to sales of the business product.
- Help rebuild the Sunbury YMCA playground and monitor food table at final party.
- Participate in the Final Oral Report.
Minimum Qualifications: Enrollment in MGMT 101 and Election Abilities: Leadership skills, Approachability, Organizational skills, Responsibility, Communication skills, Trustworthiness, Creativity, Optimism, Motivation and enthusiasm
Cabezas – R – Us
April McClellan Incentives and Rewards Director
Incentives and Rewards Director
General Statement of Duties: Responsible for the development of a system of incentives and rewards that will boost company members' motivation and that will nurture the core concept of community. Also responsible for budgeting of the HRM department.
Supervision Received: VP of HRM
Supervision Given: N/A
Major Duties and Their Definitions:
- Develop a system of rewards and incentives that will recognize past accomplishments and motivate future performance.
- Recognize accomplishments and use creativity to organize an Employee of the Week program, an Attendance Awards program, and other company celebrations (birthdays, small parties, etc.)
- Create and maintain a budget for incentives and rewards and track expenses incurred.
- Organize community-building activities for both inside and outside the class.
- Work with other members of HRM to design the company bulletin board.
- Record the minutes for several company lab sessions.
Secondary Jobs:
- General duties related to sales of the business product.
- Participation in the service project.
- Assist in planning the final oral reports presentation.
- Participation in final presentation.
Minimum Qualifications: Enrollment in MGMT 101
Abilities: Organizational skills, Creativity, Approachability
Cabezas – R – Us
Jorge Vargas Performance Evaluation Director
Reflects changes from original Performance Evaluation Director Job Description
General Statement of Duties: Responsible for the design and implementation of a performance evaluation system that seeks to provide “concrete, descriptive feedback” to all company members with minimal rater errors. Also responsible for working with the Vice President of Human Resources and other relevant company members and executives to solve performance problems and for providing the MGMT 101 Board with summary performance evaluation data at the end of the course.
Supervision Received: VP of Human Resources Supervision Given: N/A
Major Duties and Their Definitions:
- Develop performance evaluations at least three times (preferably more) throughout the performing phase.
- Administer the evaluations in a manner that seeks to minimize rater errors.
- Train company members in how to complete the performance evaluations.
- Analyze and communicate the results of the evaluations to relevant individuals when necessary.
- Work closely with the VP HRM to address and solve problems or conflicts discovered from the evaluations.
- Keep track of attendance of all company members through their VPs.
- Use results of previous evaluations to alter methods and try to find the optimal method of evaluation.
- Option: Talk to IS Manger in order to possibility design an on-line survey that can be easily analyze the data.
- At the end of the semester, I will compile info to the board to administer grades to the company.
Secondary Jobs:
- General duties related to sales of the business product.
- Participation in the service project.
- Participation in other reports as well.
Minimum Qualifications: Enrollment in MGMT 101
Abilities: Organizational skills Trustworthiness Ability to analyze results Communication skills Innovation to create solutions to potential problems Approachabilitiy
Cabezas – R – Us
Allyssa Ward VP HRM
Procedure for Scheduling Secondary Jobs
In order to schedule secondary jobs, any person who wishes to request the secondary job
must fill out and submit the Secondary Job Request Form (a sample of which is attached) to
Davis Nam (SRN011@Bucknell.edu), as soon as the he or she knows that he or she will need a
secondary job fulfilled. Davis must receive these forms at least one week prior to the event.
Davis will then find someone to fulfill the job based on each company member's schedule and
the amount of secondary job hours that each member has already worked. Davis will ensure that
no scheduling overlaps or conflicts exist between departments/divisions. If, for some reason, two
secondary jobs overlap and the company only has enough resources to fulfill one of the jobs,
Davis will utilize a first-come-first-serve basis.
To fulfill the secondary job request, Davis will send a company-wide email asking each
member to respond as to whether or not he or she is available for the needed shift. Company
members have twenty-four hours to respond to the email. Davis will then examine the amount of
secondary hours already worked by each member who responds that he or she is available, and
will assign the people with the least amount of secondary hours to the job. If these candidates
have already worked a very similar amount of secondary hours, Davis will assign the job to the
company member who has the least amount of secondary and primary hours combined. If Davis
cannot provide a sufficient amount of workers for the secondary job, he will consult with the
secondary job supervisor to discuss possibly rescheduling. If rescheduling is not an option,
Davis will make a companywide announcement and will work with the Executive Board to
recruit workers, particularly employees who have submitted significantly less hours than the
Cabezas – R – Us
Allyssa Ward VP HRM
other employees. If a conflict arises and a scheduled secondary job worker can no longer work
his or her shift, he must let Davis know at least three days prior to the scheduled event so that he
can find an alternate worker to fill the position.
If a secondary job is needed for the Service Division, however, a different procedure will
be followed. Instead of reporting directly to Davis, members of the Service Division who need
secondary jobs filled will report to Carson, the Scheduling and Transportation Director of that
division, who will then collaborate with Davis to fulfill the positions.
