JOB HANDLING in DESIGN ORGANIZATIONS

Post 279 – by Gautam Shah

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Organizations exploit both, the individual talents and traits of their employees. FIRST, persons with only required qualities are sought. SECOND, better compensations are offered for hiring specific qualities. THIRD, incentives are offered to individuals who show readiness to reformat their talents and traits. FOURTH, employees unable to convert are punished, or shifted out of the organization. Employees of the organization are motivated in different ways to modify or upgrade their expertise.

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Beyond paying out incentives, organizations use Job assignment as the key method, to exploit the human resources. Organizations divide their projects, assignments etc. into manageable lots or jobs of various skill and resources-based specialities. These are then assigned to individuals or teams as distinct roles. Jobs are presented as an opportunity, challenge, and incentive to a person or a team.

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Design creation processes have many stages such as project formulation, concept evolution, planning, detailing, job award processes, execution, client and consultant relationships. In very small offices few individuals take on many of these roles. In very large offices there could be several individuals or departments to handle these functions.

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A leader of the organization or project manager diverts a job from one to another person, to achieve diverse results. Jobs are assigned to remove the tedium of repetitions, or to provide new training or exposures. Jobs are also given out, to infuse new thoughts, work methods, and utilize different resources (plant, equipments, tools, talents). An organization becomes innovative and creative through such shifting of the personnel.

In design organizations personnel are identified in terms of their talent, and experience. In medium to large organizations common pools of human and other resources are formed. Project managers draw from such pools their requirements of human and other resources.

An organization is formed of employees of different talents and personality traits. These manifest in their attitude and conduct. A person may reflect multiple characteristics within a situation, or show a different personality if adequately motivated and conditioned.

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Dream-weavers are prolific generators of ideas and new concepts, but lack the skill to detail them. The dream-weavers are mercurial and often have a fear of failure. A dream weaver must be an extrovert otherwise never gets acknowledged.

Technocrats have a talent of visualizing structured entities. For them an entity is conceivable, if it is structured and so practicable. Technocrats are fastidious, uncompromising, and hard-headed. A technocrat may get entwined in detailing the parts, and may lose the grasp of the holistic scheme.

Exponents enjoy advocating ideas or schemes, without bothering either its authorship or practicability. They feel that the public attention received through the advocacy is the measure of their skill and success.

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Patrons are not necessarily resourceful people, but are ready to support any new activity that takes them away from their routine chores, provides a novel experience, and keeps them busy. A person may become a sponsor by virtue of the position and powers to allocate resources. Such people are motivated by strategic gains through various sponsorships.

Arrangers are expert manipulators, and keenly look for a chance to jump into any difficult situation to manage it. As a risk taker they collect a lot of benefits, and very fast.

Orthodox are very over careful by personality. Their conservatism is due to a struggle less life or due to old age lethargy. They detest change, but if instrumental of causing even minor innovation, take a great pride.

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EMPLOYMENT -1

Postby Gautam Shah (1- dt. 22/05/2014)

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For an Employer a potential employee has a specific and inherent capacity to perform. Employers believe that capacity to perform is to be gained at a specific cost for future efficiency. Performance capacity of employees directly makes up for the profitability of the organization.

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Performance is a product of learning capacity. It is measured by ability to recognize a stimulus or signals, understand them and to respond to them in the appropriate manner. The speed and quality of response depend on the type of motivation one may carry.

Employers hire people on the basis of factors such as individual ability, personality traits, capacity of effort input (physical strength), perception of the role, motivation, learning capacity, etc.

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Employment is the state of relationship between an Employer and Employees. One without the other cannot be perceived. Both must derive appropriate gain out of it. Both must continuously prove themselves worthy of their roles. These proofs must not only occur at regular intervals, but sometimes as a surprise too.

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Employees of the organization have different perception. They equate or relate the performance in terms of compensation and role promotion. When a person perceives these, he is well motivated, and may show increased learning capacity.

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When an employee finds that when there are insufficient motivation, compensation, recognition and promotion in an organization their performance remains static. They may even plan a change of a job. For a person who seeks a fresh position, it is time to take advantage of the real and abstract gains of the past, such as experience, personal contacts, specialized knowledge etc. These can now be converted into materialistic things. Such a plan, however, is related to the age of the employee.

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A person comparatively young in age must move around seeking various jobs to experience the mechanics of employment. A person not so young will have to select between reduced appreciation of his or her role and security of reasonable compensation, or enhanced appreciation and uncertain compensation.

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Beyond a certain level of age, re-employment chances begin to tapper off. An aged person, though well experienced, has reduced learning capability, reduced reorientation faculties, less motivation, less migration capacity and re-establishment willingness. An aged person though well experienced, may have out-dated knowledge base. An organization looking for consolidation of their business may promote a person from within their cadre, rather then hire someone who will takes time to attune to their work-style.

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Ideal age for job change is less than 32 years. At these age a person is ready to relocate, take a challenging position, is highly motivated and has reasonably fresh knowledge base. Between the age of 32 and 45 the chances of re-employment are less favourable. One needs to be extra ordinary leadership qualities, daring and willingness to align with new work culture. Post 45 years of age chances of job change are very rare, unless one has positioned own-self worthy of invitation to join as associate or consultant. The age level of 32 or 35 is considered ideal to start a new venture of own.

When, an employee leaves an employer the organization loses an asset, accumulated mass of knowledge and experience, personalized contacts, a person with proven mode of communication, secrets, patent procedures and formulas etc.

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When an employer wishes to remove an employee, there are many legal hurdles, some are convertible into monetary terms. Instead of wasting efforts to surmount such hurdles, employers try to assign a different role, retrain, relocate, assign different tasks, provide punishments, curtail other advantages, to their employees.

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EXPLOITING HUMAN RESOURCES

 

Personnel are the most important asset for any organization. Personnel as Human resource are not only immensely manipulable, but up-gradable to seemingly infinite levels of efficiency. An organization hires people with required education, skill, experience, inclination and personality trait. Organizations recognize, support and even reformat these qualities through formal training and by providing opportunistic exposures. To hire and exploit the human resources organizations use Job assignment as the key method and pay incentives. Members of the organization are motivated in different ways to modify or upgrade their expertise.

 

Exploiting individual talents and traits

Organizations fully exploit the individual talents and traits. First, persons with only required qualities are sought. Second, better compensation is offered for hiring specific qualities. Third, incentives are offered for the readiness to reformat the talents and traits. Fourth, employees who are unable to convert are punished or shifted out of the organization.

Small organizations do not have the capacity to reformat the talents and personality traits of individual staff members, either by retraining or by providing opportunistic exposure, to match the occasional requirements. Small organizations, as a result, resort to frequent hiring and firing of employees.

Large organizations reshuffle their staff consistently to adjust to the fluctuating needs. Large organizations handle large volume of work, and so can effectively reposition the personnel for reformatting the talent. For large organization it is more efficient to retrain a person, than hire a stranger, and with that disturb the normal work culture of the unit.