1. Job descriptions are one of the more important things HR can have a role in. They are very critical to the job yet often not done or used well. What are some of the uses of a good job description? Do you or have you ever worked anywhere in the past in a job that had a job description? What was the job and was the effectiveness of the job description for it. One of the things I think can affect the usefulness of a job description is the number of TDR's. I suggest no less than 10 or more than 15. Less than that and they are probably too general and more than that and they are too long and probably redundant. I think this contradicts the example in the text but in practice I think it works better that way.
2. Consider organizational structure and its impact on how an organization functions.
a. Centralization is the degree to which authority resides at the top of the organizational chart.
b. Departmentalization refers to the degree to which work units are grouped based upon functional similarity or similarity of workflow.
Departmentalization can take the following forms:
a. A functional structure
b. A divisional structure
Cite an advantage of one of the above structures (or conversely a disadvantage) and provide an example of how it can affect the operation of an organization. Also cite any examples you've had from your own experience.
3. Do you think job performance evaluations are effective for managers? Why or why not?
Have you ever experienced a company with under-performing employees? If so, how did HRM handle the problem?
As a potential business manager, how would you handle under-performing employees? Would you terminate them right away or give them an opportunity to correct the problem?
Where is the problem in the in the article posted. Is it the inability of doctors to manage their patients or a faulty job design?
In the design and analysis of job description in a hospital, Who should be the overall authority in a medical environment, a management career professional or a medical director?