Job Analysis And Descriptions For Leading And Managing People In Education

Job Analysis and the Weberian Model

Discuss about the Leading and Managing People in Education.

The report essentially focuses on understanding the job analysis and descriptions carried out based on the Weberian Model. It also focuses on understanding the job descriptions and analysis associated with the emergence of flexible work structures and work schedules. The report also aims to conduct job analysis for staffs operating in a 24/7 work environment and also in a multitasking environment. Finally, the paper also aims to underline the job analysis and descriptions for graduates required to work as innovators in different firms.

The growth of complexity of the business environment with also the reduced availability of effective staffs requires the business institutions to effectively train and enhance the productivity of the existing tasks such that the same contributes in meeting of departmental and business objectives within an effective period. Moreover, the business institutions are also required to enhance their productivity and efficiency patterns for addressing the changing and emerging needs of the customers. The same requires the firms for formulating effective job analysis and descriptions for recruiting the right type of employees in the organisation  (Kaur, 2013).

The Bureaucratic Model rendered by Max Weber essentially divides the total work into a number of simple jobs. Further the Weberian Model essentially focuses on the development of specialised departments that essentially cater to the meeting of specific functions and business processes. The departments are required to be effectively constituted by staffs and managers possessing specialised knowledge, skills and expertise that would contribute in meeting the objectives of the specialised tasks (Ritzer, 2014). The existence of an increased degree of work specialisation in the firm rightly contributes in enhancing the efficiency and productivity level of the business institution. The identification and generation of specialised job roles in the business institution rightly required the business managers to essentially focus on recruiting personnel possessing specialised skills, proficiencies and abilities for addressing the objectives of the specialised job roles and departments (Greene & Schriver, 2016).

The emergence of handy and flexible organisation structures that can be changed over a time period requires the recruitment of personnel possessing multitasking abilities. The personnel recruited and required to work in a flexible work environment would be required to handle other sets of tasks other than those specified over the job descriptions. They are required to act in a versatile manner in any given situation. Moreover, operating in a flexible work setting would also require the personnel to work for long working hours. They are also required to act in a flexible fashion for effectively adapting to the changes brought about in the work schedules like working in different types of shifts. The work description would thus indicate both on the multitasking abilities and also ability to work in various shifts from the interviewees (Rose, 2014).

Emergence of Handy and Flexible Structures

Again, the development of handy and flexible work structures also requires the individual employees and staffs to have needed knowledge relating to different types of systems and software used by the firm. The same would help them in employing the systems and software for operating in an organised fashion. The job roles thus require working knowledge of systems and software for the new recruits  (Nasermoadeli, Ling, & Severi, 2013). A flexible organisation and work structure also contributes in generating increased exposure to the staffs and managers for growing with the firm. The job descriptions and roles thus encourage the staffs to grow up the organisational ladder. Finally, the flexible and handy work environment also requires the staffs to work in a autonomous and independent fashion irrespective of any location and time for adequately serving the different types of work or task descriptions. It requires the staffs to show their ownerships regarding the accomplishment of projects in an effective fashion (Leung, 2016).

The multitasking abilities are required when particular staffs are required to conduct a job that can be essentially divided along more than one specific task head. Further, multitask description is also employed in situations where the task variables also vary with respect to the conducting of the tasks. The job analysis worksheet is required thereby to highlight and reflect on the different roles that are required to be played by a staff in ideally fulfilling the multitask roles. The same is illustrated as under.

During the interview process the multitasking abilities of individual staffs can be effectively gauged by an interviewer based on asking different questions like the different types of tasks or roles that can be played by the employee at a specified period. The interviewer also focuses on understanding the fashion the interviewee tends to prioritise the different work functions while also aims to employ reduced amount of resources and generates effective decision masking to fulfil the different task roles in an effective fashion. Further, individual job analysis in multitasking functions or projects also require the manner the individual reflects the ability of identifying and in countering the different type of hurdles that tend to emerge in the course of project accomplishment. Examples of multitasking are like an advertisement posted by the Maryland for a state level manager requiring an individual with needed knowledge of computer, strong interpersonal and organisational skills and also knowledge for project planning to adequately fit in the multitasking role  (Nelson & Quick, 2013).

Impact of Multi-Tasking on Job Analysis

The job descriptions for employees like technical and customer support representatives operating in a 24/7 operating environment are essentially divided along essential functions or tasks needed to be done, the qualifications and expertise needed of the employees and also the conditions of the work required to be met. In terms of job responsibilities, the employees operating in a 24/7 operating environment are required to deliver effective service through the use of both telephones and other types of internet enabled devices and gadgets. Again, the employees are also required to maintain effective interactions with customers for helping in effective handling of queries and resolving their problems and concerns (Evanschitzky, Ramaseshan, Woisetschläger, Richelsen, Blut, & Backhaus, 2012).

The staffs are also required to effectively resolve problems associated to internet connectivity and other technical issues faced by the customers and thereby in emailing clients the status of the problems. Similarly, other job descriptions also include like requiring using given resources for researching the different problems and prioritising significant issues to thereby escalate them to higher authority for steady and effective resolution (Hollebeek, 2011). The customer servicing and technical staffs likewise are also required to generate alternative solutions to the customers such that the same contributes in retaining prospective clients to the business institution. The 24/7 staffs are also required to be updated with changes in policies and also other updates such that the same can be effectively communicated to the customers. They are also required to effectively record the calls through the use of tracking software for it can be used later for training purposes  (Saks et al., 2010).

The 24/7 staffs are required to possess effective writing and verbal communication skills such that the same helps in effectively communicating with the clients, colleagues and also senior organisational members within the firm. Further, they are required to have an effective knowledge of computers and also regarding different software packages. Most importantly the staffs are required to have effective listening skills in that the same would help them in addressing the needs of the client groups in a specific fashion.

For graduates required to work as innovators the Job Role identified is like Innovation Graduates and Creative Designers. The incumbent is required to have an effective knowledge of programming and skills required and other knowledge areas related to computer applications for designing. Apart from possessing an effective knowledge of design and innovation based in computers the incumbents are also required to have effective knowledge of numeracy skills and also requires needed ability for operating and collaborating with other co-workers and team members. The incumbent is required to work in a collaborative fashion with other organisational members for fulfilment of departmental and institutional goals (‘Phil’ Klaus & Maklan, 2013).

Role of Job Analysis in the 24/7 Work Environment

The incumbent is required to work in an independent fashion for meeting of personal deadlines regarding completion of innovation and creative design projects. Further, the innovation and creative graduates are also required to reflect effective organisational skills and also needed ability to prioritise the different functions. The graduate staffs are also required to have needed knowledge relating to standard and effective Information and Communication Technology packages in that the same helps in effective administration, planning and delivery functions  (Bush & Middlewood, 2013).

Conclusions

The analysis reflects that job descriptions based on Weber’s Bureaucratic Model essentially prioritised relating to the development of specialised skill sets and functions which in turn required the recruitment of personnel having needed competencies and skill sets for addressing the different job roles. The emergence of a flexible work environment in turn required the recruitment of staffs having multitasking abilities such that they can help in addressing the needs of different roles and functions in a synchronised fashion. Further, the job descriptions also reflected requirement of staffs to work for more than normal working hours in a flexible work setting. Versatility is identified to be essential prerequisite for staffs required to work in a flexible work setting.

The staffs are also required to work in an autonomous fashion while working in an independent work environment. Staffs are also required to work in a self motivated fashion such that the expertise and proficiencies reflected by them would help them gain an effective place in the organisational hierarchy. The analysis of the job roles in the multitasking environment requires the staffs to have efficient knowledge and expertise for having needed ability regarding achievement of departmental and business objectives with reduced resources. Further, a job analysis sheet is also reflected for the event such that it reflects on the variation associated with the different tasks and the resources required to be employed by the staffs for fulfilling stated objectives. The job or task analysis in a multitasking environment also requires the identification of job hurdles and the modes of countering such by the incumbents.

The analysis of the staff roles for a 24/7 environment is analysed in the report based on analysing the case of support and technical staffs involved in customer care firms. Different types of prerequisites regarding their qualification and proficiencies and also the demand for tasks relating to the job roles are identified. Finally, the paper also reflects on job descriptions associated with the recruitment of graduates for accomplishment of technical and creative projects. It also reflects the different qualifications, proficiencies and skill base of the graduates required to fulfil the objectives of the roles requiring innovation and creativity. It also highlights the requirements of the job roles of the graduate required to work as an innovator in the firms.

References

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Bush, T. & Middlewood, D., 2013. Leading and Managing People in Education. United Kingdom : SAGE.

Evanschitzky, H. et al., 2012. Consequences of customer loyalty to the loyalty program and to the company. Journal of the Academy of Marketing Science , pp.625-38.

Greene, R.R. & Schriver, J.M., 2016. Handbook of Human Behavior and the Social Environment: A Practice-Based Approach. United Kingdom : Transaction Publishers.

Hollebeek, L.D., 2011. Demystifying customer brand engagement: Exploring the loyalty nexus. Journal of Marketing Management, pp.785–807.

Kaur, A., 2013. Maslow’s Need Hierarchy Theory: Applications and Criticisms. Global Journal of Management and Business Studies, 3(10), pp.1061-64.

Leung, I., 2016. "Fast-Paced" and "Flexible:" What Job Descriptions Really Mean. [Online] Available at: https://www.themuse.com/advice/fastpaced-and-flexible-what-job-descriptions-really-mean [Accessed 5 December 2016].

Nasermoadeli, A., Ling, K.C. & Severi, E., 2013. Exploring the Relationship between Social Environment and Customer Experience. Asian Social Science , pp.130-41.

Nelson, D.L. & Quick, J.C., 2013. Organizational Behavior: Science, The Real World, and You. United States : Cengage Learning.

Ritzer, G., 2014. The McDonaldization of Society. United Kingdom : SAGE.

Rose, M., 2014. Reward Management. United States : Kogan Page Publishers.

Saks, A.M., Haccoun, R.R. & Belcourt, M., 2010. Managing Performance Through Training and Development. United States : Cengage Learning.