Leadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 2.3 Stakeholders and review boards 12.1 RFP’s and vendor selection (.3.4.5) 11.2.2.6 SWAT analysis 6.5.2.7 Schedule compression 9.4.2.5 Leadership skills G.1 Project leadership 10.1 Stakeholder management Chapter 11 Teams Chapter 3 Organization: Structure and Culture 2.4.1 Organization cultures [G.7] 2.4.2 Organization structure
most of the fastest-growing occupations percentagewise are related to information technology or health care. The increase in the technology jobs is due to the rapid increase in the use of information technology, such as databases, system design and analysis, and desktop publishing. The health care jobs are growing as a result of the aging of the U.S. population and workforce, a factor discussed later. Chapter 1 Changing Nature of Human Resource Management 5 FIGURE 1—1 The 10 Occupations with
of Mechanical Engineering, and was Director of the Program in Industrial Engineering. Dr. Montgomery has research and teaching interests in engineering statistics including statistical quality-control techniques, design of experiments, regression analysis and empirical model building, and the application of operations research methodology to problems in manufacturing systems. He has authored and coauthored more than 190 technical papers in these fields and is the author of twelve other books. Dr.
The LIS Education and Human Resource Utilization Policy . . . . . . . . . . . . . . . . . . . . . 213 The Organizational Framework for Staffing . . . . . . . . . 216 Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219 Job Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220 Job Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222 Recruitment and Hiring . . . . . . . . . . . . . . . . . . . . . . . . 224 Filling Vacant Positions
HRM 28 PART 2 Chapter 3 Chapter 4 THE LEGAL AND ETHICAL CONTEXT OF HRM Equal Employment Opportunity 56 Employee Rights and Discipline 84 PART 3 Chapter 5 Chapter 6 Chapter 7 STAFFING THE ORGANIZATION Human Resource Planning and Job Analysis 110 Recruiting 132 Foundations of Selection 154 PART 4 Chapter 8 Chapter 9 TRAINING AND DEVELOPMENT Socializing, Orienting, and Developing Employees 182 Managing Careers 208 PART 5 Chapter 10 Chapter 11 Chapter 12 Chapter 13 MAINTAINING
most apparently immutable system or structure may be experiencing change even as you look at it. By change I mean, of course, not just change in the sense of bigger and better models and new ways of doing the same things you were doing before, but qualitative change in the structure and behavior of the society in which you live. I mean new philosophies as well as new gadgets. I’m not saying that the appreciation of change is easy; far from it, particularly today. As one of your more respectable social
most apparently immutable system or structure may be experiencing change even as you look at it. By change I mean, of course, not just change in the sense of bigger and better models and new ways of doing the same things you were doing before, but qualitative change in the structure and behavior of the society in which you live. I mean new philosophies as well as new gadgets. I’m not saying that the appreciation of change is easy; far from it, particularly today. As one of your more respectable social