Module 3: STAFFING THE ENGINEERING ORGANIZATION AND COMMUNICATING

A. STAFFING THE ENGINEERING ORGANIZATION

Learning objectives:

a. Present the overview of staffing the engineering organization

b. Give the definition of staffing
c. Identify the staffing procedure of engineering organization.

Learning content:

After setting up the organizational structure that has been decided to best service the
interest of a certain firm, the next move that has to be made is to fill up the identified positions
with the most qualified persons available.

Engineering organizations are very sensitive to whatever staffing errors are made.
Placing the wrong person in a highly specialized position like quality control, for instance, may
bring untold damages to the firm. Yet, this refers toa single error only.

An example of the ill-effects of staffing errors was provided by the TV program “Brigada
Siete”. The disaster that happened in the Film Center at the Cultural Center Complex in Manila
was highlighted in the program. In November 1981, the whole sixth floor of the Film Center
collapsed while undergoing construction. Many workers and an engineer died as a result.

When interviewed by the TV program’s staff, a former construction worker said he was
hired to do masonry job when he does not have training in masonry. Some other examples of
staffing errors were provided in the program.

This type of tragedy underscores the importance of staffing in any organization,

engineering or otherwise. Effective staffing, on the other hand places the engineering
organization on a competitive stance.

What is Staffing?

The engineer manager must be concerned with putting the right persons in various
positions within his area of concern. Although some of the important aspects of staffing may be
delegated to the human resource office, the engineer manager assumes a great responsibility in
assuring that the right persons are assigned to positions that fit their qualifications.

Staffing may be defined as “the management function that determines human resources
needs, recruits, selects, trains, and develops human resources for jobs created by an
organization.

Staffing is undertaken to match people with jobs so that the realization of the
organization’s objectives will be facilitated.
The Staffing Procedure

The staffing process consists of the following series of steps.

1. Human Resource Planning

The planned output of any organization will require a systematic deployment of human
resources at various levels. To be able to do this, the engineer manager will have to involve
himself with human resource planning. This will be done in conjunction with the efforts of the
human resource officer, i.e. if the company has one.

Human resource planning may involve three activities, as follows:

1. Forecasting - which is an assessment of future human resource needs in relation

to the current capabilities of the organization.

2. Programming – which means translating the forecasted human resource needs

to personnel objectives and goals.

3. Evaluation and control – which refers to monitoring human resources action

plans and evaluating their success.

Methods of forecasting. The forecasting of manpower needs may be undertaken using

any of the following quantitative methods.

1. Time series methods – which use historical data to develop forecasts of the
future.

2. Explanatory, or casual models – which are attempts to identify the majora

variables that are related to or have caused particular past conditions and then
use current measures of these variables to predict future conditions.

The three major types of explanatory models are as follows:

a. Regression models
b. Econometric models – a system of regression equations estimated from past
time-series data and used to show the effect of various independent variables
on various dependent variables.
c. Leading indicators – refers to time series that anticipate business cycle turns.

3. Monitoring methods – are those that provide early warning signals of significant
changes in established patterns and relationships so that the engineer manager
can assess the likely impact and plan responses if required.

2. Recruitment

When the different positions have been identified to be necessary and the decision to full
them up has been made, the next logical step is recruitment.

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 Recruitment refers to attracting qualified persons to apply for vacant positions in the
company so that those who are best suited to serve the company may be selected.

Source of Applicants :When management wants to fill up certain vacancies, the following
sources may be tapped.

a. The organization’s current employees. Some of the organization’s current

employees may be qualified to occupy positions higher than the ones they are
occupying. They should be considered.

b. Newspaper advertising. There are at least three major daily newspapers distributed
throughout the Philippines. Readership is higher during Sundays.

c. Schools. These are good sources of applicants. Representative of companies may

interview applicants inside campuses.

d. Referrals from employees, Current employees sometimes recommend relatives

and friends who may be qualified.

e. Recruitment firms. Some companies are specifically formed to assist client firms in
recruiting qualified persons. Examples of these companies are the SGV Consulting
and John Clements Consultants, Inc., (See Figure 5.1).

f. Competitors. These are useful sources of qualified but underutilized personnel.

For entry-level personnel, the engineer manager will likely rely on newspaper
advertising, schools, and referrals. When recruiting managers, the reliable sources
are current employees, recruitment firms, and competitors.

3. Selection

Selection refers to the act of choosing from those that are available the individuals most
likely to succeed on the job. A requisite for effective selection is the preparation of a list
indicating that an adequate pool of candidates is available.

The purpose of selection is to evaluate each candidate and to pick the most suited for
the position available.

When the position under consideration involves special skills, a more elaborate selection
process is undertaken.

Ways of Determining the Qualifications of a Job Candidate:

Companies use any or all of the following in determining the qualifications of a

candidate.

a. Application blanks. The application blank provides information about a person’s

characteristics such as age, marital status, address, educational background,
experience, and special interests. After reading the application blank, the evaluator
will have some basis on whether or not to proceed further in evaluating the applicant.

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 b. References. References are those written by previous employers, co-workers,
teachers; club officers, etc. Their statements may provide some vital information on
the character of the applicant.

c. Interview. Information may be gathered in an interview by asking a series of relevant

questions to the job candidate.

d. Testing. This involves an evaluation of the future behavior or performance of an

individual.

Types of Tests

Tests may be classified as follows:

1. Psychological tests – which is “an objective, standard measure of a sample

behavior”. It is classified into:

a. Aptitude test – one used to measure a person’s capacity or potential ability to

learn/
b. Performance test – one used to measure a person’s current knowledge of a
subject.
c. Personality test – one used to measure personality traits as domaniance,
sociability, and conformity.
d. Interest test – one used to measure a person’s interest in various fields of
work.

2. Physical examination – a type of test given to assess the physical health of an

applicant. It is given “to assure that the health of the applicant is adequate to meet
the job requirements.”

4. Induction and Orientation

After an applicant is finally selected from among the various ones and then subsequently
is hired, the next steps undertaken are induction and orientation.

In induction, the new employee is provided with the necessary information about the
company. His duties, responsibilities, and benefits are related to him.

In orientation, the new employee is introduced to the immediate working environment

and co-workers. The following are discussed: location, rules, equipment, procedures, and
training plans. Performance expectations are also discussed.

5. Training and Development

If the newly-hired (or newly-promoted) employee is assessed to be lacking the necessary

skills required by the job, training becomes a necessity.

Training refers to the “learning that is provided in order to improve performance on the
present job.” Training programs consists of two general types, namely:

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 a. Training programs for nonmanagers, and
b. Training and education programs for executives.

6. Performance Appraisal

Performance appraisal is the measurement of employee performance. The purposes for

which performance appraisal is made are as follows:

a. To influence, in a positive manner, employee performance and development;

b. To determine merit pay increase;
c. To plan for future performance goals;
d. To determine training and development needs; and
e. To assess the promotional potential of employees.

Ways of Appraising Performance:

An employee’s performance may be measured using any of the following methods:

a. Rating scale method – where each trait or characteristic to be rated is

represented by a line or scale on which the rater indicates the degree to which
the individual possesses the trait or characteristic.

b. Essay method – where the evaluator composes statements that best describe
the person evaluated.

c. Management by objectives method – where specific goals are set collaboratively

for the organization as a whole, for various subunits, and for each individual
member. Individuals are, then, evaluated on the basis of how well they have
achieved the results specified by the goals.

d. Assessment center method – where one is evaluated by persons other than the
immediate superior. This method is used for evaluating managers.

e. Checklist method – where the evaluator checks statements on a list that are
deemed to characterize an employee’s behavior or performance.

f. Work standards method – where standards are set for the realistic worker output
and later on used in evaluating the performance of non-managerial employees.

g. Ranking method – where each evaluator arranges employees in rank order from
the best to the poorest.

h. Critical-incident method – where the evaluator recalls and writes down specific
(but critical) incidents that indicate the employee’s performance. A critical incident
occurs when employee’s behavior results in an unusual success or failure on
some parts of the job.

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 7. Employment Decisions

After evaluating the performance of employees (managerial or otherwise), the

management will now be ready to make employment decisions. These may consist of the
following:

a. Monetary rewards – these are given to employees whose performance is at par

or above standard requirements.

b. Promotion – this refers to a movement by a person into a position of higher pay

and greater responsibilities and which is given as a reward for competence and
ambition.

c. Transfer – this is the movement of a person to a different job at the same or

similar level of responsibility in the organization. Transfers are made to provide
growth opportunities for the persons involved or to get red if poor performing
employee.

d. Demotion – this is a movement from one position to another which has less pay
or responsibility to attached to it. Demotion is used as a form of punishment or as
a temporary measure to keep an employee until he is offered a higher position.

8. Separation

Separation is either a voluntary or involuntary termination of an employee. When made

voluntarily, the organization’s management must find out the real reason. If the presence of a
defect in the organization is determine, corrective action is necessary.

Involuntary separation (or termination) is the last option that the management exercises
when an employee’s performance is poor or when he/she committed an act violating the
company rules and regulations. This is usually made after training efforts fail to produce positive
results.

Assignment no. 3 (A. Staffing the Engineering Organization)

1. Why is staffing an important activity?

2. How may human resources needs be determined?
3. What is the implication of the cost of the “wrong decision” in the selection process?
4. How many one determine the qualifications of a job candidate?

B. COMMUNICATING

Learning Objectives:

1. To build your knowledge of the issues and best practices involved in today’s
essential and compelling management communication.

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 2. Identify forms of communication and its communication process3. Determine
the barriers to communication and how to overcome them.
4. Identify techniques for communication in organizations and Management Information
System.

Learning Content:

The achievement of the objectives of the engineering organization will depend on the
performance of the human and non-human elements attached to it. The task of management is
to “program” these elements correctly so that each will respond accordingly to their assigned
tasks. Standard programming methods have already been adapted by technologists for most
machines and equipment.

The issue now will be “is management using the communication option effectively?” The
answer must be “yes”, for if not, trouble may be forthcoming, if it has not yet arrived.

What Communication Is

Morris Philip Wolf and Shirley Kuiper define communication as “a process of sharing
information through symbols, including words and message”.

Communication may happen between superior and subordinate, between peers,

between a manger and a client or customer, between an employee and a government
representative, etc./ It may be done face-to-face, or through printed materials, or through an
electronics device like the telephone, etc.

Functions of Communications

Communication may be used to serve any of the following functions:

1. Information function – Information provided through communication may be used for

decision-making at various work levels in the organization. A construction worker, for
instance, may be given instructions on the proper use of certain equipment. This will
later provide him with a guide in deciding which equipment to use in particular
circumstances.

2. Motivation function – Communication is also oftentimes used as a means to motivate

employees to commit themselves to the organization’s objectives.

3. Control function – When properly communicated, reports, policies, and plans define
roles, clarify duties, authorities and responsibilities. Effective control is, then, facilitated.

4. Emotive function – When feelings are repressed in the organization, employees are
affected by anxiety, which, in turn, affects performance. Whatever types of emotions are
involved, whether satisfaction, dissatisfaction, happiness, or bitterness, communication
provides a means to decrease the internal pressure affecting the individual.

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The Communication Process

The communication process consists of eight steps which are as follows: develop an
idea, encode, transmit, receive, decode, accept, use, and provide feedback.

1. Develop an Idea

The most important step in effective communication is developing an idea. It is important

that the idea to be conveyed must be useful or of some value. AN example of a useful idea is
how to prevent accidents in workplaces.

2. Encode

The next step is to encode the idea into words, illustrations, figures, or other symbols
suitable for transmission. The method of transmission should be determined in advance so that
the idea may be encoded to conform with the specific requirements of the identified method.

3. Transmit

After encoding, the message is now ready for transmission through the use of an
appropriate communication channel. Among the various channels used include the spoken
word, body movements, the written word, television, telephone, radio, an artist’s paint, electronic
mail, etc.

Proper transmission is very important so the message sent will reach and hold the
attention of the receiver. To achieve this, the communication channel must be free of barriers, or
interference (sometimes referred to as noise).

4. Receive

The next step is the communication process is the actual receiving of the message by
the intended receiver. The requirement is for the receiver to be ready to receive at the prices
moment the message relayed by the sender.

The message may be initially received by a machine or by a person. IN any case,

communication stops when the machine is not turned or tuned on to receive the message, or the
person assigned to receive the message does not listen or pay attention properly.

5. Decode

The next step, decoding, means translating the message from the sender into a form that
will have meaning to the recipient. If the receiver knows the language and terminology used in
the message, successful decoding may be achieved.

If the receiver understands the purpose and the background situation of the sender,
decoding will be greatly improved. In legal practice, for instance, the declarations ofa dying
person have more weight.

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 6. Accept

The next step is for the receiver to accept or reject the message. Sometimes,
acceptance (or rejection) is partial.

As the supervisor feels that he was not consulted in the hiring process, he thinks that his
only obligation is to accept the employee n his unit and nothing more.

The factors that will affect the acceptance or rejection of a message are as follows:

a. The accuracy of the message;

b. Whether or not the sender has the authority to send the message and/or require action;
and
c. The behavioral implications for the receiver.

7. Use

The next step is for the receiver to use the information. If the message provides
information of importance to a relevant activity, then the receiver could store it and retrieve it
when required. If the message requires a certain action to be made, then he may do so,
otherwise, he discards it a s soon as it is received.

8. Provide Feedback

The last step in the communication process is for the receiver to provide feedback to the
sender. Depending on the perception of the receiver, however, this important step may not be
made.

Even if feedback is relayed, it may not reach the original sender of the message. This
may be attributed to the effects of any of the communication barriers.

Forms of Communication

Communication consist of two major forms:

a. Verbal Communication

Verbal communication is those transmitted through hearing or sight, these modes of

transmission categorizes verbal communication into two classes: oral and written.

Oral communication mostly involves hearing the words of the ender, ashough
sometimes, opportunities are provided for seeing the sender’s body movements, facial
expressions, gestures, and eye contact. Sometimes, feeling, smelling, tasting and touching are
involved.

An alternative too real communication is the written communication where the sender
seeks to communicate through the written word.

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 b. Nonverbal Communication

Nonverbal communication is a means of conveying message through body language, as

well as the use of time, space touch, clothing, appearance, and aesthetic elements. Body
language consists of gestures, bodily movement, posture, facial expressions, and mannerisms
of all kinds.

The Barriers to Communication

Various factors may impede the efficient flow of communication. Any, or all, of these
factors may, at any point, derail the process. Even if the message is transmitted by the channel,
the timing and the meaning of the message may be affected by the factors.

The barriers to communication may be classified generally as:

1. Personal Barriers

Personal barriers are hindrances to effective communication arising from a

communicator’s characteristics as a person, such as emotions, values, poor listening habits,
sex, age, race, socioeconomic status, religion, education, etc.

2. Physical Barriers

Physical barriers refer to the interferences to effective communication occurring in the

environment where the communication is undertaken. The very loud sound produced by a
passing jet temporarily drowns out the voice of a guest deviling a speech. Such distraction does
not allow full understanding of the meaning of the entire message and is an example of a
physical barrier.

3. Semantic Barrier

Semantics is the study of meaning as expressed in symbols. Words, Pictures, or

symbols that suggest certain meanings. When the wrong meaning has been chosen by the
receiver, misunderstanding occurs. Such error constitutes a barrier to communication.

Overcoming Barriers to Communication

When communication barriers threaten effective performance, certain measures must be

instituted to eliminate them. To eliminate problems due to noise, selective perception, and
distraction, the following are recommended:

1. Use feedback to facilitate understanding and increase the potential for appropriate
action.
2. Repeat messages in order to provide assurance that they are properly received.
3. Use multiple channels so that the accuracy of the information may be enhanced.
4. Use simplified language that is easily understandable and which eliminates the
possibility of people getting mixed-up with meanings.

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Techniques for Communicating in Organization

Communication may be classified as to the types of flow of the message which are as
follows: downward, upward, or horizontal. Each of the types of message flow has its own
purposes and techniques.

1. Downward Communication

Downward communication refers to message flows from higher levels of authority to

lower levels. Among the purposes of downward communication are:

a. To give instructions
b. To provide information about policies and procedures
c. To give feedback about performance
d. To indoctrinate or to motivate

Manuals are useful sources of information regarding company policy, procedures, and
organization. Unlike using persons as sources of information, manuals are available whenever it
is needed.

2. Upward Communication

Upward communication refers to messages from persons in lower-level positions to

persons in higher positions. The messages sent usually provide information on work progress,
problems encountered, suggestions for improving output and personal feelings about work and
non-work activities.

3. Horizontal Communication

Horizontal communication refers to messages sent to individuals or groups from another

of the same organizational level or position.

The purposes of horizontal communication are:

a. To coordinate activities between departments

b. To persuade others at the same level of organization
c. To pass on information about activities or feelings

Among the techniques appropriate for horizontal communication are: memos, meetings,
telephones, picnics, dinners, and other social offers.

Management Information System

Management information system (MIS) is defined by Boone and Kurtz as “an organized
method of providing past, present, and projected information on internal operations and external
intelligence for use in decision-making”.

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 The MIS currently used by corporate firms consists of “written and electronically based
systems for sending reports, memos, bulletins, and the like”. The system allows managers of
the different departments within the firm to communicate with each other.

The Purpose of MIS

The MIS is established for various reasons. Wheelen and Hunger enumerate them as
follows:

1. To provide a basis for the analysis of early warning signals that can originate both
externally and internally.
2. To automate, routine clerical operations like pay-roll and inventory reports.
3. To assist managers in making routine decisions like scheduling orders, assigning orders
to machines, and reordering supplies.
4. To provide the information necessary for management to make strategic or
nonprogrammed decisions.

Assignment no. 3 (B. Communicating)

1. What is communication? How may it be done?

2. How important is communication as a function of engineering management?
3. What are forms of communication? How is one different from the other?
4. What is Management Information System? What are its purposes?

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