Case Study

Topics: Levi Strauss & Co., Levi Strauss, Employment Pages: 8 (2735 words) Published: March 16, 2013
1. What job would you create? Why?
A:The job of Manager in the workplace is to get things done through Employees. To do this Manager should be able to motivate employees. After discussing with my Manager of my Unit about the new position to help in my Department, I will create a new position for tracking accounts payable from clients or handling accounts payable to our service providers. If we hire someone then it will be more helpful to our department. We will Develop most wanted list, is an element of recruiting strategy that asking our key managers. Pre-identifying targets allows us to focus a significant portion of our recruiting time and resources. After Recruiting that position, The aims about the job:

* Define selected terms applicable to job design and work organization * Propose alternative factors to be considered that take cognizance of employees needs * Generate some ideas on how these factors may be applied in work situations in existing and new organizations * Stress the importance of fitting the work to the worker, in order to achieve the productivity benefit

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the company selectorswill know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable. It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked. 2. What are the employee competencies this position needs to be successful? Why? A:Employee competencies are those skills or attributes that employees need to perform their jobs most effectively. Clearly, these competencies will vary by job and position, but there are some commonalities that apply to just about any job in just about any organization. Companies can hire employees with basic foundational competencies and then teach more specific competencies directly related to the employees' job descriptions Intellectual

Intellectual competencies can be defined as what the employee needs to know to perform the functions of the job. This can include industry knowledge, background and expertise. An accountant, for example, needs to be good with numbers. A writer needs to have strong spelling and grammar skills.

Interpersonal competencies are skills required to get along effectively with others. These others may be internal (fellow employees) or external (customers) to an organization. There are few positions that do not require at least some level of interaction with others. Interpersonal competencies may include such things as the ability to listen non-defensively, and teamwork and customer service skills.

Leadership competencies are skills required to lead others. While managers and supervisors obviously need these skills, even employees who are not directly responsible for others may need strong leadership competencies to influence their coworkers or to work effectively as part of a team. Leadership competencies may include the ability to provide effective feedback, give clear direction or evaluate the performance of others. Organizational

Organizational competencies relate to the ability to effectively organize and manage work and work-related activities. Employees with strong organizational competencies are efficient and effective in the work that they do. Self-Management

Employees must also be competent in self-management and able to direct themselves toward the accomplishment of goals and specific work assignments. Self-management competencies include the making of effective judgments, the ability to adapt and be flexible as new requirements emerge, and the ability to effectively plan and organize their work to achieve required results.

3. What are your ideas for how you might design performance management, compensation and incentives for this new...
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