12 Jul BRIEFLY, DESCRIBE THE ACTUAL REQUIREMENTS OF THE JOB.
The managers job in context: task description Undertake an analysis of your own job and its context. If you do not have managerial (or similar) experience, or if for some other reason it is not appropriate to analyse your own job, you may choose instead the job of another individual who agrees to be the focus of this assignment (current job). Alternatively, you may discuss with your lecturer/ tutor the possibility of analysing a position you held in the past. Your lecturer must approve your choice. You may change (or withhold) the names of people or organizations if you believe anonymity is required. Complete the following requirements: 1. Briefly, describe the actual requirements of the job. Include formal requirements (actual position/job description), and less formal requirements (if any). 2. Identify (list) other individuals or groups from inside and/or outsidethe organisation with whom you interact who are important to your job. 3. Describe the principle characteristics of these individuals or groups, particularly those characteristics that impact on their interaction with you. If your list is lengthy, select those 4/5 individuals or groups who are the most important, who are critical to your ability to fulfil the requirements of your job. (This description must include such things as position, demographics such as age, gender, personality and attitudinal dimensions, learning, pattern of interaction with you etc.) If you have only identified people inside your own organisation, you should briefly explain why people outside your organisation have not been considered. 4. Describe the nature of the interdependency that exists between you and these critical groups or individuals. That is: in what way do you rely on each other? What do you expect from these groups and individuals? What do they expect from you? Include formal concepts of interdependence (pooled, sequential etc.) in your analysis. 5. Include a diagrammatic representation of these interdependencies. Note this should not be presented as an organisational chart. A typical format for this diagram would consist of you as the focus or centre with the groups and individuals with whom you interact arranged around you. 6. Evaluate the interdependencies (that is, the virtual network your diagram represents) in terms of its effectiveness and efficiency and the satisfaction of those concerned. 7. Make recommendations for enhancing the effectiveness, efficiency and satisfaction of the interdependent group. Please note: you are not being asked to simply evaluate your managerial style or the effectiveness of your department or organisation.
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