Precision International Inc: has " with one supervisor and 10 workers which was directly under the

control of its M.D. Mr. David. Out of the ten workers four were semi skilled, one skilled and five unskilled. While skilled and semi skilled workers were directly operating machines the unskilled workers were acting as helpers. The supervisor was supervising the activities of all the workers. There was no formal job analysis, nor job description nor job specification. Specific qualifications were not fixed for any position. The owner himself was the top operating executive. No worker, including the supervisor, had any formal qualification though the supervisor and the skilled workers had previous working experience in the line. In course of time, business substantially grew, the activities went up, and the workforce strength increased. The factory was placed under a factory in charge (owner's cousin), who, had a mechanical engineering diploma with 25 years of working experience. A general Foreman with a mechanical engineering degree and 10 years of experience was then placed in the factory who, was looking after the activities of all the five departments. Each department was placed under one departmental Foreman whose qualification was fixed (minimum formal qualification to engineering diploma plus 8 years of supervisory experience in the respective line). All the five departmental Foremen were, in one way or other, closely connected with either the top boss or the Factory in charge. The strength included 20 supervisors, 82 skilled workers and 300 unskilled workers. Except the first supervisor, all the rest (19) had a formal educational background of matriculation and working experience while 14 of them were ITIs and 2 diploma holders (mechanical). In 1990, the factory in charge died of heart attack and later the post was upgraded and a graduate from MIT who had seven years of respective experience in Germany has been appointed as the Factory Manager whose duties and responsibilities were fixed with full powers to manage the factory. Being a dynamic technocrat Mr. John has reorganized the whole factory set up. He streamlined all the activities, planned and scheduled all production operations. Under his enthusiasm, planning and direction 3 CNC machines were installed in 1991. Among the unskilled workforce 250 were under contract labor whose services were dispensed with when the contract ended in 1991. The services of ten of the supervisors and 30 skilled workers on probation were terminated during their probation period. Six experts (technocrats) to man 3 CNC machines in two shifts were appointed from the open market and their duties were fixed. All the six had respective qualifications and experience. The factory has been totally modernized. John has assisted the top boss to reorganize the whole company.

Under the top boss two Directors were placed one for HRM and General Administration (a new incumbent Mr. Ken, M.B.A. with HRM) and Mr. John as the Director (Operations). Both the Directors constituted a team who carried out a systematic job analysis. Job descriptions and job specifications were done. Accordingly four managers were appointed for the four functional areas, one market development manager was appointed, two functional executives were appointed under each manager and the whole operation was computerized. While the production manager directly reported to the Director (Operations) all other functional areas were placed under HRM & General Administration Director. A team work philosophy, technological modernization and computerization, and human resource management system were introduced. The company is now fully professionalized. According to the job analysis three technically qualified professionals were additionally required for the third shift to operate CNC machines. In addition, 9 technicians, 9 skilled workers and 9 unskilled workers were absorbed who were all to be trained to operate the modernized plant. The rest of the workforce of the existing plant was to be retrenched through golden handshake schemes. Two additional departments, viz., Quality Assurance Department and Research and Development Department were established under professionally and technically trained executives who were directly reporting to the Director Operations. ISO 9000 certification was obtained and the company was placed under strong footing with total quality management and quality of work life schemes. Business growth has been spectacular. Within two years of the operation of the new plant five times growth was achieved in business to $90 Million making an annual net profit of $18.00 Million as against $0.9 Million in 1990. Can you please help Mr. Ken & Mr. John along with their team to make at least Job Description & Job specifications from Internet (For similar kind of Company) & from Case Studys point of view for under mentioned positions? What difference do you find when using Internet & case study for writing Job Description & Job Specifications? 1. 2. 3. 4. 5. 6. 7. Marketing Manager, Personnel Officer Finance Manager CNC Operations Executives. Cashier Factory Manager Skilled Worker

8. Foreman