Module 3 EM

UNIVERSITY OF LA SALETTE,INC
COLLEGE OF ENGINEERING AND ARCHITECTURE

SANTIAGO CITY, PHILIPPINES
Module 3: Staffing the Engineering Organization

Introduction
After setting up the organizational structure that has been decided to best serve 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 to a 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.
Learning Outcomes
At the end of this module, you are expected to
a. elaborate staffing and communicating;
b. discuss staffing procedure;
c. define communication process, forms and barriers; and
d. apply the management information system and the techniques for communicating in
organizations.
Preassessment:
Instruction: Answer the following questionnaire based on your personal and honest views as there are no
wrong answers.
1. What are the possible sources of applicants for vacant positions in the firm?
2. What is communication? How may it be done?
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Lecture
Topic 1: Staffing
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 resource 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

2. recruitment
3. selection
4. induction and orientation
5. training and development
6. Performance appraisal
7. employment decisions (monetary rewards, transfers, promotions and demotions) and
8. separations
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 resource action plans and
evaluating their success.
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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 causal models - which are attempts to identify the major 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 (presented in module 1)

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.
Topic 2: Recruitment
When the different positions have been identified to be necessary and the decision to fill them
up has been made, the next logical step is recruitment.
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:
1. 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.
2. Newspaper advertising. There are at least three major daily newspapers distributed throughout the
Philippines. Readership is higher during Sundays.
3. Schools. These are good sources of applicants. Representatives of companies may interview
applicants inside campuses.
4. Referrals from employees. Current employees sometimes recommend relatives and friends
who may be qualified.
5. 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.,
6. 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.
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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.
Selection procedures may be simple or complex depending on the costs of a wrong decision. If
the management picks the wrong person and the subsequent effect to the organization is negligible,
then the selection process is made simple. This is true in the case of construction laborers where a
review of their applications is done. Within a few days or even a few hours, the applicants are informed
of the decision.
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:
1. 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.
2. 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.
3. Interviews, Information may be gathered in an interview by asking a series of relevant questions to
the job candidate.
4. 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 dominance, 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 applicants adequate to meet the job requirements.
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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 then necessary information about the
company. His duties, responsibilities, and benefits are relayed to him. Personnel and health forms are
filled up, and passes are issued. The company history, its products and services, and the organization
structure are explained to the new employee.
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. The new employee also undergoes the "socialization
process" by pairing him with an experienced employee and having a one-on-one discussion with the
manager.
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 consist of two general types, namely:
1. training programs for nonmanagers, and

2. training and educational programs for executives.
Training Program for Nonmanagers
This type of training is directed to nonmanagers for specific increases in skill and knowledge to
perform a particular job. The four methods under this type are:
1. On-the-job training - where the trainer is placed in an actual work situation under the direction of
his immediate supervisor, who acts as trainer. This situation motivates strongly the trainee to
learn.
2. Vestibule school - where the trainee is placed in a situation almost exactly the same as the
workplace where machines, materials, and time constraints are present. As the trainer works full
time, the trainee is assured of sufficient attention from him.
3. Apprenticeship program – where a combination of on-the-job training and experiences with
classroom instruction in particular subjects are provided to trainees.
4. Special courses – are those taken which provide more emphasis on education rather than
training. Examples are those which concern specific uses of computer like computer-aided
design and building procedures.
Training Programs for Managers
The training needs of managers may be classified into four areas: decision-making skills,
interpersonal skills, job knowledge, and organizational knowledge.
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The decision-making skills of the manager may be enhanced through any of the following methods of
training:
1. In basket - where the trainee is provided with a set of notes, messages, telephone calls, letters, and
reports, all pertaining to a certain company situation. He is expected to handle the situation within a given
period of 1 or 2 hours.
2. Management games - is a training method where "trainees are faced with a simulated situation and are
required to make an ongoing series of decisions about that situation."
3. Case studies -- this method presents actual situations in organizations and enable one to examine
successful and unsuccessful operations. It emphasizes the manager's world, improves communication
skills, offers rewards of solving a mystery, possesses the quality of illustration, and establishes concrete
reference points for connecting theory with practice.
The interpersonal competence of the manager may be developed through any of the following
methods:
1. Role-playing - is a method by which the trainees are assigned roles to play in a given case
incident. They are provided with a script or a description of a given problem and of the key
persons they are to play. The purpose of this method is to improve the skill of the trainees in
human relations, supervision, and leadership.
2. Behavior modeling - this method attempts to influence the trainee by showing model persons
behaving effectively in a problem situation. The trainee is expected to adapt the behavior of the
model and use it effectively in some instances later on.
3. Sensitivity training --- under this method, awareness and sensitivity to behavioral patterns of
oneself and others are developed.
4. Transactional analysis - is a training method intended to help individuals not only understand
themselves and others but also improve their interpersonal communication skills.
In acquiring knowledge about the actual job, the manager is currently holding, the following methods
are useful:
1. On-the-job experience - this method provides valuable opportunities for the trainee to learn
various skills while actually engaged in the performance of a job.
2. Coaching - this method requires a senior manager to assist a lower-level manager by teaching him
the needed skills and generally providing directions, advice, and helpful criticism. The senior manager
must be skilled himself and have the ability to educate, otherwise the method will be ineffective.
3. Understudy - under this method, a manager works as assistant to a higher-level manager and
participates in planning and other managerial functions until he is ready to assume such
position himself. Once in a while, the assistant is allowed to take over.
In the attempt to increase the trainee's knowledge of the total organization, exposure to information and
events outside of his immediate job is made. In this regard,
the following methods are useful:
1. Position rotation - under this method, the manager is given assignments in a variety of departments.
The purpose is to expose him to different functions of the organization.
2. Multiple management - this method is premised on the idea that junior executives must be provided
with means to prepare them for higher management positions. To achieve this, a junior board of
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directors is created consisting of junior executives as members. The board is given the authority to
discuss problems that the senior board could discuss. The members are encouraged to take a broad
business outlook rather than concentrating on their specialized lines of work.
Performance Appraisal
Performance appraisal is the measurement of employee performance. The purposes for which
performance appraisal is made are as follows:
1. To influence, in a positive manner, employee performance and development;

2. To determine merit pay increases;
3. To plan for future performance goals;
4. To determine training and development needs; and
5. To assess the promotional potential of employees.
Ways of Appraising Performance

An employee's performance may be measured using any of the following methods:
1. 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.
2. Essay method - where the evaluator composes statements that best describe the person evaluated.
3. 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.
4. Assessment center method - where one is evaluated by persons other than the immediate
superior. This method is used for evaluating managers.
5. Checklist method - where the evaluator checks statements on a list that are deemed to characterize an
employee's behavior or performance.
6. Work standards method - where standards are set for the realistic worker output and later on used in
evaluating the performance of non-managerial employees.
7. Ranking method - where each evaluator arranges employees in rank order from the best
to the poorest.
8. 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.
Employment Decisions
After evaluating the performance of employees (managerial or otherwise), the management will
now be ready to make employment decisions.
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These may consist of the following:
1. Monetary rewards - these are given to employees whose performance is at par or above
standard requirements.
2. 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.
3. 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 rid of a poor performing employee.
4. Demotion - this is a movement from one position to another which has less pay or responsibility
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.
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 determined, 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.
Topic 3: Communicating
Communication
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
manager 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.
In management, communication must be made for a purpose and because it has a cost attached
to it, it must be used effectively.
Functions of Communication
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.
Another concern is the manager who wants to make sure that his decision in promoting an
employee to a higher position is correct. Through communication, the information provided will
minimize if not eliminate the risk.
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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.
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.
Figure 6.1 The Communication Process
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.
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. An example of an encoded message using telefax
as a means of transmission is shown in Figure 6.2.
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).
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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 precise moment the
message relayed by the sender.
Figure 6.2 In Example of an Encoded Message for Telefax Transmission
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.
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 of a dying person
have more weight.
Accept
The next step is for the receiver to accept or reject the message. Sometimes, acceptance (or
rejection) is partial. An example is provided as follows:
A newly-hired employee was sent to a supervisor with a note from his superior directing the supervisor
to accept the employee into his unit and to provide the necessary training and guidance.
As the supervisor feels that he was not consulted in the hiring process, he thinks that his only
obligation is to accept the employee in his unit and nothing more. The factors that will affect the
acceptance or rejection of a message are as follows:
1. the accuracy of the message;

2. whether or not the sender has the authority to send the message and/or require action, and
3. the behavioral implications for the receiver.
Use
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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 as soon as it is
received. All of the above-mentioned options will depend on his perception of the message.
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.
Topic 4: Forms of Communication
Communication consists of two major forms:
1. verbal and
2. nonverbal
Verbal Communication
Verbal communications are those transmitted through hearing or sight. These modes of
transmission categorize verbal communication into two classes: oral and written.
Oral communication mostly involves hearing the words of the sender, although sometimes,
opportunities are provided for seeing the sender's body movements, facial expression, gestures, and eye
contact. Sometimes, feeling, smelling, tasting, and touching are involved.
An alternative to oral communication is the written communication where the sender seeks to
communicate through the written word. The written communication is, sometimes, preferred over the oral
communication because of time and cost constraints. When a sender, for instance, cannot meet personally
the receiver due to some reason, a written letter or memo is prepared and sent to the
receiver.
The written communication, however, has limitations and to remedy these, some means are
devised. Perfume advertisers, for instance, lace their written message with the smell of their products. In
the same light, the now popular musical Christmas card is an attempt to enhance the effects of the written
note.
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 expression, and mannerisms of all kinds.
Nonverbal expressions convey many shades of meaning and it is to the advantage of the
communicator to understand what messages are relayed.
The Barriers to Communication
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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
2. physical barriers
3. semantic barriers
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.
Emotions cloud the communicator's ability to judge correctly the real meaning of messages
received. People with different values will find it hard to communicate with each other. Poor listening
habits of a receiver frustrate the communication efforts of a sender.
Physical Barriers
Physical barriers refer to 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 delivering a speech. Such distraction does not allow full
understanding of the meaning of the entire message and is an example of a physical barrier.
Physical barriers include distances between people, walls, a noisy jukebox near a telephone,
etc. An office that is too tidy may sometimes inhibit a person from meeting the occupant of the office
face-to-face. A menacing pet dog (or secretary) posted near the door may also prevent a person from
directly communicating with the object person behind the door.
A communication channel that is overloaded may also prevent important information to reach
the intended user. Another physical barrier to communication is wrong timing. For instance, how may
one expect a person who has just lost a loved one to act on an inquiry from a fellow employee?
Semantic Barriers
Semantics is the study of meaning as expressed in symbols. Words, pictures, or actions are
symbols that suggest certain meanings. When the wrong meaning has been chosen by the receiver,
misunderstanding occurs. Such error constitutes a barrier to communication.
A semantic barrier may be defined as an interference with the reception of a message that
occurs when the message is misunderstood even though it is received
exactly as transmitted.
For example, the words "wise" and "salvage” will have different meanings to an English-
speaking foreigner than to an ordinary Filipino.
Overcoming Barriers to Communication
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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.
Techniques for Communicating in Organizations
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.
Downward Communication
Downward communication refers to message flows from higher levels of authority to lower
levels. Among the purposes of downward communication are:
1. to give instructions to provide information about policies and procedures

3. to give feedback about performance
4. to indoctrinate or motivate
Among the techniques used in downward communication are as follows: letters, meetings,
telephones, manuals, handbooks, and newsletters.
Letters are appropriate when directives are complex and precise actions are required. When
orders are simple but the result depends largely on employee morale, techniques that provide personal
interchange like meetings and the telephone, are appropriate. Modern technology has made it possible
for people to hold meetings even if they are thousands of kilometers apart from each other.
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.
Handbooks provide more
specific information about the
duties and privileges of the
individual worker. It has also the
advantage of being available
whenever needed.
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Newsletters provide a mixture of personal, social, and

work-related information. Articles about new hiring, promotions, birthdays of employees, questions
and answers about work related issues are presented.
Figure 6.3 Message Flow and Areas Concern

Upward Communication
There is a need for management to provide employees with all the necessary material and non-
material support it can give. The first requirement, however, is for management to know the specific
needs of the employees. This is the primary reason for 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.
Among the techniques used in upward communication are: formal grievance procedures,
employee attitude and opinion surveys, suggestion systems, open- door policy, informal gripe sessions,
task forces, and exit interviews.
Formal Grievance Procedures. Grievances are part of a normally operating organization. To
effectively deal with them, organizations provide a system for employees to air their grievances.
Holley and Jennings define grievance as "any employee's concern over a perceived violation of
the labor agreement that is submitted to the grievance procedure for eventual resolution." Grievances
represent an open, upward communication channel whereby employees can offer suggestions to
management.
Depending on the size and nature of the company, the grievance procedure may consist of a
single step or a number of steps. Companies with a collective bargaining agreement with its union must
refer to the grievance procedure spelled out in the law on labor relations.
Employee Attitude and Opinion Surveys. Finding out what the employees think about the
company is very important. The exercise, however, requires expertise and the company may not be
prepared to do it. If the organization's operation is large enough to justify such activity, then it must be
done. If the assistance of an outside research firm is considered, a benefit-cost analysis must be used as
a deciding factor.
Suggestion Systems. Suggestions from employees are important sources of cost-saving and
production enhancing ideas. Even if majority of the suggestions are not feasible, a simple means of
acknowledging them contributes to employee morale.
Open-Door Policy. An open-door policy, even on a limited basis, provides the management
with an opportunity to act on difficulties before they become full-blown
problems.
Informal Gripe Sessions. Informal gripe sessions can be used positively if management knows
how to handle them. When employees feel free to talk and they are
assured of not being penalized for doing so, then management will be spared with lots of efforts
determining the real causes of problems in the company.
Task Forces. When a specific problem or issue arises, a task force may be created and assigned
to deal with the problem or issue. Since membership of task forces consists of management and non-
management personnel, integration and teamwork are fostered, creativity is enhanced, and interpersonal
skills are developed.
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Exit Interviews. When employees leave an organization for any reason, it is to the advantage of
management to know the real reason. If there are negative developments in the organization that
management is not aware of, exit interviews may provide some of the answers.
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:
1. to coordinate activities between departments

2. to persuade others at the same level of organization
3. to pass on information about activities or feelings
Among the techniques appropriate for horizontal communication are: memos, meetings, telephones,
picnics, dinners, and other social affairs.
Management Information System
It was mentioned at the beginning of this module that communication may be used to serve the
information function. This means that a way must be devised to allow the organization to absorb
information necessary for effective decision-making. In this regard, companies of various sizes have
organized systems to gather information that will be useful to management.
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."
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.
Figure 6.4 The MIS and its Relation with the Different Departments of the Organization
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The Purposes 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.
INSTRUCTION: Answer the following questions in your own words. Write your
answers in a short bond paper.
Elaborate Activity
1. How important is communicating as a function of engineering management?

2. For what purposes may communication be used in the organization?
3. How may communication barriers be overcome?
4. How may one determine the qualifications of a job candidate?
5. What is the implication of the cost of the “wrong decision” in the selection of process?
6. In induction, what activities are undertaken?
Evaluate Activity
1. Scrutinize an existing engineering organization by classifying techniques used in communication.

2. Prepare a forecast of the human resource needs of an engineering firm.
Summary:
Engineering organizations are not immune to the difficulties of filling with qualified persons
the various positions identified in the organizing stage. As the outputs of engineering firms are
produced by people under the supervision of engineer managers, errors in the performance of jobs may
not be easily discernible. As such, staffing must be treated with serious concern.
Communicating is a vital function of the engineer manager. Organizations cannot function
properly without effective communication. If the required outputs must be realized, communication
must be managed.
Reference:
C. Merle Crawford, New Products Management, Third Edition (Homewood, Illinois: Richard D. Irwin,
Inc., 1991)
Jay Heizer and Barry Render, Production and Operations Management (Boston: Allyn and Bacon,
1993)
1
6
James M. Higgins, The Management Challenge (New York: MacMillan Publishing Co., 1991)
1
7
LEARNING MODULE
PCEA 009 – ENGINEERING MANAGEMENT
MODULE 3: Staffing the Engineering

Organization
Topic 1: Staffing
Topic 2: Recruitment
Topic 3: Communicating
Topic 4: Forms of Communication
ENGR. ERIKA G. LLABRES

Module 3 EM

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UNIVERSITY OF LA SALETTE,INC

COLLEGE OF ENGINEERING AND ARCHITECTURE

Module 3: Staffing the Engineering Organization

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

The Staffing Procedure

The staffing process consists of the following series of steps:

1. human resource planning

Human Resource Planning

Human resource planning may involve three activities, as follows:

The three major types of explanatory models are as follows:

a) regression models (presented in module 1)

Ways of Determining the Qualifications of a Job Candidate

Tests may be classified as follows:

1. Psychological tests – which is "an objective, standard measure of a sample behavior". It is

Induction and Orientation

Training and Development

1. training programs for nonmanagers, and

Training Program for Nonmanagers

Training Programs for Managers

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

Ways of Appraising Performance

These may consist of the following:

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

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

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

The Communication Process

Figure 6.1 The Communication Process

The most important step in effective

The next step is to encode the idea into words,

After encoding, the message is now ready for

Figure 6.2 In Example of an Encoded Message for Telefax Transmission

The message may be initially received by a

The next step, decoding, means translating the

1. the accuracy of the message;

Topic 4: Forms of Communication

Communication consists of two major forms:

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

The Barriers to Communication

The barriers to communication may be classified generally as:

Personal barriers are hindrances to effective communication arising from a communicator's

Physical barriers refer to interferences to effective communication occurring in the

Overcoming Barriers to Communication

Techniques for Communicating in Organizations

1. to give instructions to provide information about policies and procedures

Newsletters provide a mixture of personal, social, and

Figure 6.3 Message Flow and Areas Concern

1. to coordinate activities between departments

Management Information System

The Purposes of MIS

1. How important is communicating as a function of engineering management?

1. Scrutinize an existing engineering organization by classifying techniques used in communication.

MODULE 3: Staffing the Engineering

ENGR. ERIKA G. LLABRES

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