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Far East University

Essay by   •  July 17, 2015  •  Term Paper  •  2,759 Words (12 Pages)  •  656 Views

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INTRODUCTION

In today’s workforce, the job of a manager for a human resource department faces many challenges and act as the mediator for the employees, organizations are to be addressed on issues related to policies and interpersonal skills, managing personnel issues, and setting an environment to coordinate a multicultural workforce.

The human resource manager requires an orderly approach to handle issues on any given day. This profession requires someone that’s tactful and strategically prioritizes the organizational needs by recruiting employees that are qualified for the job and sometimes it can be challenging when the control is removed from the human relations department and managed by the supervisors.

The purpose of this paper is to look out the problems that the Human Resource manager faced every day and to solve this kinds of problems in order to ease their work and to improve their organization into a more competitive and more consistent on their role and to their jobs.

BACKGROUND OF THE ORGANIZATION

Name of the Organization:

Far Eastern University Institute of Technology

The person interviewed:

Ms. Jacklyn Mantolino is the HR Director for FEU Institute of Technology. She is a graduate of Bachelor of Science in Psychology at Miriam College bacth 2001. She started working right after earning her Bachelor Degree as a Training Assistant in a Consultant Firm. In 2003, she resigned as a Training Assistant and worked at Philcomm as an HR Specialist. After two years of working as an HR Specialist, Ms Mantolino resigned and found her way to then FEU East Asia College now FEU Institute of Technology and work as an HR Generalist.

Being the HR Generalist, it was an advantage for her to become the HR Director. Ms Mantolino handles everything during her stint as the HR Generalist. Every time an HR Director resigns or left the position, Ms. Mantolino takes over the position as the Officer-in-charge. It was 2009 when she became the Acting HR Director; this was due to the hiring of new Executive Director of the College.

Date: February 24, 2015

Short Information about the organization:

In 1936, being one of the country’s pioneer in private education, FEU was challenged by the growing number of needs in engineering and technology hence they established their Institute of Technology. An increasing demand for trained engineers and technologists remained.

        The number of factories, manufacturing companies, agriculture shifting to modernize mechanisms, and the boost in the economy, FEU’s Institute of Technology helped in making quality engineers and technology builders.

Initially, it offered complete courses in Civil Engineering. It develops into more engineering and technology programs such as, Architecture, Chemical Engineering, Mechanical Engineering, Electrical Engineering, Electronics Engineering, Industrial Engineering, and Chemistry. Improving number of students made its way to separate some of their courses, Architecture made their own called Institute of Architecture in 1971. It was in 1978 when Chemistry was transferred to Institute of Arts and Sciences.

        The curricula of the Institute of Technology prepares the students to become quality, highly technical and one of the best there is in the country. In order to achieve this, the university hired exemplary faculty members and deans.

        In 1991, SM Holdings bought FEU’s Institute of Technology and changed its name to FEU – East Asia College.

STATEMENT OF THE PROBLEM

The HR director Mrs. Jacklyn Mantolino specifies these Major Problems in their organization:

  1. What are the typical communication breakdown your organization experience?
  2. Why does some employee’s have poor performance?
  3. How do you motivate your employees?
  4. How do you manage poor customer service of your employees?

REVIEW OF RELATED LITERATURE

  1. Typical Communication Breakdown

According to Neil kokemuller of demand media, Communication in any organization is the key of getting all leaders, managers, departments and employees to work on the same page in order to obtain their organizational goals and objectives. Also the communication is a way to manage employees so a workplace functions smoothly and this is one way to socialize your co – workers through casual conversations. But sometimes communication breakdowns can knock the company off the track and prevent it from reaching its full potential.  Here are the causes for these communication breakdowns.

  1. Uncertain Reporting Relationships

Effective communication is hard to develop of people don’t know how to communicate with in certain situations.  Many employees understand their role with their immediate supervisor. But in reality, the employee and manager may not really understand when and how to communicate with each other, the result of it is misunderstanding, working as an individual and not as a team, no coordination. More commonly, employees in their department don’t know where to look for guidance in their other department and when they look for resources or having a trouble. Employees must understand and they should know where to speak to and where to go if they have concerns on their organization.

  1. Poor Culture

A poor organizational culture can really affect communication. Employees who are not happy, unsatisfied or uncomfortable in their organization are less likely to be open for communication. Employees who don’t find their immediate supervisor approachable enough for them has the tendency to solve their problems on themselves and may not seek help or offer input when need arises. And also employees may not gel on each other therefore it has the tendency that they may not get along on each other. Some organizations instill diverse work teams, but don’t offer informal and formal ways for employees to build rapport. This may cause tension and may result to employees to shut down or avoid interaction.

  1. Indecisive Leadership

The tone of communication starts at the top management. If the top management is openly communicates and clearly communicates with its subordinates. Their approach tends to filter down to the whole organization. It gives a very good feedback from its subordinates and adds confidence to the organization and the front line managers may communicate more openly with their teams. But when the top management is indecisive or lacks of confidence to its company’s vision, they may be reluctant to communicate as a way to avoid showing vulnerability. This kind of approach may result to distrust of its subordinates and other employees and can cause negative gossips.

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