By Dr Mike Smith (eds.)
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Extra info for Analyzing Organizational Behaviour
M. and Robcrtson, I. T. (1986) The Theory and Pracl;ce oJ Systematic StaJJ Selection, Macmillan, London. Stewart, R. (1967) Managers and their Jobs, McGraw-Hill, Maidenhead. Stewart, R. J. 3 Selection in Organizations MIKE SMITH School of Management, UMIST The People Make the Place Once an organization has defined the roles and jobs it wishes to fi11, the next task is to find the people to fi11 them. However, not a11 people are the same. In almost a11 circumstances it becomes necessary to select the best person for the job.
Specialists provide either the manager or the operative with information or advice. A training specialist gives advice and information about developing the skills and competencies of employees. A financial specialist gives advice on the recording and investment of money. These distinctions do not necessarily imply status or financial rewards. Some operatives earn more than their managers, especially when the operative's skills are in short supply. Some specialists have a higher reputation and status than the managers they advise.
No single definition is universally accepted but one of the best is, 'someone who gets work done by other people'. The advantage of this definition is that it emphasizes that managers do not actually do things, rather it is their job to get other people to do things. This does not mean that managers are idle. Indeed, sometimes it is a lot harder to get others to do things than doing the task oneself! The definition also makes the distinction with operatives and specialists. An operative is the person who actually does things - either making things or providing a service.