PRINCIPLES & PRACTICES OF MANAGEMENT

Dr. Rahul Pratap Singh KauravPrestige Institute of Management, Gwalior

Staffing

Directing

STAFFING AND DIRECTING

Definition of StaffingStaffing is defined as filling and keeping filled positions in the organization structure. This is done by:1. Identifying workforce requirement2. Inventorying the people available3. Recruiting4. Selecting5. Placing6. Promoting7. Appraising8. Compensating9. Training

Manpower Planning■ According to MacBeath: Manpower planning involves two

stages. 1. The first stage is concerned with detailed of planning

manpower requirements of all types and levels of employees throughout the period of the plan and

2. Second stage is concerned with planning manpower supplies to provide the organization with the right type of employees from all sources to meet the planned requirements.

■ Advantages of Manpower Planning1. It anticipates the personnel needs of the organization in

future2. It reveals the potential and shortcomings of existing

personnel3. It helps in control4. Helps organizations to achieve objectives5. Helps in making best use of human resource

Process of Manpower Planning1. Current Manpower Inventoryi. Current management inventory or skills would reveal the status of

available managerial talent and undeveloped potentialii. Manpower should be evaluated on: Age Group, Skill Group, Level

Group, Potential Wise and Cost Effectiveness2. Determining Manpower Need: Done on quantitative as well as

qualitative wayi. Qualitative: Quality of managers needed is determined with the

help of job designing and job specificationManpower Programme

Identifying Manpower Gaps

Determining Manpower

requirements

Current Manpower Inventory

Process of Manpower Planning

ii. Quantitative: Number of personnel required is identified through quantitative way

3. Identifying Manpower Gaps: Comparison between manpower inventory and manpower forecast will reveal the gaps in terms of number and quality of personnel

4. Manpower Programme: After finding the net requirements for human resources, action plans are formulated to fill the gaps

Job Designing■ Job design is the allocation of specific work tasks to

individuals and groups. Allocating jobs and tasks means specifying the contents, method, and relationships of jobs to satisfy technological and organizational requirements, as well as the personal needs of jobholders

1. It is important to strictly and thoroughly identify tasks that need completion.

2. Design jobs that motivate employees.3. Jobs need to be constructed so that efficiency of the

worker or department is maximized.

Job Designing4. Appropriate resource allocation allows large organizations to foster and develop innovation in their workforce.5. Reward systems include compensation, bonuses, raises, job security, benefits, and various other methods of reward for employees. An outline or description of reward packages needs to be established while constructing jobs.

Job Designing■Taylorism: Taylorism, also known as scientific

management, is a foundation for systematic job design. Frederick Taylor developed this theory in an effort to develop a “science” for every job within an organization according to the following principles:

1. Create a standard method for each job.2. Successfully select and hire proper workers.3. Effectively train these workers.4. Support these workers

Job Designing■The Socio-Technical Systems Approach: The

Socio-Technical Systems Approach is designed around the evolution from individual work to work-groups. This approach has the following guiding principles:

1. The design of the organization must fit its goals.

2. Employees must be actively involved in designing the structure of the organization.

3. Control of variances in production or service must be undertaken as close to their source as possible.

Job Designing4. Subsystem must be designed around relatively self-contained and recognizable units of work.5. The design should allow for a high quality working life.6. Changes should continue to be made as necessary to meet the changing environmental pressures.

Job Designing■Core Characteristics Model: Another modern job

design theory is the Core Characteristics Model, which maintains five important job elements that motivate workers and performance:

1. skill variety2. task identity3. task significance4. autonomy5. job feedback

■The individual elements are then proposed to lead to positive outcomes through three psychological states:

1. experienced meaningfulness2. experienced responsibility3. knowledge of results

Recruitment■According to E McFarland: The term recruitment applies to

the process of attracting potential employees to the company■Recruitment sources depend on1. The level of specialization and training required for

employees2. Management policy3. The need for originality and initiative required by the

employees4. Training programmes of the organizations5. Trade union attitude towards recruitment

Recruitment■ Sources of Recruitment: Can be broadly classified into internal and

external■ Internal Sources of Recruitment It consist of personnel's already working in the organization. Many

organizations fill job vacancies through promotions and transfer of existing staff

Merits1. It keeps employees morale high2. It creates sense of security in employees3. Economical and convenient Demerits1. Internal employees may not be fully qualified for the job2. Recruitment involves inbreeding of new ideas3. Narrows the choice4. Organizations depend on outside sources for entry level jobs

Recruitment External Sources

of Recruitment1. Advertising2. Personnel

consultants3. Educational

institutions4. Employment

exchange5. Unsolicited

applicants6. Jobbers and

contractors Merits1. Wide choice2. Fresh outlook3. Varied Experience

Demerits1. Demoralization of

internal employees

2. Expensive3. Sense of

insecurity4. Danger of

maladjustment

Selection■ Definition:

Selection is the process of screening out candidates for finding out right person for right place

Selection Process

Preliminary Interview pre-interview screening

Formal Application

Interview

Reference and credit check

Physical Examination

Employment Offer

Reject

Plac

emen

tIn

duct

ion

Time

Testing

Selection Process■ Preliminary Interview: The initial screening is usually undertaken by the

receptionist. Necessary information about the nature of the job is given to the applicants and their important information such as education, job, salary, experience etc. is taken down If the candidate meets all the requirements he is moved for further rounds if not he is dropped at the preliminary stage.

■ Formal Application Blank: Categories of information in standard application forms are-

i. Personal- Name- Address- Gender- Date of birth- Marital Status- Children/ dependents

Selection Process

ii. Education- Schooling: primary/

secondary- Higher Education:

Institutions- Qualification- Specified training

iii. Employment History

- No. of jobs held- Name of companies

worked for- Duration and dates

of employment- Positions, duties and

responsibility

iv. Other Interest- Sports- Hobbies- Membership of club

Selection Process■ Psychological Testing: these tests are divided into four categories:

i. Aptitude Tests/ Ability Test: These are used to measure the talent/ability of a candidate to learn a job or skill. These test are of following type.

a. Mental or intelligence testb. Psychometric test

ii. Personality Tests: These tests try to find out individuals value system, his emotional reactions and maturity and his characteristic mood.

a. Objective testb. Project iveTestsc. Situation Test

iii. Proficiency Tests: This test determines the feasibility and capability of the candidate.

iv. Interest Test: These tests aim at finding out the type of work in which the candidate is interested.

Selection Process■ Interview: It is an attempt at gathering information from the candidate

concerning his suitability for the job under consideration.■ Interview Decisions: The following important decision have to be taken by the

management regarding interviewsi. Whoii. Whereiii. When■ Interviewing Techniques: i. Directed/ Pattern/ Structured interviewii. Depth Interviewiii. Stress interviewiv. Board or panel interviewv. Group Interview

Selection Process■ Reference Check

■ Physical Examination: Sales persons job requires unusual stamina, strength or tolerance of hard working conditions these qualities of a candidate is examined by physical examination

Rating of Interviewee- One is given to a perfect match- Two is given to an average match- Three is given to below average match- Four is given to totally unsatisfactory match

■ Employment Offer■ Placement and Induction■ Probation

Training and Development■Training is an organized process for increasing the

knowledge and skills of people for doing a particular job whereas development is growth of individuals in all aspects

■ Need for Training:1. New Environment: Induction or orientation training2. Lack of trained personnel: Job training3. Advancement of technology: Refresher training4. Faulty methods: Remedial training5. Prevention of accidents: Safety training6. Career development: Promotional training

Training and Development■Advantages of training1. Increased productivity2. Job satisfaction3. Reduction in accidents4. Better use of resources5. Reduced supervision6. Management by exception7. Greater flexibility8. Stability and growth

Training and Development■Methods of training and development■On the job training1. Learning by doing2. Coaching3. Position rotation4. Special projects and task forces5. Committee assignments6. Multiple management

Training and development■Off-the-job training1. Selected reading2. Conferences and seminars3. Special courses4. Case study5. Programmed instruction/ Simulation6. Brain storming7. Role playing8. Management games

Performance Appraisal■It is the process of determining and communicating to an

employee how well he is performing the job■Methods of performance appraisal1. Rating Scales: Rating scales consists of several numerical

scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived.

2. Checklist: Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. For ex: He is punctual - yes

Performance Appraisal1. Forced Choice Method: The series of statements

arranged in the blocks of two or more are given and the rater indicates which statement is true or false. The rater is forced to make a choice. HR department does actual assessment. Eg. He is hardworking - false

4. Critical Incidents Method: The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Eg refused to obey orders, suggested improvements

5. Field Review Method: This is an appraisal done by someone outside employees’ own department usually from corporate or HR department.

Performance Appraisal6. Performance Tests & Observations: This is based on the test of

knowledge or skills. The tests may be written or an actual presentation of skills. Tests must be reliable and validated to be useful.

7. Confidential Records: Mostly used by government departments, however its application in industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report (ACR) and may record ratings with respect to following items; attendance, self expression, team work, leadership, initiative, technical ability, reasoning ability, originality and resourcefulness etc. The system is highly secretive and confidential. Feedback to the assessee is given only in case of an adverse entry.

8. Essay Method: In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promotion ability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee.

Performance Appraisal9. Cost Accounting Method: Here performance is evaluated from the

monetary returns yields to his or her organization. Cost to keep employee, and benefit the organization derives is ascertained. Hence it is more dependent upon cost and benefit analysis.

10.Comparative Evaluation Method (Ranking & Paired Comparisons): These are collection of different methods that compare performance with that of other co-workers. The usual techniques used may be ranking methods and paired comparison method.

i. Ranking Methods: Superior ranks his worker based on merit, from best to worst. However how best and why best are not elaborated in this method. It is easy to administer and explanation.

ii. Paired Comparison Methods: In this method each employee is rated with another employee in the form of pairs. The number of comparisons may be calculated with the help of a formula as. N x (N-1) / 2

Performance Appraisal■Future Oriented Methods 1. Management By Objectives: It means management by

objectives and the performance is rated against the achievement of objectives stated by the management. MBO process goes as under.

■Establish goals and desired outcomes for each subordinate■Setting performance standards■Comparison of actual goals with goals attained by the

employee■Establish new goals and new strategies for goals not

achieved in previous year.

Performance Appraisal2. Psychological Appraisals: These appraisals are more

directed to assess employees potential for future performance rather than the past one. It is done in the form of in-depth interviews, psychological tests, and discussion with supervisors and review of other evaluations. It is more focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance. This approach is slow and costly and may be useful for bright young members who may have considerable potential. However quality of these appraisals largely depend upon the skills of psychologists who perform the evaluation.

Performance Appraisal3. Assessment Centers: This technique was first developed in

USA and UK in 1943. An assessment center is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. It is more focused on observation of behaviors across a series of select exercises or work samples. Assessees are requested to participate in in-basket exercises, work groups, computer simulations, role playing and other similar activities which require same attributes for successful performance in actual job. The characteristics assessed in assessment center can be assertiveness, persuasive ability, communicating ability, planning and organizational ability, self confidence, resistance to stress, energy level, decision making, sensitivity to feelings, administrative ability, creativity and mental alertness etc.

Performance Appraisal4. 360-Degree Feedback: It is a technique which is

systematic collection of performance data on an individual group, derived from a number of stakeholders like immediate supervisors, team members, customers, peers and self. In fact anyone who has useful information on how an employee does a job may be one of the appraisers.

Systems Approach to StaffingExternal

Environment

Analysis of present

and future needs for managersManagers

Inventory

Number and kinds of

managers required

External Sources

Internal Sources

Appraisal Career

Strategy

Training and

Development

Recruitment Selection Placement Promotion Separation

Organization Plans

Leading and

Controlling

Internal Environment

Personnel Policies

Reward System

Directing

■DIRECTING is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place.

■According to Human, “Directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned”

Characteristics of Directing

■Pervasive Function ■Continuous Activity■Human Factor ■Creative Activity ■Executive Function ■Delegate Function

Importance of Directing Function

■ It Initiates Actions■ It Ingrates Efforts ■Means of Motivation ■ It Provides Stability ■Coping up with the changes ■Efficient Utilization of Resources

Roles of supervisor

■As a Planner ■As a Manager ■As a Guide and Leader ■As a Mediator ■As an Inspector ■As a Counselor

Functions of a Supervisor

■ Planning and Organizing ■ Provision of working conditions ■ Leadership and Guidance ■ Motivation ■ Controlling - Controlling is an important function performed by

supervisor. This will involve– Recording the actual performance against the time schedule.– Checking of progress of work.– Finding out deviations if any and making solutions– If not independently solved, reporting it to top management.

■ Linking Pin

Functions of a Supervisor■ Grievance Handling - The supervisor can handle the grievances of the workers

effectively for this he has to do the following things :-– He can be in direct touch with workers.– By winning the confidence of the workers by solving their problems.– By taking worker problems on humanitarian grounds.– If he cannot tackle it independently, he can take the help and advice of management

to solve it.■ Reporting ■ Introducing new work methods

– Higher productivity,– High Morale of Workers,– Satisfying working condition,– Improving human relations,– Higher Profits, and– High Stability

■ Enforcing Discipline

Principles of Direction■ Principles of leadership■ Principles of informed communication■ Principles of direct supervision■ Principles of direct objective■ Principles of harmony of objectives■ Principles of unity of command■ Principles of managerial communication■ Principles of comprehension■ Principles of direct communication

Types of Direction

■ Written directions– Circulars– Memos– Notices– Emails

■ Oral directions

Techniques of directions

Advantages■ Participation■ Better communication■ Least resistance■ Better motivation and Morale■ Better coordination

Disadvantages■ Time consuming■ Unnecessary argument■ Subordinates may consider it

their right and prerogative to be consulted before a directive is given to them by their supervisors

Consultative Direction

Techniques of directions

■Free Rein directions/ Laissez Fair style– Under this style, a manager gives complete freedom to his

subordinates. The entire decision-making authority is entrusted to them.

– There is least intervention by the leader and so the group operates entirely on its own. There is free flow of communication.

– In this style manager does not use power but maintains contact with them. Subordinates have to exercise self control.

– This style helps subordinates to develop independent personality.

■Automatic directions

THANK YOU Dr. Rahul Pratap Singh Kaurav

+91.9826569573rsinghkaurav@yahoo.co.in