staffing 1234
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The features of staffing.
Staffing is an important function of management.
The basic concern of staffing is management ofmanpower or human resource.
Staffing helps in getting right types of persons on rightjob.
Staffing is a pervasive (constant) function. It is performedby the managers at all levels of management.
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Objectives of staffing. To procure right type of personnel at right job.
To train and develop human resources.
To develop personnel policies as regards transfer, promotion, etc.
To mould (shape) effectively the human resources and motivate them for
higher performance.
To establish desirable working relationship between employers and
employees and between and between groups of employees.
To ensure satisfaction of the needs of the workers so that they becomeloyal and committed to the organization.
To build high morale among employees by maintaining good humanrelation.
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Line and Staff Authority.
There are two of authority in most organization:
Line and staff.
In line authority a superior exercises direct command oversubordinate.
It means line authority is represented by the standardchain of command that start with the board of directorsand extends down through the various levels in thehierarchy to the point where the basic activities of theorganization are carried out.
The nature ofstaff authority is merely advisory, A staffofficer has the authority ofideas only, The informationwhich a staff officers furnishes or the plan herecommends flow upward to his line superior who decideswhether they are to be transformed into action.
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Line and staff conflict
The line department complains that:-
The advice given by staff people is mostly academic and unhelpfulin achieving production goals.
When a project is Unsuccessful, it is the line people who are blamedand held responsible for its failure ,but when it is successful, the
staff people receive credit
The staff department complains that:-
Line people are generally ignorant and bull-headed. They resist new
ideas.
Line people distrust, non-corporate and even sabotage (harm) staffplans.
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Organization
Definition ofOrganization:
Organization is framework of duties and
responsibilities through which an enterprise
functions.
In other words organization defines the scope of
activities of the enterprise by laying (placing)
down the structure of relationship.
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Principles ofOrganization
Objective.
Division of work.
Unity of command.
Span of control.
Scalar chan.
Delegation.
Absoluteness of Responsibility.
Co-ordination.
Flexibility.
Efficiency. Continuity.
Balance.
Exception.
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Organization Structure
Organization Structure is made up of
Various departments. Departmentalization
is grouping together of similar or logically
related work activities.
An organization is a structural frame
work for caring out the functions planning,
decision making, control, communication,motivation etc.
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Concept ofOrganization structure
An organization structure is a set of planned relationships between groupsof related functions and between physical factors and personnel
required for the performance of the function.
Determination of objects: Org. without any purpose or objective has no meaning.
Division of Activities: This will enable them to know what is expected of them asmember of the group and move rover.
Creating and Grouping of Jobs: After having divided work into small jobs. These
jobs are grouped into work groups ,division and department.
Assignment of groups of Job: Forperforming different groups of jobs and
activities, various departments or division are created and these groups are
assigned to them accordingly
Creation of Managerial hierarchy: After having assigned the jobs, authority is
distribution among the employees working in different departments
Establishing Integration Mechanism: Integration or coordination can be achieved
through proper authority relationship, horizontally Parallel level vertically up and
down and laterally (across)
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Importance ofOrganization Structure
Facilitates Administration: Sound organization helps in performance of Mgt. function likePlanning. Staffing directing controlling.
Promoters Growth andDiversification:Sound organization designed on scientific principles.
It can help in keeping the various activities under control and increase the capacity of
enterprise to under take more activities
Co-ordination: It creates clear cut relationship between the departments and helps in layingdown balance emphasis (Important) on various activities
Optimum use ofTechnological Innovation:A sound organization structure is flexible to give
adequate (sufficient) scope for the improvement in technology.
Optimum use of human resources:A sound organization matches the jobs with the
individuals. It ensure that every individual is placed on the job for which he is best suited.
Stimulates(encourage) creative Thinking:An organizational structure based on clear cut
demarcation of authority, higher range of responsibility, incentives offered for special work,
etc. will certainly foster (promote) the sprit of constructive and creative thinking.
Training andDevelopment:An effective organization facilitates delegation of authority whichis an important device for training and development the personnel
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Types ofOrganization Structure
There are many structural designs like :-
Functional
Divisional
Structure Based
Product
Geographical
Customer Based Structure
Project
Matrix Virtual
Mechanistic andOrganic structure.
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Explanation on Different types ofOrganization Structure
Functional Structure, Activities are grouped and departments are created on
the basis of Specific functions to be performed.
Managing Director
Personnel MgnrMarketing MgnrFinance MgnrProduction Mgnr
Marketing
ResearchCustomer
Services
SalesAdverting
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Divisional Structure
Divisional structure is formed by creating a set of autonomous units
or division which are coordinated by central headquarter.
FOR E.g.: A company may have three division to manage textile,
cement and shipping, But to coordinate their functioning, certain
essential services such as corporate Planning, Finance ,Legal,R&D are organized the headquarter.
Corporate Planning Finance Legal R&D
Company Head-quarter
Textile divisionShipping division
Cement Division
PRDT. Personnel.Mrkt. Mrkt.PRDT. Fin.Fin. Personnel.
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Product Based Structure
Product based structure is followed by giant organization havingmultiple product lines. Under this , each major product or productline is organized as a separate division. It is employed where theunique characteristics of the product are of a great significance andthey requires specialized machines and equipment and trainedpersonnel. For. E.g. Century Mills has a separate division for textile, cement and
shipping
Corporate Planning Finance Legal R&D
Company Head-quarter
Textile divisionShipping division
Cement Division
Personnel.Mrkt. Mrkt.PRDT. Fin.Fin. Personnel.PRDT.
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Geographical or Territory Based Structure
Geographical structure is followed in case of service organization which
have offices in different regions or geographical areas.
For Instant: LIC has semi-autonomous divisions in different regions of
the country. Each division regulates the LIC branches in its territory and each
branches has separate departments for operations such as new policies, collection
of premier, adjustment of claims and administration.
Eastern
CalcuttaCentralKanpur
NorthernNew Delhi
SouthernChennai
W. Eastern
Mumbai
LIC Head officeMumbai
BranchUnit 1
Branch2
Branch
3
Branch
4
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Customer Based Structure
Departmentation by customer may be followed in enterprises engaged in providing
specialized services to different classes of customer. Under this , customer are theguide for grouping the activities.
For instant: A big automobile servicing enterprise may organize its
departments as follows Heavy Vehicles servicing division, car servicing division,
scooter servicing division
Corporate Planning Finance Marketing R&D
Company Head-quarter
Whole sales Division Retail Division Export Division
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Project Organization
A project may defined as a complex set of activities which are diverse,
specialized and technical to be performed with in the given time frame
and cost structure.
Chief Executive
Project A Project B
FinanceR&DEngineeringMrkt
Personnel
Engineer R&D Manager PersonnelOfficer Finance Officers
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Matrix Organization
Matrix organization is a two dimensional structure, a combination of a pure
projects structure and the traditional functional departments.
In other words Matrix organization focuses attention on specific projects. The
charge of the project is given to the project manager who is given the necessary
authority to complete the project in accordance with the time, cost, quality and
other conditions communicated to him by the top management.
Construction
Division
R&D Manager
Personnel Department
1 2 543
21 543
1 Project Mgnr2 Prdtn Grp.
3 Engineering. Grp
4 A/CGrp
5 Personnel GRP.
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Difference between Project and Matrix
The Distinction (Difference) Project And Matrix Organization :
ProjectOrganization.
This type of organization is suitable when an organization undertakes specialized work
for a particular period as one time operation. In order to deal with such situations
organizations develops a unit which is specially designed to accomplish such project
works without disturbing the routine jobs of the organization. The organizations engage
their existing employees on deputation basis to deal with a particular project and thenthat particular executive resumes to his parent department after the completion of the
project.
MatrixOrganization.
In the matrix organization structure, there are functional departments with specialized
personnel who are deputed to work full time in different projects sometimes in morethan one project under the overall guidance and direction of project managers. When a
project work is completed, the individuals attached to it go back to their respective
functional department to be assigned again to some other project.
For example engineers wouldbe reporting to a senior engineering manager. However, they maybe
assigned different types ofjobs as well. It creates a synergy that contributes positively to the whole
working experience as engineers readily share their information with each other and creates a kindof technical specialization. Usually organizations tend to be partially Matrix organizations
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Virtual or Network Organization. A VirtualOrganization is a temporary networkbetween a number of companies that
comes together to accomplish a specific venture., It is also called Networking Structure.
Network structure is created around a central organization that relies on other
organization to perform manufacturing, distribution, financing and other crucialbusiness
functions on the contractbasis
It allow different organizations engaged in research and development, consultancy,
manufacturing, financing, transportation, security etc. to bring their resources andcapitalization together
Central
Organization
Transportation
Materials supplier
Financial. Inst.
Manufacturing Firm
Security Agency
R& D Agency
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Mechanistic And Organic Structure
Meaning:
Mechanistic: Structure is one that is highly centralized and has the common
element of bureaucracy.
In a mechanistic organization structure, there are rigid authority
responsibility relationship formal chain of command and fixed patterns ofcommunication.
Organic Structure: is one that is characterized by high degree of
decentralization and flexibility and under which individuals are more likely to
work in a group setting rather than alone.In an organic structure, the organizational member communicate
across all levels of the organization to obtain information.
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Mechanistic and organic structure
Rights and obligation of each position are
precisely defined and assigned.
Responsibility and obligation are loosely defined;
Problems cannot be passed up, down or laterally.
There are rigid hierarchical The relationship are not rigid; they are
relationships in the organization. collaborative and redefined through interactive.
Decision Making is centralized. Decision Making is decentralized.
It is suitable where environment is certain
and more less stable.It is suitable where environment is uncertain
and generally dynamic or unstable.
Mechanistic Structure Organic Structure
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Directing.
Meaning ofDirection. :
Directing deals with the steps a manager takes to get subordinates and other to
carry out plan.
Directing tells people what to do and seeing that they do it to the best of
their abilities.
Elements ofDirections:
Communication: He must ensure that the subordinate understand his instruction
Leadership: Leadership is the quality of behavior of a manager whereby he
guides subordinates in desired directionMotivation: Means inspiring the subordinates with a zeal to work for the
accomplishment of organizational objectives
Supervision: He oversees their performances to ensure productivity and
quality and avoid wastage of time and effort.
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Nature Of Direction:
Direction is concerned with Human Factors: It is final action of a manager in
getting other to act after all
preparations have been completed
Direction is a pervasive Function.: It is a pervasive functions of
management, it needs to be
performed at every level of
management.
Direction is a continuous function. It is a continuous activity, a manager
cannot take rest after issuing order
and instruction, He must guide
supervise and motivation.
Direction is a link betweenP
lanning : Direction helps in putting plansand control into practice and paves (Cover) the
way for controlling of operation.
Direction is oriented towards performance. It is oriented towards performance. All
performances revolves around this
function , it is a essence (spirit) of
managing.
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Importance of Direction.
Action is initiated: It is the direction that initiates action. It is called the life spark of
actions of the enterprise.
Organizational Goals are achieved: Direction is the function of guiding the
subordinates to work towards the
accomplishment of organization objectives.
Efficiency in ensured: This function involves training and guiding of the subordinatesand also their supervision.
Better human Relation are achieved: It is essential to understand their nature and
needs to provide It can be achieved by providing
for two-way communication
Changes are facilitated: Direction facilitates of changes in the organization.
Employees generally have the tendency to resist change
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Principles of Direction:Principle of Harmony (agreement) ofObjectives: WithPersonnel and
Organization Goal
Principle of maximum Individual contribution: People will volunteer themselves of
the goal if they are properly
induced and motivated
Principle of Unity of command: It states that subordinate should get orders and
instruction from one boss only
Principle of Direct Supervision: Direct supervision by the boss and his direct
advices to the subordinate boosts their morale
resulting into revenue and vigorous efforts.
Principle of Effective Communication: A good system of communication between
the boss and subordinates is better forcoordination
Principle of effective leadership: Subordinates are happy if they get effective
leadership from their boss.. The boss must
possess the qualities of a good leader if he is to
get the work done.
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Coordination.
Coordination is the management of interdependence in work
situation.
For E.G. In a hospital, the activities of doctors, nurses, ward attendants and the
lab technicians must be properly synchronized (Coordinated) if the patient is toreceive good care.
Similarly in a modern enterprise, which consist of a number of departments, such
as production,purchase,sales,finance, personnel, etc. there is need for all of them
to properly time their interdependent activities and to efficiently reunite the sub-
divided work.
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Difference between Coordination and Cooperation.
Coordination
Coordination is process or state of
be coordinating, organizing in
making group or organization to
work together effectively.
Coordination is the act of
coordinating, making different
people or things work together for a
goal or effect
Cooperation
Cooperation is process of working
together towards same direction.
Co-operation is the process of
working or acting together, which
can be accomplished by both
intentional and non-intentionalagents
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Need for Coordination
Division of the labor.
Interdependence of Units.
Individual interested versus organizational interests
Different types of
Coordination.
External : with Customer,supplier,government etc.
Internal: with employees among Workers and Managers with the branches
Vertical: coordination within the department
Horizontal: Takes place between different department
Procedural: Established the line authority and outline the sphere of activity and
authority (Organizational Chart)
Substantive: Is concerned with the content of the organization.(Blue Print)
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Techniques of Coordination
Rules, Procedures and Policies.
Planning.
Hierarchy.
Direct Contact.
Committees.
Induction.
Liaison(Link) department.