Staffing

1. Staffing means obtaining utilising and maintaining satisfactory and satisfied workforce
2. Importance of staffing
• It helps in obtaining competent personal for various jobs
• It ensures higher performance by putting the right person on the right job.
• It ensures continuous survival and growth of business through succession planning
• It ensures optimum utilisation of human resource by indicating the surplus and shortage of personal
• It improves job satisfaction and moral of employee through training and promotion
3. Steps of staffing
• Estimation of manpower requirement It can be done by workload analysis(Number of personal required to do the job) and workforce analysis(Number of
personal available)
• Recruitment- It means Searching for qualified people and stimulating dam to apply for the jobs in the organisation
• Selection – it means choosing the best candidate for the job among the candidates developed at the stage of recruitment
• Placement and orientation- Placement means that employee occupies the position for which he has been selected, while orientation means introducing the
selected employee to other employees and familiarising him with the rules and policies of the organisation
• Training and development- training means improving scale and knowledge of employees to do the current job While development means acquiring scales and
competence for handling higher job in the future
• Performance appraisal- It means evaluating an employee’s performance as against the predetermined standards
• Career planning and promotion- It includes all activities associated with promotion of employee
• Compensation – it refers to all form of pay or reward to employees
4. Recruitment
• Transfer- It means shifting of employee from one job to another at the same level of authority and responsibility
• Promotion refers to shifting of employees from one job position to another with higher level of authority
- Merits of internal recruitment The merits of internal
Employees are motivated due to promotion in the organisation All vacancies can be felt through internal source
Simplify the process of selection as candidate are already known Spirit of competition, is hampered as employee expert automatic promotion
by seniority
No need of induction training, as employees are already familiar It reduced scope of fresh talent
Adjustment of surplus staff in the department, where there is a shortage of there is limited choice of candidates
staff
Economical as compared to external source of recruitment

Meritof external recruitment. demerits of external recruitment.

Management can attract qualified and trained people to apply for vacant job. Dissatisfaction among existing employees As chances of promotion reduce.
Management has a wider choice while selecting the right candidates. Landry process are notified before selection.
External source bring fresh talent in the organization. Costly process as money spent on advertisements and processing of
application.
Competitive spirit. Existing staff will have to compete with outsiders.
5. Selection
- It can be defined as discovering most promising and more suitable candidates to fill a vacant job position.
6. Steps of selection process
• Preliminary Screening eliminating unqualified job seeker on the process of application form.
• Selection test misses intelligence aptitude, Etcetera.
• Employment interview is a formal. Conversation to evaluate the applicant suitability for the job.
• Reference and background check to verify information from previous employer, teacher, acquaintance.
• Selection decision. For those who pass the test.
• Medical examination of candidate Jobs offer is metro letter of appointment.
• Contract of employment regarding terms and condition.
Types of employment test Importance of Training
Personality test. It measures a person’s emotion reaction and maturity. It avoids wastage of efforts and money
Aptitude test. It measures potential for learning new skills. Next slide, It enhances employee productivity, leading to higher profit.
Trade test. It measures the actual scale possessed by the individual It equips the future managers next.
Intelligence test. It measures level of iq open individual It reduce employee turnover.
Interest test It measures interest or involvement of person
7. On the job training.- when employees are trained while they’re performing the job, then it’s known as on the job training this method is suitable only for
technical job. As they can learn practical problems with working on their job.
8. Off the job training – It means training the employer by taking them away from their work position, which means employee are given a break from the job
and set for training. This method of training is suitable for managerial job position.
9. Apprenticeship-. The master worker perform the job and the trainee. The learner observe him performing when the learner learn all the skills, then he
slowly start taking off jobs, step by step and master work on become the observer. It is similar to on the job method.
10. Internship- It is an agreement between professional institution and the corporate sector where professional. Institute send their student to various
companies so that they can practice the theoretical knowledge acquired. Them through professional institute.
11. Staffing. as a part of. HRM,
• Recruitment – searching for qualified people national line.
• Analyzing job -collecting information about jobs to prepare job description.
• Developing compensation and incentives plan
• Training and development for efficient performance and career growth.
• Maintain labor relation and union management relations.
• Handling grievances and complaints.
• Providing for Social Security and welfare of employees.
• Defending the company in lawsuits.
 Organising
1.It is a process of defining in grouping the activities. Of the enterprise and establish authoritarian responsibility among them.
2.Steps of Organising
• Identification and division of work into manager activity so that duplication can be avoided.
• Departmentalization, activities of civilian nature are grouped together to facilitate specialization.
• Assigning duties to the job position, according to their scales and Competencies. For effective performance.
• Establishing reporting relationship with authority clearly so that each individuals know who he has to take orders and to whom he is accountable.
3. Importance of organizing.
• Clarity in working relations
• Specialization true systematic allocation of jobs increases productivity
• Effective administrative due to clarity of working relationships, management of enterprise become easy
• Optimum Utilization of resources by avoiding duplication of work, minimum wastage of resources.
• Growth and expansion as business enterprise can add more job positions.
4.Formal organization.
• It is the first organizational structure designed by management to achieve its objective.
• It is deliberately. Designed by top management for smooth functioning of the organization.
• It specifies the relationships among various job positions. clarify who has to report to whom.
• It places more emphasis on work, rather than interpersonal relationships.
5.informal organization.
• It is a network of personal and social relationships that arise as people associate with one another.
• It emerges spontaneously, and it is not created deliberately by the management.
• It has no fixed line of communication.
• The standards of behavior evolve from group norms.
Advantages of functional structure. Advantages of divisional structure.
Occupation specialization, since emphasis is placed on specific function. Facilitates expansion and growth.
Promotes control and coordination within a department because similar Product specialization helps in development of various scales in a divisional
tasks are performed. head and is prepared him for higher position.
Increased managerial efficiency and operational efficiency. Divisional header accountable for profits.
Lower cost as it reduces duplication of efforts. Promotes flexibility and initiatives. Because each division Function as an
Make training of employees easier as it focuses on limited range of skills. Autonomous unit, which leads to faster decision making.

Disadvantages of functional structure. Disadvantages of division of structure.

Functions empire perceive own department goals. Conflicts may arise among different divisions.
Inter department consulates. Increase in cost due to duplication of activities across products.
Problem in coordination between department. Divisional interest may succeed organization interest.

Advantages of formal organization. Disadvantages of formal organization.

Easier to fix responsibility since mutual relationships are already defined. Procedural delay in decision making
Avoid duplication of work due to clarity in roles. Non fulfilment of social needs.
Maintain unity of command to establish chain of command. False to recognize creative talent of employees.

Advantages of informal organization. Limitations of informal organization.

Faster spread of information as well as quick feedback. It may spread rumors.
Fulfill the social needs of the members. It may lead to resistant to change.
Fulfill of organizations goals by filling inadequacy in the formal structure. It may pressurize members to confirm to group norms.
6.Delegation.- it Means transfer of water ready from superior to subordinate entrenchment of responsibility and creation of accountability for performance. Its
elements are authority responsibility and accountability.
7.decentralization refers to systematic delegation of authority through all the levels and in all department. it implies selective dispersal of authority and believed
that people are competent, capable and resourceful.
8.Importance of delegation and. Decentralization.
• Effective management as the manager gets more time to concentrate on important matters.
• Employees, development. As they utilize more opportunity to utilize their talent.
• Motivation to employ as they feel encouraged and they try to improve their performance.
• Facilitates growth by providing an ready workforce to take off the leading positions in the new venture.
• Basis of management of hierarchy. Through clear superior subordinate relationships.
• Better coordination by avoiding overlapping of duties.
9.Importance of planning.
• Planning provides direction by deciding in advance what action should be taken
• It reduces the chances of uncertainty by anticipating changes and developing managerial response.
• It reduces overlapping and wasteful activities by coordinating the activities of different department and individuals.
• It promotes innovative ideas as it requires application of mind and foresight
• It helps in decision making by making choice among the alternative course of action.
• It establish standard force controlling.
10.Limitations of planning.
• Planning leads to rigidity as manager changes. With change in environment.
• Planning agent may work for dynamic environment as the environment will keep changing.
• It reduces creativity as middle management and other decision makers earn allow it to deviate from plans.
• Use costs involved in formulating of plan.
• It is a time consuming and sometimes not much time is left for its Implementation.
• It does not guarantee success. It creates a false sense of security and leads to may failure.
 Business environment
1. Business environment refers to sum of total of all individual institutions and other forces that are outside the control of business enterprise. But they may
affect its performance
2. Features of business environment
• Totality of all external factors- it includes all individual institutions and other forces that are outside the control of
business enterprise
• Specific general forces- It includes board specific forces like investor creditors, customers and suppliers and
• general forces like political, economical, social, technological and legal.
• Dynamic- business environment is a keep changing environment
• Complex – It includes inter related and dynamic condition that arise from different sources
• Interrelated concept All components of business environment are interdependent
• Relative concept – Some condition has different impact on different business environment
3. Importance of business environment
• It helps in identifying opportunity by getting first mover advantage instead of losing them to competitors
• It helps in identifying traits on time which serve as a early warning signal
• It helps in assisting planning and policy formulation
• It helps in tapping useful resources so that they can be converted into desirable output
• It helps improving performance by continuously observing environment and adopting suitable practise
• It helps in coping with rapid change in dynamic environment
Principles of Management
• General guidelines – Run guidelines to action, but not ready made solution to manager problems
• Universal application These are required at all level in all department and in all organisation
• Contingent- It depends upon the prevailing situation at the particular period of time
• Flexible – They are not rigid. They are flexible and can be modified according to situation
• Behavioural They aim to influence the behaviour of human being
• Based on practise and observation- day, derived by observation, experimentation and experience of manager
1. Importance of principle of Management
• It provides manager with useful insight with reality
• It helps in optimum utilisation of resources. Has waste due to trial and error can avoid
• It helps in fulfilment of social objectives
• It used as a basis for management research and education and training
• It helps the manager taking scientific decision based on objective assessment of the situation
• They help in meeting, changing environment requirement, as they can be modified according to the situation
2. Fayol principle of Management
• Division of Labour – War should be divided into smaller tasks that leads to specialisation
• Authority and responsible There should be a balance between authority and responsibility
• Discipline- It means obedience to organisation, goal and employment agreement
• Discipline of order- There should be an arrangement or place for everything. And everyone in an organisation
• Esprit de corbs- Manager should replace I with V in all his conversation with workers to foster teamwork
• Stability of personal- Employee turnover should be minimised to maintain organisational efficiency
• Principle of equity – there should not be any discrimination on basis of sex, caste, religion, etc
• Initiative – worker should be encouraged to develop and carry out their plan-
• Principle of scalar chain It refers to authority and communication from top to bottom, which should be followed by manager and subordinate
• Centralization and decentralisation – There should be subordinate involvement through decentralisation and
managers detention to final authority through centralisation
• Subordinate of individual interest to general interest – Interest of organisations should take priority over interest of any employee
• Remuneration of employee- employee should be paid fare wages, which gives them reasonable standard of living
• Unity of command- Each employee should receive orders from one superior only
• Unity of direction – all units open organisation should be moving towards a common objective coordination and focused efforts
3. Principle of scientific management
• Science, but not rule of thumb There is only one best method to miximise efficiency And this method can be developed through scientific study and analysis
• Harmony, nor discord- There should be complete harmony between management and worker management should share gains of the company with workers.
And workers should work hard and accept changes for the good of company . This requires a mental revolution by Both of them changing their attitude from
competition to cooperation Next slide
• Cooperation, not individualism- There should be complete cooperation between management and worker instead of individualism By. There should be equal
division of work and responsibility between management and worker Manager should work side by side with workers, helping and encouraging them
• Development of each and every individual to his or her greatest efficiency and prosperity- what should be assigned to employee, to their capabilities
4. Technique and scientific management
• Functional foremanship- It is a technique to improve supervision at Shop lower level of a factory in this technique. Planning is separate from execution
• Standardisation and simplification of work- It refers to setting standards for every business activity, standardisation of product, raw material, timing, etc
Simplification Of work is a technique of eliminating unnecessary diversity of product type and size
• Method study- objective of this method is to find a best way of doing things. This helps in improve the quality, minimise the cost of production and maximise
customer satisfaction
• Motion study- It is a technique of study the movement undertaken while doing a well defined job, like putting object, etc It seeks to eliminate unnecessary
movements so that it takes less time to complete the job efficiently
• Time study it is a technique to determine the standard of time taken by and scaled and efficient worker to perform a well defined job The objective is to
determine the number of workers to be employed, frame initiatives, scheme and determine level cost
• Fatigue study – it seeks to determine the amount and frequency of rest interval in a completing a task
• Differentiate price waste system It is a technique to differentiate between efficient and less efficient worker It reward efficient worker and motivate less
efficient worker to improve their efficiency
 Nature of Management
1. Management is a process of getting things done with the aim to achieve goals effectively and efficiently
• Goal oriented process. It unifies the effect of different individual to achieve goals of organisation
• Pervasive– It is required by all organisations and all the world and in all dep Importance of management artment
• Continuous process. It is a process of planning, organising, staffing, directing and controlling
• Dynamic- in a dab itself with change in environment
• Group activity. It ensures teamwork and coordination
• Multi dimensional- It has three dimension to manage work. People in operation. Management of work by every organisation exist to perform some work
Management of people as Human resources are most important Doors open organisation and management of Operation as it is planning, organising and
oversight of business practises that maximise efficiency and ensure company process and driving value
• Intangible- It cannot be seen, but it can be felt when goals are achieved
2. Importance of management
• It helps in achieving group goals as it ensures teamwork and coordination
• It helps in achieving personal objective by motivation and leadership
• It helps in development of society by providing good quality products, employment opportunity, etc
• It helps to create a dynamic environment as it adapt from change in, business environment
• It helps to increase the efficiency of business by reducing caution, increasing productivity
3. Coordination
• It refers to process by which manager synchronise the activities of different department towards achievement of common goal
• Integrates group efforts – by unifying the interest of different department and giving them common focus to all members
• Unity of action – It is a binding force between department to achievement of goals
• Continuous process – It starts from planning and continue till controlling
• Pervasive function. It is required by all organisation at all levels and at all departments
• Deliberate function – Every manager has to coordinate efforts of different people in a deliberate manner
• It is a responsibility of all managers in top, middle and lower level
4. Importance of coordination
• Growth in size as organisation grows numbers of employees also increase. Coordination need to integrate their efforts
• Functional differentiation Coordination needs to ensure unity of action among interdependent department to avoid conflicts
• Specialisation- Organisation employee number of specialists they don’t take advice or suggestions from each other. Coordination needs to reconcile the
difference in the opinion of the specialist
Aspect Coordination Cooperation
Definition Systematic alignment of activities to achieve Voluntary willingness to work together for mutual
common goal benefit
Nature Deliberate and structured effort by management Informal and voluntary efforts by individuals
Control Request mandatory control and oversight Does not require formal control Obtain based on
mutual understanding
Objective In search that different parts of organisation work Enhance teamwork and collaboration among
in harmony members
Scope Involves integrating activities across department Involves individuals or group working together
teams and individuals
Outcome Achieve organisational efficiency and Build the positive work environment and team
effectiveness spirit

11.Steps of Planning process

• Setting objectives for entire organisation in each department
• Developing premises are the assumption about the future in the form of forecast
• Identifying alternative course of action to achieve the set of objectives
• Evaluating alternative course of action according to his positive and negative aspect
• Selecting best alternative after analysing consequences of each course of action
• Putting plan into action, which involves organisation of Labour
• Follow plan as by monitoring the plan to ensure that objective had achieved