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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.