बुधवार, 23 फल्गुण 1945

Winter 2023-24 Outline

Overview to staffing functions, factors affecting

BMGT101L Principles of Management staffing, position requirements, job design, job
description, selection process and techniques,
orientating new employees, performance appraisal and
MODULE 4 career strategy - appraisal criteria, team evaluation,
rewards, and formulating career strategy, managerial
Staffing training and development, conflict management,
managing change, and learning
By
Dr. JANARDHAN REDDY K
Senior Professor (HAG)
School of Mechanical Engineering
VIT CHENNAI

Definition Systems approach to Staffing

 Filling, and keeping filled, positions in the organization
structure
Done by
 identifying the workforce requirements
 inventorying the people available
 recruiting
 selecting
 placing
 promoting
 appraising
 planning the careers of
 compensating
 and training or
 otherwise developing both candidates and current job holders to
accomplish their tasks effectively and efficiently

1
 बुधवार, 23 फल्गुण 1945

Factors affecting the number and kinds The Management Inventory

of Managers required
 Size and the complexity of the organization structure

 The plans for expansion

 And the turnover rate of managerial personnel

 Expanding or contracting the delegation of authority

 To modify a structure

Personnel actions based on Manager supply Other important aspects

and demand within the enterprise
 After the need for managerial personnel determined,
a number of candidates have to be recruited
 Involves attracting qualified candidates to fill
organizational roles
 Selecting from among the candidates
 Placing people in positions
 Allowing them to utilize their personal strengths
 Overcome their weaknesses by getting experience or
training in skills
 Promoting manager in a new position

2
 बुधवार, 23 फल्गुण 1945

Situational Factors affecting Staffing The external environment

 External factors

 Level of education  Educational

 Prevailing attitudes in society  Socio-cultural
 Laws and regulations  Legal-political
 Economic conditions  And economic constraints or opportunities
 Supply of and demand for managers outside the enterprise  Equal employment opportunity
 Internal factors  Women in management
 Organizational goals, tasks, technology, organization structure  Diversity in the workplace
 Kinds of people employed by the enterprise  Staffing in the international environment
 Supply of and demand for managers inside the enterprise

 Reward system

 Policies

The internal environment

 Promotion from within

 Promotion from within in large companies

 The policy of open competition

 Responsibility for staffing

3
 बुधवार, 23 फल्गुण 1945

Selection – Matching the person with the job Systems approach to Selection

 Choosing from among candidates, from within or

outside the organization, the most suitable person
for a position
 The quality of managers is one of the most important
factors determining the continuing success of any
organization

Position Requirements Job design

 Identifying Job requirements
 Design of jobs for individuals and work teams
 What has to be done in this job
 Factors influencing job design
 How is it done
 Requirements of the enterprise
 What background knowledge, attitudes, and skills
 Individual differences
required
 Technology involved
 Can the job be done differently, if so
 The costs associated with restructuring the jobs
 What are the new requirements
 The organization structure and
 Appropriate scope of the job
 The internal climate
 Not to be so narrow with no challenges, no
opportunity for growth, and no sense of
accomplishment
 Not to be so broad, resulting stress, frustration, and
loss of control
 Meeting managerial skills required by job design

4

Skills needed in managers
 Analytical and problem-solving Abilities
 Identify problems
 Analyze complex situations
 Solving the problems encountered
 Exploit the opportunities
Two sources of managerial personnel
 Promotion or transfer of people from within the
enterprise and
 Hiring from the outside
बुधवार, 23 फल्गुण 1945
Personal characteristics needed in
managers
 Desire to manage, to influence others, and to get results
through the team efforts
 Communication skills and empathy through written
reports, letters, speeches and discussions
 Intragroup communication and intergroup
communication
 Integrity and honesty in money matters, adherence to
the full truth, strength of character, and behaviour in
accordance with ethical standards
 Past performance as manager is the most reliable
forecast of a manager’s future performance
Matching qualifications with position
requirements
 Recruitment of Managers – Attracting candidates to
fill positions in the organization structure
 Selection, Placement, and Promotion
 The Peter Principle – Managers tend to be promoted
to the level of their incompetence
 A warning not to take the selection and promotion
process lightly
5
 बुधवार, 23 फल्गुण 1945

Selection process, Techniques, and Instruments Orienting and socializing new employees
 The selection of the best person for the job is only the first
Validity
step in building an effective management team
The degree to which the data predict the candidate’s
 Orientation involves the introduction of new employees
success as a manager to the enterprise – its functions, tasks, and people
Reliability  Explains the features like history, products and services,
The accuracy and consistency of the measurement general policies and practices, organization, benefits,
requirements for confidentiality and secrecy, as well as
The selection process safety and other regulations
Interviews Organizational socialization
Tests  Acquisition of work skills and abilities,

Assessment Centers  adoption of appropriate role behaviors, and

Limitations of the selection process  adjustment to the norms and values of the work group

Managing human resources while Performance appraisal and Career Strategy

moving forward
Areas have the greatest potential for improving
productivity are
 Managing knowledge
 Providing services and support to customers
 Improving operations and production processes
 Developing businesses and strategies
 Managing marketing and sales activities
Choosing Appraisal Criteria
 Performance in accomplishing goals
 Performance as managers
 The system of measuring performance against pre-
established objectives should be supplemented by an
appraisal of the manager as a manager
Appraising managers against verifiable objectives
The appraisal process

 Managing human resources and training, as well as  Subjective vs Objective – Focus on results, but one must be
other areas careful to avoid the numbers game
 Judging vs Self-appraisal

 Assessing past performance vs future development

6
 बुधवार, 23 फल्गुण 1945

Performance appraisal and Career Strategy

Reviews
 A comprehensive review

 Progress or periodic reviews, and

 Continuous monitoring

 Strengths of Appraisal against Verifiable Objectives

 Weaknesses of Appraisal against Verifiable Objectives

Appraisal Process

Appraising Managers as Managers

 A team evaluation approach

 Application of performance review software

 Rewards and stress of managing

 Rewards of Managing: General Aspects

 Pay for Performance

 Stress in Managing

 Fitting the needs of the individual to the demands of the

job

7
 बुधवार, 23 फल्गुण 1945

Formulating the career strategy Formulation of a Career Strategy

1. Preparation of a personal profile
2. Development of long-range personal and professional
goals
3. Analysis of the environment: Threats and Opportunities
4. Analysis of Personal strength and weaknesses
5. Development of strategic career alternatives
6. Consistency testing and strategic choices
7. Development of short-range career objectives and action
plans
8. Development of contingency plans
9. Implementation of the career plan
10. Monitoring progress

Manager development, Managerial training

Manager Development Process and Training
and Organization development

 Manager development refers to long-term future-

oriented programs and the progress a person makes
in learning how to manage
 Managerial training pertains to the programs that
facilitate the learning process and is mostly a short-
term activity to help managers do their jobs better
 Organization development is a systematic, integrated,
and planned approach to improving the effectiveness
of groups of people and of the whole organization or
a major organizational unit

8
 बुधवार, 23 फल्गुण 1945

Analysis of Training Needs On-the-job Training

 Planned progression – gives managers a clear idea of their path of
development
 Job rotation – intended to broaden the knowledge of managers or
potential managers in different enterprise functions
 Creation of ‘Assistant-to’ positions – to broaden the viewpoints
of trainees through working closely with experienced managers
 Temporary Promotions – Acting manager to cover the
responsibilities of the absent manager
 Committees and Junior Boards – known as multiple
management, give trainees the opportunity to interact with
experienced managers
 Coaching – in a climate of confidence and trust, with the aim of
developing subordinates’ strengths and overcoming their
weaknesses

Internal and External Training Evaluation and Relevance of Training

Programs
 Conference Programs – expose to the ideas of
speakers who are experts in their field  Determining the effectiveness of training programs
requires measurements against standards and a
 University Management Programs – expose to the
systematic identification of training needs and
theories, principles, and new developments in objectives
management
Development objectives include
 In-House ‘Universities’
1. An increase in knowledge
 Readings, Television, Video Instruction, and online 2. Development of attitudes conducive to good
Education managing
 Business Simulation and Experiential Exercises 3. Acquisition of skills

 E-training 4. Improvement of management performance, and

5. Achievement of enterprise objectives
 Special Training Programs

9
 बुधवार, 23 फल्गुण 1945

Managing Change Techniques for Initiating change

 The forces for change may come from the external  Field force theory – An equilibrium is maintained by
environment, from within the organization, or from driving forces and restraining forces – Kurt Lewin
the individuals themselves
Changes that affect Manager and Organizational
Development
 The increasing use of computers
 Lifelong learning
 Proportion of knowledge workers/skill workers need
 Shift from manufacturing to service industries
 Choice of educational opportunities
 internationalization

Resistance to change Organizational conflict

 What is unknown causes fear and induces resistance
 Organizational restructuring can leave a person
uncertain about its effect on his or her job
 People want to feel secure and have control over the
change
 Conflict is a part of organizational life and may occur
within the individual, between individuals, between
the individual and the group, and between groups
 Sources of conflict
 Managing conflict

 Not knowing the reason for the change also causes
resistance
 Change may also result in a reduction of benefits or a
loss of power
 Conflict can be managed in different ways, some
focusing on interpersonal relationships and others on
structural changes

10
 बुधवार, 23 फल्गुण 1945

A Model of the Organization development

process

11