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Introduction Managerial research Managerial function

Staffing Function of Management Staffing is an important managerial function Nature of staffing Staffing process Example of staffing Controlling Controlling in management Characteristics of controlling Example of controlling Leading Characteristics of leading Example of leading

Research can be defined as the search for knowledge, or as any systematic investigation, with an open mind, to establish novel facts, usually using a scientific method.

Managerial Research can be broadly define "as a form of systematic inquiry that contributes to knowledge in the field of management". It is also about searching systematically for solutions to management problems.


pertains to recruitment, Staffing pertains to recruitment, selection, selection, development and compensation development and compensation of of subordinates. subordinates

STAFFING FUNCTION OF MANAGEMENT The managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal and development of the personnels to fill the roles assigned to the employers/workforce.


Staffing function is the most important managerial act along with planning, organizing, directing and controlling. The operations of these four functions depend upon the manpower which is available through staffing function.

Staffing is an important managerial function Staffing is a pervasive activity Staffing is a continuous activity The basis of staffing function is efficient management of personnels Staffing helps in placing right men at the right job Staffing is performed by all managers


requirements Recruitment Selection Orientation and Placement Training and Development Remuneration Promotion and transfer

1. Manpower requirements- The very first step in staffing is to plan the manpower inventory required by a concern in order to match them with the job requirements and demands. Therefore, it involves forecasting and determining the future manpower needs of the concern.

2. Recruitment- Once the requirements are

notified, the concern invites and solicits applications according to the invitations made to the desirable candidates.

3. Selection- This is the screening step of staffing

in which the solicited applications are screened out and suitable candidates are appointed as per the requirements.

4. Orientation and Placement- Once screening

takes place, the appointed Candidates are made familiar to the work units and work environment through the Orientation programs. Placement takes place by putting right man on the right job.

5. Training and Development- Training is a part

of incentives given to the workers in order to develop and grow them within the concern. Training is generally given according to the nature of activities and scope of expansion in it.

6. Remuneration- It is a kind of compensation

provided monetarily to the Employees for their work performances. This is given according to the nature of Job- skilled or unskilled, physical or mental, etc. Remuneration forms an Important monetary incentive for the employees.

8. Promotion and transfer- Promotion is said

to be a non- monetary incentive in which the worker is shifted from a higher job demanding bigger responsibilities as well as shifting the workers and transferring them to different work units and Branches of the same organization.

Performance management -- as its name implies -- is a system-wide approach intended to improve employee performance, while making managers more directly accountable in achieving those results. For best results, managers must start by appraising current performance, and showing how improvements will coincide with a company's bottom line. Most importantly, the organization must teach employees and managers to focus on improving specific behaviors -- and learn to see the process of their jobs, instead of the results.


The managerial function controlling always maximize the use of scarce resources to achieve the purposeful behavior of employees in an organization


is an end function Controlling is a pervasive function Controlling is forward looking Controlling is a dynamic process Controlling is related with planning-


which comes once the performances are made in conformities with plans.

is an end function- A function


means it is performed by managers at all levels and in all type of concerns.

is a pervasive function- which


effective control is not possible without past being controlled. Controlling always looks to future so that follow-up can be made whenever required.

is forward looking-because


is a dynamic process- since

controlling requires taking reviewable methods, changes have to be made wherever possible.

is related with planning-

Planning and Controlling are two inseparable functions of management. Without planning, controlling is a meaningless exercise and without controlling, planning is useless. Planning presupposes controlling and controlling succeeds planning.


The above observations about control can be illustrated by describing how control of a sales force might work. Generally, personnel controls are some part of every sales force control system. Consider, for example, this statement by a sales and marketing consultant: I think I can tell a good salesman just by being around him. If the guy is experienced, confident, well-prepared, speaks well, maintains control of situations, and seems to have his time planned. I assume I have a good salesman.


a sales manager feels confident about all of the salespeople employed, he or she might wish to allow personnel controls to dominate the control system. This is likely, for example, in a small business with a sales force comprised solely of relatives and close friends. But most sales managers are not willing to rely exclusively on hiring and training good people

The leading function ofof management The leading function management contributes to achieving organizational contributes achieving organizational objectives byto showing your employees objectives by showing your employees that you can lead them in the proper that you can lead them in the proper direction. direction.

your employees by showing them what to do and how to do it gives them the knowledge to do their jobs successfully, which gets them what they want, the rewards they rightfully earn.


play a leading role in the process of building and implementing corporate responsibility into core business strategies.
carry special responsibilities towards all stakeholders employees, partners, customers, society and environment.



actions set an unspoken standard about what is appropriate and what is not. Followers learn about acceptable behaviors through observation. For example, a leader can consciously or unconsciously set the dress code for an office by wearing a certain style of clothing to work. That's why it is important for leaders to check their own behaviors and lifestyles; followers will watch, learn and imitate what leaders do.

See H. Koontz, C. O'Donnell, and H. Weihrich. Management, 7th ed. (New York: McGraw-Hill, 1980). p. 722. See W. D. Brinckloe and M. T. Coughlin, Managing Organizations (Encino, CA: Glencoe Press. 1977). p. 298. McNamara, Carter (2007). Business planning (for nonprofits or for-profits). Retrieved December 18, 2007, from Management Help Web site: Office of Entrepreneurial Education, (2006). The Functions of Management. Retrieved December 18, 2007, Web site: from Richman, Larry Leon (2006). Improving Project Management Skills. AMACOM Div American Management Association