Team Members

Brihan Armando Medellín 2079607

García 2029360
Alejandro Ramos Moreno 2079519
Cesia Julieta González Rangel 1949566
Miguel Rodríguez González 2079524
María Isabel Sámano González

HUMAN RESOURCE
MANAGEMENT AND Team: 11

SELECTION
STAFFING
•Staffing is defined as filling and keeping filled, positions in the organization
structure.
• Staffing is done by identifying work-force requirements, recruiting, selecting,
placing, promoting, planning the careers of compensating and training.
SYSTEMS APPROACH TO
STAFFING
We can see how the managerial function relates to the total management system.
THE MANAGEMENT
INVENTORY
It is far less common for enterprises to keep an
inventory of available human resources, particularly
managers.
Keeping abreast of the management potential within
a firm can be done by using an inventory chart.
The inventory chart is simply an organizations chart
of a unit with managerial positions indicated and
keyed as to the promotability of each incumbent.
MANAGEMENT INVENTORY
CHART EXAMPLE
ANALYSIS FOR THE NEED OF
MANAGERS: INTERNAL AND
EXTERNAL SOURCES
Internal and external factors may influence the
demand for and the supply of managers.

INTERNAL FACTORS EXTERNAL FACTORS

Organizational Goals Economic
Tasks Social Factors
Technology Political Factors
Organization Structure Legal Factors
EQUAL EMPLOYMENT
OPPORTUNITY
Fortunately nowadays we have laws that prohibit employment practices that
discriminates on the basis of race, color, religion, national origin, sex or age.
This laws impact on staffing, as recruitment and selection for promotion must be in
compliance with them.
Managers making decisions in this areas must be knowledgeable about these laws and
the way the apply to the staffing function.
WOMEN IN MANAGEMENT
•In the last decade or so, women have made
significant progress in obtaining high-level
positions in organizations.
Examples of powerful women in
•Women in management positions help increase business.
business performance •Mary Teresa Barra, president and
•There are laws supposedly governing fair CEO of General Motors
•Indra Nooyi, CEO of PepsiCo
employment practices, changing societal attitudes
•Sheryl Kara Sandberg, COO of
toward women in the workplace.
Facebook
•Diversity offers us a broader range of insights that
help us to discover problems and their solutions
earlier, and to quickly detect opportunities.
STAFFING IN THE
INTERNATIONAL
ENVIRONMENT
It is not unusual for large international companies to have top management teams
composed of managers of many different nationalities.
The geocentric attitude is the basis for viewing the organization as worldwide entity
engaged in global decision making, including staffing decisions.
Companies have three sources for staffing the positions in international operations:
1- Managers from the home country of the firm;
2- Managers from the host country;
3- Managers from third countries
THE POLICY OF OPEN
COMPETITION
There are clear-cut reasons for implementing the principle of open competition by
opening vacant positions to the best-qualified persons available, whether inside or
outside the enterprise. It gives the firm, in the final analysis, the opportunity to
secure the services of the best suited candidates.
POSITIONS REQUIREMENTS
AND JOB DESIGN
Selecting a manager effectively requires a clear understanding of the nature and
purpose of the position that is to be filled; the job must be designed to meet
organizational and individual need.
In addition, positions must be evaluated and compared in order that the incumbents
can be treated equally.
SKILLS NEEDED IN
MANAGERS
In order to be effective managers must have various skills:
•Technical skills
•Human skills
•Conceptual skills
•Design skills
•Analytical and Problem-Solving abilities
PERSONAL
CHARACTERISTIC
S NEEDED IN
MANAGERS
•Desire to manage
The successful manager has a strong desire to manage, to influence others, and to get results
through the team efforts of subordinates.
• Communication Skills and Empathy
Ability to communicate through written reports, letters, speeches, and discussions.
Communications demands clarity, but, even more, empathy; which is the ability to understand
the feelings of another person and to deal with the emotional aspects of communication.
•Integrity and honesty
Managers must be morally sound and worth of trust. Integrity on managers includes honesty in
money matters and in dealing with others, adherence to the full truth, strength of character and
behavior in accordance to ethical standards.