MANAGERIAL PRINCIPLES

Who is a Wo MAN ager

If you think that all that a manager does it sit inside an air conditioned room ,summoning his secretary to dictate to her a letter or two ,you probably have been watching too many films ……

????????

What a manager do Willing to take initiative ,say in organizing a

programme or helping out with a project. A team player when it comes to a group project

,rather than do things all alone. Able to put everything in order and in sequence

so that things do not get clatters and chaotic. A very patient person ,Not always does

everything go according to plan. Things can get frustrating with the team members. So, be patient and listen to their problems.

Doing thins in the right way ,not by using unethical means…

Able to deal with all kind of people .In an organisation you will get to deal with both white collar and blue collar workers. You should know how to treat them differently ,without creating ill will.

Able to guide your career yourself. This means that you should know how to find career growth for yourself.

Who is the Best Manager ???? Different forms of Management Functions of Management Process of Management

Staffing

Staffing is the process of filling positions/posts in the organization with adequate and qualified personnel .

Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness

Definition According to McFarland, “Staffing is the function by which managers build an

organization through the recruitment, selection, and development of individuals as capable employees.”

According to Koontz, O’Donnell and Heinz Weihrich,

“The management function of staffing is defined as filling position in the organization structure through identifying workforce requirements, inventorying the people available, recruitment, selection, placement, promotion, appraisal, compensation, and training of needed people.”

Features of staffing All pervasive function of management.

Dynamic function.

Vast scope.

Importance Optimum Use of Resource.

Enhances Corporate Image.

Job Satisfaction.

Elements Manpower planning

Job analysis

Recruitment and selection

Training and Development

Performance appraisal

SCOPE OF STAFFING Hiring

Motivation

Employee maintenance

Human relations

Recruitment

Organizational activities that provide a pool of applicants for the purpose of filling job openings.

It is a process of searching for prospective employees .

Stimulating & Encouraging them to apply for jobs in the org.

Recruitment Recruitment means to estimate the available

vacancies in the organization and to make arrangements for their selection and appointment.

Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the selection.

In the recruitment, a pool of eligible and interested candidates is created for the selection of most suitable candidates.

Need … Vacancies due to promotions, transfers,

retirement, termination, permanent disability, death and labour turnover.

Creation of new vacancies due to growth, expansion and diversification of business activities of an enterprise. New vacancies are also possible due to job specification

Process Recruitment Planning Development strategy Searching Screening

Sources of recruitment Internal External

Internal Promotions

Transfers

Internal Notifications(Advertisement)

Former Employees

External Present Employees Unsolicited Applicants Educational and Professional Institutions Public Employment Offices Private employment Agencies Employee Referrals Help wanted Advertising Walk-Ins

SELECTION

Is the process of discovering the qualifications & characteristics of the job applicant in order to establish their likely suitability for the job position.

A good selection requires a methodical approach to the problem of finding the best matched person for the job

Selection Process

Receipt and scrutiny of applicationPreliminary InterviewBlank application formTests(Selection Tests)Employment InterviewReference and Background AnalysisPhysical ExaminationJob OfferPlacement Employment ContractInduction & orientation

Psychological tests (definition and dimensions)

A selection procedure measure the personality characteristics of applicants that are related to future job performance. Personality tests typically measure one or more of five personality dimensions:

Extroversion, Emotional stability, Agreeableness, Conscientiousness and Openness to experience

Why choose testing…… Objectivity – good psychological tests are standardised on a large

sample and provide normative data across a wide range of demographics and age cohorts. Well selected tests will allow you to demonstrate talents that may otherwise not be evident.

Validity – psychometric tests are a more valid method of assessment than interviews, academic achievement & reference checks, and when utilised in combination (for example in an assessment centre) are highly predictive of future job performance.

Cost – the cost of selection errors is large for both the employer and the employee. Psychometric tests help to minimise costs while maximizing potential fit between the candidate and the job.

Type of tests IQ EQ Self Management Self awareness Social sill Social awareness SQConducting spiritual awakening

programmes ,retreats,ethic camps,social searching camps,.

The slogan is more spiritual more profitable

Types of tests.. Psychological tests fall into several categories:

Aptitude tests: It refers to potentiality that a person has to profit from certain kind of training.

Achievement tests: It helps to measure the proficiency that a person has been able to achieve.

Intelligence tests: It attempts to measure the intelligence—that is, basic ability to understand the world around you, assimilate its functioning, and apply this knowledge to enhance the quality of your life. Or, as Alfred Whitehead said about intelligence, “it enables the individual to profit by error without being slaughtered by it.”[1] Intelligence, therefore, is a measure of a potential, not a measure of what you’ve learned (as in an achievement test), and so it is supposed to be independent of culture.

IQ=Mental Age/Actual Age*100 For example, a six year old child with a mental age of 6 would have

an IQ of 100 (the “average” IQ score); a six year old child with a mental age of 9 would have an IQ of 150.  Today, intelligence is measured according to individual deviation from standardized norms, with 100 being the average.

Neuropsychological tests: It attempts to measure deficits in cognitive functioning (i.e., your ability to think, speak, reason, etc.) that may result from some sort of brain damage, such as a stroke or a brain injury.

Occupational tests : It attempts to match your interests with the interests of persons in known careers. The logic here is that if the things that interest you in life match up with, say, the things that interest most school teachers, then you might make a good school teacher yourself.

Personality tests : It attempts to measure your basic personality style and are most used in research or forensic settings to help with clinical diagnoses. Two of the most well-known personality tests are

1. Minnesota Multiphasic Personality Inventory (MMPI), or the revised MMPI-2, composed of several hundred “yes or no” questions, and

2. Rorschach (the “inkblot test”), composed of several cards of inkblots—you simply give a description of the images and feelings you experience in looking at the blots.

 Specific clinical tests :It attempts to measure specific clinical matters, such as your current level of anxiety or depression.

Places Where Psychological Testing Is Used Colleges or Educational Institutes Army, Navy etc. Bank Airlines Companies Schools So, now a days in most of the places

candidates are evaluated on the basis of the psychological test.

Types of Interviews

Structured Unstructured Mixed Behavioral Stress

Recruitment & selection

Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.

RECRUITMENt////SELECTION

To attract maximum number To choose best out of the of candidates. available candidates.

It creates application pool It is a rejection process as large as possible. where few are selected.

Techniques are not very Highly specialized techniques

intensive. are required. Outcome is application Outcome is the candidate

who pool. is offered job.

Training

Training is the process of increasing the knowledge and skills for doing a particular job.

It is an organised procedure by which people learn knowledge and skill for a definite purpose

According to Edwin B Flippo “Training is the act of increasing the knowledge and skill of an employee for doing a particular job.

Objective is to bridge the gap b/w job requirements and present competence of an employee

Development To those learning opportunities designed to

help employees to grow. Long term educational process A learning process of conceptual and

theoratical knowledge for general purpose through a systematic and organised procedure.

Objective To improve the overall personality of an

invidual.The terms is mostly used on the context of excutives only.

Need for trainingNewly appointed personsExisting experienced employeesEnvironmental changesInternal mobilityProblems related with productionTech changes

Importance Increase in efficiency and productivity Elimination of wastage Less learning cost and period Less supervision Higher employee morale Reduction in employee grievances Reduction in accidents and breakdown Reduction in labour turn over absenteeism Personal development Better organisational climate Future requirement

Types…. Orientation training Job training Craft training Safety training Promotional training Refresher training Remedial training Cross functional training Creativity training Diversity training

Difference B/W T & D ??????

Process…. Identification of training needs Setting training objectives Organisation of training Evaluation of training

Methods On the job training Of the job training

On the job training Coaching Understudy Job or position rotation

Off the job training Special courses Conferences Case study Seminars Role playing Sensitivity training Lectures Audio visuals Simulation Laboratory training

Methods management development On the job methods Off the job methods

On the job Techniques Coaching Understudy Position rotation Experience Multiple management Committee assignment Project assignment

Off the job development Conference Lectures Group discussion Simulation• Role playing• In basket• Management games• Special courses

Essentials of training Training programme should be chalked out

aafter identifying training needs and goals It should be flexible Should prepare the trainees mentally Should conducted by well qualified and

experience trainers. Emphasize both theory and practice. It should

help to acquiring knowledge and application. Well support of the top level management.

MeaningPerformance appraisal is the step where the

management finds out how effective it has been at hiring and placing employees .

A “Performance appraisal” is a process of evaluating an employee’s performance of a job in terms of its requirements.

Purpose

Empowerment

Relationship

Flexibilit

y

Optimal Performance

Recognition and Rewards

Morale

Objectives of Performance Appraisal

Employee Organization

measuring the efficiencymaintaining organizational control.

concrete and tangible particulars about their workassessment of performance

mutual goals of the employees & the organization.growth & developmentincrease harmony & enhance effectiveness

Personal development work satisfaction involvement in the organization.

According to:

Aims at:

Setting performance

standardsTaking correctivestandards

Discussingresults

Comparing standards

Measuringstandards

Communicatingstandards

Process

1. Paired comparison 2. Graphic Rating scales3. Forced choice Description

method4. Forced Distribution Method5. Checks lists6. Free essay method7. Critical Incidents8. Group Appraisal9. Field Review Method 10.Confidential Report11.Ranking

1. Assessment Center2. Appraisal by Results or

Management by Objectives

3. Human Asset Accounting

4. Behaviorally Anchored Rating scales

Traditional Methods Modern Methods

Methods of Performance Appraisal

As compared to A B C

A + - +

B - + -

C + - +

For the Trait “Quality of work”

A - + +

B + - +

C + + -

As compared to A B C

For the Trait “Creativity”

+

+

++

+

+

+

+ +-

-

-

--

- -

- -

Person rated Person rated

Ranking employees by paired comparison Method

Graphic or Linear Rating Scales Attitude

No interestIn work: consistentcomplainer

Careless: In-differentInstructions

Interested in work: Accepts opinions & advice of others

Enthusiastic about job & fellow-workers

Enthusiastic opinions & advice sought by others

Decisiveness

Take decisions in consultation with others whose views he values

Slow to take decisions

Take decisions after careful consideration

Takes decisions promptly

Take decisions without consultation

0 5 10 15 20

0 5 10 15 20

Criteria Rating

1.Regularity on the job Most Least

Forced choice method

• Always regular• Inform in advance for delay• Never regular• Remain absent• Neither regular nor irregular

No. of employees

10% 20% 40% 20% 10%poor Below

averageaverage good Excellent

Force distribution curve

Forced distribution method

Staff AppraisalName . . . . . . . Job Title . . . . . . . Department . . . . . . . . . . . . Date of Review . . . . . . . Age . . . . . .. . Years in present jobSection I Appraisal Of PerformanceNote to Appraiser1. Appraisal must cover the period of the preceding 12 months2. Consideration to every function & responsibility of the job3. An objective factual assessment of an employee’s improvement or

deteriorationSection II Promotability & PotentialPromotability1. Promotion now2. Within 2 years3. Within 5 years4. Unlikely to qualify for promotionSection III Career DevelopmentSection IV Notes on Interview with employee

Section V Comments on & Endorsement by Reviewing Authority

Specimen of Staff Assessment Form [Descriptive Essay Type]

Ex: A fire, sudden breakdown, accident

Workers Reaction scale

A Informed the supervisor immediately 5B Become anxious on loss of output 4C Tried to repair the machine 3D Complained for poor maintenance 2E Was happy to forced test 1

Critical Incident method

Performance subordinate peers superior customerDimension

Leadership ^ ^

Communication ^ ^

Interpersonal skills ^ ^

Decision making ^ ^ ^

Technical skills ^ ^ ^

Motivation ^ ^ ^

Field review method

Group appraisal method

MBO Process

Set organizational goalsDefining performance targetPerformance reviewfeedback

Performance Points

Behavior

Extremely good

7 Can expect trainee to make valuable suggestions for increased sales and to have positive relationships with customers all over the country.

Good 6 Can expect to initiate creative ideas for improved sales.

Above average

5 Can expect to keep in touch with the customers throughout the year.

Average 4 Can manage, with difficulty, to deliver the goods in time.

Below average 3 Can expect to unload the trucks when asked by the supervisor.

Poor 2 Can expect to inform only a part of the customers.

Extremely poor

1 Can expect to take extended coffee breaks & roam around purposelessly.

Behavioral Anchored Rating Scales

360 degree performance appraisal

These companies are using 360 Degree Performance Appraisal Method

Examples of 360 degree performance appraisal method

WiproInfosysReliance Industries

Maruti UdyogHCL TechnologiesWyeth Consumer Health (WCH)

Issues in appraisal system

Appraisal Design

Formal and informal

Whose performance?

Who are the raters?

What problems?

How to solve?

What to evaluate?

When to evaluate?

What methods?

Constant check induces employee to perform better

Advantagesprovide a record of

performance over a period of

time.provide an opportunity

for a manager to

meet & discuss

performance

Provide the employee

with feedback

about their performanc

e

Provide an opportunity

for an employee to

discuss issues and to clarify

expectations

Can be motivational

with the support of a good reward

and compensati

on

If not done appropriately, can

be a negative experience.very time consuming,

especially for a managersubject to rater

errors & biases.If not done right can be a complete waste

of time.Can be stressful for

all involved

Disadvantages