Thursday, December 2, 2010

STEPS/PROCESS/PRINCIPLES OF STAFFING

STEPS/PROCESS/PRINCIPLES OF STAFFING
Reviewed by Hammad Naziron Apr 01 2013
Rating: 5

There are six steps/process or principles of staffing.

1. Principle of job definition

2. principle of managerial appraisal

3. Principle of open competition.

4. Principle of management training & development.

5. Principle of training objectives.

6. Principle of continuing development.

1. PRINCIPLES OF JOB DENIATION

The more precisely the results expected of managers are identified the dimensions of

their positions can be defined.

2. PRINCIPLE OF MANAGERIAL APPRASIAL

The more clearly verifiable objectives and required managerial activities are

identified.

3. PRINCIPLE OF OPEN COMPETETION

The enterprise encourages open completion among all candidates for management

positions. Open competition shows the quality management. Open competition better

candidate can be brought in the organization.

4. PRINCIPLES OF MANAGEMENT TARINING & DEVELOPMENT

Training and develop efforts are related to managerial function. Management training

and development Leeds to the effective developed programs and activity of an

enterprise.

5. PRINCIPLES OF TRAINING OBJECTIVES

The principle of training objectives gives direction to development and facilitates the

measurement of the effectiveness of training efforts.

This principle suggest that in a fast changing and competitive environment, manages

cannot stop learning. Instead they have to update their managerial knowledge

continually and improve their managerial skills and performance to achieve enterprise

result.

OUTLINE NO.03 ORGANIZATION


Span of control

o Factors determining an effective span

Departmentalization

Types of departmentalization

o Departmentalization by numbers

o Departmentalization By time

o Departmentalization By function

o Departmentalization By geography

o Departmentalization By customer

o Departmentalization By process

o Departmentalization By product

Formal & Informal organization

Authority & power

Line and staff concepts

o Line authority

o Staff concept

Line and staff organization of a typical manufacturing company

o Nature of line & staff concepts

o Benefits of staff

o Weaknesses of staff

Delegation of authority

o Splintered authority

o Recovery of delegated authority

o The art of delegation of authority

Personal attitude toward delegation

Guidelines for overcoming weak delegation

ORGANIZATION

INTRODUCTION

Organization involves division of work among people whose efforts must be coordinate

To achieve specific objectives and to implement pre-determined strategies.

Organization is the foundation upon which the whole structure of management is

built? It is the backbone of management. After the objectives of an enterprise are

determined and the plan is Prepared, the next step in the management process is to

organize the activities of the Enterprise to execute the plan and to attain the objectives

of the enterprise. The term Organization is given a variety of interpretations. In any

case, there are two broad ways in which the term is used. In the first sense,

organization is understood as a dynamic process and a managerial activity which is

necessary for bringing people together and tying them together in the pursuit of

common objectives. When used in the other sense, Organization refers to the structure

of relationships among positions and jobs which is Built up for the realizations of

common objectives. Without organizing managers cannot function as managers.

Organization is concerned with the building, developing and maintaining of a

structure of working relationships in order to accomplish the objectives of the

enterprise. Organization means the determination and assignment of duties to People,

and also the establishment and the maintenance of authority relationships among

these grouped activities. It is the structural framework within which the various

efforts are coordinated and related to each other. Sound organization contributes

greatly to the Continuity and success of the enterprise. The distinguished industrialist

of America, Andrew Carnegie has shown his confidence in organization by stating

that: "Take away our factories, take away our trade, our avenues of transportation, our

money, leave nothing but our organization, and in four years we shall have reestablished

ourselves." That shows the significance of managerial skills and

organization. However, good organization structure does not by itself produce good

performance. But a poor organization structure makes good performance impossible,

no matter how good the individual may be.

The term 'Organization' connotes different things to different people. Many writers

have attempted to state the nature, characteristics and principles of organization in their own way. It can be used as a group of persons working together or as a structure

of relationships or as a process of management. Now, let us analyze some of the

important definition of organizing or organization, and understand the meaning of

organization.

ACCORDING TO SHELDON

"Organization is the process of so combining the work which individuals or groups

have to perform with facilities necessary for its execution, that the duties so

performed provide the best channels for efficient, systematic, positive and

coordinated application of available effort."

In the words of Chester I Bernard, "Organization is a system of co-operative activities

of two or more persons."

MC FERLAND HAS DEFINED

Organisation as, "an identifiable group of people contributing their efforts towards the

attainment of goals".

ACCORDING TO LOUIS A ALLEN,

"Organisation is the process of identifying and grouping the work to be performed,

defining and delegating responsibility and authority, and establishing Relationships

for the purpose of enabling people to work most effectively together in accomplishing

objectives.

ACCORDING TO NORTH WHITEHEAD

Organisation is the adjustment of diverse elements, so that their mutual relationship

may exhibit more pre-determined quality.

IN THE WORDS OF THEO HAIMANN

Organizing is the process of defining and grouping the activities of the enterprise and

establishing the authority relationships among them. In performing the organizing

function, the manager defines, departmentalizes and assigns activities so that they can

be most effectively executed.

IN THE WORDS OF MOONEY AND RAILEY,

"Organisation is the form of every human association for the attainment of a common

purpose.”

ACCORDING TO JOHN M PFIFFNER AND FRANK P SHERWOOD,

"Organisation is the pattern of ways in which large number of people, too many to

have intimate face-to-face contact with all others, and engaged in a complexity of

tasks, relate themselves to each other in the conscious, systematic establishment and

accomplishment of mutually agreed purposes.”

SPAN OF CONTROL


(1) Span of control refers to the number of immediate

subordinate who report a

manager.

(2) Different level of organization level is also called span of control.

FACTORS DETERMINING AN EFFECTIVE SPAN

There are several factors which influence the span of management.

1- TRAINING OF SUBORDINATES

The better training of subordinates increases the necessary superior subordinate’s

relationship. Well trained subordinates require less time of their managers also they

have less contact with their managers. Training programs increase in new and more

complex industries.

2-CLARITY OF DELEGATION OF AUTHORITY

Although training enables managers to reduce the freq

uency of time consuming

contact but delegation of authority should be clear. If a manager clearly delegates

authority to task with a minimum of the managers tim

e and attention. But if a

manager delegate’s authority unclearly than subordinate give his maximum.

3-CLARITY OF PLANS

If plans are well defined if they are workable, if the delegation of authority toward

plan is clear, if the subordinate understands what expected than little of a supervisor

time will be required on the other hand if plan can

not be drawn accurately and

subordinates do much of their own planning, they may require considerable guidance.

4- USE OF OBJECTIVE STANDARD

A manager must find out, either by personal observation or through the use of

objective standards, whether subordinates are following plans. Obviously, good

objective standards enable managers to avoid man

y time consuming contact.

5- RATE OF CHANGE

Certain enter rises change much more rapidly than others. The rate of change is very

important in formulating and maintaining policies. It may explain the organization

structure of company’s railroad, banking and public utility companies.

6- COMMUNICATION TECNIQUES

Communication techniques also influence the span of management. If every plan,

instruction, order or direction has to be communica

ted by personal contact than

managers time will be heavily burdened. An ability to communicate plans and

instructions clearly and concisely also tends to increase a managers span.

7- AMOUNT OF PERSONAL CONTACT NEEDED

Many instances, face to face meetings are necessary. Many situations cannot be

completely policy statements planning documents

or other communications that do

not involves personal contact. An executive may and valuable information’s by

meeting to subordinates and by discuss problems with them. Some problems can be

handled only in face to face meeting so the best way of communicating problems,

instructor, and subordinates is to spend time in personal contact.

8- VARIATION BY ORGANIZATION LEVEL

Several research projects have found that the size o

f the most effective span differs by

organizational level. For example, it was studied that when a greater number of

specialties were supervised, effective spans were narrower at lower and middle levels

of organization but were increased at upper levels.

9- COMPETENCY OF MANAGERS

A manager who is competent and well trained can effectively supervise more people

than who is not.

10- MATURITY AND MOTIVATION OF SUBORDINATES

The more mature subordinates may delegate more authority, thus widening the span.

TABLE: - FACTORS INFLUCING THE SPAN OF CONTROL

 

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