Module - 2.pptx
- 1. Module – 2 Decision Making
- 2. ORGANISING Nature and purpose Formal and informal organization organization chart organization structure & Types Line and staff authority Departmentalization Delegation of authority Centralization and Decentralization
- 3. Organizational function is central to achieving the goals Jobs related & co-ordination between authority & responsibility Definition of Organizing Organization is the process of identifying & grouping of the works to be performed, defining & delegating responsibility & authority and establishing relationships for the purpose of enabling people to work most efficiently Koontz & O’ Donnell defines as “organization is the establishment of authority & relationships with provision for coordination between them both vertically & horizontally in the enterprise structure
- 4. Importance of Organizing function Coordination Delegating Authority Sense of security Job definition Management Growth Personal Growth
- 6. Process of Organizing Linking Departments 1 1 2 3 4 5 2 3 4 5 CEO VP Sales VP Service Sales Managers Service Managers Sales Support
- 7. Nature of organizing Division of work or specialization In specialization ,various activities are assigned to different people who are specialists in that area Orientation towards goals Organizing is the function employed to achieve the overall goals of the organization Composition of individuals & groups Individuals form a group, groups form an organization Differentiated functions Organization divides the entire work & assigns the tasks to individual Tasks of one individual must be coordinated with task of others Playing meaningful organizational role involves Variable objectives Clear idea of major duties or activities involved Understood of authority, role & Responsibility
- 8. Purpose of organizing Helps to achieve organizational goal Organization focuses attention of individual objectives towards overall objectives Optimum use of resources Make best use of resources such as Men, Material , Money . Machine , Method & Market, It is necessary to design an organization properly. Should be given right person for right job T o perform managerial function Planning, staffing, Directing & controlling cannot be implemented without proper organization Facilitates growth & diversification A good organization are essential for expanding business activity & essential for product diversification such as establishing a new product line Human treatment of employees Organization has adapted the modern concept of system approach based on human relations
- 9. Formal Organization An organization is formal when the activities are coordinated towards a common objective It is basically goal oriented entity that exist the efforts of individuals It refers to the structure of jobs & positions with clearly defined functions, responsibilities & authorities It has a specific set of commends to direct employees in achieving goals Organization chart identifies the following aspects of formal structure Division of work. Supervisory relationships. Communication channels. Major subunits. Levels of management.
- 10. Advantages of formal organization Reduces confusion Ensures specialization Fixing of responsibility Help in achievement of objectives Provide stability to the firm Increase organizational efficiency Disadvantages of formal organization Reduced Initiatives Lack of match between objectives Delay in work due to rules & regulations Disturbance in relations Problem due to informal relations
- 11. Informal Organization Informal organizations are formed on the basis of individual relations, communication, general knowledge etc It is found at all levels of management It reflects human relationships Informal organization is any human group interactions that occur spontaneously & naturally over long period of time Importance of Informal organization It serves as a very useful channel of communication in the organization . It is very fast. It gives support to the formal organization Informal organization gives psychological satisfaction of the members. They get a platform to express their feelings The informal organization is sometimes just as powerful , if not more powerful , then the formal structure
- 12. Advantages of informal organization Cooperation Sense of Belonging ness (Stress free) Fast communication Aid (Help or assist ) on the job Disadvantages of informal organization Resistance to change (sometimes management are not accepted ) Clash (fight) in interest It is very much affected by the rumors Disturbance in relations Problem due to informal relations
- 14. Organization Chart A graphic representation of the structure of an organization showing the relationships of the positions or jobs within it of how a firm intends authority, Visual representation responsibility and information to flow within its formal organizational structure It usually shows different management functions (accounting, finance, human resources , marketing, production and R & D) It shows Decision making power travels downwards & answerability travels upwards
- 17. Organization Structure It defines how tasks are divided, resources are deployed and Departments are coordinated Structure basically deals with the relationships. The system of job positions, role assigned to these positions & specifying authority, responsibility & task of every position is known as organization structure Organization structure shows the authority & responsibility relationship also clarifies who reports to whom Structure provides a means of balancing two conflicting forces 1. Need for the division of tasks into meaningful groupings 2. Need to integrate the groupings for efficiency & effectiveness
- 18. Three main objectives of organizational structure 1. To develop coordination among the different activities performed by various department 2. To avoid duplication of the efforts at the time of execution of the necessary activities 3. To execute all necessary activities & unnecessary activity avoided Types of Organizational Structure Based on the power flow within the organization may be classified as 1. Bureaucratic or Mechanistic structure 2. Organic or adaptive structure Based on the formation of departments or groups may be classified as 1. Line organization structure 2. Functional organization structure 3. Divisional organization structure 4. Line & Staff organization structure 5. Product organization structure 6. Committee or Matrix organization structure
- 19. Elements of Organizational Structure Elements of Organizational Structure Span of Control Departmentalization Centralization Formalization Formal decision making authority is held by a few people, usually at the top Number of people directly reporting to the next level Assumes coordination through direct supervision The degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanisms. Specifies how employees and their activities are grouped together
- 20. Bureaucratic (Technical) or Mechanistic organization It is based on a formal, centralized network It is high in specialization, formalization & centralization It is easy to maintain & rarely needs to be changed well defined hierarchy where top level make the majority of decisions Organic or Adaptive organization It is unstable & dynamic environment It is complex & need to quickly adapt or changed It is low in specialization, formalization & centralization When environment changes an organization must be able to gather, process & distribute information very quickly
- 22. Line organization Structure Line or Simple Structure An organizational form in which the owner-manager makes most of the decisions and controls activities, and the staff serve as an extension of the top executive. Military/Scalar organization Line of authority moves directly from top to lowest level in a step by step manner It is straight & vertical Responsibility moves upward Line Authority = individuals in management positions have the formal power to direct and control immediate subordinates
- 23. Advantages Highly informal Centralized decision making Little specializationon Discipline Attracts to talented persons High efficiency & employee moral Limitations Heavy burden on line executive (Too many duties & responsibilities) Rigidity (strictness)** Delays in communication Non availability of services of experts Favoritism (partiality or bias)
- 24. Functional Structure An organizational form in which the major functions of the firm, such as production, marketing, R&D, and accounting are grouped internally People with similar skills and performing similar tasks are grouped together into formal work units. All report up to one director or Vice President / CEO Members work in their functional areas of expertise (knowledge)
- 25. Vertical functional approach People are grouped together in departments by common skills.
- 26. Advantages Enhanced coordination and control Centralized decision making Operational flexibility Ensures effective supervision More efficient use of managerial and technical talent Facilitated career paths and development in specialized areas Disadvantages Absence of unity of command (Instructions from several bosses) Fixing responsibility is difficult Unsuitable to non-manufacturing activities Costly : More specialist are required to be appointed Crates confusion among workers (Authority is overlapping the responsibility is divided)
- 27. Divisional Structure Divisional approach. Grouped together based on a common product, program, or geographical region. Also called multidivisional structure or M-Form Advantages Separation of strategic and operating control Quick response to important changes in external environment Minimal problems of sharing resources across functional departments Development of general management talent is enhanced Disadvantages Can be very expensive Can be functional competition among divisions Differences in image and quality may occur across divisions Can focus on short-term performance
- 29. Line and Staff organization structure Line Authority = individuals in management positions have the formal power to direct and control immediate subordinates Staff Authority = granted to staff specialists in their area of expertise The authority to make recommendations to line organization The recommendations can be accepted, rejected, or altered by the line organization Organizations begin as line only with line mangers having direct control over all activities including administrative ones. Only later as organizations grow in size, do they add staff positions. It is combination of Line & functional authority Note : Pending
- 30. Departmentalization Specifies how employees and their activities are grouped together It is process of grouping tasks into jobs, the combining jobs into effective work groups Departmentation takes place at all levels Primary Departmentation (Top Level) Intermediate Departmentation (Middle Level) Ultimate or Secondary Departmentation (Lower Level) Koontz Definition “A department is a distinct area, division or branch of an enterprise over which a manager has authority for the performance of specified activities
- 31. Importance of Departmentation Specialization One major function & efficiency of operation increases Expansion (Growth) Autonomy (Independent) Freedom provides job satisfaction & motivation Fixation of responsibility It provides a basis for building up locality & commitment Appraisal of managerial performance becomes easier when specific tasks are assigned to specific personnel Managerial development It facilities communication, coordination & control Advantages Employees can develop skills depth Good Coordination Easily direct & control Responsibility easily located Disadvantages Lack of communication Individuality
- 33. Span of control Span of control in management & administration thus refers to the total number of people (subordinates or employees working under) whom a manager can effectively control or supervise Number of people directly reporting to the next level Assumes coordination through direct supervision It is often known as “Span of Supervision” or “ Span of Management” or “ Span of Attention” Span of control depends on nature of work , ability of superior, ability of subordinates etc Top Level 1 : 6 (more than 6 subordinates under control) Lower Level 1 : 20 (more than 20 subordinates under control)
- 34. Types of Span of control Narrow span (Tall Structure) A supervisor or manager oversees few subordinates Selected number of employees present Coordination is difficult to be achieved Specialization can be achieved Tight Control Wide span (Flat Structure) A supervisor or manager oversees large subordinates Few hierarchy level Facilities delegation Suitable for repetitive jobs Loose Control Better supervision & coordination Span of 3 below Span of 7 below
- 35. Advantages of Span of control Better supervision & control Increases efficiency Increases goodwill (Friend lineless) Good professional relations Facilities quick action Superiors can concentrate on important work
- 36. Centralization Formal decision making authority is held by a few people, usually at the top Centralization is said to be a process where the concentration of decision making is in a few hands. Centralization is the systematic & consistent reservation of authority at central points in the organization The important & key decisions are taken by the top management & the other levels are into implementations as per the directions of top level Formal decision making authority is held by a few people, usually at the top Decision making authority is dispersed throughout the organization Centralization Decentralization
- 37. Centralization A function of how much decision-making authority is pushed down to lower levels in an organization Decentralization The pushing down of decision-making authority to the lowest levels of an organization Organizational authority for most departmental decisions is delegated to the department heads Burger King Pizza Hut McDonalds WM Morrison Tesco Pending
- 38. Delegation of Authority It is the essence of management It is very important factor in formal organization Delegation of Authority means the granting of authority to subordinates to operate within prescribed limits Assigning jobs to others & giving rights to execute them Importance of Delegation of Authority It develops Team Spirit Allows for efficiency & fast actions Maintains Harmony Delegation of Authority Harmony
- 39. Elements of Delegation of Authority 1. Responsibility It is obligation of the subordinate to complete the work which is assigned to him Basis of responsibility is superior subordinate relationship that exists in the organization Koontz : “Responsibility may be defined as the obligation of a subordinate to whom the duty has been assigned to perform”
- 40. 2.Authority Rightful power or Rightful command Henry Fayol Authority is the right to give orders to & power to extract obedience (submission) from the subordinates It helps to control subordinates The purpose of granting authority is to accomplish the organizational objectives It is not absolute & is limited It is to influence the behaviour of subordinates to in the right direction If the subordinate does not obey superior can take disciplinary action & can be exercised through advice & approve
- 41. 3.Accontability It denotes answerability for the accomplishment of the task assigned by the superior to his subordinates To be accountable is to be answerable for one’s conduct In respect to obligation fulfilled or unfulfilled It is not only what we do, but also what we do not do, for which we are accountable Accountability – Empowerment = Blame Empowerment – Accountability = Low performance Accountability + Empowerment = High performance
- 43. STAFFING Introduction Human Resource Management HR Planning Recruitment Training & Development Performance Management Carrier Planning & Management Job Design
- 44. The managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal and development of the personnel to fill the roles assigned to the employers/workforce. 2 INTRODUCTION Harold Koontz Staffing is the process of acquiring, deploying and retaining a workforce of sufficient quantity & quality to create positive impacts on the organization effectiveness "Staffing means filling and keeping filled, positions in the organisation structure." Staffing involves Human Resource Planning i.e estimating the size and nature of the personnel required for the recruitment & selection of the best candidates to train ,to induct, to reward & to have regular and effective communication with them
- 45. 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 personnel. Staffing helps in placing right men at the right job. Staffing is performed by all managers . 3 NATURE OF STAFFING FUNCTION
- 46. Internal Factors Future Growth plans of Organization Technology Used Support from Top Management Size & Image of the Organization External Factors INTERNAL ENVIRONMENT EXTERNAL ENVIRONMENT Promotion policy Labor Laws (Legal factors) Pressure from Socio-political group Competition Educational Standards Other external factors 4 FACTORS AFFECTING STAFFING IMPORTANCE OF STAFFING 1.Efficient Performance 2.Use of Latest Technology 3.Development of Manpower 4.Optimum Use of Manpower 5.Proper Motivation 6.Higher Morale (Self Confidence)
- 47. 1 2 5 3 & 4 6
- 48. Human Resource Planning Recruitment or Downsizing Selection of Employees Orientation & Placement Training and Development Performance Appraisals Safety and Health Compensation and Benefits Competent High-Performing Workers STAFFING PROCESS Steps involved in staffing
- 49. Manpower Planning Manpower Planning which is also called as Human Resource Planning consists of putting Right number of people Right kind of people at the right place, right time Doing the right things for which they are suited for the achievement of goals of the organization Recruitment 1.Internal Recruitment It is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. a)Transfers b)Promotions c)Re-employment of ex-employees 2. External Recruitment External sources of recruitment have to be solicited from outside the organization. But it involves lot of time and money. 7
- 50. a)Employment at factory level c)Employment exchanges e)Educational Institutions g)Labor contractors b) Advertisement d) Employment agencies f) Recommendations 8 Selection Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Assessment Interviews Tests
- 51. Placement •Once the candidates are selected for the required job, they have to be fitted as per the qualifications. • Placement is said to be the process of fitting the selected person at the right job or place, i.e. fitting square pegs in square holes and round pegs in round holes. • Once he is fitted into the job, he is given the activities he has to perform and also told about his duties. Orientation During Orientation employees are made aware about the Mission & vision of the organization Generally information given during orientation program includes Employee’s layout Type of organizational structure Departmental goals Organizational layout General rules and regulations Standing Orders Grievance system or procedure 9
- 52. 10 Training and Development Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature. Remuneration Employee Remuneration refers to the reward or compensation given to the employees for their work performances. Remuneration provides basic attraction to a employee to perform job efficiently and effectively.
- 53. Job design Organising task ,duties and responsibility into a single unit of Work for achievement of certain objectives Identification of individual tasks Specification of methods of performing the tasks Combination of tasks into specific jobs to be assigned to individuals Matching characteristics of people with matching characteristics of job Job performance Job satisfaction Physical & Mental Health More specifically following areas of job design process Checking the work overload Checking upon the work under load Ensuring tasks are not repetitive in nature Defining working hours clearly Defining the work processes clearly 11 JOB DESIGN
- 54. 12 Job design is the process of a) Deciding the contents of the job. b) Deciding methods to carry out the job. c) Deciding the relationship which exists in the organization.
- 55. Adding new job duties & responsibility
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- 58. 16 Human Resource Management The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way HRM is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization
- 59. HR is multidisciplinary: It applies the disciplines of Economics (wages, markets, resources), Psychology (motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor contracts) What HR Professionals Do? HR planning Recruitment & Selection Training and development Compensation & Performance review Labor relations Mr. Rajesh Gop1 in 7ath TCS HR Mr.Krishnamurthy Shankar Infosys HR
- 60. 18 The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed We have found the gap, how do we fill this void? Internal Labour Supply Skill Inventory Succession Planning Replacement Planning – Inventory Chart • Present & Future staffing situations • Helps in retention & expulsion strategy External Labour Supply Human Resource Planning
- 61. 19 Human Resource Planning Makinga Future Assessment Makinga Current Assessment DesigningaFuture Program Firing Layoffs & Attrition Transfers Reduced Workweeks Job Sharing Early Retirements Downsizing Options
- 62. 20 HRP Phases Analyzing What are the key human resources information needed? Forecasting Demand versus supply analysis Planning Identification of strategy Implementing Executing the new strategy Evaluating Feedback on effective of outcomes
- 63. 21 Job Analysis (Functional Job Analysis, Position analysis questionnaire) Tasks Responsibilities Duties Job Analysis Job Descriptions Job Specifications Knowledge Skills Abilities HR Planning Recruitment Selection Training & Development Performance Appraisal Compensation & Benefits Safety and Health Employee and Labor Relations Legal Considerations Job Analysis for Teams Basic HRM Tool
- 64. 22 Recruitment Process of locating, identifying, and attracting capable or suitable candidates to one or more jobs within an organization, either permanent or temporary Can be for current or future needs Every organization must be able to attract a sufficient number of job candidates who have the abilities and aptitudes needed to help the organization to achieve its objectives
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- 66. Recruitment Process Step 10 : Assistance & Evaluation Step 9 : On boarding & induction Step 8 : Selecting candidates & making an offer Step 7 : Reference & Medical check Step 6 : Interview & final call Step 5 : Sorting applications & candidates Step 4 : Initial screening & Selection Process Step 3 : Understanding Target candidates & their sources Step 2 : Drafting a Job Description Step 1 : Focusing on the Job Requirements 24
- 67. 25 Selection Process Selection refers to the process by which qualified applicants are selected by means of various tests in predetermined numbers, out of large number of applications Selection is the process of putting right man on right job Step 2 : Receiving Applications Step 1 : Preliminary Interview Step 3 : Screening of Applications Step 7 : Physical Examination Step 6 : Checking References Step 5: Employment Interview Step 4 : Employment Test