Nature and significance of staffing. Described steps involved in staffing.

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. According to Theo Haimann, Staffing pertains to recruitment, selection, development and compensation of subordinates. Nature of Staffing Function 1. Staffing is an important managerial function- 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. 2. Staffing is a pervasive activity- As staffing function is carried out by all mangers and in all types of concerns where business activities are carried out. 3. Staffing is a continuous activity- This is because staffing function continues throughout the life of an organization due to the transfers and promotions that take place. 4. The basis of staffing function is efficient management of personnels- Human resources can be efficiently managed by a system or proper procedure, that is, recruitment, selection, placement, training and development, providing remuneration, etc. 5. Staffing helps in placing right men at the right job. It can be done effectively through proper recruitment procedures and then finally selecting the most suitable candidate as per the job requirements. 6. Staffing is performed by all managers depending upon the nature of business, size of the company, qualifications and skills of managers, etc. In small companies, the top management generally performs this function. In medium and small scale enterprise, it is performed especially by the personnel department of that concern.

Staffing Process - Steps involved in Staffing 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. Along with it, the workers are developed by providing them extra benefits of in-depth knowledge of their functional areas. Development also includes giving them key and important jobs as a test or examination in order to analyze their performances. 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. 7. Performance Evaluation- In order to keep a track or record of the behavior, attitudes as well as opinions of the workers towards their jobs. For this regular assessment is done to evaluate and supervise different work units in a concern. It is basically concerning to know the development cycle and growth patterns of the employees in a concern. 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.

Strategic management process.

The strategic management process is more than just a set of rules to follow. It is a philosophical approach to business. Upper management must think strategically first, then apply that thought to a process. The strategic management process is best implemented when everyone within the business understands the strategy. The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and strategy monitoring. Goal-Setting The purpose of goal-setting is to clarify the vision for your business. This stage consists of identifying three key facets: First, define both short- and long-term objectives. Second, identify the process of how to accomplish your objective. Finally, customize the process for your staff, give each person a task with which he can succeed. Keep in mind during this process your goals to be detailed, realistic and match the values of your vision. Typically, the final step in this stage is to write a mission statement that succinctly communicates your goals to both your shareholders and your staff. Analysis Analysis is a key stage because the information gained in this stage will shape the next two stages. In this stage, gather as much information and data relevant to accomplishing your vision. The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its

strategic direction and identifying initiatives that will help your business grow. Examine any external or internal issues that can affect your goals and objectives. Make sure to identify both the strengths and weaknesses of your organization as well as any threats and opportunities that may arise along the path. Strategy Formulation The first step in forming a strategy is to review the information gleaned from completing the analysis. Determine what resources the business currently has that can help reach the defined goals and objectives. Identify any areas of which the business must seek external resources. The issues facing the company should be prioritized by their importance to your success. Once prioritized, begin formulating the strategy. Because business and economic situations are fluid, it is critical in this stage to develop alternative approaches that target each step of the plan. Strategy Implementation Successful strategy implementation is critical to the success of the business venture. This is the action stage of the strategic management process. If the overall strategy does not work with the business' current structure, a new structure should be installed at the beginning of this stage. Everyone within the organization must be made clear of their responsibilities and duties, and how that fits in with the overall goal. Additionally, any resources or funding for the venture must be secured at this point. Once the funding is in place and the employees are ready, execute the plan. Evaluation and Control Strategy evaluation and control actions include performance measurements, consistent review of internal and external issues and making corrective actions when necessary. Any successful evaluation of the strategy begins with defining the parameters to be measured. These parameters should mirror the goals set in Stage 1. Determine your progress by measuring the actual results versus the plan. Monitoring internal and external issues will also enable you to react to any substantial change in your business environment. If you determine that the strategy is not moving the company toward its goal, take corrective actions. If those actions are not successful, then repeat the strategic management process. Because internal and external issues are constantly evolving, any data gained in this stage should be retained to help with any future strategies.

Steps of Organisational communications & Barrier in communication:

Effective workplace communication is vital to company success. If management cannot communicate their wants with workers, and workers cannot communicate their needs back to management as well as amongst each other, the workforce will not be a cohesive team. To communicate effectively, understanding the steps in this information exchange process is vital Creation The first step in communicating a message is creating the message. This requires that the individual sending the message decide what he wants to say, and selects a medium through which to communicate this information. If the medium he selects is a written one, he must compose a concise

and clear message that others can understand. If the medium is oral, he must plan out a clear spoken message. Transmission After a message is created, it must be transmitted. This transmission may be as simple as meeting with the intended recipient of the message and orally sharing the message, or calling the individual to communicate orally over the phone. If the message is a print one, it could include distributing a paper memo or sending an email. Often, the number of individuals that the message must reach will influence the transmission, as individuals will be less likely to use face-to-face transmission if they must share the message with a large number of people. Reception After transmitting the message, the communication duties change hands and fall upon the receiver of the message. This individual must obtain the message either from the written format the sender selected or by listening carefully as the message is delivered orally. Translation Once receiving the message, the recipient must translate the message into terms that she can easily understand. To do this, she must listen to or read the message in question and paraphrase it within her head, turning the potentially complex contents of the message into more manageable and meaningful components. Response Communication is a two-way street and response is often necessary. Message recipients take the lead in concluding the communication process by crafting a response to the message. This response may be verbal and immediate, which would commonly be the case if the communication is face-toface. It may also be a written response that either expands upon the message or simply indicates receipt of the message in question.

Organizational communication barriers

Poor structure to the communication As mentioned in Essentials of Business Communication, the structure of a communication is an essential factor in how well a business communication is received by an audience. It doesn't matter whether that audience is an audience of one or one million, good structure is essential if a communication is to be 'heard' amongst the advertising and marketing 'noise' of today's business environment. So a poor structure to your message or delivery is therefore a major barrier to effective communication. Using the Wrong Communication Channel Organizations must consider carefully what communication channels to use in communicating various messages in given circumstances. Sensitive issues like layoffs and terminations are best communicated face-to-face, while other situations like performance reviews and behavioral issues

should be documented so they can be reviewed in the future. Some companies have auto-dialers that reach out to employees in the event of a company closure due to some unforeseen circumstance. Others may send the notification out by e-mail. Regardless of the scenario, companies must carefully consider what channel will be used to reduce confusion, increase clarity and ensure uniformed and actual delivery of the message to all employees who need to receive it. Perceptual Barriers: The most common problem faced these days is that of the difference in opinion between two people. The varied perceptions of every individual give rise to a need for effective communication. Emotional Barriers: Another main barrier is the fear and mistrust that form the roots of our emotional barrier which stop us from communicating effectively with our co-workers. Language Barriers: Language that describes what we would want to express and communicate to others, may at times, serve as a barrier to them. In todays global scenario, the greatest compliment we can pay to another person is by speaking and effectively communicating to them in their local language. We need to understand that the native language of employees can be different from anyone elses. Cultural Barriers: The world is made up of diverse cultures. A cultural barrier arises when two individuals in an organization belong to different religions, states or countries. Physical Barriers: Research shows that one of the key factors in building strong and integrated teams is proximity. Most offices have closed doors and cabins for those at higher levels of the organizational ladder while the large working areas are physically placed far apart. This kind of barrier forbids team members from effective interaction with each another.

Roles of management: Much has been studied and written about the role of managers in organizations. Most managers are expected to encompass aspects of visionary leadership as well as the more mundane tasks of administrative management. Henry Mintzberg, internationally renowned professor of management studies at McGill University, found that although there is variety in the responsibilities expected of managers, they can be categorized into 10 roles that managers perform. Other researchers including Fred Luthans, a professor in the Department of Management at the University of Nebraska, came to similar conclusions. Creating the Vision Successful organizations are led by visionary leaders with a clear understanding of the organization's mission statement. Part of the manager's role is to lead his team in developing the mission statement. This helps everyone focus on the organization's main purpose.

Implementing the Vision It is also the manager's role to implement the mission statement by breaking it down into specific, achievable goals. Managers help the workers to recognize how the work they do relates to the overall goal of the organization. Facilitating Change Dynamic organizations are always changing, and managers help facilitate the change through their role as change agents. They do this by fully understanding and accepting the need to change and by conveying this rationale to the staff. Mentoring Managers who are visionary leaders constantly mentor their staff. It's their role to recognize talent and groom employees for positions of additional responsibility. They contribute to the professional development of their employees by conducting performance appraisals and encouraging personal growth and increased productivity. Gathering Information It's the manager's role to gather all relevant information. Managers stay in touch with their superiors and are aware of new trends that might be implemented in the future. They maintain an "opendoor" policy with their employees to keep up-to-date with issues that might be causing resentment or discontent among them. Evaluating Information It's also the manager's role to evaluate information when it is received, to determine who should receive the information and how it will be communicated. Managers use their judgment to decide what is relevant to pass on to their supervisors and what to share with their workers. Communicating Managers must communicate information at the most suitable time, using the most appropriate method of communication whether it be face-to-face at a meeting, via electronic technology or in print. Decision-Making Managers are constantly involved in decision-making, whether it's for smaller issues such as what time workers will take their breaks or for more important matters such as firing an employee for a transgression. The decision-making role is a critical one and involves resource allocation and negotiation. Building Relationships A vital management role revolves around the interpersonal relationships managers have with their subordinates and with their superiors. A manager's level of competency is directly related to the success of these relationships. Managers who develop a climate of trust find it easier to do their job. It's easier for them to get their workers to follow directions and it's easier to take direction from their supervisors. Controlling Climate Managers are also responsible for facilitating healthy interpersonal relationships among staff members. Employees are more productive when the relationships in the workplace are supportive

and collaborative instead of filled with poisonous back-stabbing. It's the role of the manager to foster a positive climate.

Formal and informal organisation and how they are different?

Formal Organization: The formal Organization has a structure that is consciously designed to enable the people of the organization to work together for accomplishing common objectives. Thus, formal Organization so more or less arbitrary structure to which the individual must adjust. It tells idividual members to do certain things in specific manner to obey orders from designated individuals and to cooperate with others. Coordination also proceeds according to a prescribed partner in the formal Organization structure. The formal Organization is built on certain principles, i.e. around four key pillars, namely, (a) division of labor, i.e. the whole work is divided into a number of small operations and each operation is performed by a different person so that there is maximum specialization; (b) scalar and functional processes, which implies that the Organization grows both vertically and horizontally, (c) structure, which refers to the overall arrangement ensuring proper balance between different parts of the organization and secures the execution of all operations and the achievement of organizational objectives; and (d) span of control, refers to the number of subordinates directly reporting and accountable to one superior. Characteristics of Formal Organization: (a) It is deliberately impersonal; (b) it is based on ideal relationship; (c) It is deliberately constructed to achieve some goals; and (d) It is based on rabble hypothesis of nature of human beings. Criticisms of Formal Organization: (a) individuals are ignored in determining the interactions, communication and accountability; (b) the ideal relationship assumes that rational human beings will stick to rules and regulations but such assumption is hard to find in reality; (c) Assumption that punishment or reward always brings a reaction among humans (rabble hypothesis) also fails to succeed as humans are not always motivated by rewards and punishment.; (d) Rules and regulations of a formal Organization is too rigid and not sensitive to changing times and circumstances, thus becomes difficult over time to achieve the goals of the organization. Informal Organization: Informal organizations refers to the relationship between people in the organization based on personal attitudes, emotions, prejudices, likes, dislikes, etc. These relations are not developed according to procedures and regulations laid down in the formal organization structure; generally large formal groups give rise to small informal groups. These groups are not prepalnned, rather develop automatically/spontaneously acording to the organizational environment. No organization operates completely by the book. In real settings, the relationship that actually exist among employees in an organization does not follow formal lines. Employees in one department know those in other departments. They may need information about the acts of indiscipline in a particular department or some advice on delicate matters regarding the handling of jobs, etc. The associations of persons, in such cases, come under informal organization. These associations may be among employees on the same level of the hierarchy or on different levels. The communication in informal organization is very fast and efficient. If handled properly, it helps in forming the activities of the organization very efficiently and effectively. Informal organization may act to fill gaps in managements abilities. It also helps in mediating breaches in understanding between the management and the employees. Informal organizations influence productivity and job-satisfaction. It delineats avenues of promotion and points out dead-end

jobs. It makes for closer cooperation and higher morale. It brings to the members of a formal organization a feeling of belongingness, of status, of self respect/esteem, and of gregarious satisfaction. They are rather important means of maintaining the personality of the individual against certain disintegrative effects of formal organization. So there is basic difference between formal and informal organization. 1. Formal organization is formed for achievement of clearly defined objective. Such organization is established to produce consumer goods and services and meet their needs. The main objective of the formal organization is to save their organization, make it stable, develop and expand it, earn profit and provide public services etc. But informal organization has no such objectives; it is only an association of similar minded persons. It is inspired by the feeling of the friendship, fame, respect, unity, safety of job etc. 2. Formal organization is established with certain process but informal organization comes to exist spontaneously. 3. All the members of the formal organization are bound together with authority relation. In such organization a hierarchical structure of lower level, middle level and higher level managements work in co-ordination and can be showed in a chart. But informal organization is not so and duty, authority and responsibility of its members are not found in written forms. So they cannot be shown in chart. 4. In a formal organization particular works which are performed for the achievement of organizational goal are identified. The identified works are classified in different groups and sub groups. But it is not so in informal organization. 5. In formal organization duty, authority, responsibility etc of each person is clearly defined by line, rules and regulation. Si it is not done in informal organization.Informal organization works with unwritten rules, regulation and code of conduct. 6. In formal organization efficiency, skills, discipline, control,etc.are given emphasis but in informal organization freedom, homely environment, friendly behaviour etc are emphasized. 7. In formal organization communication system operates in the predetermined model and way, but communication system operates in natural way. even then communication system becomes effective in informal organization. 8. A formal organization follows traditional norms and values. It adopts environmental changes less, but informal organization becomes dynamic and works according to the changing environment.

9. Leadership is already fixed in formal organization but in informal organization leadership is not fixed. It depends on the individual ability, efficiency and charisma informal organization. 10. All the activities of a formal organization are directed towards achievements of the organizational goal. So less importance is given to social and psychological necessity, interest, expectation, feelings etc. of the persons involved in it. But in informal organization priority is to social and psychological necessity, expectation, interest, feelings etc of its members.