MANAGEMENT

Management is the process of reaching organizational goals by working with

and through people and other organizational resources.
Management has the following 3 characteristics:
1.
2.
3.

It is a process or series of continuing and related activities.

It involves and concentrates on reaching organizational goals.
It reaches these goals by working with and through people and other
organizational resources.

MANAGEMENT FUNCTIONS:
The 4 basic management functions that make up the management process
are described in the following sections:
1. PLANNING
2. ORGANIZING
3. INFLUENCING
4. CONTROLLING.
PLANNING: Planning involves choosing tasks that must be performed to
attain organizational goals, outlining how the tasks must be performed, and
indicating when they should be performed.
Planning activity focuses on attaining goals. Managers outline exactly what
organizations should do to be successful. Planning is concerned with the
success of the organization in the short term as well as in the long term.
ORGANIZING:
Organizing can be thought of as assigning the tasks developed in the
planning stages, to various individuals or groups within the organization.
Organizing is to create a mechanism to put plans into action.
People within the organization are given work assignments that contribute
to the companys goals. Tasks are organized so that the output of each
individual contributes to the success of departments, which, in turn,
contributes to the success of divisions, which ultimately contributes to the
success of the organization.
INFLUENCING:
Influencing is also referred to as motivating,leading or directing.Influencing
can be defined as guiding the activities of organization members in he

direction that helps the organization move towards the fulfillment of the
goals.
The purpose of influencing is to increase productivity. Human-oriented work
situations usually generate higher levels of production over the long term
than do task oriented work situations because people find the latter type
distasteful.
CONTROLLING:
Controlling is the following roles played by the manager:
1.
2.
3.

Gather information that measures performance

Compare present performance to pre established performance norms.
Determine the next action plan and modifications for meeting the
desired performance parameters.
Controlling is an ongoing process.

PERSONNEL MANAGER
a person who is in charge of the department that deals with the
employment, training, support, records, etc. of a company's employees:The
function of a personnel manager usually begins with the staffing process.

DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HUMAN

RESOURCE MANAGEMENT

Human resource management is the new versionof personnel

management. There is no any watertight difference between human
resource management and personnel management. However, there are
some differences in the following matters.
1. Personnel management is a traditional approach of managing people
in the organization. Human resource management is a modern approach
of managing people and their strengths in the organization.
2. Personnel management focuses on personnel administration,
employee welfare and labor relation. Human resource management
focuses on acquisition, development, motivation and maintenance of
human resources in the organization.
3. Personnel management assumes people as a input for achieving
desired output. Human resource management assumes people as an
important and valuable resource for achieving desired output.
4. Under personnel management, personnel function is undertaken for
employee's satisfaction. Under human resource management,
administrative function is undertaken for goal achievement.
5. Under personnel management, job design is done on the basis of
division of labor. Under human resource management, job design
function is done on the basis of group work/team work.
6. Under personnel management, employees are provided with less
training and development opportunities. Under human resource
management, employees are provided with more training
anddevelopment opportunities.
7. In personnel management, decisions are made by the top
management as per the rules and regulation of the organization. In
human resource management, decisions are made collectively after
considering employee's participation, authority, decentralization,
competitive environment etc.

8. Personnel management focuses on increased production and

satisfied employees. Human resource management focuses on
effectiveness, culture, productivity and employee's participation.
9. Personnel management is concerned with personnel manager.
Human resource management is concerned with all level of managers
from top to bottom.
10. Personnel management is a routine function. Human resource
management is a strategic function.

STAFFING
M EANING

OF

S TAFFING :

The term Staffing relates to the recruitment, selection, development,

training and compensation of the managerial personnel. Staffing, like all
other managerial functions, is the duty which the apex management
performs at all times. In a newly created enterprise, the staffing would
come as a. third stepnext to planning and organizingbut in a going
enterprise the staffing process is continuous.
In order to define and clarify the group of employees included in the staffing
concept, it must be stated that the staffing function is concerned with the
placement, growth and development of all of those members of the
organization whose function it is to get things done through one effort of
other individuals.
This definition includes all levels of management because those who will
occupy positions in the top two or three levels of management fifteen or
twenty years from now are likely to be found in the lower levels today.
The managerial function of staffing involves manning the organisational
structure through effective and proper selection, appraisal, and
development of personnel to fill the roles designed into the structure.
Koontz and ODonnell

N ATURE

OF

S TAFFING :

Staffing is an integral part of human resource management. It facilitates

procurement and placement of right people on the right jobs.
The nature of staffing function is discussed below:

1. People Centred:
Staffing is people centred and is relevant in all types of organisations. It is
concerned with all categories of personnel from top to bottom of the
organisation.
The broad classification of personnel may be as follows:
(i) Blue collar workers (i.e., those working on the machines and engaged in
loading, unloading etc.) and white collar workers (i.e., clerical employees).
(ii) Managerial and non-managerial personnel.
(iii) Professionals (such as Chartered Accountant, Company Secretary,
Lawyer, etc.).
2. Responsibility of Every Manager:
Staffing is a basic function of management. Every manager is continuously
engaged in performing the staffing function. He is actively associated with
recruitment, selection, training and appraisal of his subordinates. These
activities are performed by the chief executive, departmental managers and
foremen in relation to their subordinates. Thus, staffing is a pervasive
function of management and is performed by the managers at all levels.
It is the duty of every manager to perform the staffing activities such as
selection, training, performance appraisal and counseling of employees. In
many enterprises. Personnel Department is created to perform these
activities.
But it does not mean that the managers at different levels are relieved of
the responsibility concerned with staffing. The Personnel Department is

established to provide assistance to the managers in performing their

staffing function. Thus, every manager has to share the responsibility of
staffing.
3. Human Skills:
Staffing function is concerned with training and development of human
resources. Every manager should use human relations skill in providing
guidance and training to the subordinates. Human relations skills are also
required in performance appraisal, transfer and promotion of subordinates.
If the staffing function is performed properly, the human relations in the
organisation will be cordial.
4. Continuous Function:
Staffing function is to be performed continuously. It is equally important in
the established organisations and the new organisations. In a new
organisation, there has to be recruitment, selection and training of
personnel. In a running organisation, every manager is engaged in various
staffing activities. He is to guide and train the workers and also evaluate
their performance on a continuous basis.

I MPORTANCE

OF

S TAFFING :

It is of utmost importance for the organisation that right kinds of people are
employed. They should be given adequate training so that wastage is
minimum. They must also be induced to show higher productivity and
quality by offering them incentives.
In fact, effective performance of the staff function is necessary to
realize the following benefits:

1. Efficient Performance of Other Functions:

Staffing is the key to the efficient performance of other functions of
management. If an organisation does not have competent personnel, it
cant perform planning, organisation and control functions properly.
2. Effective Use of Technology and Other Resources:
It is the human factor that is instrumental in the effective utilisation of latest
technology, capital, material, etc. the management can ensure right kinds
of personnel by performing the staffing function.
3. Optimum Utilisation of Human Resources:
The wage bill of big concerns is quite high. They also spend money on
recruitment, selection, training and development of employees. In order to
get the optimum output from the personnel, the staffing function should be
performed in an efficient manner.
4. Development of Human Capital:
The management is required to determine the manpower requirements well
in advance. It has also to train and develop the existing personnel for
career advancement. This will meet the requirements of the company in
future.
5. Motivation of Human Resources:
The behaviour of individuals is shaped by many factors such as education
level, needs, socio-cultural factors, etc. that is why, the human aspect of
organisation has become very important. The workers can be motivated
through financial and non-financial incentives.

6. Building Higher Morale:

Right type of climate should be created for the workers to contribute to the
achievement of the organisational objectives. By performing the staffing
function effectively, management can show the significance it attaches to
the personnel working in the enterprise. This will increase the morale of the
employees.

TIME STUDY
What is it?
Time study is a tried and tested method of work measurement for setting basic
times and hencestandard times for carrying out specified work. Its roots are
back to the period between the two World Wars.
The aim of time study is to establish a time for a qualified worker to perform
specified work under stated conditions and at a defined rate of working.
This is achieved by a qualified practitioner observing the work, recording what
is done and then timing (using a time measuring device)
andsimultaneously rating (assessing) the pace of working.
The requirements for taking a time study are quite strict.
Conditions:
the practitioner (observer) must be fully qualified to carry out Time Study,
the person performing the task must be fully trained and experienced in the
work,
the work must be clearly defined and the method of doing the work must be
effective
the working conditions must be clearly defined

There are two main essentials for establishing a basic time for specified work
i.e. rating and timing.
Some terminology explained
Timing
The observer records the actual time taken to do the element or operation. This
usually is in centiminutes (0.01 min.) and is recorded, using a stop-watch or
computerized study board.
Rating.
When someone is doing work his/her way of working will vary throughout the
working period and will be different from others doing the same work. This is
due to differing speeds of movement, effort, dexterity and consistency. Thus, the
time taken for one person to do the work may not be the same as that for others
and may or may not be 'reasonable' anyway. The purpose of rating is to adjust
the actual timeto a standardized basic time that is appropriate and at a defined
level of performance. Rating is on a scale with 100 as its standard rating.
(Managers-net Website topic Rating).
Elements
A complete job usually will be too long and variable to time and rate in one go,
so it would be analysed into several smaller parts (elements) which, separately,
will each be timed and rated.
Basic time
This is the standardised time for carrying out an element of work at standard
rating.
Example: An observer times an element as 30 centiminutes (cm) and because it
is performed more slowly than the standard 100, he ratesit as 95. Thus the basic
time is 95% of 30 or 28.5 basic cm. The formula is: (actual time x rating)/100.
Allowances
Extra time is allowed for various conditions which obtain, the main ones
being relaxation allowance for:

recovery from the effort of carrying out specified work under specified
conditions (fatigue allowance)
attention to personal needs
adverse environmental conditions,
plus:
others concerned with machine operations
Frequency
The basic time is the time for a complete cycle to be performed but as not all
elements are repeated in every cycle their times per average cycle must be pro
rata. In the example which follows, element 2 only occurs once every eight
cycles so its basic time is one eighth of the element time, per cycle. Similar
treatment for element 7 (one twelfth).
Standard time:
Basic time + allowances

INTERVIEW SCHEDULE
An interview schedule is the guide an interviewer uses when conducting a S
TRUCTURED INTERVIEW . It has two components: a set of questions
designed to be asked exactly as worded, and instructions to the interviewer
about how to proceed through the questions. The questions appear in the
order in which they are to be asked. The questions are designed so they can
be administered verbatim, exactly as they are written. The questions need to
communicate not only what information is being asked of R ESPONDENTS
but also the form or the way in which respondents are Similarly

WORK MEASUREMENT:
TECHNIQUES OF WORK
MEASUREMENT
International Labour Organization(ILO) defined work measurement as die
application of techniques designed to establish the work content of a
specified task by determining the time required for carrying it out at a
defined standard of performance by a qualified worker. Conventionally, it is
known as time study, which is primarily carried out to determine the
standard time required to perform a specific t ask. Such time standards are
used for planning and scheduling work, for cost estimating or for labour
cost control. Otherwise, it may serve as the basis for a wage incentive plan.
But we find it has wide application in deciding a wage incentive plan.

TECHNIQUES OF WORK MEASUREMENT:

There are different techniques of work measurement. However, the

following are the principal techniques:
1. Time study
2. Ratio-delay study (Statistical Sampling Technique)
3. Synthesis from standard data
4. Pre-determined motion time standard
5. Analytic estimating
Out of all these, only the time study technique is widely used because
others are complicated in nature. Here also, we will discuss in detail the
time study only, while simply defining the other techniques.

TIME STUDY:
ILO defined time study as a technique for determining as accurately as
possible from a limited number of observations, the time necessary to carry
out a given activity at a defined standard of performance. For carrying out
a time study, equipments such as stopwatch, study board, pencils, slide
rule, etc. are required.
The different types of stopwatches include:
1. Stopwatches that record one minute per revolution by intervals of onefifth of a second with a small hand recording 30 minutes.
2. Stopwatches that record one minute per revolution, calibrated in onehundredth of a minute with a small hand recording 30 minutes.

3. Decimal-hour stopwatches recording one-hundredths of an hour with a

small hand recording up to one hour in 100 divisions.
The following steps are necessary for carrying out a time study for
the measurement of work:
a. To collect and complete all available information about the job, which
should also include the surrounding conditions and also the attributes of the
operators, which are likely to affect the work
b. To record the details of the methods and also to break down different
operations into their elements
c. To record the time taken by the operators to perform the operation (element-wise) measuring preferably with a timing device such as a stopwatch
d. To assess the working speed of the operators by comparing the same
with a predetermined normal speed
e. To convert the observed time to normal time
f. To decide the rate of allowances that may be given over and above the
normal time of the operation
g. To determine the allowed time for operation

OTHER TECHNIQUES OF WORK MEASUREMENT:

Since carrying out the time-study for each job is a time consuming task,
statistical techniques, that is, ratio-delay study is often carried out. Ratiodelay is a sampling technique. Instead of going for the complete job study
under ratio-delay techniques, a sufficiently large number of readings are
taken at random intervals.

Like all other sampling techniques, under this method also there are bound
to be some errors. However, since the cost of such study is not much,
many organizations which have the expertise prefer this method. Moreover,
under this method, because rating is not done and the time is recorded
directly using a stopwatch, it encounters no resistance from the workers.
Synthesis from standard data method synthesizes time standards that are
built up or synthesized from element times previously obtained from direct
time-study. Most of the organizations that have an independent work study
department, build up a synthetic table converting the commoner elements.
However, some units also use such time record of other organizations as
standard data. For obvious non-commonality of technology, skill, process,
and working environments, this type of synthesis may not always be
correct.
Pre-determined motion time standards have been developed for different
job elements based on the elementary movement. Usually, for time
measurement, work factor and basic motion, times are recorded in any predetermined time standards. Work study analysts use such time-standards
as the basis for comparing the observed time of the present workers. This
enables the work-study men to quickly decide the efficiency or otherwise of
the workers and to make decisions accordingly.
Analytical estimation is normally used in plant maintenance and repair
work. This is a compromise between straight rate fixing and time-study.
Since maintenance and repair jobs require adequate planning and also
because such jobs, by their very nature, call for creativity and
innovativeness, it is difficult to enforce straight rate fixing. Analytical
estimation is difficult in nature and is also not always fool-proof for the
inexperience of the work-study men.