Professional Documents
Culture Documents
MANPOWER
PLANNING
FORECASTING PREPARING
MANPOWER MANPOWER
REQUIREMENT INVENTORY
IDENTIFICATION OF
MANPOWER GAP
SURPLUS SHORTAGE OF
MANPOWER MANPOWER
JOB ROTATION
JOB
JOB JOB DESIGN ENLARGEMENT
SIMPLFICATION
JOB ENRICHMENT
RECRUITMENT
Increase in efficiency
Increase in morale of employee
Better human relation
Reduce supervision
Increased organization ability and
flexibility
TYPES OF TRAINING
Orientation
Safety
Promotional
Refresher
Remedial
Induction
TECHNIQUES OF TRAINING
ON THE JOB OFF THE JOB
Coaching
Job instruction
Demonstration
Vestibule training
Case study
Apprenticeship
Seminar
Internship
conferences
Simulation training
PERFORMACE APPRAISAL
CHARACTERTISTICS
• It is a continuous process
• It is a systematic examination of
the employees
• It is a process consisting at a series
of step
OBJECTIVE OF PERFORMANCE
APPRAISAL
Salary increase
Promotion
Training and development
Feedback
Pressure on employees
PEFORMANCE APPRAISAL
PROCESS
DIRECTING
According to Earnest dale," directing is
telling what to do and seeing that they
do it to the best of their ability.”
FEATURES/NATURE OF DIRECTION
Direction is related to performance
Direction is pervasive function of
management at all levels
Direction is a continuous activity
Direction is an effective supervision and
leadership
Direction is activating and motivating
force
Communication is the basis for successful
direction
IMPORTANCE OF DIRECTION
Direction deals with human factor
Direction initiates action
Direction integrates employees efforts
Direction facilitates changes
Direction is important at all levels of the
management
Direction is helpful in making effective
plans
Direction is the means of motivation
Direction provides stability to the
enterprise
ELEMENTS OF DIRECTION
SUPERVISION
MOTIVATION
LEADERSHIP
COMMUNICATION
PRINCIPLES
RELATING TO RELATING TO
PURPOSE OF DIRECTION PROCESS
DIRECTION • Unity of command
• Maximum individual • Managerial form of
communication
contribution
• Appropriateness of direction
• Harmony of objective technique
• Efficiency of direction • Use of informal organization
• Leadership
• Follow through
TECHNIQUES
ORDERS AND INSTRUCTION
FOLLOW UP ORDERS AND
INSTRUCTION
STANDARD PRACTICE AND
PROCEDURES
BEHAVIOURAL PATTERN
MOTIVATION
According to Dalton E. Mc.
Farland, “motivation refers to
the ways in which urges,
drives , desires, aspirations,
striving or needs direct,
control or explain the behavior
of human beings.”
THEORIES OF MOTIVATION
o POSTIVE
PERSON’S OUTCOME > OTHER’S OUTCOME
PERSONS’S INPUT OTHER’S INPUT
MCGREGOR’S THEORY X AND Y
McGregor, an
American social
psychologist ,
proposed theories
on behaviour of
individuals at work
,he has formulated
2 models X and Y
THEORY X ASSUMPTIONS
The average human being has an inherent dislike
of work and will avoid it if he/she can
Most people must be controlled/threatened if they
are to work hard
The average human prefers to be directed,
dislikes responsibility, is unambiguous, and
desires security above everything else
THEORY Y ASSUMPTIONS
Effort in work is as natural as work and
play
Control and punishment are not the only
ways to make people work man will direct
himself if he is committed to the goals of
the org
If a job is satisfying then the result will be
commitment to the organisation
The average man learns not only to
accept but to seek responsibility
SO… managerial style can be
seen as:-
X MANAGERIAL STYLE Y