ORGANIZING

Process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company Includes creating departments and job descriptions
Sales manager

Direct

Corporate

Channel

ORGANIZING
Organizing means assigning the planned tasks to various individuals or groups within the organization and cresting a mechanism to put plans into action. Organizing is the function of management which follows planning. It is a function in
which the synchronization and combination of human, physical and financial resources takes place. All the three resources are important to get results. Therefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. According to Chester Barnard, Organizing is a function by which the concern is able to define the role positions, the jobs related and the coordination between authority and responsibility. Hence, a manager always has to organize in order to get results.

Organizational structure Each organization has a organizational structure. By action and/or inaction, managers structure businesses. Ideally, in developing an organizational structure and distributing authority, managers decision reflect the mission, objectives, goals and tactics that grew out of the planning function. Specially they decide :

ORGANIZING
1. 2.

Division of labour Delegation of authority Departmentation Division of labour : division of labour is captured in an organization chart, pictorial representation of an organizations formal structure. An organization chart is concerned with relationships between the tasks and the authority to do the tasks. The division/specialization of labour Relative authority Departmentation Span of control

3. 1.

ORGANIZING

The levels of management Coordination centers formal communication channels Decision responsibility 2. Delegation of authority : authority is legitimized power. Power is the ability to influence others. Delegation is distribution of authority. Delegation frees the manager from tyranny of urgency. Delegation frees the manager to use his/her time on high priority activities. It does not frees up the manager of accountability for the actions of his/her subordinates. 3. Departmentation : it is the grouping of jobs under the authority of a single manager, according to rational basis, for the purposes of planning, coordination and control. The number of department in an organization depends upon the number of different jobs i.e. the size and complexity of business

A manager performs organizing function with the help of following steps:

Identification of activities - All the activities which have to be performed in a concern

have to be identified first. For example, preparation of accounts, making sales, record keeping, quality control, inventory control, etc. All these activities have to be grouped and classified into units.

ORGANIZING

Departmentally organizing the activities - In this step, the manager tries to

combine and group similar and related activities into units or departments. This organization of dividing the whole concern into independent units and departments is called departmentation.

Classifying the authority - Once the departments are made, the manager likes to
classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority help in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplication or overlapping of efforts and this helps in bringing smoothness in a concerns working.

Co-ordination between authority and responsibility - Relationships are

established among various groups to enable smooth interaction toward the achievement of the organizational goal. Each individual is made aware of his authority and he/she knows whom they have to take orders from and to whom they are accountable and to whom they have to report. A clear organizational structure is drawn and all the employees are made aware of it.

STAFFING
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 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. 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.

STAFFING
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.

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.

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.

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.

THE IMPORTANCE OF STAFFING

The managers functions of planning, organizing and

controlling can be viewed as essentially objective tasks which may have some important mechanistic features. The functions of staffing is concerned exclusively with the people. Naturally this introduces complexities that do not yield well to logic. Thus uncertainties and directing people may lead to frustration of managers. Yet the human assets are of great importance but never shown on balance sheets a distinct category, although a great deal of money is invested in recruiting, selecting and in training of people. So it is referred as human resource accounting

Leading (Influencing) means guiding the activities of the organization members in appropriate directions. Objective is to improve productivity.

LEADING
Getting others to perform the necessary tasks by motivating them to achieve the organizations goals
Crucial element in all functions

CONTROLLING
Process by which a person, group, or organization consciously monitors performance and takes corrective action

CONTROLLING
What is Controlling?
Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions According to Brech, Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs. According to Donnell, Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course.

Controlling has got two basic purposes

It facilitates co-ordination
It helps in planning

Features of Controlling Function

Following are the characteristics of controlling function of management

Controlling is an end function- A function which comes once the performances are made in conformities with plans.
Controlling is a pervasive function- which means it is performed by managers at all levels and in all type of concerns. Controlling is forward looking- because effective control is not possible without past being controlled. Controlling always look to future so that follow-up can be made whenever required. Controlling is a dynamic process- since controlling requires taking reviewable methods, changes have to be made wherever possible.

Controlling is related with planning- Planning and Controlling are two inseparable functions of management. Without planning, controlling is a meaningless exercise and without controlling, planning is useless. Planning presupposes controlling and controlling succeeds planning.

CO-ORDINATING
A manager needs to have the capability to co-ordinate the various sections of his project team. As earlier identified even an ordinary type of tasks require different types of skills being employed. Good management of project implies proper coordination among these sections. Coordination is a task of manager Individual often interpret similar interests in different ways, and their efforts towards mutual goals do not automatically mesh with the efforts of others. It thus becomes the central task of the manger to reconcile differences in approach, timing, efforts, interest and to harmonize individual goals to contribute to organizational goals. coordination is the orderly synchronization or fitting together of the interdependent efforts of individuals in order to attain a common goal. Coordination is the essential pat of all the managerial functions of planning, organizing, leading and controlling.

DIRECTING
oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. According to Human, Directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals.

DIRECTING is said to be a process in which the managers instruct, guide and

Direction has got following characteristics:

Pervasive Function - Directing is required at all levels of organization. Every manager provides guidance and inspiration to his subordinates. Continuous Activity - Direction is a continuous activity as it continuous throughout the life of organization.

DIRECTING
Human Factor - Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and
behavior is unpredictable, direction function becomes important.

Creative Activity - Direction function helps in converting plans into

performance. Without this function, people become inactive and physical resources are meaningless.

Executive Function - Direction function is carried out by all managers

and executives at all levels throughout the working of an enterprise, a subordinate receives instructions from his superior only.

Delegate Function - Direction is supposed to be a function dealing with

human beings. Human behavior is unpredictable by nature and conditioning the peoples behavior towards the goals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behavior.

MOTIVATING
Our history is filled with stories of kings motivating their armies by the way of incentives or motivating speeches and finally succeeding in the victories. Motivation is an essential part of good management practices and is a process of simulating an individual to take action that will accomplish a desired goal. Selection , training, evaluation and discipline cant guarantee a high level of employee performance. Motivation, the inner force that directs employee behavior, also plays an important role. Highly motivated people perform better than unmotivated people. Motivation covers up ability and skill deficiencies in employees. Such truisms about motivation leave employers wanting to be surrounded by highly motivated people but unequipped to motivate their employees. The most effective motivation for employees comes from within each employee, i.e. self motivation. Possible indicators of self motivation include: past accomplishments in school, sports, organization and work ; stated career goals and other kinds of goals ; expertise in one or more areas that shows evidence of craftsmanship, pride in knowledge and abilities, and self confidence; an evident desire to continue to learn; and a general enthusiasm for life

VARIOUS AREAS OF MANAGEMENT

Management consists of six separate branches, namely:

Human resource management

Operations management/ production management

Strategic management Marketing management Financial management Information technology management responsible for management information systems

HUMAN RESOURCE MANAGEMENT

The human resource is the biggest asset of any organisation and as the managers say is the most difficult asset to maintain. The corporate world of today understand the value of its employees i.e. the human resource than ever before. That is the main reason every credible organisation has a human resource division to acquire, develop, reward and maintain its work force Human resource management means creating systems to manage employees that support an organizational strategy. It includes: Analyzing and designing jobs. Forecast demand and supply of workers. Ensure legal compliance. Train and develop employees. Manage employee performance and career progress. Create incentive plans to motivate employees. Assure employee safety and health. Retain employees. Carry out disciplinary actions.

1. 2. 3. 4. 5. 6. 7. 8. 9.

ORGANIZATIONAL SYSTEM

Material subsystem

Financial subsystems

Human resources subsystem

Marketing subsystem

Technology subsystem

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

There are two broad functions of human resource management: 1. Managerial functions 2. Operational functions Managerial functions includes Planning Organizing Directing Co-ordinating Controlling Operational functions of human resource management relates to employment, development, compensation and relations. All these are interacted by managerial functions

OBJECTIVES OF HRM
The objective of hrm is to achieve a high level of return

on an organizations investment in people. For the many organisations people are the only, or the most expensive asset open on which the success of the enterprise is dependent

SCOPE OF HRM
The scope of hrm refers to all the activities that come under the banner of hrm. These activities are as follows: Human resources planning: human resource planning or hrp refers to a process by the company identify the number of jobs vacant, whether the company has the excess staff or shortage of staff and to deal with th excess or shortage. Job analysis design: another important area of hrm is job analysis. Job analysis gives a detailed explanation about each and every job in the company. Based on this job analysis company prepares advertisements. Recruitment and selection: based on info. Collected from job analysis the company prepares advertisement and publish them in newspapers. This is recruitment. A number of applications are received after the advertisement is published, interviews are conducted and the right employee is selected.

SCOPE OF HRM
Orientation and induction: once the employee is selected an

induction or orientation program is conducted. The employees are informed about the background of the company, explained about the organizational structure and values and work ethics and introduced to the other employees.
Training and development: every employee undergoes a training

session which helps him to put up a better performance on the job. Training session is conducted for the existing employees that have a lot of experience. This is called refresher training. Training and development is one area where the company spends a huge amount
Performance appraisal: once the employee has put in a 1 year of

service, performance appraisal is conducted i.e. the hr department checks the performance of the employee. Based on these appraisal future promotion, incentives, increments in salary is decided.

SCOPE OF HRM
Compensation planning and remuneration: there are various rules

regarding compensation and other benefits. It is the job of the hr department to look into remuneration and compensation planning.
Motivation, welfare, health and safety: motivation becomes

important to sustain the number of employees in the company. It is a job of hr department to look after different method of motivation. Apart from this certain health and safety regulations have to be followed for the benefits of the employee.
Industrial relations: another important area of hrm is maintaining

co-ordinal relations with the union members. This will help the organisation to prevent strikes, lockouts and ensure smooth working of company

CHALLENGES BEFORE HR MANAGER

Retention of the employees: it is the most important challenge

to face the retention of labour force. Many companies have a high rate of labour turnover therefore hr is required to take some action to reduce the labour turn over Multicultural work force: with the increase in multicultural companies increasing in different nations, the workforce consists of people from different cultures. Dealing with the each of the needs which are different. The challenge is to integrate the multicultural labour workforce. Women in the work force: the number of women who have joined the work has drastically increased over a few years. Women employees face totally different problems. They have responsibility towards family. The organisation needs to consider this aspect too. The challenge lies in creating gender sensitivity and in providing a good working environment to women employees.

CHALLENGES BEFORE HR MANAGER

Handicapped employees: this section of population faces a lot

of problems. Very few organisations have specially designed facilities for handicapped workers. The challenge is provide suitable working environment for such employees and encourage them to work better. Retrenchment of employees : In many places companies have reduced the workforce due to changing economic situations, labourers and workers who have displaced face severe problems. It leads to negative atmosphere and attitude among th employees. The challenge is to implement the retrenchment policy without hurting the sentiments of the workers. Initiating the process of change: Changing the method of working, changing the attitude of people and changing the perception and values of organisation have become necessary today. Although company may want it, but it is very difficult to make workers accept change.