Organization and Management (2nd Grading)

NATURE OF STAFFING
➢ Staffing, is the Human Resource
function of identifying, attracting, hiring and retaining people with
necessary qualifications to fill the responsibilities of current and future jobs
in the organization.
Steps of Staffing
1.) the identifying of job vacancies, job requirements, as well as work force
requirements;
2.) checking internal environment of the organization for human resources;
3.) external recruiting;
4.) selecting those with essential qualifications for the job opening;
5.) placing the selected applicant;
6.) promoting;
External and Internal forces affecting present and future needs for human
resources.
• EXTERNAL
➢ External forces include economic, technological, social, political and legal
factors.
• INTERNAL
➢ Internal factors or forces that affect staffing. (salary scales offered by a
company may not be high enough to attract personnel who are really
qualified for the job.)
What is Recruitment?
➢ the process of actively seeking out, finding and hiring candidates for a
specific position or job. The recruitment definition includes the entire hiring
process, from inception to the individual recruit’s integration into the
company.
• External Recruitment
➢ outside sources are considered in the process of locating potential
individuals who might want to join the organization and encouraging them
to apply.
• Internal Recruitment
➢ filling job vacancies can be done through promotions
or transfer of employees who are already part of the organization.
What is Interview?
➢ important in determining the qualifications of an applicant and
gauging his or her ability to perform a job. Interviews may come in
different forms.
• Types of Job Interviews
1. Structured Interview – the interviewer asks the applicant to answer a set
of prepared questions –situational, job knowledge, job simulation, and
worker requirements questions.
2. Unstructured Interview – The interviewer has no interview guide and
may ask questions freely.
3. One-on-one interview - one interviewer is assigned to interview the
applicant.
4. Panel interview – several interviewers or a panel interviewer may
conduct the interview of applicants; three to five interviewers take turns in
asking questions.

PERFORMANCE EVALUATION
➢ Both training and development are essential to achieve success in today’s
organizations.
➢ Managers must first try to observe the business condition and the
economic, strategic and technological changes that are happening
in the organization’s environment.
• Examples of Organization Analysis
1. analysis of effects of downsizing, branching out conflicts with rival
companies, and others that may require training or retraining of
employees.
2. Task analysis involves, for example, a checking of job requirements to find
out if all these are being done to meet company goals. If not this may be a
go-signal to train or retrain personnel.
3. Person analysis determines who among the employees need training or
retraining. This is to avoid spending for the training of employees who no
longer need it.
• Different Learning Principles
1. Modeling – the use of personal behavior to demonstrate the desired
behavior or method to be learned.
2. Feedback and reinforcement – learning by getting comments or
feedback from trainees themselves, from trainers, or fellow trainees, which
can help the individual realize what they are doing wrong.
 3. Massed vs. distributed learning - learning by giving training through
either few, long hours of training (massed) or series of short hours of
training (distributed).
4. Goal-setting – learning through the explanation of training goals and
objectives by the trainers to the trainees.
5. Individual differences – training programs that consider and
accommodate the individual differences of the trainees in order to facilitate
each person’s style and rate of learning.
6. Active practice and repetition –learning through the giving of frequent
opportunities to trainees to do their job task properly.
• Three Types of Employees
1. Engage – Employees who work with passion and feel a deep connection
with their company, they drive innovation and move the organization
forward.
2. Not Engage – Employees who are essentially “checked out”, they put
time, but not energy or passion into their work.
3. Actively Disengage – Employees who are not only unhappy at work, but
also act out their unhappiness, they undermine what their engaged
coworkers accomplish
Monetary Reward
➢ rewards which pertain to money, finance or currency.
1. pay/salary
2. benefits
3. incentives
4. executive pay
5. stock option
Nonmonetary Reward
➢ rewards which do not pertain to money, finance or currency.
1. Award
2. Praise
COMPENSATION
➢ Compensation is the pay given by employers to its employees in exchange for
the job they have done.
➢ It is also being associated to performance appraisal or evaluation, as
compensation and other benefits are also being based on how well an employee
performs the tasks assigned to them.
Types of Compensation
1. Direct Compensation - This includes salaries, bonuses, commissions, and/or
incentives.
2. Indirect Compensation - This includes those benefits given to employees other
than monetary pays like health benefits, education assistance or grants, travel.
3. Nonfinancial Compensation - This includes those that do not involve money
but rather give the employees a comfortable or satisfying work privileges like
flexible working hours.
Employees may be compensated based on the following:
1. Piecework basis – when pay is computed according to the number of units
produced.
2. Hourly basis – when pay is computed according to the number of work hours
rendered.
3. Daily basis – when pay is computed according to the number of work days
rendered.
4. Weekly basis – when pay is computed according to the number of work weeks
rendered.
5. Monthly basis
“ANALYZE MOTIVATION, LEADERSHIP AND
COMMUNICATION WORK IN AN ORGANIZATION”

LEADING
➢ Successful leading must begin with focusing on the psychological capital of both
the employer/leader and the employee/subordinate.
➢ Personality – pertains to the unique combination of physical and mental
characteristics that affect how individuals react to situations and interact with
others, and if unhealthy or not fully functioning could cause conflicts problems
among individuals.
MOTIVATION
➢ Motivation encourages individuals to work enthusiastically, often performing more
work than what is required.
• THEORIES
1. McGregor’s Theory X and Theory Y – refers to the theory that was
proposed by Douglas McGregor.
2. Herzberg’s Two Factor Theory – was proposed by Frederick Herzberg.
This theory is also known as the Motivation –Hygiene Theory which states
that intrinsic factors are associated with job satisfaction while extrinsic
factors (company policy, salary, security and supervision) are associated
with jobs dissatisfaction.
3. Alderfer’s ERG Theory - was developed by Clayton Alderfer in the 1960s.
For Alderfer, a set of core needs explains behavior. E stands for existence
needs, R refers to relatedness needs and G Pertains to growth needs.
4. Goal Setting Theory - a theory stating that specific goals motivate
performance and that more difficult goals, when accepted by employees,
result in greater motivation to perform well, as compared to easy goals.
5. Reinforcement Theory – a theory which states that behavior is a function
of its consequences.
6. Job Design Theory - a theory which states that employees are motivated
to work well by combining tasks to form complete jobs.
7. Equity Theory – A theory developed by J. Stacey Adams which states
that employees assess job outcomes in relation to what they put into it and
then compare these with their co-workers.
8. Expectancy Theory – states that some individual tends to act in a certain
way, based on the expectation that the act will be followed by an outcome
which may be attractive or unattractive to him or her.
LEADERSHIP STYLES AND THEORIES
➢ Ideally, leadership should result in the willingness of individuals to work with zest,
ardor and self-reliance. The leader guides them and facilitates their progress
toward the attainment of organizational vision, mission, goals and objectives.
• Modern Leadership Views
1. Transactional Leadership Model - A theoretical model which states that
leaders guide their subordinates toward the achievement of their
organization’s goals by using social exchange or transactions by offering
rewards in exchange for their productivity.
2. Transformational Leadership Model – a view that developed from
transactional leadership. It states that leaders inspire or transform
followers to achieve extraordinary outcomes.
3. Charismatic Leadership Theory – another modern theory of leadership
which states that leaders who have a charismatic personality are able to
influence their subordinates to follow them.
4. Visionary Leadership Theory – is a theory which states that leaders are
able to make their subordinates follow because of their ability to create
and articulate a realistic, credible and attractive vision that may improve
present conditions or circumstances.
5. Team Leadership Theory – is a theory that emerged because if the fact
that leadership is increasingly taking place within a term context and that
more companies are now utilizing work teams led or guided by leaders.
6. Servant Leadership Theory - a theory proposed by Robert Greenleaf in
1970 stating that servant-leaders must focus on increased service to
others rather than to one’s self.
COMMUNICATION
➢ Communication applies to all management functions and its general purpose for
the organization to bring positive changes that influence activities leading to the
firms’ welfare.
➢ Communication may be verbal (through the use of oral and written works) or non-
verbal (through body movements, gestures, facial expressions, eye contact and
by touching).
• Communication Networks in Organizations
1. Chain network – where communication flows according to the usual
formal chain of command, downward and upward.
2. Wheel network – where communication flows between a leader and other
members of their group/team.
3. All-channel network – where communication flows freely among all
members of a team.
• Barriers to communication
1. Filtering – the shaping of information communicated in order to make it
look good or advantageous to the receiver.
2. Emotions – the interpretation of communications which may be
influenced by extreme emotions felt by the receiver.
3. Information overload – another barrier to good communication since
there are too many pieces of information received by an individual may
have a negative effect on person’s processing capacity.
4. Defensiveness - the act of self-protection when people are threatened by
something or someone.
5. Language – could also hamper good communications because words
used may have different meanings to different people belonging to
different age, educational background or cultural group.
6. National Culture – just like language, the prevailing national culture may
also cause problems in communication among members of an
organization, especially if it is multinational company.
• Overcoming Communication Barriers
1. Using feedback - this is usually done by asking questions about a memo
sent to subordinates or by asking them to give their comments or
suggestions.
2. Using simple language - this is done by avoiding uncommon terms and
flowery words that may just cause misinterpretation.
3. Active listening – this means listening well in order to grasp the full
meaning of the communication.
4. Controlling emotions - this is another method of overcoming
communication misinterpretation.
5. Observing body language – this also influences how communication is
interpreted.
THE DIFFERENT FUNCTIONAL AREAS OF MANAGEMENT
➢ The Management expertise in the general functions of management such as; planning,
organizing, staffing, leading and controlling is a great factor to determine success of the
business. Aside from this, the Management should also be skillful in the specialized
functions of management. These areas include: human resource management,
marketing management, Operations management, financial management, material and
procurement management, office management, and information & communication
technology management.

1. HUMAN RESOURCE MANAGEMENT

➢ The main job of Human Resource Department is to hire skilled employees
needed in the different departments of the organization. Other jobs include
training of personnel in order to acquire necessary skills needed to qualify and
perform efficiently in the organization. This is to ensure personal growth within
the staff and also with the rank and file.
➢ Other task they are responsible includes keeping of personal records of each
employee. They also see to it that the company is paying every benefit that the
law requires, like SSS (Social Security System), Pag-Ibig Fund, and Phil-health.
They also need to register every employee at the BIR (Bureau of Internal
Revenue) for tax purposes.
➢ The company has also responsible in handling the worker’s demand through
their union association. The union association usually ask the management for
salary increase and other benefits. A conflict between Management and Union
labor Association may sometimes arise in some difficult situation.

2. MARKETING MANAGEMENT
➢ Marketing department is in charge of the sales, advertisements, and promotions
of new products being developed by the company.
➢ Their primary duty is to find buyers/customers that will patronize the company
products. They see to it that existing customers are being taken care of. It
means, any complain the customers may have will immediately address and be
given immediate solution.
➢ Big companies have their own marketing and sales department to take good care
the job of finding buyers and selling their products. Marketing Managers on the
other hand are responsible with developing of ways to improve the brand by
evaluating the demand for the product or service. They keep an eye with the
behavior of their competitors and find various ways to maintain the demand for
the brand.
➢ Public relations managers on the other hand, are responsible to promote the
company to maintain its reputation and performance.
3. OPERATIONS MANAGEMENT
➢ Responsible on crafting a blueprint and regulating production output.
➢ Workers that collaborate to each other in order to carry out the task they are
assigned to do. The Production Manager is responsible with the materials and
services needed in the production process.
➢ Production scheduling is very important task of the Production Manager to make
sure that production deadline can be met.
➢ Lead times should be followed strictly to give enough time for the supplier to
deliver the goods needed in the production.
➢ Maintenance and repair of equipment is also an important task that the
Production in charge is responsible to do.

4. FINANCIAL MANAGEMENT
➢ Responsible in managing the money matters of the company. This is very
important to ensure the smooth flow of operation.
➢ The Finance manager is responsible to raise fund and use it in an efficient way
for the business operation. He is also tasked to do life long and important
investment activities of the resources of the company and allocate the same in
achieving the company’s goal the best way possible.
➢ A Treasurer who is in charge in the main financial areas of Investment.
➢ Controller on the other hand is the one who is responsible in the preparation of
Financial Reports such as the Statement of Comprehensive Income (SCI) or
formerly known as Income Statement, the Statement of Financial Position (SFP)
or also known as the Balance sheet and Cash flows.
➢ Responsibilities:
o Investment decision
o Financing decision
o Asset Management decision
➢ Classification of Finance Managers
o Credit Managers
o Cash Managers
o Finance Manager
5. MATERIALS AND PROCUREMENT MANAGEMENT
➢ In charge in purchasing materials and other supplies needed in the production
and other department of the organization.
➢ Monitoring Inventories, this way they can decide which item is needed to be
purchased. The concern department then will fill out the Material Requisition
Form, once approved, they are now ready to purchase the needed supplies.
Before the Purchase order is prepared, the purchasing department needs to
canvass the price from three suppliers. From these three suppliers, the company
will get the lowest price with the best terms and conditions.
➢ Bidding is done to ensure that the company could avail of the greatest materials
and or services at a reasonable price without sacrificing the quality of it.
6. OFFICE MANAGEMENT
➢ “Office management, as a function, is that branch of the art and science of management
which is concerned with efficient performance of office work whenever and wherever that
work is to be done.” — William If. Leffingwell and Edwin M. Rot.
➢ Main purpose is to handle the clerical part of the different functional departments of the
business organization.
➢ This department employee are the secretaries, office managers, and executive
assistants.
➢ Importance of office management
o Helps in achievement of targets
o Optimum use of Resource
o Minimization of Cost
o Smooth flow of work
o Provides leadership
o Managing Change
o Social benefits
7. INFORMATION AND TEACHNOLOGY MANAGEMENT
➢ Pertains to the administration of information using computer and modern technology to
expedite the flow of communication inside and outside the organization.
➢ In this way, the management can easily access customer’s record and update
information such as payment and purchases.
➢ Different information system
o Sales and Marketing information system
o Finance and accounting information system
o Human resource system

Prepared by: Guillermo, Raven Grace