Planning, Organizing and Human Resource Management

PLANNING
Setting goal and deciding how to achieve them
2 attributes:
MISSION: what is our reason for being?
-purpose of the org.
VISION: what do we want to become?
-long term goal
Types of planning
Strategic
-top managers (1-10 yrs)
-overall direction of the org.
Tactical
-middle managers (6-24 months)
-department or similar units
Operational
-first line managers(1-52 weeks)
-specific tasks
MANAGEMENT OBJECTIVES
Set by Peter Brucker in 1954
Jointly set obj.
-employee & manager
-back & forth negotiation
Develop action plan: how to attain
Periodically review performance: meeting often
Give performance rewards and appraisals: discuss results
The organization
A system of consciously coordinated act or forces of two or more people
TYPES:
-for profit
-non-profit: to offer service
-mutual benefit: to aid member only
Organizational chart
Box & line illustration showing the lines of authority
Org. official position and division of labor
Hierarchies in Org. chart
Vertical
-up & down
-chain of command
-who reports to whom
 Horizontal
-who specializes in what work
-left & right
Elements of the Org. Chart
-common purpose: Unification of members
-coordinated effort: working together for a common purpose
-division of labor: work specialization
-hierarchy of authority: chain of command
-span of control: # of people reporting directly to a given manager
Narrow: a manager has limited # of people reporting
Wide: several people reporting

-authority: rights inherent to position

-responsibility: obligation to perform task
-Delegation: assigning managerial authority
-Centralization and Decentralization of authority
Centralized authority: important decisions are made by higher-level managers
Decentralized authority: managers are encouraged to solve their own problems
Human Resource Management
-act. Managers to perform, to plan for, attract, develop, and retain on effective workforce
-purpose: to gte optimum work performance to help realize the mission and vision
-job description: sum. What the holder of the jobs does and why he does it
-job specification: min. qualification, a person must have to perform the job successfully.
RECRUITMENT
-locating/attracting qualified applicants for jobs open in the org.
-internal: hiring from inside, via job postings
Adv.: cheaper process, higher morale, fewer risks
Disadv.: no fresh viewpoints, vacancy elsewhere
-external: hiring from outside, via newspaper/agencies
Ord. of mouth
SELECTION
-screening of job applicants
-background info: application from resume
-interview:
Structured: probing questions
Unstructured: each applicant, same question
-employment tests
Ability, personality, performance, physical exam
Orientation
-helping newcomers learn the ropes
-six months
Jon routine
 Organizations mission/ operations
Work rules/ benefits
Training and development
-helping people perform better
-training: technical/ operational employees
-development: professional managers
Appraisals
-obj.: facts/numerical
-subj.: trait/behavior, peers, customers, appraisals
Competetion
-wages or salaries: basic wage
-incentives: induces employees to become productive
Bonus/commissions
-benefits: health insurance, retirement, sick and vacation leaves
Scheduling
-assigning employees to work-specific hours, depart. On tasks
-full time (40hrs a week)
-part time (8-32 hrs a week)
-per diem(reliever)
Two common schedule formats
o 8/80 work rule
-1 day: 3 8 hr work shifts
-10 days of work in 2 weeks (80 hrs)
-shorter shifts, more days of duty
-overtime: >8hrs a day or >80 hrs per pay period
o 40-hr work week
-shift: any # of hrs as long as the total weekly hrs is 40