Professional Documents
Culture Documents
MANAGEMENT
1–2
1–3
1–4
1–5
Planning:
Planning is necessary to give the
organization its goals and directions to
establish best procedure to reach the
goals. Planning staff levels requires that
an assessment of present and future
needs of the organization be compared
with present resources and future
predicted resources. Appropriate steps
then be planned to bring demand and
supply into balance.
1–6
Organizing After objectives have been
established and plans been developed
then personnel manager must design and
develop organisation structure to carry
out various operations. Such as-
• Grouping of personnel activity
• Assignment of different groups of
activities to different individuals
• Delegation according to task assigned
• Co-ordination of activities of different
individuals.
1–7
1–8
Controlling Controlling
helps to evaluate and control
the performance of the
department in terms of
various operative functions
.
1–9
1–10
1–11
1–12
1–13
1–14
1–15
1–16
Industrial relations Good industrial relations, while a
recognizable and legitimate objective for an
organization, are difficult to define since a good system
of industrial relations involves complex relationships
between: (a) Workers (and their informal and formal
groups, i. e. trade union, organizations and their
representatives); (b) Employers (and their managers
and formal organizations like trade and professional
associations); (c) The government and legislation and
government agencies.
1–17
1–18
LEARNING OUTCOMES
1. Explain what human resource management is and
how it relates to the management process.
2. Show with examples why human resource management
is important to all managers.
3. Illustrate the human resources responsibilities of line
and staff (HR) managers.
4. Outline the plan of this book.
The Management Process
Planning
Controlling Organizing
Leading Staffing
The Management Process
• Planning:
Establishing goals and standards;
• Organizing:
Giving each subordinate a special task;
• Staffing:
Determining what type of people should be hired;
• Leading:
Getting others to get the job done;
• Controlling:
Setting standards such as sales quotas, quality standards or
production levels.
Human Resource Management at Work
• What Is Human Resource Management (HRM)?
The process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and
safety, and fairness concerns.
• Organization
People with formally assigned roles who work together to
achieve the organization’s goals.
• Manager
The person responsible for accomplishing the organization’s
goals, and who does so by managing the efforts of the
organization’s people.
Human Resource Management Processes
achievement
Fairness Training
Human
Resource
Management
Health and Safety (HRM) Appraisal
Functions of
HR Managers
Recruiter
Labor relations
specialist EEO coordinator
Human
Resource
Specialties
Training specialist Job analyst
Compensation
manager
Human Resource Specialties
• Recruiters search for qualified job applicants.
• Equal employment opportunity (EEO) coordinators
investigate and resolve EEO grievances; examine
organizational practices for potential violations; and compile
and submit EEO reports.
• Job analysts collect and examine information about jobs to
prepare job descriptions.
• Compensation managers develop compensation plans and
handle the employee benefits program.
• Training specialists plan, organize, and direct training
activities.
• Labor relations specialists advise management on all aspects
of union–management relations.
Trends Shaping Human Resource
Management
Globalization
and Competition
Trends
Indebtedness
(“Leverage”) and Technological
Deregulation Trends
Trends in HR
Management
Workforce and
Trends in the
Demographic
Nature of Work
Trends
Economic
Challenges and
Trends
FIGURE 1–4 Trends Shaping Human Resource Management
Trends in the Nature of Work
organization
manager
management process
human resource management (HRM)
authority
line authority
staff authority
line manager
staff manager
functional authority
globalization
human capital