This document discusses concepts related to staffing and directing in management. It defines staffing as filling positions through identifying needs, inventorying available people, recruiting, selecting, placing, promoting, appraising, compensating, and training. It also discusses manpower planning, the process of manpower planning, job designing approaches like Taylorism and socio-technical systems, and the recruitment and selection process. The document then covers training and development methods, performance appraisal techniques, and the principles and scope of directing as a management function.

1. PRINCIPLES & PRACTICES OF
MANAGEMENT (UNIT-3)
S R TRIPATHI (mba)

2. STAFFING AND DIRECTING

3. DEFINITION OF STAFFING
 Staffing is defined as filling and keeping filled positions in the
organization structure. This is done by:
1. Identifying workforce requirement
2. Inventorying the people available
3. Recruiting
4. Selecting
5. Placing
6. Promoting
7. Appraising
8. Compensating
9. Training

4. MANPOWER PLANNING
 According to MacBeath: Manpower planning involves two stages.
1. The first stage is concerned with detailed of planning manpower
requirements of all types and levels of employees throughout the
period of the plan and
2. Second stage is concerned with planning manpower supplies to
provide the organization with the right type of employees from all
sources to meet the planned requirements.
 Advantages of Manpower Planning
1. It anticipates the personnel needs of the organization in future
2. It reveals the potential and shortcomings of existing personnel
3. It helps in control
4. Helps organizations to achieve objectives
5. Helps in making best use of human resource

5. PROCESS OF MANPOWER PLANNING
1. Current Manpower Inventory
i. Current management inventory or skills would reveal the status of available
managerial talent and undeveloped potential
ii. Manpower should be evaluated on: Age Group, Skill Group, Level Group,
Potential Wise and Cost Effectiveness
2. Determining Manpower Need: Done on quantitative as well as qualitative
way
i. Qualitative: Quality of managers needed is determined with the help of job
designing and job specification
Manpower
Programme
Identifying
Manpower Gaps
Determining
Manpower
requirements
Current Manpower
Inventory

6. PROCESS OF MANPOWER PLANNING
ii. Quantitative: Number of personnel required is identified through
quantitative way
dentifying Manpower Gaps: Comparison between manpower
inventory and manpower forecast will reveal the gaps in terms of
number and quality of personnel
3. Manpower Programme: After finding the net requirements for
human resources, action plans are formulated to fill the gaps

7. JOB DESIGNING
 Job design is the allocation of specific work tasks to individuals and
groups. Allocating jobs and tasks means specifying the contents,
method, and relationships of jobs to satisfy technological and
organizational requirements, as well as the personal needs of
jobholders
 Key Elements of Job Design
1. It is important to strictly and thoroughly identify tasks that need
completion.
2. Design jobs that motivate employees.
3. Jobs need to be constructed so that efficiency of the worker or
department is maximized.
4. Appropriate resource allocation allows large organizations to foster
and develop innovation in their workforce.
5. Reward systems include compensation, bonuses, raises, job
security, benefits, and various other methods of reward for
employees. An outline or description of reward packages needs to be

8. JOB DESIGNING Taylorism: Taylorism, also known as scientific management, is a foundation for systematic job
design. Frederick Taylor developed this theory in an effort to develop a “science” for every job
within an organization according to the following principles:
1. Create a standard method for each job.
2. Successfully select and hire proper workers.
3. Effectively train these workers.
4. Support these workers
 The Socio-Technical Systems Approach: The Socio-Technical Systems Approach is designed
around the evolution from individual work to work-groups. This approach has the following guiding
principles:
1. The design of the organization must fit its goals.
2. Employees must be actively involved in designing the structure of the organization.
3. Control of variances in production or service must be undertaken as close to their source as
possible.
4. Subsystem must be designed around relatively self-contained and recognizable units of work.
5. The design should allow for a high quality working life.
6. Changes should continue to be made as necessary to meet the changing environmental
pressures.

9. JOB DESIGNING Core Characteristics Model: Another modern job design theory is
the Core Characteristics Model, which maintains five important
job elements that motivate workers and performance:
1. skill variety
2. task identity
3. task significance
4. autonomy
5. job feedback
 The individual elements are then proposed to lead to positive
outcomes through three psychological states:
1. experienced meaningfulness
2. experienced responsibility
3. knowledge of results

10. RECRUITMENT
 According to E McFarland: The term recruitment applies to the
process of attracting potential employees to the company
 Recruitment sources depend on
1. The level of specialization and training required for employees
2. Management policy
3. The need for originality and initiative required by the employees
4. Training programmes of the organizations
5. Trade union attitude towards recruitment

11. RECRUITMENT Sources of Recruitment: Can be broadly classified
into internal and external
 Internal Sources of Recruitment
 It consist of personnel's already working in the
organization. Many organizations fill job vacancies
through promotions and transfer of existing staff
 Merits
1. It keeps employees morale high
2. It creates sense of security in employees
3. Economical and convenient

12. RECRUITMENT
 External Sources of
Recruitment
1. Advertising
2. Personnel
consultants
3. Educational
institutions
4. Employment
exchange
5. Unsolicited
applicants
6. Jobbers and
contractors
 Merits
1. Wide choice
2. Fresh outlook
3. Varied Experience
 Demerits
1. Demoralization of
internal employees
2. Expensive
3. Sense of insecurity
4. Danger of
maladjustment

13. SELECTION
 Definition: Selection is the process of screening out candidates for finding
out right person for right place

14. SELECTION PROCESS
Priliminary Interview pre-
interview screening
Formal Application
Interview
Reference and
credit check
Physical
Examination
Employment Offer
Reject
Placeme
nt
Induction
Time
Testing

15. SELECTION PROCESS
 Preliminary Interview: The initial screening is usually undertaken by the
receptionist. Necessary information about the nature of the job is given to the
applicants and their important information such as education, job, salary,
experience etc. is taken down If the candidate meets all the requirements he is
moved for further rounds if not he is dropped at the preliminary stage.
 Formal Application Blank: Categories of information in standard application
forms are-
i. Personal
- Name
- Address
- Gender
- Date of birth
- Marital Status
- Children/ dependents

16. SELECTION PROCESS
ii. Education
- Schooling: primary/
secondary
- Higher Education:
Institutions
- Qualification
- Specified training
iii. Employment History
- No. of jobs held
- Name of companies
worked for
- Duration and dates of
employment
- Positions, duties and
responsibility
iv. Other Interest
- Sports
- Hobbies
- Membership of club

17. SELECTION PROCESS
 Psychological Testing: these tests are divided into four categories:
i. Aptitude Tests/ Ability Test: These are used to measure the talent/ability of a
candidate to learn a job or skill. These test are of following type.
a. Mental or intelligence test
b. Psychometric test
ii. Personality Tests: These tests try to find out individuals value system, his
emotional reactions and maturity and his characteristic mood.
a. Objective test
b. Project iveTests
c. Situation Test
iii. Proficiency Tests: This test determines the feasibility and capability of the
candidate.
iv. Interest Test: These tests aim at finding out the type of work in which the
candidate is interested.

18. SELECTION PROCESS
 Interview: It is an attempt at gathering information from the candidate concerning his
suitability for the job under consideration.
 Interview Decisions: The following important decision have to be taken by the
management regarding interviews
i. Who
ii. Where
iii. When
 Interviewing Techniques:
i. Directed/ Pattern/ Structured interview
ii. Depth Interview
iii. Stress interview
iv. Board or panel interview
v. Group Interview

19. SELECTION PROCESS
 Reference Check
 Physical Examination: Sales persons job requires unusual stamina, strength or
tolerance of hard working conditions these qualities of a candidate is examined by
physical examination
 Rating of Interviewee
- One is given to a perfect match
- Two is given to an average match
- Three is given to below average match
- Four is given to totally unsatisfactory match
 Employment Offer
 Placement and Induction
 Probation

20. TRAINING AND DEVELOPMENT
 Training is an organized process for increasing the knowledge and skills of
people for doing a particular job whereas development is growth of
individuals in all aspects
 Need for Training:
1. New Environment: Induction or orientation training
2. Lack of trained personnel: Job training
3. Advancement of technology: Refresher training
4. Faulty methods: Remedial training
5. Prevention of accidents: Safety training
6. Career development: Promotional training

21. TRAINING AND DEVELOPMENT
 Advantages of training
1. Increased productivity
2. Job satisfaction
3. Reduction in accidents
4. Better use of resources
5. Reduced supervision
6. Management by exception
7. Greater flexibility
8. Stability and growth

22. TRAINING AND DEVELOPMENT
 Methods of training and development
 On the job training
1. Learning by doing
2. Coaching
3. Understudy
4. Position rotation
5. Special projects and task forces
6. Committee assignments
7. Multiple management

23. TRAINING AND DEVELOPMENT
 Off-the-job training
1. Selected reading
2. Conferences and seminars
3. Special courses
4. Case study
5. `Programmed instruction/ Simulation
6. Brain storming
7. Role playing
8. Management games

24. PERFORMANCE APPRAISAL
 It is the process of determining and communicating to an employee how well he is
performing the job
 Methods of performance appraisal
1. Rating Scales: Rating scales consists of several numerical scales representing job related
performance criterions such as dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total numerical scores are computed and
final conclusions are derived.
2. Checklist: Under this method, checklist of statements of traits of employee in the form of
Yes or No based questions is prepared. Here the rater only does the reporting or checking
and HR department does the actual evaluation. Eg he is punctual - yes
3. Forced Choice Method: The series of statements arranged in the blocks of two or more
are given and the rater indicates which statement is true or false. The rater is forced to
make a choice. HR department does actual assessment. Eg. He is hardworking - false
4. Critical Incidents Method: The approach is focused on certain critical behaviors of
employee that makes all the difference in the performance. Supervisors as and when they
occur record such incidents. Eg refused to obey orders, suggested improvements

25. PERFORMANCE APPRAISAL
5 Field Review Method: This is an appraisal done by
someone outside employees’ own department usually from
corporate or HR department.
6. Performance Tests & Observations: This is based on the
test of knowledge or skills. The tests may be written or an
actual presentation of skills. Tests must be reliable and
validated to be useful.
7. Confidential Records: Mostly used by government
departments, however its application in industry is not ruled
out. Here the report is given in the form of Annual
Confidentiality Report (ACR) and may record ratings with

26. PERFORMANCE APPRAISAL
9. Cost Accounting Method: Here performance is
evaluated from the monetary returns yields to his or her
organization. Cost to keep employee, and benefit the
organization derives is ascertained. Hence it is more
dependent upon cost and benefit analysis.
10. Comparative Evaluation Method (Ranking & Paired
Comparisons): These are collection of different
methods that compare performance with that of other
co-workers. The usual techniques used may be ranking
methods and paired comparison method.

27. PERFORMANCE APPRAISAL
 Future Oriented Methods
1. Management By Objectives: It means management by
objectives and the performance is rated against the
achievement of objectives stated by the management.
MBO process goes as under.
 Establish goals and desired outcomes for each subordinate
 Setting performance standards
 Comparison of actual goals with goals attained by the
employee
 Establish new goals and new strategies for goals not

28. PERFORMANCE APPRAISAL
3. Assessment Centers: This technique was first
developed in USA and UK in 1943. An assessment
center is a central location where managers may come
together to have their participation in job related
exercises evaluated by trained observers. It is more
focused on observation of behaviors across a series of
select exercises or work samples. Assessees are
requested to participate in in-basket exercises, work
groups, computer simulations, role playing and other
similar activities which require same attributes for
successful performance in actual job. The

29. PERFORMANCE APPRAISAL
 Appraisal Interview
1. Tell and sell interview
2. Tell and listen interview
3. Problem solving interview

30. SYSTEMS APPROACH TO STAFFING
Analysis of
present and
future
needs for
managersManagers
Inventory
Number and
kinds of
managers
required
External
Sources
Internal
Sources
Appraisal
Career
Strategy
Training and
Developmen
t
Recruitment
Selection
Placement
Promotion
Separation
Organization
Plans
Leading
and
Controlling
Internal
Environment
Personnel
Policies
Reward System

31. DIRECTING
 Directing is the managerial function of guiding, inspiring,
instructing and harnessing people towards the
accomplishment of desired results
 Directing is the guidance the inspiration of those men
and women that contribute the real core of the
responsibilities of management.
 Urwick and Brech
 The process of Directing consists of following steps:
1. Issuing orders and instructions that are clear, complete
and within the capabilities of subordinates

32. NATURE OF DIRECTING
1. Pervasive Function
 Directing is a managerial function performed by all managers at all levels of the
organization
 All manager provide guidance and inspiration to his subordinates
2. Continuing Function
 It is an ongoing process
 Continues through the life of the organization
 Manager continue to guide and inspire his subordinates
3. Linking Function
 Serves as a connecting link between preparatory functions
 Provides material for comparisons with the plans

33. NATURE OF DIRECTING
4. Creative Function
 Converts plans into performance
 Use of creativity in directing different employees
5. Human Factor
 Interpersonal aspect of managing
 Help in use of human factor for effectively and efficiently attain the enterprise goal
 Without it human factor remains inactive and unutilized
6. Chain of Command
 Starts from top and ends at bottom through the hierarchy
 Emphasizes that subordinate is to be directed by his own superiors

34. SCOPE OR SIGNIFICANCE OF DIRECTING
1. Initiates Action
 Sets organizations motions
 People should be directed for efficient use of resources
 Without direction, planning, organizing and staffing become ineffective
 Activates things as originally planned
 Makes it possible to achieve mission and objective of organization
2. Ensures Coordination
 Functions of individuals are affected by other and they affect functioning of
others
 Direction helps in coordination among various operations of the enterprise

35. SCOPE OR SIGNIFICANCE OF DIRECTING
3. Improves Efficiency
 Through direction managers motivate and provide leadership to employees
 Without direction potential of employees may be underutilized
4. Facilitates Change
 Organizations should adapt itself to environmental changes
 Changes in organization structure and members can be done by motivating
and leadership
5. Assists Stability and Growth
 To survive in long run organization must maintain balance in its different parts
 Effective leadership and communication provide stability in the organization
and help its parts to work in a harmonious way

36. PRINCIPLES OF DIRECTING
1. Harmony of objectives
 Individuals join organizations to satisfy physiological and psychological needs
but expected to work for organizational objectives
 Management should reconcile employee and organizational goals
2. Maximum individual contribution
 Managers should try to elicit maximum possible contribution from each
subordinate
3. Unity of command
 Subordinate should get orders from one boss
 If a person is accountable to two bosses simultaneously can create confusion,
conflict, disorder and indiscipline in the organization

37. PRINCIPLES OF DIRECTING
4. Appropriate technique
 Managers should use correct direction techniques to ensure efficiency of
direction
 It should be suitable to superior, subordinate and situation
5. Direct supervision
 Direct contact improves the morale and commitment of employees
6. Strategic use of informal organization
 Management should try to understand and make use of informal group to
strengthen formal or official relationships
7. Managerial communication
 Helps in improving mutual understanding
 Helps superiors in understanding subordinates (upward communication)

38. PRINCIPLES OF DIRECTING
8. Comprehension
 Management should ensure that subordinates correctly understand what they
have to do, how and when
 Helps in avoiding unnecessary queries and explanation
9. Effective leadership
 Helps in avoiding dissatisfying activities
 Help in guiding and counseling subordinates in their personal problems
 Win confidence and trust of subordinates
10. Principle of follow through
 Managers should continuously see whether subordinates are working properly,
what problems they are facing, modify if necessary tasks

39. TECHNIQUES OF DIRECTING
 Orders and Instructions: Is a process by means of which
activities are started, altered, guided and terminated
 Essentials of a good order
1. Clear
2. Complete
3. Compatible with objectives
4. Time
5. Reasonable
6. Acceptance should be taken

40. TECHNIQUES OF DIRECTING
 Delegation: Implies the superior entrusts his subordinate with certain
rights and powers in order to get the work done.
 Supervision: overseeing the people at work

41. MOTIVATION AND LEADERSHIP FOR DIRECTION
 Motivation is the process that accounts for an individuals intensity,
direction and persistence of efforts towards attaining a goal
 Leadership: Leadership is an activity of influencing people to strive
willingly for group objectives

42. LEADERSHIP
VARIABLE MANAGER LEADER
1. Relationship Management implies superior-
subordinate relationship. It is possible
only in formal and organized group
Leadership can occur anywhere within or
without organizational context, formal and
informal groups
2. Source of
influence
A manager is appointed and he obtain
authority from his position
Leadership is not always appointed, he
derives his power from his followers
3. Sanctions A manager has command over the
allocation and distribution of rewards
A leader has command over social
satisfaction and related task rewards
4. Basis of
following
People follow a manager because of their
job description in a system of reward and
punishment
People follow leader on voluntary basis
5. Accountability A manager is accountable for his own
behavior as well as for the job behavior of
his subordinates
Leader is not accountable for behavior in
same way. More concerned of group
satisfaction
6. Functions Performs all function planning, organizing,
staffing, directing and controlling
Part of directing guides and inspires people

43. LEADERSHIP STYLES
1. Autocratic or
Authoritarian
Leadership
 Exercises complete
control over the
subordinates
 Centralizes power
 Dominates and drives
his group through
coercion and command
 Gives orders
 Advantages
 Permits quick decision
making
 Yield positive results in
hurry
 Appropriate when
employees are
uneducated, unskilled
and submissive
 Disadvantages
 Leads to frustration and
low morale and conflict
 Subordinates avoid
responsibility and
initiative
 Subordinates don’t
work with full potential
and don’t put forward
their creative ideas

44. LEADERSHIP STYLES
2. Democratic and
Participative
 Takes decision in
consultation and
participation of
subordinates
 Decentralizes authority
 The leader follows the
majority opinion
 Provides freedom of
thinking and expression
 Advantages
 Improves job satisfaction
and morale
 Cultivates decision
making ability in
subordinates
 Multiplies his ability
through contribution of
followers
 Develops positive
attitude and reduces
resistance to change
 Labor absenteeism and
turnover is reduced
 Disadvantages
 Time consuming and
results in delays
 May not yield positive
result when subordinates
do not interact with
leader
 Subordinates may
develop habit of
consultation
 Can be interpreted as
leaders incompetency
 Requires communication
and persuasive skills

45. LEADERSHIP STYLES
3. Free Rain or Laissez-
Faire Leadership
 Involve complete
delegation of authority
 Avoids power and
relinquishes leadership
position
 Acts as a contact to
bring information and
resources needed by
subordinates
 Advantages
 Positive effect on job
satisfaction and morale
of subordinates
 Scope of development
of employees widens
 Full potential utilization
of subordinates
 Disadvantages
 Subordinates don’t get
guidance and support
of leader
 Ignores leaders
contribution
 Subordinates may
move in different
directions

46. SUPERVISION
 Supervision: Overseeing the subordinates at work to ensure that they are
working according to the plans and policies.
 Responsibilities of a supervisor:
1. Planning and Scheduling work
2. Communicate managerial policies and decisions
3. Assign work
4. Select, train and inspire
5. Issue orders and instructions
6. Prescribe work methods and procedures
7. Organizing resources
8. Enforce rules and regulations
9. Performance Appraisal

47. SUPERVISION
 Qualities of a good supervisor
1. Knowledge of work
2. Knowledge of the organization
3. Communication skills
4. Human relations skills
5. Physical vigor
6. Decisiveness
7. Integrity