INTRO TO PHARMAD - Management Functions: Staffing, Directing, Controlling

Staffing

• Hiring

• “Involves manuring the organizational structure through proper effective selection, appraisal, and development of personnel to fill the roles designed into the structure.” - O’Donnell and Koontz

Manuring

Appointing appropriate structure in the organization.

2 Aspects of Staffing

1. Technical Aspects

2. Social Aspects

Technical Aspects

• More on paperwork

  • job description

  • performance evaluation

• Proper system for providing compensation and benefits

Social Aspects

• Training

• Promotion

• Counseling

Nature of Staffing

1. Pervasive Activity

2. Continuous Activity

3. Efficient Personnel Management

4. Right Employee at the Right Job

Pervasive Activity

Can be seen across all activities/function.

Continuous Activity

Continuous learning on how to handle.

Reasons:

• Resignation

• Promotion

• Transfer

Reasons Why Staffing is a Continuous Activity

1. Resignation

2. Promotion

3. Transfer

Staffing Process

1. Manpower Requirements

2. Recruitment

3. Selection

4. Training

5. Performance Appraisal

Manpower Requirements

• Develop Job Description (states the qualification and the task to be performed satisfactory).

• Answers the questions:

  • What is the employee required to do?

  • What activities are part of the job?

  • What qualifications are needed for this job?

  • Is any experience needed?

Job Description

States the qualification and the task to be performed satisfactory.

Recruitment

• Attracting candidate to fill the positions in the organizational structure.

• Process of searching prospective employees and stimulating them to apply

• Can be classified into 3 Categories:

  • Direct Method

  • Indirect Method

  • Third Party Method

Sources of Recruitment

• Internal - within the organization

• External - outside the organization

3 Categories of Recruitment

1. Direct Method

2. Indirect Method

3. Third Party Method

Direct Method

Has direct communication with the industry(?) of the ideal candidate.

Indirect Method

• Candidates are scattered geographically.

  • TV

  • Advertisements

  • Newspaper

Third Party Method

Utilizes professional agencies or platforms.

Selction

• “Process which candidates by employment are divided into two classes:

  • Those who are offered employment and

  • Those who are not.”

    - Dale Yoder

Selection Procedure

1. Receiving and screening the application.

2. Review the completed application form. (Pwede na magbawas dito)

3. Conduct Preliminary Interview. (Assess attitude and behavior of applicant)

4. Check the references provided. (Point person: alignment)

5. Administer skills and personality tests. (Implement Tests: Intelligence, Aptitude, and Interest)

6. Conduct final interview. (Most Important; Assess the alignment of personal goals with the organization’s goals)

Conduct Preliminary Interview

Selection Procedure where:

• Assess attitude and behavior of applicant

Check the References Provided

Selection Procedure where:

• Point Person:

  • Alignment

Administer Skills and Personality Tests

Selection Procedure where:

• Implement Tests:

  1. Intelligence

  2. Aptitude

  3. Interest

Conduct Final Interview

Selection Procedure where:

• Most important

• Assess the alignment of personal goals with the organization’s goals.

Selection Proper

Selection Procedure where:

• Final Step

Training

• Instrument of developing the employees by increasing their skills and improving their behavior.

• Importance:

  • Reduced learning time

  • Better performance

  • Facilitates organizational stability

  • Better use of raw materials and other resources

  • Increase in productivity

4 Grounds of Conducting Training

1. Familiarize with Mission, Vision, Core Values, Rules & Regulations, SOP (Standard Operating Procedure)

2. Refresh and Enhance Knowledge

3. To keep up-to-date with innovations and equipments

4. Promotion and Career Growth

Training Methods

1. ON the job

2. OFF the job

ON the job

• Learning by doing.

• Constantly shadowing the trainer.

• Effective for a large number of employees.

  • Instruction method

  • Apprenticeship method

  • Training by supervisors

  • Vestibule training

  • Training by experienced persons

OFF the job

• Learning by hearing.

  • Lecture method

  • Conferences

  • Seminars

  • Roleplay

  • Case Studies

Performance Appraisal

• Merit Training (Assess the quality of performance)

• Give Feedback (Direct and must rely on evidence; Determine areas for improvement)

• Can be the basis of training

• Formal procedures used to evaluate personalities, contributions, and potential employees.

• Advantages:

  • Promotion

  • Compensation

  • Employees’ Development

  • Motivation

Directing

• Managers initiating actions.

• “Consists of a process or technique by which instruction can be issues and operations can be carried out as originally planned.” - Theo Haimann

Theo Haimann

Wrote the book entitled “Management in the Modern Organization”.

Importance of Directing

1. Achieving Coordination

   • Byproduct of effecting directing

2. Means of Motivation

   • Employees are more motivated if they see/observe supervision/guidance

3. Supplements Other Managerial Functions

   • Other functions initiated/actuated (plan/organize)

4. Helps in Coping With Changing Environment

   • Innovation/Development

   • ex. Change in Rules

5. Facilitates Order and Discipline

   • Provide clear instructions

Supervision

Activity carried out by supervisors to manage productivity and progress of employees.

Roles of a Supervisor

• Planner - Plan for daily working schedule → then delegate the task

• Manager - Operations

• Guide and Leader - Guides and Leads

• Mediator - Conflict resolution

• Inspector - Monitor performance

• Counselor- Conflict resolution

Controlling

• Managers control by comparing (references/standard) actual with desired output.

• Method of paralleling actual performance with standards and employing necessary corrective action.

• Implementation of a decision method and the use of feedback so that goals and strategic plans are optimally obtained.

Features of Controlling

1. Positive Force of Controlling - Look for areas of improvement

2. Continuous Process - Require to continuously monitor

3. Forward-looking - Assess past events to conduct analysis (SWOT)

4. Universal - All managers should have control

5. Dynamic - Amenable to change

6. Delegation - Key to Control; Having the authority to control

7. Goal-oriented - Controlling should align with the goal-oriented

8. Based on Planning - Planning always provides direction; Planning without control is meaningless

Controlling Process

1. Establishment of Standards

2. Measurement of Actual Performance

3. Comparison of Actual with Standard

4. Taking Corrective Action

Establishment of Standards

• Standards - Targets which subsequent performances will be equated with.

• Having a Benchmark - Acceptable levels (ex. Cosmetic Companies)

Measurement of Actual Performance

Three Aspects of Measurement:

• Completeness

• Objectivity (Avoid Bias)

• Responsiveness (Effort and Performance lead to improvement)

Comparison of Actual with Standard

Determine the acceptable range of variation.

Taking Corrective Action

• Corrective steps are ALWAYS initiated by managers to rectify defects in actual performance.

• A change in possible methods, rules/procedure, or condition.

Types of Control

1. Feed Forward Control

2. Concurrent Control

3. Feedback Control

Feed Forward Control

• Concentrate on the regulation of inputs to warrant the standards necessary for the transformation process (Can do ahead of time).

• Can be called as:

  • Preliminary Control

  • Predictive Control

• Allows management to prevent problems.

• Ex. Market demand forecasts, Equipment maintenance (regular checking)

• Ask consultants/advisers about the organization.

Concurrent Control

• Takes place while an activity is in progress.

• Involves regulation of ongoing activities to ensure that it will produce correct results.

• Can also be called as:

  • Yes-No Control

  • In-progress Quality Control Test

• Ex. Real-time speed of a production line, Adjustment of water temperature while taking a shower

Feedback Control

• Focuses on the outputs or results of the organization after an activity is complete.

• It gathers and evaluates information and provides necessary steps to improve similar activities in the future.

• Can be called as:

  • Post-Action

  • Output Control