Types of Training

S T A F F I N G
★ Technology Training - this means to
teach the new employee
- Business dictionary defines “staffing” as ★ Quality Training - to familiarize
the selection and training of individuals employees with the means of
for specific job functions and charging preventing, defecting, and eliminating
them with the associated non-quality items (international
responsibilities. organization and personality habits)
- Based on Weihrich, Cannice, and ★ Soft-Skills Training - refer to the
Koontz the managerial function of personality traits, social graces,
stuffing is defined as filling and keeping communication, and personality habits.
it filled positions in an organizational ★ Skill Training - Includes proficiencies
structure. needed to complete the job
- the most important managerial function ★ Team Training - to develop
along with organizing, leading, cohesiveness among team member
controlling and planning. These four relationship building
function depends on the man power ★ Managerial Training - participants are
through staffing function candidate for promotion or recently
- is a continuous activity for as long as the promoted employees
organization is existing because the ★ Safety Training - to ensure employees
movement of employees due to are protected from injuries caused by
promotion and transfer takes place work-related accidents. It can also
continuously. provide or include evacuation plans, fire,
- is putting the right man at the right job. It and earthquake drills, and workplace
is a human resources manager's job or violence.
to look for people, select, train, develop,
and provide remuneration. Compensation & Benefits
★ Describes the cash rewards paid to the
Recruitment and Selection Process employees in exchange for the services
★ Identify vacancy and evaluate the need that they provide.
★ Develop job description ★ Includes based salaries or wages,
★ Develop recruitment plan incentives and commission.
★ Search research committee ★ Fixed amount paid exchange for an
★ Position and implement recruitment plan employee's salaries.
★ Review applicants and develop short list
★ Conduct Interviews Salaries & Wages
★ Select Hire ★ For full time employees, salaries is
★ Finalize Recruitment described as annual, monthly, or
bi-weekly or weekly amount
Training ★ For part-time employees, it is described
★ Are educational activities within an as an hourly amount.
organization that are designed to
improve the job performance of an How to determine appropriate salary range
individual or a group. ★ Establish the value of the position based
on your organizational requirements
Training Processes ★ Understand what the market is paying
★ Orientation ★ Mentorship for a similar position
★ In-house ★ External Training
Incentives managerial function nothing or at the best way
★ Are drivers in attracting and retaining little is likely to come about.
the best employees
★ Bonuses - performance based goals
DIRECTING
(individual, team or company )
★ Profit Sharing - predetermined
percentage of profit is shared among ★ Involves guiding, inspiring, and leading
employees (paid once a year) people so that they accomplish
★ Commissions - for securing the sale pre-determined objectives
★ of a product service. ★ Directing is done well, when working in
an organization is efficiently and
Performance Appraisal effectively done.
★ Is a systematic evaluation of the ★ The function of directing influences the
performance of the employes subordinates and motivates them into
★ A tool to understand the abilities of a meeting the organizational goals
person for further growth and ★ Directing function deals with a human
development. factor which is complex and therefore
presents challenges to directors.
Types of Performance Appraisal Systems
Self- Assessment - individual rate their job
performance and behavior
Peer- Assessment - All individual work group or
co-workers rate their performance
360 Degree Feedback - includes input from an
individual supervisor and peer

Employee Relation ★ Managers as the function of directing

★ Can be a key to the ultimate success of can control and influence the actions of
the organization. the subordinate.
★ Strong relationship = members of the
organization are more productive,
efficient, less conflict, and loyal.

Reward System
★ For employee development and raising
motivation with the purpose of achieving
better and more visible results.
★ Directing is a continuous function.
★ Aims to boost productivity and work
★ Directing finalization of the process of
quality in the entire organization.
production.
★ Cannot be copied from another
organization.

LEADING

Theo Haimann - “To make managerial -

decision meaningful, it is necessary to convert it
into effective action which the manager
accomplishes by directing without this
 *However, none of these traits will guarantee
LEADING DIRECTING
success as a leader.
Inspires change Manages Leaders are not born, they are made with big
transformation effort which one of us must pay the price to
achieve any goal that is worthwhile.
Aptitude to sell Aptitude to teach - Theo Haimann
Requires vision Requires tenacity
Behavioral Theory
Understanding the Understanding how ★ What does a good leader do?
external the work gets done ★ This focuses on how leaders behave
★ In the 1930's Kurt Lewin developed a
Imagination Specifics framework on a leader's behavior.

Risk- Taking Self- Discipline

Autocratic Leadership - Leaders make all the
Abstract thinking Concrete Data decisions. Increases productivity, short term but
is detrimental to a long term engagement,
Ability to articulate Ability to interpret motivational, and creativity.
Democratic Leadership - The leaders include the
Confidence in the Blind commitment to entire team in decision making that leads to
face of uncertainties completing the task at
strong engagement, creativity and sustainable
hand.
productivity even in the absence of the leader.
Accountable to the Accountable to the Laissez-Faire - The team members make all the
entire organization team decisions known as the zero-leadership. This
can workwell in highly skilled and self-motivated
teams but is most of them detrimental for
LEADERSHIP THEORIES productivity.

★ Leaders are made not born they are Contingency Theory

made by hard effort, which is the price ★ How does the situation influence the
which can all of us must pay to achieve situation?
any goal that is worthwhile ★ This theory produces which style is the
- Vince Lombardi best for a certain situation
★ Quick decision making
Trait Theory
★ What type of person makes a good Power and Influence Theory
leader? ★ What is the source of the leader's
★ Traits are external behavior that power?
emerge from the things going in our ★ This is based on the different ways of
minds and these internal beliefs and the leaders in using power and influence
processes that are necessary for to get things done.
effective leadership
ROLE OF COMMUNICATIONIN
Example of traits and qualities of a good leader: THE ORGANIZATION
★ Integrity
★ Assertiveness
★ Empathy ★ Employee Trust - creates a sense of
★ Good- decision making transparency which builds trust.
★ Likability ★ Clarity - make roles and responsibilities
comprehensible.
 ★ Collaboration - can streamline the satisfaction and engagement which can
process and improve the result. drive better performance and
productivity.
Access to a Wider Talent Pool
MANAGEMENT OF CHANGE AND
★ Find the best candidates for open
DIVERSITY IN THE WORKPLACE
positions regardless of background and
identity.
Change in the Workplace Increased Adaptability
★ Refers to any alteration to the stars quo, ★ Open for change and diversity.
whether it is major transition or a minor
improvement in operations.
★ Changes can be brought about by ORGANIZING
internal or external factors, such as
market competition, changes in ★ Follows planning, is a group of people
customer needs or shift in the economy. who work together, coordinate and
Diversity in the Workplace collaborate their actions to achieve a
★ Can include differences between broad scope of goals.
individuals that include race, ethnicity, :
gender, sexual orientation, age, religion, Organizing as a Process
cultural background, and more. ★ Is an executive function
★ A diverse workplace is one in which ★ Becomes a managerial function:
these differences are valued and - accomplishment of business objectives
respected and where employees feel - division of labor
the sense of belonging. - departmentalization
- delegation of duties and
responsibilities
BENEFITS OF EMBRACING CHANGE AND
- coordination of efforts
DIVERSITY IN THE WORKPLACE

Organizing as a Structure
Increased Innovation ★ is a network of internal responsibility
★ Diverse workforce releases a wide and authority relationships
range of perspectives and expenses to ★ is a framework of relationships among
the table which can lead to increased various levels of operation to
creativity and innovation. accomplish common objectives
Improved Decision-Making ★ is a systematic combination of people
★ Diverse perspective that can help functions and physical facilities
organizations make more improved,
informed, and well rounded decisions,
leading to better outcomes. TYPES OF ORGANIZATION STRUCTURES
Enhanced Repuration
★ Companies that embrace adversities Line Organizational Structure
and inclusiveness are seen as more ★ has only direct vertical relationships
attractive to customers, employees and between different levels in the firm.
investors which can enhance the ★ tends to simplify and clarify authority,
organization's reputation and improve responsibility and accountability.
brand loyalty. promotes fast decision making and very
Better Employee Engagement simple to understand.
★ Workplace that values and respects ★ becomes ineffective once the firm grow
diversity leads to increased employee larger.
 Matrix Organizational Structure
★ is a permanent organization designed to
achieve specific results by using teams
of specialists from different functional
areas in the organization
★ decentralized decision making,
improved environmental monitoring,
responses to change and has flexibility
in the use of resources.

Functional Authority Organization Structure

★ staff personnel who are specialists in
some fields are given functional
authority.
★ The line officers or managers have the
direct power to achieve the Organization Theories and Application
organizational goals. The staff officers or ★ is a key question for an entrepreneur
managers have staff authority over the and a major factor in the success of the
line. business
★ can help one address issues
successfully by highlighting specific
organizational problems and how a
suitable structure can deal with them.
★ A survey of the different possibilities can
help a person make an informed choice.
★ all address several main questions
about how a company works. They
assume an organization has structure,
goals, and members but focus on the
efficiency of the organization, how it
achieves its goals, how its environment
Divisional Organizational Structure affects its operations and how it survives
★ can have a different basis on which in the face of outside challenges.
departments are formed. They are by ★ Knowledge of the theories can be used
function, product, geographic territory, to match goals, business environment
project and combination approach. and the employees of the company with
the organizational structure best able to
meet the challenges that the company
faces.

Classical Structure Theory

★ traditional organizations have either a
pure hierarchical structure or a modified
one, such as a matrix structure that add
additional reporting paths to positions at
the working level.
 ★ employees report to one or more ★ flows upward as we go up in the scalar
managers for their work and disciplinary chain, the authority increases
matters. Accountability
★ managers in this structure rely on the ★ means to check whether the
organizational structures to channel subordinates are performing their
work to the appropriate department. responsibilities in an expected manner
Contingency Organizations or not.
★ this theory assumes that organizations ★ cannot be delegated, which means, in
adapt to their environments in the the case of non-completion of the task,
absence of formal structures. the manager will only be held
★ The advantages of a well-adapted responsible for it, not the subordinates.
business include flexibility in addressing ★ also flows upward
changes in the marketplace and
responsiveness to customer needs. FORMAL ORGANIZATION
Behavioral Organizations ★ when two or more persons come
★ organizations that focus on the behavior together
of individual employees can be ★ have a common goal
successful in wide variety of business ★ willing to collaborate to achieve the goal
environments and an alternative to a ★ has its rules and regulation
classical structure. ★ has a system of coordination and
★ assume employees complete the authority
required work if their company provides ★ objectives are specific and defined
a suitable business environment. ★ members are given specific duties and
responsibilities
★ formed by the top level management
THREE MAJOR ELEMENTS OF
★ rules are documented
DELEGATION
★ made by a formal authority or the
superiors follow and be rewarded, don't
Responsibility follow and get penalized
★ assigning the work to an individual. ★ duties and responsibilities, authority and
★ The managers assign particular accountability of each member are well
responsibility to the subordinates for the defined
completion of certain tasks on his ★ the objective are specific and
behalf. An individual has to apply his well-defined; productivity, growth, and
physical and mental ability to get the job expansion stable
completed efficiently. ★ shown on the organizational chart
★ In case the subordinate fails, the ★ get financial benefits like wages or
manager will be answerable to his salaries, bonuses, allowances, health
seniors. insurance, etc
Authority
★ certain authority is delegated to the INFORMAL ORGANIZATION
subordinate ★ exists within the formal organization
★ means the power to take decisions ★ is a network of personal and social
independently and accomplish the task relationships
efficiently. ★ people meet and interact regularly; they
★ must be equal to the responsibility, this become good friends and companions
means. a certain level of authority is ★ does not have rules and regulation
delegated which is sufficient to complete ★ is formed by social forces within the
the responsibility. formal organization that
 ★ doesn't have to follow any rules and
RELATIONSHIP BETWEEN PLANNING
regulation
AND CONTROLLING
★ no fixed duties, responsibilities,
authority, accountability for the members
★ objectives are not specific and not well ★ Without the basis of planning, controlling
defined. activities becomes baseless and without
★ main objectives are friendship, security, controlling, planning becomes a
common interest, individual and group meaningless exercise.
satisfaction According to Billy Goetz, “Relationship
★ not stable between the two can be summarized in the
★ not shown on the organizational chart following points.”
★ get personal social benefits like friends, 1. Planning precedes controlling and controlling
community group, etc succeeds planning.
2. Planning and controlling are inseparable
functions of management.
CONTROLLING 3. Activities are put on rails by planning and they
are kept at right place through controlling.
★ Controlling is the last function of any 4. The process of planning and controlling works
management. This will be unnecessary on Systems Approach which is as follows:
to the management if other function of Planning → Results → Corrective Action
management is performed properly. 5. Planning and controlling are integral parts of
★ is a continuous activity. It is a pervasive an organization as both are important for smooth
function of management as it is running of an enterprise.
performed in all organizations(business 6. Planning and controlling reinforce each other.
and non-business) and all managerial Each drives the other function of management.
levels. Under controlling, the process
has to be assessed continuously. In the present dynamic environment which
affects the organization, the strong relationship
Koontz & O’Donnel - “Controlling is the between the two is very critical and important. In
measurement of accomplishment against the the present day environment, it is quite likely
standards and the correction of deviations to that planning fails due to some unforeseen
assure attainment of objectives according to events. There controlling comes to the rescue.
plans. ” Once controlling is done effectively, it give us
G.R. Terry - “Controlling is determining what is stimulus to make better plans. Therefore,
being accomplished that is, evaluating the planning and controlling are inseparable
performance and if necessary, applying functions of a business enterprise.
corrective measure so that the performance
takes place according to plan. ” CONTROL METHODS AND SYSTEM
Henry Fayol - “Control consists in verifying
whether everything occurs in conformity, are the ★ Quantitative Methods use data and
plans adopted, the instructions issued, and various quantitative tools to monitor and
principles established. ” control production output.
MC Farland - “The presence in a business of ★ Two common quantitative tools are
that force which guides it to a pre-determined Budgets and Audits. By far the most
objective using predetermined policies and widely recognized quantitative tool is
decisions. ” Chart.
★ The visual impact of a chart often
provides the quickest method of relating
data.
 ★ A difference in numbers is much more the economy, efficiency and
noticeable when displayed graphically. effectiveness of operating activities,
★ Most charts are versions of either the including non-financial activities of an
Grantt chart or the Program Evaluation entity. Review of compliance with laws
and Review Technique (PERT). and regulations.

Performance Standards
★ Top managers control their organization
by establishing certain performance
standards. These performance
standards are often just more-clearly
defined objectives.
★ For example, the president of a
company may want to increase market
Budgetary Control share and profits by five and 10 percent,
★ Budgets are the most widely used respectively, in the new fiscal year.
control system because the plan and
control resources and revenues are Preparation of Budget Plan
essential to the firm’s health and ★ Things likely to change over the course
survival. of the year ahead; some costs may
★ Budgeting is the formulation of plans for increase and similarly some may be
a given future peiod in numerical terms. less. It can take a lot of time and effort to
★ Budgets correlate planning and allow draw up an actual budget.
the authority to be delegated without
loss of control.
★ An organization’s budget is an
expression in financial terms of a plan
for meeting the organization’s goals for
a specific period.
★ A budget is an instrument of planning,
management, and control.
★ Budget is used in two ways: First, to
establish facts that must be factored into
the operational planning. Second, to
prepare narrative descriptions and
financial information that the chain of Reviewing the Budget
command uses in its annual request and ★ Budgets aren't simply a means of
management of its funds. getting a grant. A committee should look
at the budget every month to check
Audits spending against income.
★ Internal auditing provides an
independent review and appraisal of
accounting, financial, and other
non-tactical operations.
★ As a management tool, the audit
measures and evaluates the
effectiveness of management controls.
★ Accounting and auditing firms in the
Philippines may be assigned to review