part 1

definitions

unity of command and direction

command

concepts that each employee should report to only one boss.

direction

all activities are directed towards the same objectives

chain of command

clear line of authority from organizations top to its bottom

team captains are part of the chain that links to the coaches and players

span of management

has to do with how many employees report directly to the manager

number of employees that are effectively and efficiently supervised

no consensus on a specific number, but they favor small spans of less to maintain lose control

ADDITIONAL NOTES

factors that determine number of subordinates

> type of work
> location of organization structure
> ability of manager
> amount of type and communication required

width span is effected by

> skills and abilities of manager
> employee characteristics
> characteristics of being work done
> similarity of tasks
> complexity of tasks
> standardization of tasks

TYPE OF ORGANIZATION

FLAT

fewer layers of management with wide span of controls

TALL

many layers of management with narrow spans of controls

Importance of Organizing

Generating effective group action

The effort that come from employees are important to achieving the desire of the organizational objectives. Knowledge and skill of the employee are important so that they can give a positive imoact to the organization’s performance

Synergizing resources

This lead to the proper use of the resources which is human , physical , financial and information to get the result that is greater than the combined starting values of resources. This are the reflect of the effort which is the primary purpose of organizing work

Pinpointing individual responsibilities

The major reason is to specify the duties and responsibilities of individual employees. Lined of authority and accountability are defined and clarified

Facilitating the implementing and control functions

A good organizing can consider to an interpersonal relationships , the work environment and the control of the result . A workers can perform best when they are following the conditions which is first their jobs skills and knowledge are right for the job . Second working conditions are pleasent and third they have a clear understanding of their duties and responsibilities

Theories of Organizing

Classical theory

- related to the early work of Taylor, Fayol and other

- The main elements is

>division of labor

>the functional management process

>organization structure

>the concept of span of management.

Neoclassical Theory

- effort to offset some of the shortcomings of the

classical theory by expanding into the behavioral

sciences.

- This theory approach focuses on problem such as

>employee monotony

>fatigue

>isolation insignificance

Modern organization theory

- The uniqueness of this theory is that it studies the

organization as a system.

- Modern theorists consider the organization to be a

system composed

>the following strategic parts

>status and role patterns

>the physical environment of work

PART 2

RECRUITMENT PROCESS

internal resources

promotion from within

- employee referrals

- previous applications

external resources

- walk ins

- educational institutions

- advertising

- agencies

HUMAN RESOURCE NEED

job analysis

- job description

- job specifications

review source of applicants

select the source of applicants

publicise job openings

JOB ANALYSIS COMPONENTS

Job Description

- job description identifies the tasks and responsibilities of a position.

- A written statement of what the job holder does, how it is done, and why it is done.

>Tasks, duties and responsibilities that the job entails

job specifivation

- A written statement of the minimum qualifications that a person

must possess to perform a given job successfully.

- identify the types of people needed.

>Knowledge, skills, and abilities required of the job holder

job design

Technique

a) Job rotation is a process by which employees laterally
mobilize and serve their tasks in different organizational levels.

b) Job enlargement means increasing the scope of a job
through extending the range of its job duties and
responsibilities generally within the same level and
periphery.

c) Job enrichment can be described as a medium through which management can motivate self-driven employees by assigning them additional responsibility normally reserved for higher level employees.

RECRUITMENT & DECRUITMENT

Recruitment

The process of locating, identifying, and attracting
capable applicants to an organization.

Decruitment

reducing a surplus of employees in the
workforce of an organization. Decruitment options
include firing, layoffs.

RECRUITMENT SOURCES

INTERNAL RECRUITING

Internal recruiting involves filling job openings with current employees or personal referrals.
i) Promotion from within
ii) Employee referrals

EXTERNAL RECRUITING

i) Walk-ins
ii) Educational institutions
iii) Agencies
iv) Advertising

The importance of HRM

HRM process

- Keeping that competent employee are identified and selected

- Helo the employee with an up-to-date knowledge and skill for their jobs

- Had to ensure the organization give a high-performing employee that are capable of high performance

Employment Planning

- Help to avoid sudden talent shortage and surpluses

- Had to ensure the management has the right number and kind of people in the right places at the right time , help the organization to achieve their goals

PLANNING STEP

First : Assessing current human resources

Second : Assessing future needs for human resources

Third : Developing a programme to meet those the future need