This slides contains introduction to Human Resource Management.

1. Human Resource
Management
Lesson-1
Introduction
Concepts of Human Resource management
Human resource Challenges
Human Resource functions
Philosophical approaches to human resource management

2. Concepts of Human Resource
Management
Human Management

3. Resource
HRM
Management
Human

4. Management
• Manage self
• Manage others, and
• Manage the environment

5. Management - Definition
The process of Planning,
Organizing, Directing and
Controlling organizational
resources to achieve
organizational goals

6. Functions of Management
Controlling
Planning
Organizing
Leading

7. Planning: process used by managers to identify and
select appropriate goals and courses of action for an
organization.
Steps to good planning
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?
 The outcome of the planning process is the
organization’s strategy
Planning

8. Planning (cont…..)
A process of formulating goals and
developing ways to achieve them
A management function focusing on
setting organizational goals and
objectives

9. Organizing
Organizing: creating the structure of working
relationships between employees that best allows
them to work together and achieve goals.
• departments (according to the tasks performed)
• lines of authority and responsibility
 The outcome of organizing is an organizational
structure.

10. Organizing (cont…..)
A management function that
deals with what jobs are to be
done, by whom, where decisions
are to be made, and the grouping
of employees

11. Leading
• Leading: determining direction, stating a
clear vision for employees to follow, and
helping employees understand the role
they play in attaining goals.
• power, influence, vision, persuasion, and
communication skills
The outcome of leading is a high level of
motivation and commitment

12. Leading (cont….)
The process of using influence to
motivate other s to work toward
accomplishing goals
A management function concerned
with directing the work of others

13. Controlling
Controlling: evaluating how well the organization is
achieving its goals and taking corrective action to improve
performance.
• Monitor individuals, departments, and the organization to
determine if desired performance has been reached.
The outcome of controlling is an accurate measurement
of performance and regulation of efficiency and
effectiveness.

14. Controlling (cont….)
A management function concerned
with monitoring activities

15. ‘Managing is like holding a dove in
your hand. If you squeeze too
tight, you kill it. Open your hand
too much, you let it go’
- T. Lasorda

16. Manager ??
Let’s discuss who performs
the functions of
management

17. Manager
Individuals in an
organization
who direct the
activities of
others

18. Manager
Someone who participates in the
management process by
planning, organizing, leading, or
controlling the organization's
resources

19. Manager
The people responsible for supervising the
use of an organization’s resources to meet
its goals
Someone who participates in the
management process by planning,
organizing, leading, or controlling the
organization's resources

20. Quality
Cost
Customer Satisfaction
Keep three balls rolling …

21. Managerial Skills
Conceptual skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect
Human skills
The ability to, understand, alter, lead, and control the
behavior of other individuals and groups
Technical skills
The specific knowledge and techniques required to
perform an organizational role

22. Levels of Management
What are different levels
of management? Let’s
discuss!

23. Top
Managers
Middle
Managers
First-line
Managers
Levels of Managers

24. Top-level managers
• The board of directors, president, vice-president, and CEO are all examples of top-level managers
• These managers are responsible for controlling and overseeing the entire organization.
• They develop goals, strategic plans, company policies, and make decisions on the direction of the
business.
• In addition, top-level managers play a significant role in the mobilization of outside resources.
• Top-level managers are accountable to the shareholders and general public.

25. Middle-level managers
General managers, branch managers, and department managers are all examples of middle-level managers.
They are accountable to the top management for their department’s function.
Middle-level managers devote more time to organizational and directional functions than top-level managers.
Their roles can be emphasized as:
•Executing organizational plans in conformance with the company’s policies and the objectives of the top
management;
•Defining and discussing information and policies from top management to lower management; and most
importantly
•Inspiring and providing guidance to low-level managers towards better performance.
Some of their functions are as follows:
•Designing and implementing effective group and intergroup work and information systems;
•Defining and monitoring group-level performance indicators;
•Diagnosing and resolving problems within and among work groups;
•Designing and implementing reward systems supporting cooperative behavior.

26. Low-level managers
Supervisors, section leads, and foremen are examples of low-level management titles. These managers focus on controlling
and directing.
Low-level managers usually have the responsibility of:
•Assigning employees tasks;
•Guiding and supervising employees on day-to-day activities;
•Ensuring the quality and quantity of production;
•Making recommendations and suggestions; and
•Up-channeling employee problems.
Also referred to as first-level managers, low-level managers are role models for employees. These managers provide:
•Basic supervision;
•Motivation;
•Career planning;
•Performance feedback; and
•Staff supervision.

28. Managerial Skills & Managerial Level
Conceptual
Skills
Interpersonal
Skills
Technical
Skills
Top
manager
Middle
manager
First-line
manager

29. Managerial Roles
1.Interpersonal Roles
2.Informational Roles
3.Decisional Roles

30. BASIC MANAGERIAL ROLES AND SKILLS
• Interpersonal roles
• figurehead attends activities to represent the
organization;
• leader encourages employees to improve
productivity and shows them how to do it;
• liaison coordinates the activities of two or
more people, groups of people, or
organizations.

31. BASIC MANAGERIAL ROLES AND SKILLS
• Informational roles
• monitor actively seeks information that may be
of value to the organization;
• disseminator transmits information to others in
the organization;
• spokesperson transmits information about the
organization to people outside the
organization.

32. BASIC MANAGERIAL ROLES AND SKILLS
• Decisional roles
• entrepreneur develops new ideas and initiates
changes in the organization;
• disturbance handler handles problems that arise
such as strikes, copyright infringements, and energy
shortages;
• resource allocator determines who should receive
the available resources and who should have access
to the manager's time;
• negotiator represents the organization in a
negotiation setting such as collective bargaining for
a union contract or developing an agreement with a
consultant.

34. Managing People
All managers must be concerned with activities like….
Staffing (hiring and firing)
Retention (motivating people)
Development (encourage & train)
Adjustment (alternative arrangements)
Managing change (burning issue of today)

35. Management & HRM
HR is part of
Management!

36. HR Professionals’ Responsibilities
Establish HRM procedures
Develop/choose HRM methods
Monitor/evaluate HRM practices
Advise/assist managers on HRM-related
activities

37. Productivity (increasing performance)
Operations (cohesive linking)
Relationships (between diff. levels of mgt / dept)
Conflict (help handling conflict)
Stress (managing stress)
Reward systems (help motivate people)
HRM can help manage…

38. Effective
HRM
Effective
Organization

39. Assignment + Quiz -1
Discuss Human Resource
Challenges