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1. Job and Role
management
process
By sujith bhaskar R

2. TASK
Basic unit of a job-specific element in a particular job-specific
time bound activity.
JOB
Component of work-specific requirement to get product or
achieve an objective-series of tasks constitute a job-strong
relationship exists between job performer and product of that
performance.

3. ROLE
Relationship of an individual and organisation - expectations from
significant persons in organisation, professional bodies,
social/political bodies, family and self-role is dynamic and
changing particularly with reference to time - changes in
technology, business environment, human resources, competencies
of role holder.

4. ROLE LINKAGES
ROLE
TECHNOLOGY
BUSINESS
STRATEGY
PEOPLES’
SKILLS
COMPETENCY
OF ROLE
HOLDER
EXTERNAL
ENVIRONMENT
(MARKET -
DEMAND/SUPPLY)

5. WORK
Wider concept - person seen in relation with his tools and other
persons performing a similar activity.
POSITION OR OFFICE
Specific point in the organisation is position or office - job is
descriptive - position is evaluative.

6. JOB DESCRIPTION
Details of the specification of job and responsibilities of a job
holder.
JOB SPECIFICATION
Indicate what kind of people should be hired for what jobs.
JOB EVALUATION
Each job is analyzed in terms of the level of specific
dimensions viz. education, responsibility, discretion,
relationship, impact etc.
This is done to determine compensation.

7. KEY PERFORMANCE AREAS (KPAs) - ANALYSIS
Of role for KPAs is necessary for performance appraisal/review,
training and development - both people and jobs. Persons must
distinguish between main (key) functions and routine functions
- clarity about priorities have to be established.

8. KEY PERFORMANCE AREAS (KPAs)
&
KEY RESULT
AREAS (KRAS)
Are often used synonymously in common management
parlance.
KPAs are aspects of performance.
KRAs are impact of performance.
Thus KPAs lead to KRAs and not vice-versa.

9. KPAs, KRAs could be pre-fixed (in advance) say for a quarter for
monitoring purpose.
To achieve results ideally KPAs, KRAs should be restricted
again depending on the role - role specific.

10. BENEFITS OF KPAs
• Focuses on priorities - main-key areas whereas job
description contains too many details.
• KPAs indicate critical functions of past, present and
future. KPAs are dynamic. Job Description only
describes the job.
• KPAs are specific & indicate relative worth of job to the
organization.
• KPAs distinguish between specific contribution of one
role from other related roles.
• KPAs establish role clarity vis-a-vis role ambiguity.
Chances of role erosion is reduced.

12. FUNCTIONS OF MANAGEMENT
• PLANNING
• ORGANIZING
• STAFFING
• LEADING
• CONTROLLING

13. PLANNING
involves selecting missions and objectives and the actions t
(Management: Weihrich & Koontz)

14. PLANNING involves defining the organization’s
objectives or goals, establishing an overall strategy for
achieving these goals, and developing a comprehensive
hierarchy of plans to integrate and coordinate
activities. It is concerned with both Ends (what is to
be done) and Means (how it is to be done).
(Management: Robbins & Coulter)

15. ORGANIZING is that part of managing that involves
establishing an intentional structure of roles for people to fill in
an organization.
(Management: Weihrich & Koontz)
ORGANIZING is the process of creating an organization’s
structure.
(Management: Robbins & Coulter)

16. STAFFING involves filling, and keeping filled, the
positions in the organization structure.
(Management: Weihrich & Koontz)

17. LEADING is influencing people so that they will
contribute to organization and group goals, it has to
do predominantly with the interpersonal aspect of
managing.
(Management: Weihrich & Koontz)

18. CONTROLLING is measuring and correcting
individual and organizational performance to ensure
that events conform to plans.
(Management: Weihrich & Koontz)

19. CONTROL can be defined as the process of
monitoring activities to ensure that they are being
accomplished as planned and of correcting any
significant deviations.
(Management: Robbins & Coulter)

20. PLANNING
Planning bridges gap from where we are to where we
want to go. Planning is intellectually demanding, it
requires to consider courses of action and base our
decision based on purpose, knowledge and
considered estimates.

21. NATURE OF PLANNING
Four aspects:-
1. Contribution to purpose and objectives.
2. Primacy among manager’s tasks.
3. Perasiveness.
4. Efficiency of Resulting Plans.

22. STEPS IN PLANNING
1. Being aware of opportunity
2. Setting objectives or goals
3. Considering planning premises
4. Identifying alternatives
5. Comparing alternatives in light of goals sought
6. Choosing an alternative
7. Formulating supporting plans
8. Numberizing plans by making objectives.

23. MANAGERS PLAN
It gives direction, reduces impact of change,
minimizes waste and redundancy, and sets standards
used in controlling.

24. MYTHS ABOUT PLANNING
• Planning that proves inaccurate is a waste of
management’s time
• Planning can eliminate change
• Planning reduces flexibility

25. TYPES OF PLANS
BREADTH • Strategic
• Operational
TIME FRAME • Long term
• Short term
SPECIFICITY • Directional
• Specific
FREQUENCY OF USE • Single use
• Standing

26. THREE CONTINGENCY FACTORS
IN PLANNING
• Manager’s level in the organization
• Degree of environmental uncertainty
• Length of future commitments

27. MISSION OR PURPOSE
(The terms are used interchangeably), identifies the
basic function or task of an enterprise or agency or any
part of it.
OBJECTIVES OR GOALS
(The terms are used interchangeably), are the ends
towards which activity is aimed.
SYNERGY
The concept of synergy can be expressed simply as a
situation in which 2 plus 2 becomes equal to 5, or in
which the whole is greater than the sum of parts.

28. STRATEGY is defined as the determination of basic long-term
objectives of an enterprise and the adoption of courses of action
and allocation of resources necessary to achieve these goals.
POLICIES also are plans in that they are general statements or
understandings that guide or channel thinking in decision
making.
PROCEDURES are plans that establish a required method of
handling future activities.
RULE spell out specific required actions on non-actions,
allowing no discretion.

29. PROGRAMS are a complex of goals, policies,
procedures, rules, task assignments, steps to be
taken, resources to be employed, and other elements
necessary to carry out a given course of action; they
are ordinarily supported by budgets.
BUDGET is a statement of expected results
expressed in numerical terms.