PRINCIPLES OF HRM-BDWT3-2020.pptx

Organizational Management
BACHELOR DEGREE
IN
WILDLIFE TOURISM
YEAR THREE
2019/2020

Definitions and concepts
Organization
 Group of people working together to attain common goals
 Social entities that are goal directed,
deliberately structured activity system with an
identifiable boundary

Definitions and concepts Cont..
Organizational Management
 the process of organizing, planning, leading and
controlling resources within an entity/organization with
the overall aim of achieving its objectives
Management
 the process of coordinating activities undertaken by one
or more individuals in order to achieve certain results.
 Management is viewed as a subset of administration.

Definitions and concepts Cont..
OR
• Management is the process of steering an
organization towards goal accomplishment
through planning, organizing, Leading and
controlling
• Administration: can be defined as the
process of efficiently organizing people and
resources so as to direct activities towards
common goal and objectives.

Definitions and concepts cont..
The terms management and administration are used interchangeably, that is, in
most cases there is no distinction between them. However it is said that
administration is used much in the governmental Institution while
management is used mostly in business oriented organization. Administration is
the top-most executive in the organization
Administration
•Formulation of policies
•Statutory provisions
Management
Implementation of plans and policies
Execution of programmes of the organization.

Planning:
 Is the function concerned with deciding what objectives to
pursue during a future period and what should be done to
achieve those objectives.
OR
 Systematically making decisions about what will be done in the
future.
 It maps the path from where the organization is to where it
wants to be.
 The planning function involves establishing goals and
arranging them in logical order.

 Communication: It can be a message being sent from
one source to another or several recipients
 OR
The transference of meaning and understanding
 Delegation: Conveying responsibility and authority to
your employees so they can carry out certain tasks.
However, you leave it up to your employees to decide how
they will carry out the tasks

OR
 The assignment of responsibility or authority to
another person (normally from a manager to a
subordinate) to carry out specific activities.
 It is one of the core concepts of management
leadership.(Manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate)
 However, the person who delegated the work remains
accountable for the outcome of the delegated work.
 Delegation empowers a subordinate to make decisions, i.e. it
is a shift of decision-making authority from one
organizational level to a lower one.
 In general, delegation is good and can save money and time, help
in building skills, and motivate people.

 Goal: An open-ended statement of what the department
wishes to accomplish, with no qualification of what is to
be achieved and no time criteria.
 Goals provide unifying direction to the department and all
its units and can, where necessary, be supported by sub-
goals. They reflect the underlying purpose of a department
and are likely to remain stable for a number of years.
 Mission: A sense of purpose, the reason for the organizations’
existence (CAWM, TANAPA, MNRT).

 Manager: A person who coordinates the activities of his
subordinates, Decision making, disturbance handler, entrepreneur,
negotiations, resource allocation.
 Mentorship: Is a relationship in which a more experienced or more
knowledgeable person helps to guide a less experienced or less
knowledgeable person. The mentor provide guidance, advice,
support and feedback to the protégé. The mentor may be older or
younger than the person being mentored, but she or he must
have certain area of expertise.
 Motivation: Creating conducive environment for the subordinates to
have high productivity
 Objective: It states what is to be accomplished, by when, by whom
and should be quantified (that is, it includes performance
information). Objectives should be concise, relevant, attainable,
specific and not just broad statements.

 Organizing: Deals with scheduling flows of work,
designing jobs and grouping them as well as co-
coordinating the different units in the organization.
 Supervisor: Anybody given responsibility of
making sure that certain objectives are met. The term
“supervisor” typically refers to one’s immediate superior
in the workplace, that is, the person whom you report
directly to in the organization. Unity of Power and
authority for directing others.

 Supervision: Activity carried out by supervisors to oversee
the productivity and progress of employees who report directly
to the supervisors. Supervision is about working through
others, is about managing resources effectively to achieve
particular goals.
 Command: Power authority for directing others. Direct,
giving orders to attain organization objectives.

The Roles of Management
Management is divided under different levels.
1. Top Management or Executive
This applies to people or specific positions in top levels
of management, e.g. chief executive officers, like Director
General of TANAPA, Directors, chief financial officers,
and general managers of large organizations.
Responsibilities are:
 To carry out the strategic plans and policies as established
by the board of directors/Governing Body
 To Promote organization and stakeholder on changes
related to organization mission,
 To support and motivate employees in the organization on
products/programs and operations.

The Roles of Management cont..
The top management therefore must be:
 Status symbol, someone with authority.
 Decision maker in regard of which way the
organization should follow-visionary, resources
allocation and use, negotiator in tricky situations.
 Interpersonal relationships – leader, liaison a bridge
between the organization and the external world.
 Information bearer/visionary-monitors, disseminates
and is the spokesperson of the organization.

2. Middle level management
These are implementers of organization’s objectives and
advisors. They:
 advice the top management on varied issues that need their
expertise.
 in-charge of major functions or departments
 Are different types of managers across the same level in the
organization. For example:
 A project manager is in charge of developing a certain project,
e.g. development of a new building.
 A functional manager is in charge of a major function, such as
a department in the organization, e.g. ant-poaching unit,
tourism, engineering, finance, etc.

3. Supervisory management- operations
 Supervisors have strong working knowledge of the activities in
their group, e.g. community based conservation, patrolling,
marketing, sales, production of tourism products etc.

Management functions include:
 Planning is the act of systematically making decisions about
what will be done in the future including identifying goals,
objectives, methods, resources needed to carry out methods,
responsibilities and dates for completion of tasks.
Examples of planning are strategic planning, business
planning, project planning, staffing planning, advertising and
promotions planning.
 Organizing: assessing and coordinating resources needed to
achieve goals in an optimum fashion.
Examples are organizing new departments, human resources,
office and file systems, re-organizing businesses, etc

Leading/Directing: Are the efforts applied to stimulate high
performance, including setting direction for the
organization, groups and individuals.
 It also has to do with influence people to follow the
direction chosen, motivating and communicating.
Examples are establishing strategic direction (vision,
values, mission and/or goals) and championing methods
of organizational performance management to pursue that
direction.

Controlling: or coordinating, the organization’s systems, processes and
structures to effectively and efficiently reach goals and objectives.
 This includes ongoing collection of feedback; monitoring progress
and making needed changes, setting performance standards and
adjustment of systems, processes and structures accordingly.
 Integrating different activities to make sure that all organization
objectives are attained
 Examples include use of financial controls, policies and procedures,
performance management processes, identifying problems,
budgeting, disciplinary action.
 As a Manager more than 60% of your time spend meeting with different people. Your quiet
time without interruption will last less than 10 minutes.

The skills you need to be an effective Manager:
 Technical skills: Knowledge acquired through specialized
training or education or sometime through experience (eg. HR, computer
skills).
 Conceptual skills: This is the ability to think and make critical
decision pertaining the organization. Recognize complex and dynamic
issues, analyze factors that influence those issues or problem and make appropriate decision
 Analytical skills: Pros and cons
 Interpersonal skills/People skills: Ability to deal with people
 Decision making skills: make appropriate decision
 Communication skills: enable the manager to interact and
work well with people (Listening, speaking, reading, writing. Make sure that you
are doing at least twice as much listening as talking)

Roles of a manager/managerial roles
 Interpersonal roles:
 Acts as Figurehead: Representing the organization or unit in ceremonial and symbolic activities
 Leader: Guiding and motivating employee performance
 Liaison,: Linking the organization or unit with others
 Information roles: Receive and send information to others in an organisation
 Monitor: Scanning the environment for information that can enhance organizational or unit performance
 Disseminator: Providing information to subordinates
 Spokesperson: Distributing information to people outside of the organization or unit
 Decisional roles: Determine the organization/firms direction
 Entrepreneur: Initiating changes that improve organization or unit
 Disturbance handler: Adapting the organization or unit to changing conditions
 Resource allocator: Distributing resources within the organization or unit
 Negotiator: Bargaining or negotiating to sustain organizational or unit survival

Leadership
Leadership
 Is the ability to influence a group toward the achievement of a
vision or set of goals.
 Leaders sets direction by developing a clear vision and
mission, and conducting planning that determines the goals
needed to achieve the vision and mission.
 Leaders motivates by using a variety of methods, including
facilitation, coaching, mentoring, directing, delegating and
training to remedy any weakness
 Leaders inspires employees to accomplish tasks against great
odds.
 Leader allocates resources, and removes impediments so as to
give employee the opportunity to perform

Leadership styles cont..
Leaders carry out their roles in a wide variety of styles
depending on the situation
 Leadership style refers to the behavioral pattern a leader
establishes while guiding others
 Styles are based on decision-making function; and that the
prevailing situation will determine what style to use.
Sometimes the organization climate enforces one form of
the leading styles.
 Leaders and supervisors play the same roles although
leadership can apply to higher level of management.

DIRECTED STUDY
READ:Theories of leadership
 Trait Theory
 Behavioral Theories
 Contingency Theory

Leadership cont…
Theories of leadership:
 Trait Theory: Is an early assumption that leaders are born not made and due to this belief, those that possess the correct qualities and traits are
better suited to leadership. This theory often identifies behavioral characteristics that are common in leaders
 Behavioral Theories: Focus on the study of specific behaviors
of a leader. Two groups of behaviors that are strongly
correlated;
 Task Oriented leaders-Are focusing their behaviors on the organizational structure, the operating procedure and they like to
keep control. Staff motivation is not their main concern. They will favor behavior that are in line with: initiating, organizing, clarifying and information gathering
 People Oriented leaders-Are focusing behavior on the ensuring that the inner needs of the people are satisfied. They will
seek to motivate their staff through emphasizing the human relation. They will favor behavior that are in line with: Encouraging, Observing, Listening, Coaching
and Mentoring.
 Contingency Theory: In general states that the effectiveness of leadership depends upon the situation and there are numerous factors,
such as the nature of the task, leader’s personality, and make-up of the group being led. In contingency theory of leadership, the success of the leader is a function of
various contingencies in the form of subordinates, task and/or group of variables. The effectiveness of a given pattern of leader behavior is contingent (dependent) upon
the demands imposed by the situation/the internal and external situation.

Types of leaderships
Three Classic Leadership Styles:
Based on control and one's perception of how much
control one should give to people.
 The laissez faire style - implies low control,
 The autocratic style - high control
 The participative or democratic.
 Autocratic or authoritarian – where the leader seeks
very little if any inputs from the subordinates what
he/she says goes sometimes known as directive on the
assumption that the leader knows it all.
 Critics of authoritarian leadership argue that the leadership style leads to high member dissatisfaction, turn-over and
absenteeism

 Democratic/participative – where the leader seeks out the
subordinates opinions, ideas and inputs in decision making –
collaborative seeking synergy in ideas and approaches, seeks
information from his/her subordinate.
 Laissez faire – where the leader leaves everybody to do what
they think is right and thus abdicates his/her responsibilities as
a leader, avoids making decisions. Passive whereby managers
would allow their subordinates to get on with their jobs,
delegates and empowers individuals to make decisions.

 Situational Leadership.
Leaders must adjust their leadership style to the situation as well as
to the people being led.
READ: Goleman's, Hershey and Blanchard's Models of Situational Leadership
 The Emergent Leadership Style
Emergent leadership is a type of leadership in which a group member is
not appointed or elected to the leadership role rather leadership
develops over time as a result of the group’s interaction. The most
successful companies are focused on this new type of leader to add
value to their organizations
Contrary to the belief of many, groups do not automatically accept a new "boss" as leader. We see a number of ineffective managers who didn't
know the behaviors to use when one taking over a new group.

 The Transactional Leadership Style
The approach emphasizes getting things done within the
umbrella of the status quo; almost in opposition to the goals of
the transformational leadership. It's considered to be a "by the
book" approach in which the person works within the rules. As
such, it's commonly seen in large, bureaucratic organizations.
 The Transformational Leadership Style
The primary focus of the transformational leadership style is to
make change happen in:
 Our Self,
 Others,
 Groups,

Organizations
The transformational style requires a number of different
skills and is closely associated with two other leadership
styles: charismatic and visionary leadership.
 Charismatic
Is a special leadership style commonly associated with
transformational leadership. While extremely powerful, it
is extremely hard to teach. Five characteristics/attributes
of charismatic leaders:
 Self-confidence: They have complete confidence in their judgment and ability

 A vision: This is an idealized goal that proposes a future better than the status quo. The greater the disparity
between this idealized goal and the status quo, the more likely that followers will attribute extraordinary
vision to the leaders
 Strong convictions in that vision: charismatic leaders perceived as being strongly committed. They are
perceived as willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve
their vision (President Dr. Magufuli)
 Behave out of the ordinary: Leaders with charisma engage in behavior that is perceived as novel,
unconventional, and counter to norms. When successful, these behaviors evoke surprise and admiration in
followers
 Perceived as a change agent: Charismatic leaders are perceived as agents of radical change rather than as
caretakers of the status quo.

 Visionary Leadership
The leadership style focuses on how the leader defines the
future for followers and moves them toward it.
 Strategic Leadership
This is practiced by the military services such as the US Army,
US Air Force, and many large corporations. It stresses the
competitive nature of running an organization and being able to
out fox and out wit the competition.

 Team Leadership
Refers to the leadership practices and values exhibited by
leaders, governing a specific group of individuals who are
working towards achieving a particular goal or objective
 Facilitative Leadership
This is a special style that anyone who runs a meeting can
employ. Rather than being directive, one uses a number of
indirect communication patterns to help the group reach
consensus.

 Leadership Influence Styles
Here one looks at the behaviors associated with how one
exercises influence. For example, does the person mostly
punish? Do they know how to reward?
 Cross-Cultural Leadership
Not all individuals can adapt to the leadership styles expected
in a different culture whether that culture is organizational or
national. In fact, there is some evidence that American and
Asian Leadership Styles are very different, primarily due to
cultural factors.

 Coaching
A great coach is definitely a leader who also possesses a unique gift--the ability to teach and
train.
 Servant Leadership Style
This term was coined by Jim Collins in his book Good to Great: Why Some Company’s Make
the Leap and Other Don’t. As Collins says in his book, "We were surprised, shocked really, to
discover the types of leadership required for turning a good company into a great one." What
he seems to have found is what The Economist calls "The Cult of the Faceless Boss." Servant
Leadership Style” Some leaders have put the needs of their followers first. For example, the
motto of the Los Angeles Police Department, "To Protect and Serve." reflects this philosophy
of service. One suspects these leaders are rare in business.
 The highest priority of a servant leader is to encourage, support and enable subordinates
to unfold their full potential and abilities. This leads to an obligation to delegate
responsibility and engage in participative decision-making.
 Servant-leaders continually strive to be trustworthy, self-aware, humble, caring,
visionary, empowering, relational, competent, good stewards, and community builders.
NOTE: Read characteristics of each leadership style.

Successful leaders have talents for seeing and creating the future.
They use highly visual language that paints pictures of the future for those they
lead. They are:
 dependable, reliable, hard-working , honest, peace-loving, courteous,
 have ability to communicate
 Intelligence
 Self-confidence
 Willingness to accept responsibility
 Initiative
 High Energy level
 Imagination
 Flexibility
 Interpersonal skills
 Self-knowledge
 Ability to handle conflict
 Goal achievement
 Competitiveness

The Manager’s Day –by Henry Mintzberg
Distribution of Hours
59%
Scheduled
meetings
22%
Desk
work
10%
unscheduled
meetings
6%
Telephone
calls
3% Tours

The Emotional intelligence (EQ) Test
Below are items that determine EQ levels. For each item, rate your own ability on a
scale of one to ten, with ten being the highest. Be completely honest with yourself.
Make realistic assessment of yourself!
1. When in stressful situations, I find ways to relax.
2. I can stay calm when others verbally attack me.
3. I can easily identify my own mood shifts.
4. It is easy to ‘come back’ after a major setback.
5. I have effective interpersonal skills like listening, giving feedback and motivating
others.
6. It is easy for me to show empathy to others.
7. I know when others are distressed or upset.
8. Even when working on a boring class exercise, I can show high levels of energy
9. I just seem to know what others are thinking.
10. I use positive, instead of negative “self-talk”.

The EQ Test cont…
 A score above 85 means you are already emotional intelligent.
A score above 75 means you are well on your way to becoming
emotionally intelligent
 EQ is a combination of having people skills and knowing a lot
about yourself
 See connection between EQ and successful manager
 The EQ skill recognizing your own feelings and feeling of
others; being able to express your emotions appropriately;
being self-motivated and getting others to be; and being able to
deal with stress, tension and chaos and helping others do the
same mark the excellent manager of today’s workplace

Organization Structure
 Every organization has both a formal and an
informal organizational structure
 Is a planned design showing the relationships
between all employees and the function each
should perform to enable the organization
achieves its desired objectives OR
 Is a system of task, reporting and authority
relationships within which the work of the
organization is done

 The purpose of organization structure is to order and
coordinate the actions of employees to achieve
organizational goals
 Organization structures are presented in diagrams
called Organization charts or Organogram
 An organization Chart is a diagram showing all
people, positions, reporting relationships, and lines of
formal communication in the organization
Example of Organization charts: CAWM, NCAA, TANAPA, TAWIRI, MNRT

 The chart shows the way in which the chain of command
works within the organization.
 It represents the structure of an organization in terms of rank.
 The chart usually shows the managers and sub-workers who
make up an organization.
 It graphically shows the hierarchical authority, roles and
responsibilities, functions and relations within an organization.
 For a new employee, the organization chart helps to
understand what should happen within the firm. (The informal
structure represents what is actually occurring within the
organization).

Organization Structure cont..
Applications of the Organization Chart
 Defining the roles and responsibilities of all personnel within the
organization.
 Establishing a hierarchical structure of authority, power and, hence,
decision-making.
 Establish communication channels and information flows, incorporating a
chain of command with specific rules and regulations relating to reporting
procedures and accountability methods.
 Establishing control mechanisms, such as the degree of centralization and
the span of control.
 Establishing strategies for co-ordination of work practices.
 Establishing decision-making processes.
 Establishing specific operational functions and tasks centralize

Benefits of the Organization Chart.
 Transparent and predictable. Helps to understand what should
happen within the firm.
 Provides a quick snapshot about the formal hierarchy in an
organization.
 Who is in charge of what? Who reports to whom?
Limitations of Organizational Charts.
 Does not help much to understand what actually happens within the
informal organization.
 Traditional org charts can not cope with changing boundaries of
firms due to outsourcing Information Technology, Strategic
Alliances, and the Network Economy.

Organization structure makes sure that:
 Jobs are clearly defined and the framework is put in place, making co-
ordination easy Communication or interaction will be easy, as information
will flow up and down the organization to ensure that everyone is full aware
of the facts that will enable jobs to be done quickly, efficiently, effectively
and willingly.
Types of organization structure
 Functional type of structure
 Type of structure whereby each manager has authority over the personnel
within the department with respect to their performance of function for
which he or she is responsible.
 Is the building block of organization
 It is formed by grouping all the work to be done into major functional
departments or divisions; that is all related work of one kind is placed in one
organization component under one coordinating head
 For example the personnel manager would have primary authority and
responsibility for hiring, training, disciplining and the handling of other
functions relating to the management of personnel within all departments.

 Line type of organization or scalar type
 Is the oldest type and simplest type of structure
 It permits a clear line of authority to be maintained from highest to lowest
level within the structure
 Each member of the organization is held directly responsible to only one
supervisor
 This structure is used mostly in small business organization
 Line and staff type of organization structure.
 Has characteristics of both the line and functional structures

Organization structures are based on certain
principles some of which are:
 Unity of command
 It is hard –sometimes impossible- to serve two
masters
 It advocates that an employee should have one and
only one immediate supervisor.
 Lines of authority/chain of command
 Must be clear so that everyone knows who reports
to whom to enhance unity of command. To whom
do I go if I have a problem? And to whom am I
responsible?

Span of control/management
 Is the number of people reporting to a manager (How many
subordinates can a manager efficiently and effectively direct ?)
 It is increasingly being determined by looking at contingency
variables
 It is obvious that the more training and experience subordinates
have, the less direct supervision they need.
 Also physical location of your direct reports. You can handle a
little broader span of control if they are located in the same
facility as you

 Delegation
 authority should be delegated as far down as possible, to the
closest point where the action must take place.
 For example the authority to decide what should be done
during an anti-poaching patrol should rest with the patrol leader
and not with the warden.

Organization structure cont..
 Simplicity
 the structure should be as simple as can possibly be in relation
to what is being done in the organization.
 Simplicity allows faster decision-making.
 Many organizations prefer flat to tall structures.
 The structure should be flexible to allow changes take place
without altering too much of the former structure.
 Why do Organizational Structures differ?

Why do Organizational Structures differ?
Determine the
design of
organizational
structure
Strategy
Technology
Human
resources
Organizational
Environment

Organization structure cont.
Factors Affecting Organizational Structure are:
i. Organization size/Human Resources
o Smaller business will require only few workers than large business. Expansion in size
results in:
 High complexity (More employees great deal of horizontal, vertical, and spatial
differentiation)
 High formalization (uses large number of procedures and regulations to ensure uniform
practices)
 High degree of decentralized decision making

ii. Strategy
 An organization structure is a means to help management achieve its objective.
 Since objectives are derived from the organization’s overall strategy, it is logical that strategy
and structure be closely linked. More specifically, structure should follow strategy
 If management makes a significant change in its organization’s strategy, the structure will need
to be modified to accommodate and support this change (e.g introduction of tourism course at
CAWM)
 Different strategies require the use of different structures.
 A differentiation strategy needs a flexible structure, low cost may need a more formal structure.
 Increased vertical integration or diversification also requires a more flexible structure.
iii. Technology
 The term technology refers to how an organization transfers its inputs to outputs
 Every organization has at least one technology for converting financial, human and physical
resources into products or services. For instance, colleges may use a number of instruction
technologies-the ever popular formal lecture method, the case analysis method, the experiential
exercise method, the programmed learning method and so forth.
 The combination of skills, knowledge, tools, equipment, computers and machines used in the
organization.
 More complex technology makes it harder for managers to regulate the organization.

iv. An Organization’s Environment
• Consists of everything outside the organization. Suppliers,
customers and competitors and part of an organization’s
environment as are the governmental bodies that regulate its
business, the financial institutions and stakeholders that supply it
with funding, and the labor market that provides it with
employees. In addition, general factors such as the economic,
geographic, and political conditions that impinge on the firm are
part of its environment
• The quicker the environment changes (competitors, government
regulations, changing preferences by customers) the more
problems face managers.
• Structure must be more flexible (i.e. decentralized authority)
when environmental change is rapid.

Organization structure cont.
Basically there are two designs of Organization structure:
1. Mechanistic structure
A form of organization that seeks to maximize internal efficiency
Characterized by:
 high complexity, especially a great deal of horizontal differentiation,
 Highly formal (high formalization-procedures, rules, guidelines)
 Limited interaction (mostly downward communication)
 Low participation in decision making
 Dependent on supervisor
 The mechanistic structure is synonymous with the rigid pyramid-shaped
organization (1500 and above employees)
 Relying on authority and a well-defined hierarchy to facilitate coordination
Machine-like organization structure designed to enhance efficiency; characterized by large amounts of formalization,
standardization, specialization and centralization

2. Organic structure
An organizational form that emphasizes flexibility.
Characterized by:
 Informal (It is low in complexity and formalization)
 More interaction (It possesses a comprehensive information network -
utilizing lateral and upward communication as well as downward)
 It involves high participation in decision making
 Less dependent on supervisor
 It is flexible and adaptive
 Coordination is achieved through constant communication and adjustment
Organic structures: Organism-like organization structures designed to enhance flexibility and innovation; characterized
by large amounts of mutual adjustments and decentralization. Are more like living organisms in that they are
innovative and can adapt to changing conditions.

 Whatever the type of structure they basically define activities, by group in
the organization, reporting relationships by channels of communication
through which various level of management can communicate.
 NOTE that whatever the type of structure, the structure should meet the
organization’s needs or else it may fail because decision-making is delayed
or lacking in quality.
 If it does not meet the needs, it may not be able to respond to a changing
environment and it may cause conflict among units, especially if the
structure was made with the existing staff in mind without really looking at
what the organization does.
 Managers need to address six key elements when they design their
organization’s structure: work specialization, departmentalization, chain of
command, span of control, formalization, centralization and decentralization
 The ultimate aim of organization design is a measure of an organization’s
success in achieving its goals and objectives i.e organizational effectiveness

Key Design Questions and Answers for Designing the Proper Organization
Structure (Six key elements of OS):
The Key Question The Answer is Provided By
1. To what degree are activities subdivided into separate Work specialization
Jobs?
2. On what basis will jobs be grouped together? Departmentalization
3. To whom do individuals and groups report? Chain of command
4. How many individuals can a manager efficiently Span of control
and effectively direct?
5. Where does decision-making authority lie? Centralization and decentralization
6. To what degree will there be rules and regulations to direct employees Formalization
and manager?

Manage Human Resource
Human Resource (HR)
 Refer to the individuals or personnel or
workforce within an organization responsible
for performing the tasks given to them for the
purpose of achievement of goals and objectives
of the organization.

Manage HR cont…
 Human resource management (HRM or HR) is a function in organizations
designed to maximize employee performance in service of their employer’s strategic
objectives.
 OR HRM means employing people, developing their capacities, utilizing,
maintaining and compensating their services in tune with the job and organizational
requirement
 HR is primarily concerned with how people are managed within organizations,
focusing on policies and systems.
 HR departments and units in organizations are typically responsible for a number of
activities, including employee recruitment, training and development, performance
appraisal and rewarding.
 HR is also concerned with industrial relations, that is, the balancing of
organizational practices with regulations arising from collective bargaining and
governmental laws.
 HRM is the management of employment relationships in organizations

Manage HR cont…
Human resources managers
 Plan, direct, and coordinate the administrative
functions of an organization.
 They oversee the recruiting, interviewing, and hiring
of new staff, consult with top executives on strategic
planning;
 and serve as a link between an organization’s
management and its employees.

Manage HR cont…
The Human Resources Management (HRM) function includes a
variety of activities and key among them is:
 Deciding what staffing needs to have and whether to use
independent contractors or hire employees to fill these needs.
 Recruiting and training the best employees, ensuring they are
high performers, dealing with performance issues.
 Ensuring personnel and management practices conform to
various regulations.
 Managing employee benefits and compensation, employee
records and personnel policies.
 Helping to manage people so that people and the organization
are performing at maximum capability in a highly fulfilling
manner.

Manage HR cont…
OR:
 Human Resource Management is the process of
recruitment, selection, training, appraising performance,
compensating, maintaining relationships, looking welfare,
healthy and safety measures of employees and compliance
with labour laws of the land.

Manage HR cont…
Principles/Process of Humana Resource
Management
Include:
• Job analysis (systematic process of collecting information about the job for preparing of job
description and job specification meant to selection of employees, satisfaction in job and motivation)
• Recruitment
• Selection
• Performance management and appraisal
• Training and development

Manage HR cont…
• Rewards and remuneration or compensation
management
 Maintaining proper labour relations and
 Ultimately maintaining safety, welfare and health
concern of employees,
• Talent management

Manage HR cont…
2.1 Recruitment
 Recruitment: Is the process of finding and
attempting to attract job candidates who are
capable of effectively filling job vacancies.
 Job descriptions and job specifications are
important in the recruitment process
 Job descriptions and job specification specify the
nature of the job and the qualifications of the
candidates.

Manage HR cont…
Job description
 is simply a list of personnel specification needed for a
particular job. It will vary depending upon organisations, jobs,
circumstances
 However job descriptions have certain basics that are required
to show;
 what type of a person most likely to be able to carry out the job
described and
 their essential or desirable attributes ascribed to the job

Manage HR cont…
Job description will normally carry:
Job title,
Overall responsibility of the jobholder
To whom the job holder is supposed to answer to
Categories of duties and responsibilities
 All in all the job description states purpose of the job
duties making it possible for the job holder to know the
scope of decision making

Manage HR cont…
 Qualifications required for the job include;
 Education,
 Skills (Hard and soft skills)
 Experiences as well as job-related personal attributes.
 The critical knowledge, skills needed to perform the job and sometimes the
desirable addition knowledge (consider interpersonal skills/soft skills like
being a good listener, being a team player; analytical thinking, verbal and written communication, and
leadership )
 Behaviours like being innovative and creative or showing commitment to
quality
 The supervisor of the title-holder or the jobholder should periodically
review the job description in order to incorporate new duties as well as
remove the duties that are no longer being performed by the jobholder.
 However job reviews are normally done under the supervision of the
supervisor

Manage HR cont…
 Soft skills is a s term involving a person’s Emotional Intelligence Quotient or EQ. This is the cluster of communication, personality traits,
personal habits, language, optimism, and friendliness, that describe your relationships with others.
 What are Soft Skills?
 There are a many soft skills but we’ll look at the top 10 soft skills that you should make sure you have.
 1. A Solid Work Ethic
You are motivated to complete a job and will go the extra mile to make sure that happens. You are conscientious and will always strive to
do your very best
 2. An Attitude That’s Positive
You are optimistic, upbeat, and have a positive outlook.
 3. Flexible
You can adapt to challenges and new situations quickly and embrace it along the way.
 4. Time Management Capability
You prioritize task, use your time wisely, and are able to work on several projects at the same time.
 5. Good Communication Skills
You are a good listener and you are articulate. You can communicate in a manner that builds relationships with vendors, customers, and
colleagues.
 6. A Team Leader
You can work well alone or in a group and you can take the role of team leader when asked.
 7. Problem Solving and Analytical Skills
You are resourceful; you can analyze, and solve problems as they occur.
 8. Self Confident
You are calm, confident, know you can do your job, but you are also not afraid to ask questions.
 9. Able to Accept Constructive Criticism
You can handle criticism and grow from it. You are coachable, learn quickly, and grow professionally.
 10. Works Well Under Pressure
You are able to handle a crisis and deal with the stress of deadlines

Manage HR cont…
Uses of job descriptions are:
o Job grading
o Performance appraisal
o Gives discretion to the job holder as he knows what the
responsibilities are
o Reviewing of an organisation structure
o Advertisement for recruiting new employees in case the
position falls vacant

. Manage HR cont…
2.1.1 Internal recruitment:
 Most vacant posts in organizations are filled through
internal recruitment.
 Individuals from within fill job vacancies through
promotions/upward mobility and transfers.
 Job posting is a method of internal recruitment in
which information about vacancies is placed in
conspicuous places.
 Skills inventories and replacement charts are also used
to locate potential internal candidates.

Manage HR cont…
2.1.2 External Recruitment:
 When a job cannot be filled internally external
recruitment is done.
 A process of finding and encouraging potential
external candidates to apply for and/or be willing to
accept organizational jobs that are vacant. Ways of
accessing external candidates:
Newspaper advertisements
Employee referrals (why employee referrals are the best source of hire? Benefits and drawbacks)
Internet
Employment agencies (radar recruitment agency, check its credibility)

. Manage HR cont…
Advantages and Disadvantages of Internal Recruitment
a) Advantages
 Candidates are already familiar with the organization
 Reliable information is available about candidates
 Recruitment costs are lower
 Internal morale is increased as a result of upward mobility
 Good performance is rewarded

b) Disadvantages:
 There may be fewer new ideas
 Unsuccessful contenders may become upset
 Selections more susceptible to office politics
 Expensive training may be necessary
 Candidates current work may be disrupted


. Manage HR cont…
Advantages and Disadvantages of External Recruitment
a) Advantages
 Candidates are potential sources of new ideas
 Candidates may be familiar with competitors
 Candidates may have new specialties
 Candidates may have broader experience
b) Disadvantages
 The probability of mistake is higher because of less reliable
information
 Potential internal candidates may be resentful
 The new employee may have a slower start because of the need for
orientation to the organization
 The recruitment process may be expensive

Manage HR cont…
Selection
 The process of determining which job candidates’ best suit
organizational needs.
 During the selection process managers must determine the
extent to which job candidates have the skills, abilities, and
knowledge required to perform effectively in the position for
which they are being considered.
 Adequate assessments of candidates require valid selection
methods.
 Validity is the degree to which a measure actually assesses the
attributes that it is designed to measure.
 It addresses how well a selection device (such as test) actually
predicts a candidate’s future job performance

Manage human resources cont.
Major Selection Methods:
 More than one selection method is typically used in assessing
job candidates. Most prevalent methods/tools are:
 Application blanks
 Interviews
 Reference checks
 Employment tests (Ability, Personality and Performance tests)
 Assessment centers

Manage HR cont…
Application blank
 Review profiles and background
 A form containing a series of inquiries about an applicant’s
educational background, previous job experience, physical
health and other information that may be useful in assessing an
individual ability to perform
 Pre-screening function for determining minimum requirements
of a position
 “Resumes” or curriculum vitae of applicants provide
background information.

. Manage HR cont…
Interview:
 Most popular selection tool
 This is relatively formal in-depth conversation conducted for the purpose of assessing a
candidate’s knowledge, skill, and abilities.
 Also provides information about the organization to the candidates.
 Many organizations place more confidence in the selection interview than in any other
method.
 As a selection device selection interviews have low validity because many interviewers
follow instructed formats.
 This can be remedied by designing structured interviews. Although this may yield valid
data, it is mechanical and excludes interesting or unusual issues that may arise in the
course of an interview.
 The solution to this problem is to use semi structured interviews. The interviewer relies
on a number of predetermined questions but also asks spontaneous questions to explore
any unique issues that may arise in regard to a particular candidate.

Manage HR cont…
Employment Test:
 A means of assessing a job applicant’s characteristics through paper –and –
pencil response or simulated exercise. The three major types of tests used in the
selection process are ability, personality, and performance.
 Ability tests measure mainly the mental (e.g. intelligence), mechanical, and
clerical skills or knowledge. Ability tests are usually done through paper – and -
pencil.
 Personality tests measure characteristics such as patterns of thoughts, feelings,
and behaviors that are distinctly individual and influence those individual
interactions in various situations.
They measure such characteristics as social ability, independence, and need for
achievement.(eg. Do you like to socialize with people? Do you enjoy working hard?)
 Integrity tests: are used to assess a job candidate’s honesty (eg. Have you ever thought
about stealing or whether you believe other people steal)
 Performance or work – sample tests are means of measuring the practical ability
of an individual on a specific job. In this type of test, the applicant completes
some job activity under structured conditions.
Example: a candidate for a teaching job might be asked to do actual teaching in the classroom under observation.

Manage HR cont…
Reference Checks
 Attempts to obtain – job – related information about
applicants from individuals who are knowledgeable
about the applicant’s qualifications (eg. ask former boss).
 Checks are used to verify information on application
blanks and ‘resumes’.
 Also to collect additional data that will facilitate the
selection decision.
 Reason for cross – checking is that job applicants
usually tend to exaggerate their accomplishments.

Manage HR cont…
Assessment Centre
 A managerial performance tests in which candidates participate
in a variety of exercises and situations
 Some of the exercises involve group and others are performed
individually
 Each exercise taps a number of critical managerial dimensions,
such as leadership, decision-making skills and communication
ability
 Assessors observe and record information about the candidates’
performance in each exercise

Manage HR cont…
Offer of the job:
 Assuming that a suitable candidate has emerged from the
selection process, he or she must now receive an offer.
 It is usual for the person to be made an oral offer, and if he or
she accepts it the individual is given a written offer.
 The offer should state:
 The wage or salary
 Special conditions (eg work six months under training, I yr probation)
 Essential conditions ( hours, holidays, bonuses and fringe benefits)

. Manage HR cont…
2.2 Training and Development
 Are Planned efforts to facilitate employee learning of job
related behaviours in order to improve employee
performance
 Managers are responsible for acquiring, developing,
and protecting and utilizing organizational resources.
Organizations must build and fully utilize their human
resources in order to gain a competitive advantage.
 Developing a workforce is done through training and
development and performance appraisal

Manage HR cont…
 Usually there is a distinction between training and development.
 Training involves efforts to increase employee skills on present jobs.
 Development refers to efforts towards improvements relevant to future jobs.
Phases of the Training process
 There are 3 phases of employee training process.
 They include assessment phase, design and implementation phase,
and evaluation phase.

i) Assessment phase (Needs assessment)
 Involves identifying training needs, setting training objectives, and
developing criteria against which to evaluate the results of training.
 Needs analysis determines training requirements

. Manage HR cont…
 Needs Analysis is an assessment of an organizations
training needs that is developed by considering overall
organizational requirements tasks associated with jobs for
which training is needed and the degree to which
individuals are able to perform those tasks effectively.
 See table: Training Needs Form (Develop staff training
program)

Staff
name
Designa
tion
Academi
c
qualificat
ion
Other
qualif
icatio
n
Releva
nt
servic
e
delive
ry
Target
from
Job
descri
ption
Perc
eive
d
perf
orm
anc
e
Gap
s
Propo
sed
traini
ng,
type
and
nature
Durat
ion
Startin
g
Date

Manage HR cont…
ii) Design and implementation phase
 Involves determining training methods, developing
training materials and conducting the training.
 Formal classroom training is common.
 On-the-job training methods are also used.
 Here the trainee learns while actually performing a job, with
the help of a knowledgeable trainer.

Manage HR cont…
iii) Evaluation phase
 Entails evaluation of results of the training in terms of
criteria developed during the assessment phase.
 Major ways of evaluating training are:
Measuring participant’s reactions to the training to
determine how useful they thought it was.
Assessing actual learning (through tests before and after
training).
Determining the extent of behavioral change by having a
supervisor or subordinates of a trainee assess changes in
the behavior of an individual.
Measuring actual results on the job (e.g. increased output)

Manage HR cont…
Types of training programmes
The most common types are orientation training, technical skills
training, and management development training.
a) Orientation Training
 Usually a formal program designed to provide new employees
with information about the company and their jobs. Orientation
training is very helpful to new employees
 Without it new job entrants can be subjected to poor
performance and cultural trauma

Manage HR cont…
b) Technical skills training
 Oriented towards providing specialized knowledge and
developing facility in the use of methods, processes, and
techniques associated with a particular discipline or trade
 Training that helps individuals learn various aspects of their
jobs falls into the category of technical skills training.

c) Management development programs
 Focuses on developing managerial skills for use at the
supervisory, managerial, and executive levels
 Training can have a positive impact on both productivity and
employee morale

Manage HR cont…
Performance Appraisal
 A second component in developing effective work force in an
organization (i.e Training and Performance appraisal)
 Performance Appraisal (Test facets/components) is the process of defining
expectations for employee performance, measuring, evaluating,
and recording employee performance relative to these
expectations; and providing feedback to the employee.
 A major purpose of performance appraisal is to influence, in a
positive way employee performance and development

Evaluation or appraisal of staff performance is a commonly, if
not always appropriately, used tool in many organizations. If
done well, it can fulfill a number of useful functions for any
organization:
 · it informs employees on where they stand relative to
performance expectations and where they need to improve;
 · it provides management with information that can help
them to make appropriate personnel decisions, such
as promotions, scholarships, pay rises, terminations; and
 · it helps identify employees with training and other
development needs.

Manage HR cont…
The Principal uses of appraisal are:
 To help a manager decide what increases of pay shall be given on
grounds of merit
 To determine the future use of an employee, eg. Whether the
employee shall remain in his or her present job be transferred,
promoted, demoted or dismissed
 To indicate training needs, i.e areas of performance where
improvements would occur if appropriate training could be given
 To motivate the employee to do better in his or her present job by
giving the worker knowledge of results, recognition of merits and the
opportunity to discuss work with his or her manager

Manage HR cont…
Performance Appraisal methods includes;
1.Individual evaluation
Evaluates employees one at a time
(i) Graphic rating scales
 Scales that list a number of factors, including general
behaviours and characteristics on which employees are rated by
the supervisor
 Rating factors such as attendance, appearance, dependability,
quality of work, quantity of work, relationship with people, and
job knowledge are listed on one column.
Example: Figure

Manage HR cont…
Performance dimension Rating
Poor Below aver Average Above average Excellent
1. Quantity of work
2. Quality of work
3. Teamwork
4. Creativity
5. Independence
6. Attendance

Level of performance
Rating factors Unsatisfac
tory
Condition
al
Satisfact
ory
Above
satisfactor
y
Outstanding
Attendance
Appearance
Dependability
Quantity of
work
Relationship
with people
Job knowledge

Manage HR cont…
 Supervisors rate employees on each factor using a scale that typically
has about five grades
 Rating factors are fairly general hence they are relatively flexible and
can be used to evaluate individuals in a number of different jobs.
ii) Behaviourally anchored rating scales (BARS)
 They contain sets of specific behaviours that represent
graduations of performance used as common reference
points (or anchors, assign points or number to each behavior)
 Are for rating employees on various job dimensions
 Have been developed to tackle the problem of subjectivity
inherent in graphic rating scales

Manage human resources cont.
 Developing BARS series involves extensive job analyses and
the collection of critical incidents (examples of very good and
very bad performance)
 Creating the scales for a particular job is expensive and time
consuming
 Consequently BARS tend to be used mainly in situations in
which relatively large numbers of individuals perform similar
jobs such as the police, newspaper reporters and copy editors.
Example: 2 1 3
Planning ability
Not observed Relies on others Is a careful
effective planner

Manage human resources cont..
Job capability 5 6
Not observed Has gap in fundamental knowledge

Manage HR cont…
iii) Management by Objectives (MBO)
 is a widely used results oriented rating methods
 Specific goals are set collaboratively for the organization as a
whole, various subunits and each individual member
 Individuals are evaluated usually annually (more frequent
discussions of progress are often held) on the basis of how well
they have achieved the results specified by the goals
 MBO is particularly applicable to non-routine jobs such as
those of managers.

Manage HR cont…
 A major weakness of performance appraisal, as
observed by Banchard et.al. (1985) is that managers
only tend to focus on goal setting and evaluation BUT
Day-to-day coaching is a step often overlooked by
managers
 This is particularly harmful to employees who are
new to tasks and thus low on competence.

Manage HR cont…
Read:
o Checklist rating method
o Forced choice method
o Essays
 Comparative evaluation method
 Multiple rater comparative evaluation

Manage HR cont…
3. Motivation
 It is a temporal or dynamic state within a person which is not concerned with his/her
personality
 OR a driving force that initiates and directs behavior
 OR a kind of internal energy which drives a person to do something in
order to achieve something
 The individual’s interest in and the enthusiasm for doing a job well constitutes
motivation. This happens when:
 There is a fair rewards system in place (Examples of rewards)
 Goals are clear and challenging but realistic
 There is frequent feedback of performance
 There is a positive relationship with co-workers
 Motivation is one of the factors that contribute to employee performance.
 Other factors include: ability, opportunity, clarity of expectations and leadership

Manage HR cont…
Types of motivation:
 Achievement motivation,
 Affiliation motivation/membership-based rewards (Rewards that go to all
employees regardless of performance eg. Cost of living increases, benefits, salary increases),
 Competence motivation,
 Power motivation,
 Attitude motivation.

Manage HR cont…
 Motivation is essential to be successful in any endeavor you
undertake.
 It can be tangible or intangible.
 It is very important in workplaces as it plays a key role in the
effective performance of employees
 In an organization, managers play a significant role in
employee motivation. They use different motivation techniques
to improve productivity, thereby promoting cooperation
between employees and employers.
Qn: In which ways can you motivate employees without raising their pay? Use of
nonfinancial rewards/incentives to motivate people.

. Manage HR cont…
Rewards include:
1. Intrinsic
 Participate in decision making
 Be given More responsibility
 Great job freedom and discretion
2. Extrinsic
a) Financial (Salary, wages, bonuses, benefits, allowances, Per diem)
b) Nonfinancial (own secretary, assigned parking spaces, Business cards, preferred office furnishings,
letter of recognition/appreciation, Day off, word of appreciation)
READ:
Theories of Motivation

Manage HR cont…
Opportunity
 Opportunity is the chance and space provided to an employee
to engage the job assigned. Two things are crucial for the
employee to use opportunity; resources and removal of
impediments.
 Employee must be availed with the resources necessary for task
accomplishment; when resources are lacking the job may be
possible but it is too difficult.
 Impediments to task accomplishment must be removed in order
to get the employee to successfully achieve the task.

Manage HR cont…
Well define performance criteria, task and results expected from
employee constitute the clarity of expectations. They ought to
be:
 Clear communication of the results expected
 Goals must not be too many (preferably not exceeding 5)
 Goals must be SMART (Specific, measurable, achievable,
realistic, and Time bound)

Manage HR cont…
Performance appraisals should emphasize the following:
 Find out how well the subordinate is doing the job and
therefore must measure performance
 On measurable results thus avoid ambiguities
 Standards should be understood by the subordinates to every
specific objectives
 Improvement of subordinates' performance by self analysis
 Any training programmes made should aim to improve current
performance
 Potential for promotion is identified and this forms the basis for
further development programme.

Performance Evaluation Form (PEF)
on Desk top

ANALYZE ORGANIZATION PERFORMANCE
Organization Performance analysis
 Is an analysis of a performance as compared to goals and
objectives.
 Organizational performance comprises the actual output or
results of an organization as measured against its intended
outputs (or goals and objectives).
 Within corporate organizations, there are three primary
outcomes analyzed:
financial performance,
market performance and
shareholder value performance (in some cases, production
capacity performance may be analyzed)

ANALYZE PERFORMANCE Cont…
Identify work performance requirements
Performance Requirements
 Is the extent to which a mission or function must be executed;
 generally measured in terms of quantity, quality, coverage, timeliness
or readiness.
 During requirements analysis, performance (how well does it have to
be done) requirements will be interactively developed across all
identified functions based on system life cycle factors; and
characterized in terms of the degree of certainty in their estimate, the
degree of criticality to system success, and their relationship to other
requirements.
 But also requirements in terms of additional personnel,
equipment, time, materials and space that are required for
job accomplishment

Performance standard
 is a management-approved expression of the performance
threshold(s) or expectation(s) that must be met to be
appraised at a particular level of performance.
 A Fully Successful (or equivalent) standard must be
established for each element and included in the employee
performance plan.
 While performance elements tell employees what they
have to do, the standards tell them how well they have
to do it

Performance standards should be:
 objective,
 measurable,
 realistic, and
 stated clearly in writing (or otherwise recorded, not like full
day’s work or a good job).
 The standards should be written in terms of specific measurers
that will be used to appraise performance.
 In order to develop specific measurers, you first must
determine the general measure(s) that are important for each
element (eg patrol is measured by number of days and Game
scouts, Hotel classification measured by number of hotels).

General measurers used to measure employee performance
include the following:
 Quality: address how well the work is performed and/or
how accurate or how effective the final product is. Quality
refers to accuracy, appearance, usefulness, or
effectiveness.
 Quantity: addresses how much work is produced. When a
quality or quantity standard is set, the fully successful
standard should be high enough to be challenging but not
so high that it is not really achievable

 Timeliness: addresses how quickly, when or by what date the work
is produced. The most common error made in setting timeliness
standards is to allow no margin for error. As with other standards,
timeliness standards should be set realistically in view of other
performance requirements and needs of the organization
 Cost-Effectiveness: addresses dollar savings to the Government or
working within a budget. Standards that address cost-effectiveness
should be based on specific resource levels (money, personnel, or
time) that generally can be documented and measured in agencies'
annual fiscal year budgets. Cost-effectiveness standards may include
such aspects of performance as maintaining or reducing unit costs,
reducing the time it takes to produce a product or service, or
reducing waste (For example conduct patrol/hotel classification/grading in an area within shortest time )

Stages/steps of Performance appraisal
1. Job Description
 The first part of a performance appraisal should be a
review of the job description.
 This is the guideline under which you should be operating
during the year.
 If you don’t have a written job description, your boss can
review you based on responsibilities you didn’t know you
had or don’t think are yours. Ask for a written job
description if you don’t have one. You also can prepare
one for yourself and submit it to your direct superior to
ensure you both are on the same page.

2. Goals
 The next step in a performance appraisal usually is a review of the
goals and expectations of the position to determine if you met them.
 A sales person might have a simple goal of a sales quota. The
position goals might include maintaining existing customer accounts
and adding new ones, or maintaining customer satisfaction
benchmarks.
 A business might require more than just accurate figures from its
accounting department.
 An accountant might be expected to keep financial data current so
executives can quickly get real-time reports.
 The accountant might also be expected to analyze financial data and
project performance so management can take steps to avoid
problems or take advantage of opportunities.

3. Results
 The key aspect of a performance appraisal is your
delivery of the expected results for your position.
Without asking why or how, your superior will want
to know what you achieved, and if you fell short of,
met or exceeded your goals.
 Now is not the time to make excuses or give reasons;
this part of the appraisal is simply to make sure both
of you are on the same page as to whether you did
what was expected

4. Evaluation
 During the evaluation stage of a performance appraisal,
you and your reviewer try to determine why you
performed as you did. This is your time to make your case
for not being blamed for shortfalls or being rewarded for
exceeding expectations. For example, if a Tourism officer
did not complete hotel classification within a given area as
required, it might be a result of the department
headquarters not releasing funds timely. This is the time to
explain any innovations you developed.

 If you dreamed up an advertising campaign or
promotion that boosted sales, take credit for that
during this portion of your appraisal.
 This is the time when your employer makes subjective
observations, such as on your interpersonal skills,
ability to communicate effectively, work habits and
other personal behaviors the company has noted.
 Before some annual reviews, you might be asked to
fill out a self-appraisal, and superiors and
subordinates might be asked to evaluate you.

5. Determination
 Once your evaluator has reviewed your job description,
determined whether you met your responsibilities and
examined why you did or did not succeed, it’s time to talk
about the future.
 If you did not meet expectations, you might ask for more
support or training. If you met expectations, give suggestions
for how you plan to improve your performance.
 If you exceeded expectations, ask your superior how that
benefited the company.
 Based on your overall appraisal results, this is the time to ask
for more resources, a promotion or improved compensation.

Performance Management
 Performance Management (PM) is more than the end of
year appraisal.
 It’s about translating goals into results
 Performance management includes activities which ensure
that goals are consistently being met in an effective and
efficient manner.
 Performance management can focus on the performance
of an organization, a department, employee, or even the
processes to build a product or service, as well as many
other areas.

Good performance management includes:
 Identifying goals,
 Measures to indicate if the goals are being met or not,
 On going attention and feedback about measures toward the
goals, and corrective actions to redirect activities back toward
achieving the goals when necessary.
 Establish targets that are:
 SMART: specific, measurable, acceptable, realistic, timely,
 Clearly convey how employee results contribute to
organizational results that is to the overall organisation’s
objectives or/and the department, unit, section’s goals

LABOR RELATIONS AND LABOR LAWS
Labor relations
 Is the system of relations between workers and management.
 Labor unions recruit members, collect dues, and ensure that
employees are treated fairly with respect to wages, working
conditions and other issues.
 When workers organize for the purpose of negotiating with
management to improve their wages, hours, or working
conditions two processes are involved:
 Unionization
 Collective bargaining

LABOR LAWS Cont…
Labor Laws OR employment laws
 Mediates the relationship between workers, employing entities, trade
unions and the government
 Laws which are consistent with the International Labor Organization
(ILO) Conventions
 ILO mandate is to advance social justice and promote decent work
by setting international labour standards
 International labour standards are legal instruments drawn by
ILO’s constituents (Governments, employers and workers) are
legally binding

 Labor laws identify basic workers rights
 Prescribes fundamental principles and rights at work
o Freedom of association and the effective recognition of the
right to collective bargaining
o The elimination of all forms of forced or compulsory labour
o The abolition of child labour
o The elimination of discrimination in respect of employment
and occupation

LABOR LAWS Cont…
Tanzanian Labor related Laws include:
 Employment and Labor Relations Act, 2004
 Labor Institutions Act, 2004
 The Public Service Act, 2002
 The Occupational Safety and Health Act, 2003
 The Workers Compensation Act, 2008
 The Public Service Regulations, 2003
 Standing orders for the public service, 2009

LABOR LAWS Cont…
Objectives of Labor related Laws:
 Prevention and settlement of Labor disputes
 To strengthen workers organizations in their mandates to
organize and bargain collectively
 To enable employers’ organizations to perform more effectively
their functions of;
 human resource management,
 conflict resolution and
 collective bargaining

ASSIGNMENT
1. How does ILO works?
2. Analyze the following labor laws
 Tanzanian employment and labor relations Act, 2004
 Mozambican labor law, 2007??
 Kenyan employment Act, CAP 226, revised edition, 2012
(2007)
3. How does the labor laws of the three countries in question 2
align with the fundamental principles at work as prescribed by
ILO?

Communication in Organizations
 Communication is a process beginning with a sender who encodes the message and
passes it through some channel to the receiver who decodes the message
 Effective Communication is significant for managers in the organizations so as to
perform the basic functions of management, i.e., Planning, Organizing, Leading and
Controlling.
 Communication helps managers to perform their jobs and responsibilities.
 Communication serves as a foundation for planning. All the essential information
must be communicated to the managers who in-turn must communicate the plans so
as to implement them.
 Organizing also requires effective communication with others about their job task.
Similarly leaders as managers must communicate effectively with their subordinates
so as to achieve the team goals.
 Controlling is not possible without written and oral communication.

Communication Cont…
 Managers devote a great part of their time in communication.
 They generally devote approximately 6 hours per day in
communicating. They spend great time on face to face or
telephonic communication with their superiors, subordinates,
colleagues, customers or suppliers.
 Managers also use Written Communication in form of letters,
reports or memos wherever oral communication is not feasible.
 Thus, we can say that “effective communication is a building
block of successful organizations”. In other words,
communication acts as organizational blood.

Components of Communication Process
 Communication is a process of exchanging verbal and non verbal messages.
It is a continuous process.
 Pre-requisite of communication is a message. This message must be
conveyed through some medium to the recipient.
 It is essential that this message must be understood by the recipient in same
terms as intended by the sender. He must respond within a time frame.
 Thus, communication is a two way process and is incomplete without a
feedback from the recipient to the sender on how well the message is
understood by him.


 Context - Communication is affected by the context in which it takes place. This context may be
physical, social, chronological or cultural. Every communication proceeds with context. The sender chooses
the message to communicate within a context.
 Sender / Encoder - Sender / Encoder is a person who sends the message. The views,
background, approach, skills, competencies, and knowledge of the sender have a great impact on the
message. The verbal and non verbal symbols chosen are essential in ascertaining interpretation of the
message by the recipient in the same terms as intended by the sender.
 Message - Message is a key idea that the sender wants to communicate. It is a sign that elicits the
response of recipient. Communication process begins with deciding about the message to be conveyed. It
must be ensured that the main objective of the message is clear.

 Medium - Medium is a means used to exchange / transmit the message. Written medium is chosen
when a message has to be conveyed to a small group of people, while an oral medium is chosen when
spontaneous feedback is required from the recipient as misunderstandings are cleared then and there.
 Recipient / Decoder - Recipient / Decoder is a person for whom the message is intended / aimed /
targeted. The degree to which the decoder understands the message is dependent upon various factors such
as knowledge of recipient, their responsiveness to the message, and the reliance of encoder on decoder.
 Feedback - Feedback is the main component of communication process as it permits the sender to
analyze the efficacy of the message. It helps the sender in confirming the correct interpretation of message
by the decoder. Feedback may be verbal (through words) or non-verbal (in form of smiles, sighs, etc)

Types of communication
 Written communication
Letters, memos, Organizational publications, circulars
 Verbal communication
Telephone, meetings, discussions
 Non verbal communication
Smiles, eye signs

Communication Flows in an Organization/Routes of communication
 In an organization, communication flows in 5 main directions:
 Downward
 Upward
 Lateral/Horizontal
 Diagonal
 External: Communication that takes place between a manager and external groups such as - suppliers, vendors, banks, financial
institutes etc. For instance - To raise capital the Managing director would interact with the Bank Manager.

Barriers to effective communication in organization
 There are several barriers that affects the flow of communication in an
organization.
 These barriers interrupt the flow of communication from the sender to the
receiver, thus making communication ineffective.
 It is essential for managers to overcome these barriers.

The main barriers of communication are:
 Perceptual and Language Differences
 Information Overload
 Inattention: At times we just not listen, but only hear
 Time Pressures
 Distraction/Noise

 Emotions
 Complexity in Organizational Structure:
Greater the hierarchy in an organization (i.e. more the number of managerial levels), more is the chances of
communication getting destroyed. Only the people at the top level can see the overall picture while the people at
low level just have knowledge about their own area and a little knowledge about other areas.
 Poor retention:
Human memory cannot function beyond a limit. One cant always retain what is being told specially if he is not
interested or not attentive. This leads to communication breakdown

Importance of Communication in an Organization:
 Promotes motivation
by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to
improve their performance if it is not up to the mark.
 Source of information:
to the organizational members for decision-making process as it helps identifying and assessing alternative course of actions.
 Plays a crucial role in altering individual’s attitudes
 i.e., a well informed individual will have better attitude than a less-informed individual. Organizational magazines,
journals, meetings and various other forms of oral and written communication help in moulding employee’s attitudes.
 Helps in socializing.
In today’s life the only presence of another individual fosters communication. It is also said that one cannot survive
without communication.
 Assists in controlling process
It helps controlling organizational member’s behaviour in various ways. There are various levels of hierarchy and certain
principles and guidelines that employees must follow in an organization. They must comply with organizational policies,
perform their job role efficiently and communicate any work problem and grievance to their superiors. Thus,
communication helps in controlling function of management.

CHANGE IN AN ORGANIZATION
 Change within the organizational setting is a
constant occurrence; to remain stagnant and set
in familiar ways when competitors reinvent
themselves at every juncture is to threaten the
organization's future.
 The objective is to scale down, expand, tighten
up and implement alternative operational
strategies that streamline processes while
supporting staff and maintaining the
organizations’ culture.

CHANGE IN AN ORGANIZATION cont..
 An organization is subject to many pressures for
change from variety of sources.
 Four areas (forces for change) in which pressures for
change appear most powerful include:
 People
 Technology
 Information Processing and Communication
 Competition (established organization need to defend against competitors eg. CAWM new program in
Wildlife Tourism in order to satisfy new market, also need to develop new products. Be flexible!))
• The forces can be internal or external

Internal forces
 are those that are within the organization and can be controlled
within by the management.
Internal forces include:
 The capacity and capabilities of the work force
 Transition to a new chief executive can provoke organization-
wide change
External forces
 Are those that are beyond the control of the management.
External forces are:
 Economic trends of the world as well as of the nation.

 Social developments, values, education, culture (Education,
changing roles of women, mobility of labor- part time working)
 Politics: Government action has an effect on economic
environment and policies
 Technological developments: are a great force to changes in
organizations, they impact on the way things are done, creating
effective and efficiency services, but at the same time leaving
hundreds of ex-workers without jobs.
 Unpredictable changes: one off event can occur which cause
changes that may trigger serious changes in a range of things.
Unpredictable events may bring positive or negative effect

 To remain competitive is the key to success.
 Management must always try to manage for change.
 Managing change is among other things to make people in the
organization be adaptive to changes as well as plan for change
 People in organization are the most crucial element to
effecting change.
 Changes may and more often than not bring with it
uncertainties and thus create anxieties among the workers
and this may cause constraints to change.

 However it should be understood that where the
atmosphere is receptive changes could bring a sense of
new possibilities, new directions, challenges and
innovations.

Resistance to change
 Just as change is inevitable, so as resistance to change
 Resistance to change within the organization can come from
sources that are either external or internal to the organization
 Resistance may come from the organization, the individual or
both
 People tend to feel resentful if change is imposed without
consultation.
 Clear explanations must be given as to why proposed changes
are necessary and how the changes will affect them.

Individual sources of Resistance:
 Fear of the unknown and unfamiliar situations (new job, new boss):
uncertainty and insecure promotes resistance to change
 Economic reasons/factors – changed pay and benefits and fear
of possibility of loosing one’s job
 Habit: it is easy to do job the same way every day
 Security: some employees like the comfort and security of
doing things the same old way. People who believe their
security is threatened by a change are likely to resist the change

 Loss of value, diminish of power – people attach values to their
positions and they may fear that changes might displace them
 Social factors: People may resist change for fear of what others will
think
 Self-interest, looking at immediate gain and losses
 Like maintaining the status-quo, unwillingness to discard the old
way
 Lack of understanding and trust: thinking that there is always a catch
in the change
Read: Organizational sources of Resistance
(Resource allocation, Threatened Power, Threatened Expertise, Group Inertia, Narrow focus of change and over-
determination)

 Resistance to change can however be mitigated by good
strategies of managing change. Realize that for every change
there will be a reaction.
 Managing resistance to change is much like managing
organizational conflict
 Rather than think of resistance as something to be avoided or
overcome, managers should recognize it as a cue to reexamine
the merits of proposed change
 Resistance can be constructive if it prompts managers to
communicate more with the employees, reevaluate the decision
to make a change and perhaps search for new ways to reach the
desired goals

Some of the methods/ways, which can be used to alleviate resistance to change
include:
 Carry out change as a team-wide effort.
 Education and Communication about the change should be frequent and
with all organization members. Reasons for change are fully explained
 Participation and involvement: Resistance may be reduced when those
affected by the change are involved in designing it.
 Facilitation and support: are effective in combating problems arising from
desires for security and fear of unknown
 Negotiation and Agreement: If people are losing something significant in
the change and they have enough power to resist strongly a manager may
use a negotiation strategy.
 Coercion: Managers may resort to coercion to overcome resistance if all
other methods fail or for some reason are inappropriate. Compliance can
coerced by threats of pay reduction, loss of job, or demotion or transfer.

 Building trust in workers by being fair, honest and open.
 Discussing with the workers about the changes, what is to be
expected and the outcome.
 Communicate the purpose of change and outline how this
might be achieved by mapping the current position and justify
the need for change.
 Involving workers in the process of change by sharing
proposals and invite adaptations and suggestions.
 Processes for planned organization change should involve:
unfreezing, change and re-freezing process.
(Unfreezing- is the process by which people become aware of the need for change
(Refreezing-is the process of making new behaviors become relatively permanent and resistant to further change

 Changes should be planned by using forecasting techniques,
can help in anticipating change and its impact, and therefore
plan on what might happen.
 Changes should be gradual not too much and not too fast
 Workers should be trained in managing change particularly in
behaviour to avoid conservatism.

ORGANIZATIONAL DECISION
Decision making in organizations
 Decision is defined as a conscious choice among analyzed
alternatives followed by action to implement the choice
OR
 A course of action purposely chosen from a set of
alternatives to achieve organizational or managerial
objectives or goals
 Decision making is the process of choosing a course
of action from among two or more alternatives in
order to arrive at a solution for a given problem

ORGANIZATIONAL DECISION cont..
 Managers’ decisions usually are guided by
objective/goal
 Managers in any organization must find, solve
and prevent problems

Characteristics of managerial decisions
 Managers face problems constantly. Some problems that
require a decision are relatively simple; others seem
overwhelmingly. Some demand immediate action, while
others take months or even years to unfold
 So, most managerial decisions are characterized by;
Lack of structure (ill structured)
 uncertainty (the state that exists when decision makers have insufficient information)
risk, (the state that exists when the probability of success is less than 100 percent)
Conflict (manager may experience Psychological conflict to decide whom to lay off, when he/she doesn’t want to
lay off anyone or choosing one applicant among the 20!)
Yet managers are expected to make rational or sound decisions in the face of these challenges

Types of managerial decisions
 Programmed decisions
A decision that is repeatable and routine, with a definite
procedure developed for handling it (ready made solutions)
 Non programmed decisions
New, Novel, complex decision having no proven answer,
(unstructured decisions)
There is no established procedure for handling the
problem, because it is either complex or extremely
important. Such decisions deserve special treatment
(Custom-made solutions i.e solutions designed for specific problems)

Decision can also be:
 Proactive decision or Reactive decision
 Proactive decision is a decision made in anticipation of an
external change or other conditions
Whereas:
 Reactive decision is a decision made in response to
external changes
 Its better to be proactive than reactive whenever possible
(Total Quality Management -TQM)
 Managers must first provide vision; otherwise all
decisions are reactive

But also decisions can be:
 Intuitive or systematic decisions
 Intuitive decision is a process of estimating or
guessing to decide among alternatives.
 Most managers decisions are influenced by their intuitions
i.e experience
 No data or hard evidence to decide (asymmetries of information, hence analysis paralysis)
 Intuition is merely the choices that seem reasonable to a
manager based on experience

Systematic decisions
 refers to an organized, exacting, data driven process
for choosing among alternatives.
 Factors that may influence decision making process
are:
 Intuition
 Emotions
 Stress
 Confidence
 Risk propensity

Stages of decision making
 Identifying and diagnosing the problem
 Generating alternative solutions
 Evaluating alternatives
 Making the choice
 Implementing the decision
 Evaluating the decision

The best decision
 How can managers tell whether they have made the best decision?
 One approach is to wait until the results are in.
 But the manager should be at least confident of best decision if they
followed proper procedures, in decision making under the
circumstances. This means that the decision makers were
appropriately vigilant in making the decision
 Vigilance is a process in which a decision maker carefully
executes all six stages of decision making.
 The opposite of intuitive decision making is rational decision making, which is when individuals use analysis, facts and a step-by-step process to come
to a decision. The decision maker needs to optimize, or determine the best solution for the problem, by using a six step model

Organizations or people who make important decisions
face various constraints (Barriers to effective decision making) such as:
 Financial
 Legal
 Market
 Psychological biases (Often decision makers discount the future ie weight short-term costs and
benefits more heavily than longer-term costs and benefits)
 Time pressures (speed up decision making Vs decision quality)
 Social realities (Many decisions are the result of intensive social interactions, bargaining and politicking)

Decision making in groups
Sometimes a manager finds it necessary to convene a
group of people for the purpose of making an important
decision
The basic philosophy behind using a group to make
decisions is captured by the adage “ two heads are better
than one”
If enough time is available groups usually make higher
quality decisions than most individuals acting alone

Potential advantages of using a group in decision making:
 More information is available when several people are making the
decision
 A greater number of perspectives on the issues, or different
approaches to solving the problem are available
 Group discussion provides an opportunity for intellectual stimulation
 People who participate in a group discussion are more likely to
understand why the decision was made.
 Group discussion typically leads to a higher level of commitment to
the decision

Potential problems in using a group in decision making:
 Sometimes one group member dominates the discussion
 Satisficing (rather than optimizing or maximizing decision) is more likely
with groups. Most people don’t like meetings and will do whatever they can
to end them. This may include criticizing members who want to continue
exploring new better alternatives (satisficing =decide on and pursue a course of action that will satisfy the minimum requirements necessary
to achieve a particular goal)
 Pressure to avoid disagreement can lead to a phenomenon called
groupthink. Groupthink occurs when people choose not to disagree or raise
objections because they don’t want to break up a positive team spirit.
 Goal displacement is a condition that occurs when a decision-making group
loses sight of its original goal and a new, possibly less important goal
emerges

Negotiations and Politics:
 Decision makers often need to negotiate, bargain or
compromise
 Some decisions must be negotiated with parties outside the
organization such as government, consumer groups/tour
operating companies or environmental groups
 Even inside the organization, decisions are negotiated among a
number of people (meetings, group discussions)
 The fact that decisions often must be negotiated implies that
they are political
 Organizational politics reduces decision-making effectiveness

Decision making in a crisis
 In crisis situations, managers must make decisions under a
great deal of pressure
 Consider: Poachers planning to kill an elephant in one of the
GRs. What actions will you take? Whatever you decide, you
must do it quickly.
 Commonly a crisis makes effective decision making
less likely.
 Psychological stress and lack of time cause decision
makers to think in simplistic terms, to fail to consider
an adequate number of alternatives and to ignore the
long term implications of their actions

SOCIAL RESPONSIBILITY AND
ORGANIZATIONAL ETHICS
Social responsibility is an ethical framework which
suggests that an entity, be it an organization or individual,
has an obligation to act for the benefit of society at large
Corporate social responsibility
 also known as corporate conscience, corporate citizenship
or responsible business
 Is the obligation toward society assumed by
organization/business
 The socially responsible business maximizes its positive
effects on society and minimizes its negative effects
(Consider: contributions made by NCA and TANAPA to
the local communities)

ORGANIZATIONAL ETHICS cont..
 Social responsibilities can be categorized as:
Economic responsibilities
Legal responsibilities
Ethical responsibilities
Voluntary /Philanthropy responsibilities

ORGANIZATIONAL ETHICS Cont..
Economic responsibilities
 Are to produce goods and services that society wants at
a price that perpetuates the business (conservation) and
satisfies its obligations to investors
E.g. Tourism provides valuable revenue used to support
conservation activities in the national parks, wildlife
research, education and livelihood of local communities
(assist community development initiatives, such as
schools, health dispensaries, water schemes and roads)
TANAPA committed to low impact, sustainable visitation
to protect the environment from irreversible damage
while creating a first class ecotourism destination.

ORGANIZATIONAL ETHICS cont..
Some of the NCAA community development activities
 construction of cattle dips.
 livestock breeds improvement program through artificial
insemination
 school facilities construction (classrooms, teachers’ houses,
toilets, dormitories, kitchens, dining rooms
 Supply maize at reduced prices to resident pastoral
communities.
 dams have been constructed and deep well
 health facility which provides health services free of charge to
NCA residents
Consider also the Mining sector/companies e.g Acacia Gold Mine

Livestock development in NCA
Cattle has been the basis of economy and food security

Involvement of community members in
tourism activities

SOCIAL RESPONSIBILITY cont..
Legal responsibilities
 To obey local, state and relevant international
laws (By-laws, relevant acts e.g-on tax,
CITES, WTO, World Heritage Sites, Ramsar
Convention)

PRINCIPLES OF HRM-BDWT3-2020.pptx

PRINCIPLES OF HRM-BDWT3-2020.pptx

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