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1. Job and Role
management
process
By sujith bhaskar R

2. RECRUITMENT is searching and obtaining potential job
candidates in sufficient numbers and quality so that the
organisation can select the most appropriate people to fill its
job needs.
(Dowling and Schuler, 1990)
Whitehill (1991) describes the recruitment process as a
positive one, ‘Building a Roster of Potentially Qualified
Applicants’, as opposed to the ‘Negative’ process of selection.

3. SELECTION involves three distinct but not
mutually exclusive stages:-
• Recruitment
• Selection
• Placement

4. SELECTION METHODS
• Application Blank
• Biographic Data
• Education and Past Experience
• References
• Selection Test
• Interviews
• Group Discussions
• Business Games
• Physical Examination

5. SELECTION TEST
Personnel selection is often based on tests. Individuals
are different in their job related abilities and skills
which can be adequately and accurately measured for
comparison. Many human abilities are complex and
interrelated. Selection tests facilitate in establishing
connection/co-relation.

6. SELECTION TESTS : KINDS
• Achievement Tests
• Aptitude Tests
• Interest Tests
• Personality Tests (Personality Inventories)
• Intelligence Tests (IQ)
• Emotional Tests (EQ)

7. SELECTION TESTS : DIMENSIONS
• Performance v/s Paper-Pencil Test
• Individual v/s Group Test
• Time Bound v/s Free Test
• Objective v/s Floating-Answers Test

8. SELECTION TESTS : OTHER ISSUES
• Test Development and administration.
• Advantages of Selection Tests.
• Limitations of Selection Tests.
• Precautions in using Selection Tests.
- Norms as a source of reference.
- People differ in their anxiety about tests.
- Tests to be validated keeping in mind
organisaiton culture.
- Due/appropriate weightage be given and used as
add-on to other procedures viz.. Interviews.
- Test administration, scoring and interpretation
requires technical competence and training in
testing.

9. INTERVIEW
Firmly established in first place - Most researched and
carefully documented method - Research has been
carried out on aspects viz. Physical setting, questions
asked, process, validity and reliability measures.
Interview - Interaction between interviewer and
applicant.
Interviews if properly handled - Powerful technique
in achieving information.
If improperly handled - Source of bias, restricting /
distorting communication.

10. INTERVIEW : KINDS
• Preliminary Interview
• Stress Interview
• Depth Interview
EVALUATION OF CERTAIN FACTORS VIZ.
(1) Basic Character Traits
(2) Motivation
(3) Emotional Maturity

11. INTERVIEW PROCESS
Great care exercised - Before, During & After.
•BEFORE - Critical areas for asking questions -
Mock interviews - Understanding between
interviewers, scrutinize information given in
application form - Identify skills, incidents and
experiences - Discussion to focus on experiences.
•DURING - Applicant on ‘Guard’ - Possibly tense,
nervous and frightened, tact and sensitivity useful,
sense of ease, informality - uncover interviewee’s
motivation, attitudes, feelings and temperament.

12. INTERVIEW PROCESS .... CONTINUED
•DURING establishing rapport - putting interviewee
at ease - asking soft questions on areas like weather,
journey, stay etc. Thereafter questions can be
focussed job related - follow a pattern - complex
questions to be asked gradually, understanding
interviewee’s point of view important, avoid leading
questions, precise questions (easy to frame) to be
asked.
•AFTER - Interviewers should discuss amongst
themselves - short notes on impression of candidates -
Behaviour responses - Compatibility issues etc.

13. CHARACTERISTICS OF GOOD INTERVIEWERS PRO
:
• Knowledge of job and related areas.
• Emotional maturity and stable personality.
• Sensitivity to interviewee’s feelings and sympathetic
attitude.
• Extrovert behaviour and physical stamina.
PREFERRED - To have behavioural science background.

14. INTERVIEWS : CONCERNS
1. Interview data v/s interviewers data.
Interview information is channeled through interviewer.
Often interviewer’s biases and responses interfere in evaluating
interview per se.
2. Inconsistency - Lack of standardisation in interviewers’
behaviour.
3. Highly structured interviews permit Little Individuality.
4. Multiple interviewers lead to “Team Decisions”. Validity
of Team Decision vis-a-vis Individual (single interviewer)
predictions.
5. Great Subjectivity - Halo Effect - Leading Questions.

15. INTERVIEWS : CONCERNS ..... CONTINUED
6. Intellectual ability of interviewers. Interviewer should
possess level of intelligence at least equal to interviewee.
7. Length of Interview - Investment in applicants. Studies
reveal: 10 minutes per applicant (57% Interviewer, 30%
Applicant and 13% Silence)
8. Interviewee often not provided information about job.
9. Qualitative Interview Data.
Difficult to quantify.
10. Interviews often do not provide flexibility in
understanding and is often procedure driven.

16. FAILURE OF INTERVIEWS
• Overconfidence of interviewer
• Unstructured interview (Too Much!)
• Too Much expectations from interviews.

17. BUSINESS GAMES are decision making
exercise where participant is placed in a
hypothetical work situation and required to
act according to his position in the game.

19. ORGANIZING
Organizing is (1) the identification and classification of
required activities, (2) the grouping of activities necessary to
attain objectives, (3) the assignment of each grouping to a
manager with the authority (delegation) necessary to supervise
it, and (4) the provision for coordination horizontally (on the
same or a similar organizational level) and vertically (for
example, corporate headquarters, division, and department) in
the organization structure.

20. ORGANIZATIONAL ROLE
For an organizational role to exist and be meaningful to
people, it must incorporate (1) verifiable objectives, a major
part of planning; (2) A clear idea of the major duties or
activities involved; and (3) an understood area of discretion or
authority so that person filling the role knows what he or she
can do to accomplish goals. In addition, to make a role work
out effectively, provision should be made for supplying needed
information and other tools necessary for performance in that
role.

21. “Organization” is a word used loosely
• Includes all the behaviour of all participants
• Equate it with the total system of social and
cultural relationships
• Refer to as an enterprise for e.g.. VMSB, DMC.
For practicing managers it means a formalized
intentional structure of roles or positions.

22. FORMAL ORGANIZATION
Formal Organization means the intentional structure of roles in
a formally organized enterprise.
Formal organization must be flexible. There should be room
for discretion, for advantageous utilization of creative talents,
and for recognition of individual likes and capacities in the
most formal of organizations. Yet individual effort in a group
situation must be channeled toward group and organization
goals.

23. INFORMAL ORGANIZATION
Informal organization is “a network of personal and social
relations not established or required by the formal organization
but arising spontaneously as people associate with one another.
Thus, informal organizations - relationships not appearing on an
organization chart - might include the machine-shop group, the
sixth-floor crowd, the Friday evening bowling gang, and the
morning-coffee “regulars.”

24. One aspect of organizing is the establishment of
departments. The word department designates a
distinct area, division, or branch of an organization over
which a manager has authority for the performance of
specified activities.

25. PRINCIPLE OF THE SPAN OF MANAGEMENT
Principle of the span of management states that there is a limit to the
number of subordinates a manager can effectively supervise, but the
exact number will depend on the impact of underlying factors:-
• Training of Subordinates
• Clarity of Delegation of Authority
• Clarity of Plans
• Use of Objective Standards
• Rate of Change
• Communication Techniques
• Amount of Personal Contact Needed
• Variation by Organization Level
• Other Factors

26. Innovation comes about because of some of the
following situations:
1. The unexpected event, failure, or success
2. The incongruous - what is assumed and what
really is
3. The process or task that needed improvement
4. Changes in the market or industry structure
5. Changes in demographics
6. Changes in meaning or in the way things are
perceived
7. Newly acquired knowledge.

27. THE LOGIC OF ORGANIZING
Organizing process consists of the following six steps:
1. Establishing enterprise objectives
2. Formulating supporting objectives, policies, and plans
3. Identifying and classifying the activities necessary to
accomplish these
4. Grouping these activities in light of the human and
material resources available and the best way, under the
circumstances, of using them
5. Delegating to the head of each group the authority
necessary to perform the activities
6. Trying the groups together horizontally and vertically,
through authority relationships and information flows.

28. STRATEGIC BUSINESS UNITS (SBUs)
SBUs are distinct little businesses set up as units in a larger
company to ensure that a certain product or product line is
promoted and handled as though it were an independent
business.
To be called an SBU, a business unit must meet specific criteria.
An SBU, for example, must (1) have its own mission, distinct
from the mission of other SBUs (2) have definable groups of
competitors, (3) prepare its own integrative plans, fairly distinct
from those of other SBUs, (4) manage its resources in key areas,
and (5) have a proper size - neither too large nor too small.
Obviously, in practice it might be difficult to define SBUs that
meet all of these criteria.

29. POWER
Power is the ability of individuals or groups to induce or
influence the beliefs or actions of other persons or groups.
AUTHORITY
Authority in organization is the right in a position (and,
through it, the right of the person occupying the position) to
exercise discretion in making decisions affecting others. It
is, of course, one type of power, but power in an
organization setting.

30. BASES OF POWER
♦ Legitimate Power
♦ Expert Power
♦ Referent Power
♦ Reward Power
♦ Coercive Power

31. ♦ Legitimate Power arises from position and cultural
system, rights, obligation and duties.
♦ Expert Power arises from the power of knowledge.
♦ Referent Power arises from specialized knowledge
that people may have.
♦ Reward Power arises from the power to grant or
withhold high grades.
♦ Coercive Power arises from the power to punish - by
firing a subordinate or withholding merit increase.

32. SCALAR PRINCIPLE IN ORGANIZATION:
The clearer the line of authority from the ultimate
management position in an enterprise to every
subordinate position, the clearer will be the
responsibility for decision making and the more
effective will be organization communication.

33. FUNCTIONAL AUTHORITY
Functional authority is the right that is delegated to an
individual or a department to control specified
processes, practices, policies, or other matters relating
to activities undertaken by persons in other
departments.

34. Authority is delegated when a superior gives a subordinate
discretion to make decisions. Clearly, superiors cannot
delegate authority they do not have, whether they are board
members, presidents, vice presidents, or supervisors.
The Process of Delegation involves (1) determining the
results expected from a position, (2) assigning tasks to the
position, (3) delegating authority for accomplishing these
tasks, and (4) holding the person in that position responsible
for the accomplishment of the tasks.

35. PERSONAL ATTITUDES TOWARD
DELEGATION
 Receptiveness
 Willingness to let go
 Willingness to let others make mistakes
 Willingness to trust subordinates
 Willingness to establish and use broad controls.

36. PRACTICAL GUIDE TO FACILITATE
DELEGATION
1. Define assignments and delegate authority in light
of results expected.
2. Select the person in light of the job to be done.
3. Maintain open lines of communication
4. Establish proper controls
5. Reward effective delegation and successful
assumption of authority.

37. ADVANTAGES OF DECENTRALIZATION
1. Relieves top management of some burden of decision making
and forces upper-level managers to let go.
2. Encourages decision making and assumption of authority and
responsibility.
3. Gives managers more freedom and independence in decision
making.
4. Promotes establishment and use of broad controls which may
increase motivation.
5. Makes comparison of performance of different organizational
units possible.
6. Facilitates setting up of profit centres.
7. Facilitates product diversification.
8. Promotes development of general managers.
9. Aids in adaptation to fast-changing environment.

38. LIMITATIONS OF DECENTRALIZATION
1. Makes it more difficult to have a uniform policy.
2. Increases complexity of coordination of decentralized
organizational units.
3. May result in loss of some control by upper-level managers.
4. May be limited by inadequate control techniques.
5. May be constrained by inadequate planning and control
systems.
6. Can be limited by the availability of qualified managers.
7. Involves considerable expenses for training managers.
8. May be limited by external forces (national labour unions,
governmental controls, tax policies).
9. May not be favoured by economies of scale of some operations.