manegeral function and HRM in ethiopia University.ppt

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1
Managerial Functions
By:-Anwar Tahir Buta (BSc,MSc)
April, 2023
Bale Goba, Ethiopia
Managerial functions and HRM 2/3/2024
1

Major management functions are:
1. Planning
2. Organizing
3. Staffing
4. Leading/Directing
5. Controlling
Two continuous functions of management are:-
1. Communication
2. Decision- making
Managerial Functions
2/3/2
Managerial functions and HRM
2

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PLANNING
2/3/2
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Learning Objectives of
planning
At the end of this session the student should be able to:
 Define Health planning
 Discuss the rationale for planning
 Discuss the Scope of planning
 Identify types of planning
Differentiate strategic & operational
planning
Identify and discuss steps in planning
Identify tools for planning
Discuss why plans fail
4

Planning
 is the process of determining exactly what the
organization will do to accomplish its objectives
 Is deciding in advance what to do, how to do,
when to do, where and who will do activities:
It is charting a course of action for the future
It bridges the gap between where we are now
and where we want to go/be.
5

Cont…
Planning
Present
How
Future
What?
Where?
6

Cont…
Health planning
is the process of defining community health problems,
identifying needs & resources, establishing priority
objectives and setting out the administrative
actions/strategies needed to achieve those objectives.
7

Cont…
Planning answers the following questions;
Where are we now(asses the present
situation)
Where are we going (objectives)
With what (Resources)
How (efficient And appropriate implementation
strategies & activities)
When (period of time)
8

The Rationale For Planning
 Planning helps :
 Copping with future uncertainty & changes
 Focus attention on objectives
 It obtains economical operation
 Provides performance standards & facilitate
control
 Helps foreseeing & identifying potential risks
9

Decisions related to planning
 There are 3 main planning decisions
Decision on objectives
 describing or identifying the problems to be solved
 who are target population?, where is their location?
 How much of the problem can be reduced
Decision on activities
 Which type of activities?
 Who will do those activities?
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Cont….
 How much? The amount of each activity
 How & where? The approach, the time, the frequency and the
location each activity to be delivered
 Who does what?
Decision on resources
 Identification, specification & quantification of resources to
be utilized
 Based on contribution of the health sector, the community &
other sectors
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Scope of Planning
What the plan intends to address should be clearly defined
What is the target client?
 Population
 Institution
 Program
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Scope Cont…
 What is the target geographical region or area?
 At what level you are planning has to be clearly
defined
 Region
 Zonal / district
 Kebele / village
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Features of Planning
Is an intellectual activity
Is a continuous Process (cyclic /spiral)
Is flexible as it is based on future conditions,
which are always dynamic
Must be systematic & action oriented
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Cont…
 Is collective undertaking requiring the participation of:
 Professionals ( health & other sectors)
Community/ NGOs
Government bodies
 Is needed & practiced at all managerial levels regardless
of the size (small or complex) & type (non–profit or
profit making ) of organization
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Characteristics of Good Plan
Objectivity:
 Planning should be based on objective
thinking.
 It should be factual/ realistic and logical.
 It focuses on the organizational goals.
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Cont…
 Futurity
 must foresee/predict about the nature of future events
affecting the firm with reasonable accuracy.
 Flexibility
• It must be adjusted smoothly and quickly to
changing conditions without seriously loosing their
effectiveness.
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Cont…
 Comprehensiveness
 Plan must be comprehensive enough to provide
adequate guidance.
Clarity
 It has to be clear for every member /stakeholder.
Dynamic: It is not a dogma.
 Continous
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Types of Plan
Structure Breadth Time
frame
Specificity Frequency
of use
1. Informal
2. Formal
1. Strategi
c
2. Tactical
3. Operatio
nal
1. Long-
term
2. Short-
term
1. Directional
2. Specific
1. Single use
2. Standing
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Based on Structure
 Informal: not written down, short-term focus; specific to an organizational
unit.
 Formal: written, specific, and long-term focus, involves shared goals for the
organization.
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Based on broadness
Strategic plans :
 Are plans that apply to the entire organization, establish the
organization’s overall objectives, and seek to position the
organization in terms of its environment.
Tactical plans :
 A set of procedures for translating broad strategic goals and
plans into specific goals and plans that are relevant to a distinct
portion of the organization, such as a functional area like
marketing.
Operational plans :The process of identifying the
specific procedures and processes required at lower levels of
the organization.
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Difference b/n Strategic & Operational
Planning
Strategic
 Long Term
 Wide Range Goal
 General
 Difficult To Gather Facts
 Developed by higher level
managers
 Relatively little detail
Tactical/operational
 Short term
 Narrow range
 Specific
 Easy to gather facts
 By lower level managers
 Substantial amount of detail
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Based on time frame
 Short-term plans : Are plans that cover less than one year.
 Long-term plans : Are plans that extend beyond five years.
 Their differences lie in the length of future
commitments and the degree of variability
organizations face.
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Based on Specificity
 Specific plans : Have clearly defined objectives and leave
no room for misinterpretation.
 Directional plans: Flexible plans that set out general
guidelines, provide focus, yet allow discretion/judgement in
implementation.
Based on Frequency of use
 Single-use plans : A one-time plan specifically designed to
meet the need of a unique situation.
 Standing plans : Are ongoing, and provide guidance for
repeatedly performed activities in an organization.
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Steps In Planning
There are 6 steps in planning
1. Situational analysis
2. Selecting priority problems
3. Setting objectives
4. Identifying potential obstacles & limitations
5. Designing strategies
6. Writing the plan
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STEP 1 Situational Analysis Cont…
This step is used to :
 Gather information from the community
 Identify useful information from records
 Collect information on resources
 Review existing health work
 Tabulate cumulative data
 Analyze and interpret information
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Situational Analysis
Involves
1. Population characteristics
 Target population identification
 Determine population size by category
 Estimate overall population growth rate
 Determine religious, educational & cultural
characteristics
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Situational Analysis Cont…
2. Review area characteristics
 Geographical and topographical situation
 Infrastructure
- Transport modes & routes
- Communication facilities
- Water supply & sanitary facilities
 Socio economic situations
 Public & private sector situation
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3. Policy & political environment
 Consider national health policy & programmes and
relate to actual situation in the area
 Political stability
 Social security
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4. Analyzing health needs
 Prerequisite for planning, but complex to
measure needs
 Can be assessed through
- Medical indicators
- Community perceptions of needs
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5. Analyzing health services
 Organizational structure & function of health
services
 Service provision of facilities
 Service utilization
 Service gaps
 Limitations
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Situational Analysis
Cont…
6. Analyze resources
 Financial resources
 Personnel
 Material & equipment
 Space & building
 Time
 Information
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7. Review past implementation experience
 Find out information or experiences from
activities implemented in the past.
 Success
 Failure /short comings
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Step 2 -Selecting Critical Priority Problems
The 2nd stage sets priorities for the organization, in the light
of competing needs & limited resources
This step is used to :
 Identify and list problems in the community,
 Select important problems according to criteria,
 Recognize problems which are the responsibility of
other agencies outside the health service
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Priority Setting Cont…
 A problem is a perceived gap between what
exists and what should exist.
 It is useful to group problems under common
headings E.g. - Environmental problems
- Disease problems
- Socio-economic problems
- Health service problems
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Criteria
 One way to determine problem priorities is to
set criteria.
 A criterion is a principle or a standard by
which one can measure or judge something.
 A set of criteria may be listed to form a
check-list.
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Criteria for problem prioritization
 Magnitude of the problem: the public health burden
imposed by the problem
 Degree of severity: consequent suffering, death and
disability
 Feasibility: in terms of cost effectiveness, social
acceptability and local sustainability
 Gov’t concern: political acceptability with consideration
of equity, multi-sectoral approach, consistency with gov’t
plan and budgetary system
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Cont…
 Community concern: how much does it relate
to community perceived health needs?
 Ranking is then done by using criteria on 5
point scale
 Very high (5), high (4), moderate (3), low (2)
and very low (1)
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Step 3- Setting
Objectives
 At the completion of this step there should be
a list of the important problems of the
community
 Clearly defined – with possible causes, or
 Analyzed in order of importance
 Goals, aims & objectives are all ways of
describing the desired direction of service
 They differ in terms of breadth & details
41

Definition of terms
Goals : _is a broad statement and generally there is
one goal for a health system/ HSO.
 Formulated at a higher level
e.g. HFA by the year 2015
Aims :_There are a number aims related to a goal.
 is specific to a particular health problem
 E.g. decrease IMR in a community
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Cont.
 Objectives –for each program aim there may be a
number of objectives which are specified in
measurable terms
 is a planned or intended end result of a program or
an activity
Eg .Decrease IMR in a community by 10% by the
year 2010
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Cont…
Objectives of a program must be ‘SMART’
Specific- an observable action, behavior or
achievement which is described and also linked to a
rate, number, percentage or frequency
Measurable-A system, method or procedure has to
exist which allows monitoring & evaluation
Achievable–capable of being reached but that does
not mean easy or simple
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Cont…
 Relevant – its real importance to the organization & the
society.
 Its agreement with the general health policy or relates
to the problem to be solved or reduced.
 Time bound (time specific)-has specified period of
time.
 E.g.by the year 2019,80% of eligible pregnant mothers
will receive antiretroviral therapy in Goba town
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Step 4 Identifying Obstacles & Limitations
 Obstacles /limitations are any situations
or factors that may prevent the
achievement of each objectives
 Obstacles /limitations could be
resources
People
Equipment
Money
Time
Information etc.
46

Cont…
Environmental
- Geographical features
- Climate
- Technical difficulties
- Social factors
 Obstacles are either removable, modified or
can not be changed
47

Cont…
 This step is used to :
 Identify obstacles to the achievement of a goal
 Analyze ways of overcoming obstacles
 Recognize limitations that cannot be diminished
48

Step 5-designing
Strategies
Strategies are the tactics or techniques that should be
devised or adopted and utilized to facilitate the
achievement of objectives
 Strategies are ways of achieving objectives
 The potential strategies often include
 Technology to be applied
 Procedures to be used
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Cont…
For each chosen strategy, the corresponding
activities to be undertaken and resource needed
should be detailed, including
 Who will do the activities (job description)
 Which things would be needed (resources)
 Where the work will be done
 The method of controlling, etc.
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Step 6 Writing The Plan
The purpose of writing the plan
 To request resource /funds
 For Monitoring & Evaluating the implementation
process by all concerned bodies
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Outline For Writing The Plan
1. Summary of the main point
2. A problem statements (Explanation of the
background, the problem to be dealt with &
the reason for under taking the plan).
3. Objectives to be achieved should be clearly
stated
4. Strategies and activities
5. Resources needed & their utilization
6. Methods of monitoring and evaluation
52

Planning Tools
Planning tools are techniques used to help develop
plans.
Some planning tools are:
 SWOT analysis
 The Delphi methods
Various experts are asked to answer independently,
in writing a series of questions-related to planning
 Nominal group techniques
 Silent generation of ideas and discussion for
clarification ,editing and priority setting
53

SWOT(Strength & weakness,opportunities & threats)
 is a strategic planning tool that matches internal
organizational strengths and weakness with
external opportunities and threats.
Strengths may be availability of
 resources
 trained human power
 appropriate technology
 good management experience
54

Cont…
 Weakness include
 lack of dedicated staff
 high staff turnover/attrition
 obsolete facilities
 Opportunities:- are positive or favorable factors
in the external environment
 Example
 Clear and supportive government policies
55

Cont..
 Threats:- are negative or unfavorable external
factors in the environment
Example
 Worsening economic conditions
 Fast growing population
 Natural disaster
 Shrinking resources etc
56

Cont…
 The nominal group technique and Delphi
methods are techniques that are used to
improve group consensus.
 These techniques are important as the
planning process is increasingly considered a
joint venture of many concerned parts
57

Why Plans Fail?
 When it is not integrated to the total management
system
 Lack of understanding of the different steps of the
planning process
 When the concerned parties are not participated in the
planning process
58

Cont…
 When management expects that plans will be
realized with little effort
 When too much attempt at once
 When failing to operate by the plan
 Unforeseen/unexpected change in the environment
59

Conclusion And Summary
 It is a well known fact that planning is vital
for every operation weather personally or
organizationally performed.
 “ If you fail to prepare , you prepare to fail “
No plan, No work !!!!!!!!
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 Organizing is a systematic process of structuring, integrating,
coordinating task, goals, and activities to resources in order to
attain objectives;
 It is systematic arrangement of activities.
 It is sub-dividing and grouping of activities.
 It is determining how best resources allocation are achieved .
 It focuses attention on the structure and process of allocating
jobs so that common objectives can be achieved.
 It is the process of deciding how it will be done and who will do
it.
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 Organizing becomes necessary when two or more persons work
together to achieve some common objectives.
 When a player is playing alone, there is perhaps no need of
organizing. But organizing becomes important when players are
playing in a team. In that case, it is important to determine the
role of each player and for the team as a whole to attain victory
over the rival team.
 It is important to note that the term organization should not be
used in the same sense as organizing.
 Organizing is a function of management, while organization
refers to a group of persons who have come together to achieve
some common objectives. 2/3/2024
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 In the process of organizing, work/general
task must be divided up in to jobs/specific
task and at the same time making sure that,
these divided jobs are linked together in to
total team efforts.
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 The Most important elements of
organizing structure are:-
1. Division of labour
2. Decentralization(departmentalization).
3. Delegation.
4. Over all coordination to secure unity.
5. Authority.
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1. Division of labour
(Specialization)
 Division of labor contributes to increased productivity
and efficiency by allowing workers to specialize and
become proficient at a specific task.
 Determine what is to be done.
 Reasons and benefit of division of labour in health
service organization are:
i. Take advantage of Specialization
ii. Facilitate Control
iii. Aid Coordination
iv. Secure adequate attention
v. Reduce expenses
vi. Recognize Human Consideration
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Cont…
 Steps to follow:
i. Divide the whole work into individual jobs.
ii. Groups similar jobs in to sections.
iii. Combine related Sections in to divisions.
iv. Assemble correlated or functional divisions in to
departments.
v. Assign head to each department to Supervise and Control
the Varies activities of each department.
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2. Decentralization /departmentalization
After the work to be completed is organized into identifiable
jobs through a process of dividing labor, jobs are then combined
into logical sections or departments.
Doing so allows for effective coordination of effort.
Dividing managerial work among the various executives in
order to reduced pressured from the top and secure quick
decisions on the spot.
 Under this concept the top manager gives a limited autonomy
to some of his important executives to make independent
decision on important matter such as, planning Organizing,
stetting directing and controlling.
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3. Delegation
 It is a matter of assigning part of your work of operation or
management to others normally your immediate subordinates.
 However, delegation will not be effective unless you express
or imply five actions.
1. You assign duty to your subordinate.
2. You grant him sufficient authority to do the job.
3. You make him feel that he has obligation.
4. Explain to others that you have delegated work to
him
5. Give support as needed and follow up the progress of
work.
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4. Over all coordination
 Coordination is bringing activities in to proper relation
with each other to make certain that every thing that
needs to be done is done and that no two people are trying
to the same job.
Coordination is means of:
Distributing authority.
Providing channels of communication.
Arrange the work.
- So that right things are done , in the right place, at the right
time, in the right way , by the right People.
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4. Over all coordination...
 When an activity is coordinated, every things works
well.
 A coordinated activity is orderly , harmonious, efficient
and Successful.
 When an activity is not coordinated, it is liable to fail
in its objective.
 An uncoordinated activity is disorderly, discordant,
inefficient and Unsuccessful.
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4. Over all coordination......
 To make coordination effective, seven well-organized principles
of organization must be applied:
1. Objective: the objective of each group of tasks must
contribute to the objective of the organization as a whole.
2. Definition: Each group of tasks must be clearly defined so
that everyone knows exactly what the tasks are.
3. Command: each group of tasks must have one person in
charge, and all concerned must know who this person is.
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4. Over all coordination......
4. Responsibility : the person in charge of a team is
responsible for the performance of its members.
5. Authority: Each person responsible for a group of tasks
must have authority equal to the responsibility.
6. Span of control: No person in charge of group of tasks
should be expected to control more than six to ten other
people.
7. Balance: the person in charge or several groups must see
the group balance.
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5. Authority and responsibility.
 One of the purposes of an organization is to show the
structure of authority power, accountability and
responsibility in the organization.
 Authority and power flow downwards, through
organization structure, from the chief executive to the
functional managers to the first line workers.
 Accountability flows upwards from the first line worker
to the departmental manager to the executive.
 People use authority to get the work done for which
they are responsible. 2/3/2024
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Definition of Staffing
 ‘Employees are the most important asset of the
organization’
 The quality and effectiveness of the organization is
determined by the quality of the people that are
employed.
 Success for most organizations depends on finding the
employees with the skills to successfully perform the
tasks required to attain the company’s strategic goals.
 It is a process of matching jobs with individuals to ensure
right man for the right job.
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Definition of Staffing
 “Staffing is the process of acquiring, deploying, and retaining
a workforce of sufficient quantity and quality to create
positive impacts on the organization’s effectiveness.”
According to koontz and Donnel “ The managerial
functions of staffing involves managing the
organizational structure through proper and effective
selection, appraisal and development of personnel to fill
the roles designed in to the structure”. 2/3/2024
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 Compensation - All rewards that individuals receive as
a result of their employment.
 Direct financial compensation - Pay that person
receives in form of wages, salaries, bonuses, and
commissions.
 Indirect financial compensation (benefits) - All
financial rewards not included in direct compensation
such as paid vacations, sick leave, holidays, and
medical insurance.
Compensation
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 Nonfinancial compensation - Satisfaction that person
receives from job itself or from psychological and/or
physical environment in which person works.
Wages - compensation based on an hourly pay rate
or the amount of output produced.
Salary - compensation calculated on a periodic basis,
such as weekly or monthly.
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 Most firms base compensation decisions on five factors:
1. Salaries and wages paid by other companies that
compete for the same people
2. Government legislation, including the federal,
state, or local minimum wage
3. The cost of living
4. The firm’s ability to pay
5. Worker productivity
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Safety and Health
 Employees who work in safe environment and enjoy good
health are more likely to be productive and yield long-term
benefits to organization.
 Safety - Involves protecting employees from injuries
caused by work-related accidents.
 Health - Refers to employees' freedom from illness and
their general physical and mental well being.
All HRM functions are interrelated.
Each function affects other areas.
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• Performance appraisal - evaluation of an employee’s job
performance
• Some firms/company conduct peer reviews while other firms
allow employees to review their supervisors and managers.
• May conduct a 360-degree performance review, a process
that gathers feedback from a review panel that includes co-
workers, supervisors, team members, subordinates, and
sometimes customers.
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• Voluntary turnover: employees leave firms to start their own
businesses, take jobs with other firms, move to another city, or
retire.
– Successful companies are clearly focused on retaining their best
workers.
 Involuntary turnover: employers terminate employees
because of poor job performance, negative attitudes toward work
and co-workers, or misconduct such as dishonesty or sexual
harassment.
 Necessary because poor performers lower productivity and
employee morale.
 Employers must carefully document reasons when terminating
employees.
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Steps of human resource employing
for organization
1. Recruitment
 Searching for and attracting prospective employees
2. Selection
 Select from among using job description or qualification
as a guide
 Basic source of information
o Application form
o Pre employment interview
o Testing
 Application form and pre employment interviews
o Education
o Training
o Previous employment
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Cont….
3. Induction and orientation
 Follows selection.
Induction: ensuring that employee can perform the job
with out danger to them selves and clients
Orientation: Physical information about the physical
facility and organization structure
Its advantages is to gives a clear understanding of what they
need to know
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 HRM maintenance and retention activities occur
throughout the term of employment.
 These activities include.
Appraising each employees job performance.
Moving employees within the organization through
promotion, demotion and transfer.
Disciplinary counseling and separation when
necessary (hire and fire).
Administering compensation and benefits.
Providing employee assistance and career
counseling.
Ensuring healthful workplace and personal safety.
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Importance of Staffing
 It helps in discovering and obtaining competent employees
for various job.
 It improve the quantity and quality of output by putting
right man for right job.
 It improves job satisfaction of employees
 It reduces cost of personnel by avoiding wastage of human
resource.
 It facilitates the growth and diversification.
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Session Objectives
 After completion of this session, students will be able
to:
 What is mean by controlling
 Describe types of control
 Discuss steps in the control process
 Methods of controlling
 Discuss the Barriers to Successful Controlling
 Explain basic forms of management control
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CONTROLLING / EVALUATION...
Control
 The process of monitoring (supervising) activities to ensure that
they are being accomplished as planned and of correcting any
significant (important) deviations (differences).
 Without systematic control, a manager has no assurance that all
elements of the organization will work toward meeting the goals.
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 Controlling helps managers monitor the effectiveness of planning,
organizing, leading and take corrective actions as needed.
 It is essentially a managerial function and establishment of control
systems is usually the concepts of top and senior managers.
 Although, some form of control is needed at all levels of the
managerial hierarchy, it is mostly exercised at lower points in the
managerial hierarchy.
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 Control is not an end it self rather the primary aim of control is
to improve performance by ensuring that resources are more
effectively deployed, and that mistakes are rectified/ corrected.
 Therefore, an essential part of the control process is taking
corrective actions as needed.
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Pre- requisites of Control systems
 Controls require plans: the clearer, more complete and more
integrated plans are; the more effective Control action can be.
 Controls require clear organizational structure: the existence of
organizational structure and the clearer, more complete, and
more integrated this structure is, the more effective control action
can be.
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Cont…
 There are two types of controls:
I. Organizational controls: e.g. standards of measurement
such as profitability.
II. Operational controls: e.g. meeting quality standards during
the production process, ensuring enough supply of raw
materials.
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Types of Control …
 There are three types of operational controls:
1. Feed forward Control
 Focuses on preventing anticipated problems before they occur.
 It takes place before the actual work activity.
2. Concurrent (simultaneous) Control
 It takes place while a work activity is in progress.
 Direct supervision: management by walking around.
 The manager concurrently monitors actions and corrects
problems as they occur.
2/3/2024
95

3. Feedback Control
 Takes place after a work activity is done (after-the-fact).
 A major drawback (disadvantage) is that by the time the
manager has the information, the problems have already
occurred.
 At this point, the manager’s only option is to try and correct the
situation.
Advantages of feedback
 Feedback provides managers with information on the
effectiveness of their planning efforts.
 Feedback enhances employee motivation by providing them
with information on how well they are doing. 2/3/2024
96

2/3/2024
97

There are essentially four steps in the
control process
1. Establishing standards and methods for measuring
performance.
2. Measuring Actual Performance
3. Comparing Performance against Standards
2/3/2024
98

1. Establishing standards and methods for
measuring performance.
The Control process begins when standards are set.
 Standards: is units of measurement established by management
to serve as benchmarks for comparing performance levels.
 Different methods are used for establishing standards:
judgment, statistical or historical data and observation.
2/3/2024
99

Types of Standards:
There are three types of Standards
1. Performance Standards – deals with quantity ,quality , cost
and time.
2. Corollary standards- Support a given level of Performance.
 These include minimum personnel requirements and adequate
physical resources.
3. Standards of Conduct- are moral and ethical criteria that shape
the behavioural climate of the work place they originate from
law, custom & religious beliefs.
2/3/2024
100

2. Measuring Actual Performance
The frequency of measurement depends on the type of
activity being measured.
Measurement involves Comparison b/n what is accomplished
and what was intended to be accomplished.
The Unit or the yard stick thus chosen should be clear,
well defined and easily identified , and should be uniform,
and homogenous throughout the measurement process.
2/3/2024
101

2. Measuring Actual Performance …
 Common sources of information for measuring
Actual Performance;
Personal Observation (while engaged in jobs)
Statistical Reports (charts, tables, etc)
Spoken Reports
Written Reports
2/3/2024
102

3. Comparing Performance against
Standards:
 It is a matter of comparing measured results with established
indicators standards previously set.
 If performance matches the standards; managers may assume that
“every thing is under Control.” They should not have to intervene
activity in the organizations operations.
 This is the active principle of the process of control.
 A manager needs to distinguish between acceptable Variation and
variation indicating that the process is out of Control.
2/3/2024
103

3. Comparing Performance against
Standards ...
 A slight departure/going away from standards is normal and
expected.
 However, gross departures from standards signal the need for
immediate corrective action.
 The manager cannot change the past , but the knowledge of the
past will help her / him to make the right decisions today that
will affect tomorrow.
 Control charts are frequently used to compare actual data with
standards. 2/3/2024
104

4. Taking Corrective actions
 This step is necessary if performance falls short of standards and
the analysis indicates action is required.
 The Corrective actions could involve a change in one or more
activities of the organization‘s operations.
 The Corrective action must be taken at the appropriate time.
 This will usually be as soon as possible after the reasons for the
deviation have been identified.
 Corrective action normally implies changing the current situation.
2/3/2024
105

Cont…
 The manager cannot see the total activity and therefore
must carefully avoid two types of errors:
Taking Corrective action when no action is warranted
Failing to take Corrective action when it is clearly
needed.
2/3/2024
106

Correction of Deviations
Corrective actions may be done by:

Improvement in Supervision, motivation, work environment,
etc.
 Reassignment or classification of duties.
Changing or altering objectives.
2/3/2024
107

Barriers to Successful Controlling
I. Long-Term Versus Short-Term Production Quotas (numbers).
 E.g:- To ensure that performance meets the production quotas
(numbers) in the short term, machines might be “pushed” hard for a
higher output.
 This kind of action could prevent the machines to be serviced
properly, cause them to deteriorate, and make it impossible to meet
long-term production standards.
2/3/2024
108

Barriers to Successful
Controlling…
II. Employee Frustration (disappointment) and Morale (team
spirit).
 Worker morale tends to be low when management exerts too
much control and will not allow them the freedom they need
to do a good job.
III. Filing of Reports.
 Employees may feel pressured (obliged, compelled) to falsify
(cheat on) reports.
 So that corrective action concerning their organizational unit
will not be drastic (forceful) or too severe (strong).
2/3/2024
109

Barriers to Successful
Controlling…
IV. Perspective (view) of Organization units.
 Managers must remember to consider any corrective action not
only in relation to the specific activity being controlled, but also
in relation to its effect on all other organizational units.
V. Means (method) Versus Ends (goals).
 Managers must keep in mind that the information gathering and
report generating in the control process can be costly
(expensive), and should only be justified (acceptable) if those
activities yield (provide) benefits that exceed the cost of
performing them.
2/3/2024
110

Forms of Management Control
 There are three basic forms of management control
1. Supervision
2. Monitoring &
3. Evaluation
2/3/2024
111

1. Supervision
 It is continuous processes to be conduct by the management in line
with controlling.
 The main function of supervision is to maintain and improve the
quality of health care/implementation of program.
 The three main styles of supervision are autocratic, anarchic and
democratic.
 Autocratic and anarchic supervisions tend to humiliate/offend
people, make them irresponsible and mostly one way it may dry up
the initiative of colleagues.
2/3/2024
112

1. Supervision…
 Democratic supervision helps people to grow, to become
responsible for their own work to show initiative and it follows
two-ways communication.
 People like to be consulted.
 Most people prefer to work under a democratic leadership.
 The style of supervision depends on the type of person and the
type of work.
2/3/2024
113

Human Resource
Management
114

Session Objectives
At the end of the session students will be able to:
 Define staffing as part of management function
 Mention steps involved in acquisition of human
resource
 List issues in human resource planning
 Describe about human resource recruitment
process
 Explain the importance of performance appraisal
115

Human Resource (HR) Management
 Human resource management (staffing) is the
process of acquiring and retaining the organization’s
human resource.
 Acquisition of human resource includes: Human
resource planning, recruitment, selection and
orientation
 Retention activities includes: performance appraisal,
placement, training and development, discipline and
corrective counseling, compensation and benefit
administration and safety and health.
116

PERSONNEL MANAGEMENT
 Coordinates functions of the
personnel program
 Involves a functional
approach
 Emphasizes behavior and
interpersonal relations
 Success judged by results
achieved through functions of
the personnel program
HUMAN RESOURCES
MANAGEMENT
 Coordinates personnel
management with
organization planning
 Involves a system approach
 Emphasizes environments
and issues
 Success judged by
contributions to cost
reductions and profit growth
or service objectives
Personnel Management
vs.
Human Resource Management
117

Foundations of Human Resources Management
SCIENTIFIC MANAGEMENT HUMAN RELATIONS BEHAVIORAL SCIENCE
Provides a basis for: Focuses attention upon:
Is an extension of human
relations that:
• Determining the best work
methods in order to:
- individual differences
among employees
- interpersonal relations at
work
- informal group behavior
- employee attitudes and
opinions
- leadership techniques
- communication practices
- involves an inter-
disciplinary approach
- views the organization
as a dynamic system
- is concerned with the
total organizational
climate
- is oriented toward both
economic and humanistic
objectives
- retains concern for
employee participation,
group behavior, and
interpersonal relations
- improve efficiency
- place right employee in
the right job
- teach employees the
right methods
• Establishing time
standards in order to:
- appraise performance
- eliminate unsatisfactory
performance
- reward superior
performance
118

 Human Resource Planning
 Recruitment, selection and socialization
 Training and development
 Performance appraisal
 Promotion, transfers, Demotions and separations
Basic Function/Activities of Staffing
119

HR Planning
 Way of determining staffing needs
 Staff needs in Health Service Organizations are
driven by:
I. Organizational growth: occurs through increased
demand for services, higher occupancy, facility
expansion and the addition of new services or
intensifying services.
II. Employee turnover: through resignation, discharge
and retirement
120

Recruitment, selection and socialization
 Recruitment :-is the process of attracting people to
apply for a job.
 It involves searching for and attracting prospective
employees either from within the organization or
outside the organization.
 The probability of finding a strong candidate is high if
you have many applicants to choose them
121

Recruitment includes:
 Job description: a written description of job, covering
title, duties, responsibilities
 Position description: a written description of a
management position, covering the title, duties and
responsibilities
 Hiring specification: a written description of the
education, experience, and skills needed to perform a
job or fill a position effectively
122

 Formal announcement: based on legal considerations
in a country or a nation
 Equal employment opportunity: Citizens have equal
right to be employed as long as they fulfil requirement
 Affirmative action: Priority for females and minorities .
 Equal Pay: like pay for like jobs
 Comparable worth: the principle that different jobs
that require compare skills and knowledge deserves
comparable pay
123

Recruitment, selection and
Socialization
Selection:
 It is the process of choosing for employment.
 It is to choose among the applicants using job
qualification as a guide.
 The essence of selection is to determine whether an
applicant is suited for job in terms of training,
experience and abilities
124

The process depends on: The level of placement of
employee in the organization hierarchy
 Lower level: routine (for example recruitments of
guards, cleaners)
 Middle or upper level: extensive and carefully planned
- in-depth interview (for example professionals,
administrators)
Steps in the selection process
125

…Selection
 The candidate may pass through the following
process
 Complete job application (applicable in many
organizations)
 Initial screening interview (to filter the type of candidate
required)
 Testing (some big organizations follow this method)
 Background investigation (contacting previous employers
or schools, etc)
126

 In-depth selection interview (competition among the
possible candidates)
 Physical examination (this is usually a requirement when
the job is about to be offered)
 Processes after job offer
…Selection
127

 Integrated knowledge sets within an
organization that distinguish it from its
competitors
Core Competencies
128

 Orientation programs include information about the
organization, organizational structure, philosophy
and objectives of the organization, rules and
regulations, universal pre-cautions rolling new
employees in benefit plans are typically carried.
Orientation/ socialization
129

.
Advantage
 Builds employees sense of identification with the
health service organization
 Helps the gain acceptance by fellow workers
 Give them a clear understanding of what they need to
know
 Enables the new employees to become familiar with
the entire organization as well as their own work area
and department
130

 Employee concerns
 Anxious because of new environment
 Perception of the tasks and performance
 Experience in relation to job and organization
 How to go along with other employee
 Personal and family problems
 Solutions  Socialization programs
131

 The retaining activities include performance
appraisal, training and development, discipline and
compensation .
132

 Personnel training are the formal procedures,
which an organization utilizes to facilitate learning
so that the resultant behavior contributes to the
attainment of organization’s goals and objectives.
 Personnel training should contribute to the goals of
both the organization and the individual.
Personnel Training
133

Assessing training needs
 Assessing training needs usually involves a three -
step process
1.Organizational analysis – is the study of an entire
organization – its objectives, resources and the
way in which it allocates resources to attain its
goals
134

2.Operational analysis – is the orderly and
systematic collection of data about an existing or
potential task
 It determines what an employee must do to perform
the job properly.
 Operation analysis is most directly concerned with
what training should provided.
135

 Personnel analysis – is directed toward learning,
whether the individual employee needs training
and what training he/she want.
 Determining what skills must be developed, what
knowledge acquired, and what attitudes cultivated
if the employee is to improve his/her job
performance.
136

 After determining an organization’s training needs
and translating them into objectives, the next step
is to design a training program to meet these
objectives.
 On job training: providing training while the employee is
on duty
 Off- the- job training: training given outside the working
area.
Methods and Technique of
Training
137

 A systemic review of an individual employee’s
performance on the job, which is used to
evaluate the effectiveness of his/her work.
Performance Appraisal
138

 Informal appraisal:-Feedback on day-to-day
performance (strength/weakness)
 Formal systematic appraisal:-A systematic
feedback about performance (semi-annually or
annually)
 Purpose: to give feedback, to recognize
outstanding performance, locate the need for
additional training and identify candidates for
promotion
Types of appraisal
139

Promotions, transfers, and separation
Promotion
 Moving to a higher position and responsibility
 To recognize outstanding performance
 Problems:
 Some maybe bypassed:
 Morale 
 Discrimination may occur: sex, race, age, and minority
140

Transfers
 Shift to other positions
 For experience
 To fill vacancies
 To keep individuals interested in the job
 Sometimes, for those with inadequate performance
 Problem: some employees refuse transfers (family
problem)
141

 Discipline: when the organization’s policy is violated
 Steps:
 Warning/word of warning
 Reprimand/written warning
 Probation/ experimentation
 Suspension
 Disciplinary transfer
 Demotion
 Discharge
 For poor performance, separation is better than letting
the employee stay on the job
Discipline, Demotion and Separation
142

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