BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty

1. PRINCIPLES OF
MANAGEMENT
UNIT-4
PRESENTED BY
K.BALASRI PRASAD
B.Sc(KU), M.B.A(OU), NET(UGC), (Ph.D)(MGU)

2. Job Analysis
(Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams

3. Recruitment
Process of locating, identifying, and
attracting capable candidates
Can be for current or future needs
Critical activity for some corporations.
What sources do we use for recruitment

4. Sources of Recruitment

5. Recruitment
Sources
Internal
Searches
Employee
Referrals
Voluntary
Applicants
Employment
Agencies Advertisements
School
Placement

6. SELECTION
A series of steps from initial applicant screening
to final hiring of the new employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.

7. Selection process
Step 1 Completing application materials.
Gathering information regarding an applicant’s background and
experiences.
Typical application materials.
Traditional application forms.
Résumés.
Sometimes tests may be included with application materials.
Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person’s fit with
the job and the organization.

8. Selection process
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.

9. Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job
performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firm’s policies and procedures.
The firm’s organizational culture.

10. The Classic Training System
Needs assessment
Organizational analysis
Task/ KSA analysis
Person analysis
Development
of criteria
Training objectives
Selection & design
of training program
Training
Use of
evaluation models
Training Validity
Interorganizational
Validity
Intraorganizational
Validity
Transfer Validity

11. Training Needs Assessment
• Organizational Analysis
– Examines systemwide factors that effect the
transfer of newly acquired skills to the
workplace
• Person Analysis
– Who needs what kind of training
• Task Analysis
– Provides statements of the activities and
work operations performed on the job

12. Training Objectives
• Formal description of what trainee should be
able to do after training
• Objectives
– Convey training goals
– Provide a framework to develop course content
– Provide a basis for assessing training achievement
• Characteristics of effective objectives
– Statement of desired capability or behavior
– Specify conditions under which behavior will be
performed
– State the criterion of acceptable performance

13. Considerations in Training Design
• Designing a learning environment
– Learning principles
– Trainee characteristics
– Instructional techniques

14. Phases of Skill Acquisition
Acquiring
Declarative
Knowledge
Knowledge
Compilation
Back
Procedural
Knowledge

15. Important Trainee Characteristics
• Trainee readiness
– Trainability tests
• Have prospective trainees perform a sample of
tasks that reflect KSAs needed for job
• Trainee motivation
– Arousal, persistence, and direction
– Factors related to high motivation
• Self-efficacy
• Locus of Control
• Commitment to Career Back

16. Instructional Techniques
• Traditional Approaches
– Classroom Instruction
• Lecture and Discussion
• Case Study
• Role Playing
– Self-Directed Learning
• Readings, Workbooks, Correspondence Courses
• Programmed Instruction
– Simulated/Real Work Settings
• Vestibule training
• Apprentice training
• On-the-job training
• Job Rotation/Cross Training

17. New Training Technologies
• Distance Learning
• CD-Rom and Interactive Multimedia
• Web-based Instruction
• Intelligent Tutoring Systems
• Virtual Reality Training

18. ◦ Direction is a function of management performed by top
level management in order to achieve organizational goals.
It is very important and necessary function of management.
◦ Management has to undertake various activities like, guide
people, inspire and lead them as well as supervision of their
activity is required in order to achieve desired results.
Directing

19. • Direction consists of the process and
techniques utilized in issuing instructions and
making certain the operations are carried as
originally planned.
Defenition

20.  It guides and helps the subordinates to complete the given task properly
and as per schedule.
 It provides the necessary motivation to subordinates to complete the
work satisfactorily and strive to do them best.
 It helps in maintaining discipline and rewarding those who do well.
 Directing involves supervision, which is essential to make sure that work is
performed according to the orders and instructions.
Functions of Directing

21. Telling people what is to be done and explaining how
to do it.
Issuing instructions and orders to subordinates.
Inspiring them to contribute towards the achievement
of objectives.
Supervising their activities; and
Providing leadership and motivation.
Directing involves

22. ◦ Supervision
◦ Leadership
◦ Motivation
◦ Communication
Elements of Directing

23.  Supervision- implies overseeing the work of subordinates by their superiors. It is the act of
watching & directing work& workers.
 Motivation- means inspiring, stimulating or encouraging the sub-ordinates with passion to work.
Positive, negative, monetary, non-monetary incentives may be used for this purpose.
 Leadership- may be defined as a process by which manager guides and influences the work of
subordinates in desired direction.
 Communications- is the process of passing information, experience, opinion etc from one person to
another.
Elements of Directing