Staffing is the process of acquiring and retaining a qualified workforce. It involves recruitment, selection, placement, training, and compensation of employees. Effective staffing ensures the right people are hired for the right jobs. Directing involves guiding and motivating employees to achieve organizational goals through supervision, leadership, communication, and other techniques. Proper direction helps integrate employee efforts. Leadership is the ability to influence others towards achieving goals, and effective leaders possess traits like self-confidence and strong communication skills. Communication is important for conveying information and instructions between managers and employees to coordinate work. Formal and informal communication channels as well as upward, downward, and horizontal communication flows exist in organizations.

1. Prof. Aanchal Singh
Prestige Institute of Management, Gwalior
Staffing
Directing

2. Meaning of Staffing
 Staffing is the process of filling positions/posts in the
organization with adequate and qualified personnel . 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

3. Definitions
 According to McFarland, “Staffing is the function by which managers build an
organization through the recruitment, selection, and development of
individuals as capable employees.”
 According to Koontz, O’Donnell and Heinz Weihrich, “The management
function of staffing is defined as filling position in the organization structure
through identifying workforce requirements, inventorying the people
available, recruitment, selection, placement, promotion, appraisal,
compensation, and training of needed people.”

4. Main Objective of Staffing
 To understand all function of in an organization.
 To understand manpower planning so that people are available at right time
and at a right place.
 To understand issues related to job analysis and to overcome the problem

5. Nature of Staffing
Staffing is an important managerial function.
Staffing is a pervasive activity.
Staffing is a continuous activity.
The basis of staffing function is efficient management of
personnel.
Staffing helps in placing right men at the right job.
Staffing is performed by all managers .

6. Factors Affecting Staffing
INTERNAL ENVIRONMENT
Promotion policy
Future Growth plans of Organization
Technology Used
Support from Top Management
Image of the Organization
EXTERNAL ENVIRONMENT
Labor Laws
Pressure from Socio-political group
Competition
Educational Standards
Other external factors

7. Staffing Process
 Manpower
 Recruitment
 Selection
 Orientation and Placement
 Training and Development
 Remuneration
 Performance Evaluation
 Promotion and transfer

8. Manpower Planning
 Manpower Planning which is also called as Human Resource Planning
consists of putting right number of people, right kind of people at the
right place, right time, doing the right things for which they are suited
for the achievement of goals of the organization

9. Steps in Manpower Planning
 Analysing the current manpower
 Type of organization
 Number of departments
 Number and quantity of such departments
 Employees in these work units
 Making future manpower forecasts-
 Expert Forecasts
 Trend Analysis
 Work Load Analysis
 Work Force Analysis
 Developing employment programmes
 Design training programmes

10. Importance of Manpower Planning
 Key to managerial functions
 Efficient
 Motivation
 Better human relations
 Higher productivity

11. Obstacles in Manpower Planning
 Under Utilization of Manpower
 Degree of Absenteeism
 Lack of Education and Skilled Labour
 Manpower Control and Review
 Productivity = Output / Input.
 Employee Productivity = Total Production / Total no. of employees

12. Types of Recruitment
1. Internal Recruitment- is a recruitment which takes place within the
concern or organization. Internal sources of recruitment are readily available
to an organization.
a)Transfers
b)Promotions
c)Re-employment of ex-employees

13. Continued..
2. External Recruitment- External sources of recruitment have to be solicited
from outside the organization. But it involves lot of time and money.
a)Employment at factory level
b)Advertisement
c)Employment exchanges
d) Employment agencies
e)Educational Institutions
f)Recommendations
g)Labor contractors

14. Employee Selection Process
 Employee Selection is the process of putting right men on right job. It is a
procedure of matching organizational requirements with the skills and
qualifications of people

15. Different Process
Interviews
Tests
Assessment
Centers

16. Interviews
 Every manager hired or promoted by a company is interviewed by one or more
people.
 Techniques used to improve the interviewing process-
-Interviewer-What to look for?
-Should be prepared to ask the right questions
-Conducting multiple interviews
-Just one aspect of selection

17. Tests
 Primary aim of testing is to obtain data about applicants that help predict
their probable success as managers.
 Some of the commonly used tests-
Intelligence tests
Proficiency and aptitude tests
Vocational tests
Personality tests

18. Assessment Centers
 A technique for selecting and promoting managers.
 The usual center approach is to have candidates take part in a series of exercises.
 During this period, they are observed and assessed by psychologists or experienced
managers.
 A typical assessment center-
a)Various psychological tests
b)Management games
c) “In-basket” exercises

19. Difference between Recruitment and Selection
■ Recruitment ■ Selection
It is an activity of establishing contact
between employers and applicants.
It encourages large number of
Candidates for a job.
The candidates have not to cross over
many hurdles.
It is a positive approach.
It proceeds selection.
It is a process of picking up more
competent and suitable employees.
It attempts at rejecting unsuitable
candidates.
Many hurdles have to be crossed.
It is a negative approach.
It follows recruitment.

20. Placement
 Once the candidates are selected for the required job, they have to be fitted as
per the qualifications.
 Placement is said to be the process of fitting the selected person at the right
job or place, i.e. fitting square pegs in square holes and round pegs in round
holes.
 Once he is fitted into the job, he is given the activities he has to perform and
also told about his duties.

21. Orientation
 During Orientation employees are made aware about the mission and vision
of the organization
 Generally the information given during the orientation programme includes-
Employee’s layout
Type of organizational structure
Departmental goals
Organizational layout
General rules and regulations
Standing Orders
Grievance system or procedure

22. Training of Employees
 Training of employees takes place after orientation takes place. Training is the
process of enhancing the skills, capabilities and knowledge of employees for
doing a particular job.
 Training process moulds the thinking of employees and leads to quality
performance of employees. It is continuous and never ending in nature.

23. Employee Remuneration
 Employee Remuneration refers to the reward or compensation given to the
employees for their work performances.
 Remuneration provides basic attraction to a employee to perform job
efficiently and effectively.
 There are mainly two types of Employee Remuneration
Time Rate Method
Piece Rate Method

24. Any Questions?

25. DIRECTING
 Directing means giving instructions, guiding, counselling, motivating and
leading the staff in an organisation in doing work to achieve
Organisational goals. Directing is a key managerial function to be
performed by the manager along with planning, organising, staffing and
controlling. From top executive to supervisor performs the function of
directing and it takes place accordingly wherever superior – subordinate
relations exist. Directing is a continuous process initiated at top level and
flows to the bottom through organizational hierarchy.

26. Directing Definition
 DIRECTING is said to be a process in which the managers instruct, guide
and oversee the performance of the workers to achieve predetermined
goals. Directing is said to be the heart of management
process. Planning, organizing, staffing have got no importance if
direction function does not take place.
 According to Human, “Directing consists of process or technique by
which instruction can be issued and operations can be carried out as
originally planned”

27. Direction has following elements:
(i) Supervision- implies overseeing the work of subordinates by their
superiors. It is the act of watching & directing work & workers.
(ii) Motivation- means inspiring, stimulating or encouraging the sub-ordinates
with zeal to work. Positive, negative, monetary, non-monetary incentives may
be used for this purpose.
(iii) Leadership- may be defined as a process by which manager guides and
influences the work of subordinates in desired direction.
(iv) Communications- is the process of passing information, experience,
opinion etc from one person to another. It is a bridge of understanding.

28. Direction has got following characteristics:
1. Pervasive Function
2. Continuous Activity
3. Human Factor
4. Creative Activity
5. Executive Function
6. Delegate Function

29. Principles of Directing
Directing is a complex function as it deals with people whose behaviour is
unpredictable. Effective direction is an art which a manager can learn
and perfect through practice. However, managers can follow the
following principles while directing their subordinates.
1. Harmony of objectives
2. Maximum individual contribution
3. Unity of command
4. Appropriate techniques
5. Direct supervision
6. Managerial communication

30. Importance of directing in an organisation
are as follows:
(1) It Initiates Action
(2) It Integrates Employees Efforts
(3) It is the Means of Motivation
(4) It Facilitates Implementing Changes
(5) It Creates Balance in the Organisation

31. Roles of supervisor
 As a Planner
 As a Manager
 As a Guide and Leader
 As a Mediator
 As an Inspector
 As a Counsellor

32. Types of Direction
 Written directions
 Circulars
 Memos
 Notices
 Emails
 Oral directions

33. Leadership
 Leadership is the ability of an individual or a group of individuals to influence and
guide followers or other members of an organization. Leadership involves making
sound -- and sometimes difficult -- decisions, creating and articulating a clear vision,
establishing achievable goals and providing followers with the knowledge and tools
necessary to achieve those goals.
 Leaders are found and required in most aspects of society, from business to politics
to region to community-based organizations.

34. Leadership - what is it?
“influencing people so that they will strive willingly towards the achievement of group
goals” 1
Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of
Managerial Functions”. McGraw-Hill, New York, 1976

35. How important is a leader?
 In most cases, people will perform at about 60% of their potential with
no leadership at all
 Thus, an additional 40% can be realized if effective leadership is
available

36. An effective leader possesses the
following characteristics:
 1. Self-confidence,
 2. Strong communication and management skills,
 3. Creative and innovative thinking,
 4. Perseverance in the face of failure,
 5. Willingness to take risks,
 6. Openness to change, and
 7. Level headedness and reactiveness in times of crisis.

37. Leadership Styles
Leadership style is the way a managerial leader applies his influence in getting
work done through his subordinates in order to achieve the organizational
objectives. The main attitude or belief that influences leadership style is the
perceived role of the manager versus the role of the subordinates. It depends
upon the role of the leader whether he likes to work more of a colleague,
facilitator and decision maker and on the other hand the response of the
subordinates would determine the particular style to be in application.
Broadly speaking, there are two basic leadership styles:-
1. Autocratic or Dictatorial Leadership
2. Laissez-faire Free Rein Leadership

38. Theory “X”: Autocratic and Dictatorial
leader
In this leadership style the leader assumes full responsibility for all
actions. This kind of leadership has normally very short life.
 Lacks flexibility
 Controlling and demanding
 Focused solely on productivity

39. Theory “L”: Laissez-faire leader
Quite contrary to autocratic leadership style, in this leadership style the
leader depends entirely on his subordinates to establish their own goals
and to make their own decisions.
 Uninvolved - “leave them alone”
 Sees main role as passer of information
 Lets others make decisions
 Basically abdicates responsibility for team or unit

40. Results of leadership styles
1. Theory X: “my way or the highway”
 Job stress; low satisfaction; unions form
2. Theory L: “missing management”
 Very low productivity

41. Origins of leadership
Are leaders born or made ?
 BOTH. Evidence that both inherent personality and
environment are factors

42. Approaches to the Study of Leadership Styles
 There are broadly two major approaches to the study of the leadership
phenomenon. Attempts have been made to understand this phenomenon
by studying (1)behavioural Approach (2) situational Approach
which leadership is exercised. The behavioural approach attempted to
explain leader behaviour in terms of his styles or practices, but
altogether neglected the follower and situational characteristics. This
approach was advocated during the 1950s-1960s. Therefore, an
approach, called the situational approach, which had the potential to
incorporate important variables, developed during the 1970s.

43. Behavioural Theory
 Main focus is behaviours of actual leaders.
 Determines how various kinds of specific leaders behaviour affect the
performance and satisfaction of followers.

44. Situational leadership theory
 Paul hershey and Kenneth blanchard :
 Maturity of followers as a contingency variable.
 Situational leadership requires leader’s emphasis on task behaviours and
relationship behaviour according to maturity of followers in performing
their tasks.

45. What is Communication?
 Communication is a basic organisational function, which refers to the process
by which a person (known as sender) transmits information or messages to
another person (known as receiver). The purpose of communication in
organisations is to convey orders, instructions, or information so as to bring
desired changes in the performance and or the attitude of employees. In an
organisation, supervisors transmit information to subordinates. Proper
communication results in clarity and securing the cooperation of subordinates.
Faulty communication may create problems due to misunderstanding between
the superior and subordinates. The subordinates must correctly understand
the message conveyed to them.

46. Communication
 Thus, in communication:
 There are two parties, one is known as the sender and the other is
known as receiver;
 There is a message sent by the sender to the receiver; and
 The receiver receives the message and understands it.
Communication does not always flow from supervisor to subordinate. It
can also be from a subordinate to a supervisor. For example,
subordinates can pass information to the supervisor about the
faults/problems at the assembly line. Thus, it is a two way process.

47. IMPORTANCE OF COMMUNICATION
Communication in organisations is so important that it is said to be the lifeblood of the
organisation. Success of direction largely depends on how effectively the manager can
communicate with his subordinates. Proper communication in organisations at all levels
and between all levels can improve both the quantity and quality of output. Some of the
benefits of communication are as follows:
 Communication helps employees to understand their role clearly and perform
effectively.
 It helps in achieving co-ordination and mutual understanding which in turn, leads to
industrial harmony and increased productivity.
 Communication improves managerial efficiency and ensures cooperation of the staff.
 Effective communication helps in moulding attitudes and building up employees’ morale.
 Communication is the means through which delegation and decentralisation of authority
is successfully accomplished in an organisation.

48. TYPES OF COMMUNICATION

49. (a) Formal and Informal Communication
 The path through which information flows is called channel of communication.
In every organisation we have both formal and informal channels. The paths of
communication which are based on relationship establish formally by
management are the formal channels.
 For example, the General Manager communicates a decision to the production
manager who may then issue orders or instructions to the foremen. It may also
be like a worker applying to his supervisor for a loan from the GPF account.
He/she forwards it to the Manager Accounts who finally sends it to the General
Manager (Finance) for approval. Communication, which takes place on the
basis of informal or social relations among staff, is called informal
communication. For example, any sharing of information between a
production supervisor and an accountant, as they happen to be friends or so.
Mostly informal channels are used due to friendly interaction of members of
an organisation. In fact, it may be purely personal or related to organisational
matters.

50.  On the basis of the flow or direction of communication in organisations, it can be classified as upward,
downward, horizontal or diagonal. When employees make any request, appeal, report, suggest or
communicate ideas to the superior, the flow of communication is upward i.e., from bottom to top. For
instance, when a typist drops a suggestion in the suggestion box, or a foreman reports breakdown of
machinery to the factory manager, the flow of communication is upward. Upward communication
encourages employees to participate actively in the operations of their department. They get
encouraged and their sense of responsibility increases when they are heard by their supervisors about
problems affecting the jobs. When communication is made from superiors down the hierarchy it is
called a downward communication. For instance, when superiors issue orders and instructions to
subordinates, it is known as downward communication. When the General Manager orders
supervisors to work overtime, the flow of communication is downward i.e., from top to bottom.
 Similarly, communication of work assignments, notices, requests for performance, etc. through
bulletin boards, memos, reports, speeches, meetings, etc, are all forms of downward communication.
Communication can also be amongst members at the same level in the organisation. For instance,
production manager may communicate the production plan to the sales manager. This is known as
horizontal flow of communication. Here, the communication is among people of the same rank and
status. Such communication facilitates coordination of activities that are interdependent. When
communication is made between people who are neither in the same department nor at the same level
of organisational hierarchy, It is called diagonal communication. For example, cost accountant may
request for reports from sales representatives not the sales manager for the purpose of distribution
cost analysis. This type of communication does take place under special circumstances.
(b) Upward, Downward, Horizontal and Diagonal Communication

51. (c) Verbal and Non-verbal Communication
 On the basis of the mode used, communication may be verbal or non-
verbal. While Communicating, managers may talk to their subordinates
either face to face or on telephone or they may send letters, issue notices,
or memos. These are all verbal communication. Thus, the verbal modes
of communication may be oral and written. Face to face communication,
as in interviews, meetings and seminars, are examples of oral
communication. Issuing orders and instructions on telephone or through
an intercommunication system is also oral communication. The written
modes of communication include letters, circulars, notices and memos.
Sometimes verbal communication is supported by non-verbal
communication such as facial expressions and body gestures. For
example – wave of hand, a smile or a frown etc. This is also termed as the
gestural communication.

52. STRESS MANAGEMENT

53. What is Stress ?
 “Stress is the emotional and physical strain caused by our response to
pressure from the outside world.” Stress is a fact of everyday life. When
people reach out for help, they are often dealing with circumstances,
situations, and stressors in their lives that leave them feeling emotionally
and physically overwhelmed. Many people feel that they have very little
resources or skills to deal with the high levels of stress they are
experiencing. Stress can come from any situation or thought that makes
you feel frustrated, angry, or anxious.

54. Sources of Stress
We can experience stress from four basic sources :-
1. The Environment
2. Social Stressors
3. Physiological
4. Thoughts

55. Types of Stressors
Situations that are considered stress provoking are known as stressors.
Stress is not always a bad thing. Stress is simply the body’s response to
changes that create taxing demands. Many professionals suggest that
there is a difference between what we perceive as positive stress, and
distress, which refers to negative stress. In daily life, we often use the
term “stress” to describe negative situations. This leads many people to
believe that all stress is bad for you, which is not true.

56. Positive stress has the following
characteristics:
 Motivates, focuses energy
 Is short-term
 Is perceived as within our coping abilities
 Feels exciting
 Improves performance in contrast,

57. Negative stress has the following
characteristics:
 • Causes anxiety or concern
 • Can be short or long-term
 • Is perceived as outside of our coping abilities
 • Feels unpleasant
 • Decreases performance
 • Can lead to mental and physical problems

58. Examples of negative personal stressors can include:
 • The death of a partner
 • Filing for divorce
 • Losing contact with loved ones
 • The death of a family member
 • Hospitalization (oneself or a family member)
 • Injury or illness (oneself or a family member)
 • Being abused or neglected
 • Separation from a spouse or committed relationship partner
 • Conflict in interpersonal relationships
 • Bankruptcy/money problems
 • Unemployment
 • Sleep problems

59. Examples of positive personal stressors might include:
 • Receiving a promotion at work
 • Starting a new job
 • Marriage or commitment ceremony
 • Buying a home
 • Having a child
 • Moving
 • Taking or planning a vacation

60. EFFECTS AND CONSEQUENCES OF STRESS:-
Stress can have a number of consequences. If the stress is positive, the result may be
more energy, enthusiasm, and motivation. Of more concern, of course, are the
negative consequences of stress. For example, alcohol abuse is shown as an
individual effect, but it also affects the organization the person works for an
employee who drinks on the job may perform poorly and create a hazard for others.
If the category for a consequence seems somewhat arbitrary, be aware that each
effect is categorized according to the area of its primary influence.

61. 1. Individual Effects
1. Behavioural Effects :- The behavioural effects of stress may harm the
person under stress or others. One such behaviour is smoking.
2. Psychological Effects :- The psychological effects of stress relate to a
person's mental health and well-being. When people experience too
much stress at work, they may become depressed or find themselves
sleeping too much or not enough.
3. Medical Effects :- The medical effects of stress affect a person's physical
well-being. Heart disease and stroke, among other illnesses, have been
linked to stress.

62. 2. Organizational Effects
1. Performance:- One clear organizational effects of too much stress is a
decline in performance. For operating workers, such a decline can
translate into poor-quality work or a drop in productivity.
2. Withdrawal behaviours also can result from stress. For the
organization, the two most significant forms of withdrawal behaviour
are absenteeism and quitting.
3. Attitudes Another direct organizational effect of employee stress
relates to attitudes. As we just noted, job satisfaction, morale, and
organizational commitment can all suffer, along with motivation to
perform at high levels.

63. MANAGING STRESS IN THE WORKPLACE
Stress an adaptive response mediated by individual differences and or
psychological processes which is a consequence of any external action,
situation, or event that places excessive psychological and physical
demands on a person. Many strategies have been developed to help
manage stress in the workplace. Some are for individuals and others are
geared toward organizations.
1. Exercise 4. Role Management
2. Relaxation 5. Support Groups
3. Time Management 6. Organizational Coping Strategies