https://www.youtube.com/watch?

v=LrhmHbDLM8o

https://www.youtube.com/watch?v=HYPxrzHJhF8&t=8s
 PIA’s vision is to be a world class profitable
airline meeting customer expectations
PIA’S VISION
through excellent services, on-time
performance, innovative products and
absolute safety.

Employees teams will contribute towards

making PIA a global airline of choice
through: Offering quality customer services
PIA’S MISSION
and innovative products Using state-of-the-
art technologies Ensuring cost-effective
measures in procurement and operations
Developing Safety Culture
THE MANAGEMENT PLANNING PROCESS 5 STEPS

PLAN SHOWS THE COURSE OF ACTION FOR GETTING FROM WHERE YOU
ARE TO THE GOAL.

PLANNING IS ALWAYS GOAL DIRECTED SUCH AS DOUBLE

SALES REVENUE TO $ 16 MILLIONS IN YEAR 2021.

1. SETTING OBJECTIVES
2. MAKING BASIC PLANNING FORECASTS
3. REVIEWING ALTERNATIVE COURSES OF ACTION
4. EVALUATING WHICH OPTION ARE BEST
5. CHOOSING AND IMPLEMENTING YOUR PLAN
 HR MANAGER TO SPEARHEAD
EMPLOYEES PERFORMANCE
IMPROVEMENT EFFORTS

HR DEPARTMENT LEVER – HR manager ensures

that the human resource management function
is delivering the services efficiently

EMPLOYEES COST LEVER - Prominent role in

Employers want their advising top management about the company’s
staffing levels and in setting and controlling the
HR manager to put in firms compensation, incentives and benefits
place practices that will polices.
produce the employee
STRATEGIC RESULTS LEVER: HR manager puts in
behaviours that help
place policies and practices that produce the
the company achieve its employee competencies and skills the company
strategic aims needs to achieve its strategic goals
 Hierarchy of Goals Diagram for a company

PRESIDENT
Double sales revenue to $
16 millions in year 2021

VICE PRESIDENT OF VICE PRESIDENT OF

VICE PRESIDENT SALES
PRODUCTION HUMAN RESOURCES
Double sales in East
Add one new production line at Add and train 6 sales
West and South regions
plant people

Sales Manager Sales Manager Sales Manager Recruiting

East region West region Training Manager
South region Manager
Triple sales to Move 6 Karachi Train 6 new sales
Hire 4 new sales Identify and
government sales people to people and retain all
people and add attract 20 good
agencies Lahore Market others within 4 months
18 customers sales candidates
STRATEGIC HUMAN
RESOURCE
MANAGEMENT
MEANS FORMULATING
HR POLICIES AND
PRACTICES THAT
PRODUCE THE
EMPLOYEE
COMPETENCIES AND
BEHAVIOURS THE
COMPANY NEEDS TO
ACHIEVE ITS STRATEGIC
GOALS
 THE STRATEGIC MANAGEMNT PROCESS 7 STEPS

1. Ask What business are we in now ?

2. Evaluate the firms internal and external strengths,
weaknesses, opportunities and threats (SWOT analysis)
3. Formulate a new business direction
4. Decide on strategic goals
5. Choose specific strategies or courses of action
6. Implement the strategic plan
7. Evaluate the strategic plan
 THE STRATEGIC MANAGEMENT PROCESS

Step 1 Step 2 Step 5

Step 3 Step 4 Step 6
Perform Formulate Step 7
Define Formulate Translate the Implement
internal and strategies to Evaluate
current new mission into the
external achieve the performance
business direction strategic goal strategies
audit strategic goal

STRATEGIC STRATEGIC
STRATEGIC PLANNING EXECUTION EVALUATION
 WORK SHEET FOR ENVIRONMENTAL SCANNING
 ECONOMIC TRENDS – Such as recession inflation ,
employment situation and monetary policies
 COMPETITIVE AND MARKET TRENDS – Such as market/
customer trends, entry / exit competitors , new products
from competitors ARE WE IN THE RIGHT
 POLITICAL TRENDS – Such as legislation regulation /
BUSINESS GIVEN OUR
deregulation
 TECHNOLOGICAL TRENDS – Such as introduction of new STRENGTH , WEAKNESSES AND
production / distribution technologies, rate of product CHALLENGES WE FACE ?
obselence, trends in availability of supplies and raw materials
 SOCIAL TRENDS – Such as demographic trends, Mobility , TO ANSWER THESE
Education , Evolving values QUESTIONS MANAGERS AUDIT
 GEOGRAPHICS TRENDS - Such as opening / closing of new
markets, Factors affecting current plant / office facilities
OR STUDY BOTH FIRMS
ENVIRONMENT AND FIRMS
INTERNAL STRENGTH AND
WEAKNESSES
 SWOT MATRIX WITH GENERIC EXAMPLES

POTENTIAL STRENGTHS POTENTIAL OPPORTUNITIES

• Market leadership • New overseas markets

• Strong research and • Falling trade barriers
development • Competitors failings PEST ANALYSIS
• High quality products • Diversification
• Cost advantages • Economy rebounding  Political factors
• Patents government regulations
and employment laws
 Economic factors –
POTENTIAL WEAKNESSES including unemployment
POTENTIAL THREATS
and economic growth
• Large inventory  Social factors – changing
• Market situation
• Excess Capacity for market demographics and health
• Threat of take over
• Management turnover consciousness trends.
• Low cost foreign competition
• Weak market image  Technological factors –
• Slower market growth
• Lack of management depth such as use of social media
• Growing government
regulations and digitalisation and self
driving vehicles
IMPORTANCE OF HUMAN CAPITAL AS A COMPETITIVE ADVANTAGE
Former vice president Toyota motors plant Georgetown Kentucky

People are behind our success.

Machines don’t have new ideas,
solve problems, or grasp
opportunities. Only people who
are involved in thinking can make
a difference. Every auto plant in
the United states has basically the
same machinery. But how people
are utilized and involved varies
widely from one company to
another. The workforce gives any
company its true competitive
edge.
 COMPANY’S
STRATEGIC GOALS

Employees competencies and

behaviours required for company to
achieve these strategic goals

Strategic and legal

environment

Employee HR policies and Recruitment

relations practices required and placement
to produce
Employees
competencies and
behaviours
Compensation
& Benefits Training &
Development
 STRATEGIC MAP
GRAPHICAL TOOLS THAT
SUMMARIZES THE CHAIN OF
ACTIVITIES THAT CONTRIBUTE
TO A COMPANY’S SUCCESS AND
SO SHOW’S THE EMPLOYEE BIG
PICTURE OF HOW THEIR
PERFORMANCE CONTRIBUTES
TO ACHIEVING THE COMPANY’S
OVERALL STRATEGIC GOALS
 Profitability
Strategic / financial
Goals / results Lower costs
Increased revenue

Customer based More

results required to customers
produce desired
strategic / financial On time
Low fares
results flights

Internal business STRATEGY MAP

Processes required SOUTH WEST
To produce desired Fly fewer planes Minimise meals and frills AIRLINES
Financial results

Organisation and • LOW COST

Minimise plane turnaround time LEADER
employees
capabilities required • HIGH QUALITY
to support business CUSTOMER
processes Highly engaged flight SERVICE
and ground crew • OPERATIONAL
Required HR policies EFFICIENCY
Supportive High performance
and practices
HR Practices
 HR SCORE CARD – EMPLOYERS QUANTIFY AND COMPUTERISE THE STRATEGY MAP’S ACTIVITIES

The process of assigning Metrics for South west airlines

financial and non financial • Airplane turnaround time
goal or metrics to human • Percent of on time flights
resource management • Ground crew productivity
related strategy map chain
of activities required for
achieving the company’s
strategic aims
 HR SCORE CARD SOFTWARES
The HR Score card derives from the balance scorecard planning
approach, which aims to balance hard data such as financial
measures with soft data such as customer satisfaction in assessing
company’s performance.

HR MANAGERS use special software which helps them to quantify

the relationship between:

• The HR activities -- Amount of testing, training and so forth:

 The resulting employees behaviours (Customer service, for

instance).
 The resulting firm wide strategic outcomes and performance
(such as customer satisfaction and profitability
 HRD SCORE CARD

HRD System maturity score

• Human resource planning and recruitment
• Performance management system
• Feed back and coaching mechanism Employees commitment and
• Training competence can be developed through
• Career development and succession appropriate HRD mechanism (tools and
planning systems).
• Job rotation In HRD mature organisations there will
• OD interventions be well developed HRD systems
• HR information system (HRIS)
• Worker development methods and systems
• Potential appraisal and development
• Other subsystems (if any)
 HRD competence score
• The level of HRD skills
possessed
HRD COMPETENCIES of HR department
and the line managers play a significant
• Attitude and support
role in implementing the systems and towards learning and their
processes in ways that could ensure own development
employee’s satisfaction , competence
building, and customer satisfaction . For • Extent to which they
this section of the HRD score card the facilitates learning among
competence of staff from different
groups ( HR department, Top others in the corporation
management , line managers and and those who work with
supervisors , Trade union leaders and them
blue / white collar employees) are
measured. Each group is assessed on • Their attitudes and
this competence score. supports towards the HRD
functions and systems
The HRD culture: This measures values and
processes created by the HRD tools. Employees
and their styles also play a critical role in building
sustainable competencies in the organisation.
These efforts need to be measured and monitored.
It is possible for some organisation to have minimal
of formal HR systems and yet have a high level of
HR competencies and HR culture. Specialised
questionnaires have been developed for measuring
the HRD culture of such organisations
Business linkage score:
• Business excellence, including
profitability, and other outcomes the HRD system competencies
organisation is expected to achieve and culture must be aligned
• Internal operational efficiencies with the business goals of the
• Internal customer satisfaction corporation. The score
• External customer satisfaction indicates the extent to which
• Employees motivation and commitment HRD efforts (tools, processes
• Cost effectiveness and cost consciousness culture etc., ) are driven to
among employees achieve business goals or
• Quality orientation goals of the organisation.
• Technology adoption
HRD 4 pillars scores are measured using a 10 point rating system

1. A* Highest Score and Highest Maturity level

2. A Very High Maturity level
3. B* High Maturity Level
4. B Moderately High Maturity Level
5. C* Moderate Maturity Level
6. C Moderately low Maturity Level
7. D* Low Maturity Level
8. D Very Low Maturity Level
9. F Not at all Present
10. U Ungraded
 HR dashboards have come to play a
A DIGITAL DASH BOARD critical role for data-driven HR
departments. Besides providing
PRESENTS THE MANAGER stakeholders with important information
at a glance, HR dashboards also give HR
WITH DESKTOP GRAPHS personnel the quick insights they need to
make important talent management
AND CHARTS, SHOWING A decisions, through things such as data
visualizations.
COMPUTERISED PICTURE If you’re overwhelmed by data and
OF HOW THE COMPANY IS looking for an HR dashboard to make
sense of it, you’re in luck: These days,
DOING ON ALL THE most HR software systems have
dashboards that don’t require a business
METRICS FROM THE HR intelligence pedigree to use.

SCORE CARD PROCESS

 DIGITAL DASH BOARDS
STRATEGIC MAP PRESENTS THE MANAGER
GRAPHICAL TOOLS THAT WITH DESKTOP GRAPHS
SUMMARIZES THE CHAIN OF AND CHARTS SO HE / SHE
ACTIVITIES THAT CONTRIBUTE GETS PICTURE OF WHERE
HR SCORE CARD
TO A COMPANY’S SUCCESS AND THE COMPANY HAS BEEN
SO SHOW’S THE EMPLOYEE BIG AND WHERE IT IS GOING.
A PROCESS FOR ASSIGNING
PICTURE OF HOW THEIR IN TERMS OF EACH
FINANCIAL AND NON
PERFORMANCE CONTRIBUTES ACTIVITY IN THE STRATEGY
FINANCIAL GOALS OF
TO ACHIEVING THE COMPANY’S MAP
METRICS TO THE HUMAN
OVERALL STRATEGIC GOALS RESOURCE MANAGEMENT
RELATED CHAIN OF
ACTIVITIES REQUIRED FOR
ACHIEVING THE COMPANY'S
STRATEGIC AIMS AND FOR
MONITORING RESULTS.
 HR METRICS, BENCHMARKING AND DATA ANALYTICS
IMPROVING PERFORMANCE THROUGH HRIS:
HUMAN RESOURCE METRICS TRACKING APPLICANT METRICS FOR IMPROVED TALENT
MANAGEMENT
THE QUANTITATIVE GAUGE OF A
HUMAN RESOURCE MANAGEMENT MANY EMPLOYERS IN USA DO TRACK AND ANALYZE DATA
ACTIVITY , SUCH AS: WITH THE HELP OF COMPUTERIZED APPLICANT TRACKING
SYSTEMS (ATS).
 EMPLOYEE TURNOVER
 RESUMEFOX
 HOURS OF TRAINING PER  TALENT RECRUIT
EMPLOYEE  99ATS
 OR QUALIFIED APPLICANTS PER  RECRUITPRO 360
POSTION.  TALENT POOL
 ZING HR – CLOUD BASED HRMS PROVIDES RECRUITMENT
AND TALENT MANAGEMENT SOUTIONS INCLUDING ATS
What is RecruitPro 360?
RecruitPro is recruitment software for consultants, agencies and
search firms that helps you create your own process, workflow &
Information databases and seamlessly integrates all of them to help
you recruit your way. RecruitPro helps you create Workflow,
Candidate Engagement Process and also database of Candidates,
clients, requirements, source and users. Updating the software
according to your changing needs is quiet simple and can be done by
you.
Best For
Niche Recruitment businesses, Diverse recruitment & Recruitment firms
that have a pre-specified process will benefit most with RecruitPro 360.
Contact Details
24x7 Software Technologies
http://www.24x7softech.com
Founded in 2005
Located in India
RecruitPro 360 Pricing Overview
RecruitPro 360 pricing starts at $125.00 as a one-time payment, per
user. They do not have a free version. RecruitPro 360 does not offer a
free trial.
BENCH MARKING IS JUST MEASURING HOW WE ARE DOING (FOR INSTANCE IN TERMS OF
EMPLOYEE PRODUCTIVITY) IN RELATION TO SOME OTHER COMPANY.

EXAMPLES
ARE OUR COMPANY’S ACCIDENT RATES FALLING – MANAGER WOULD LIKE TO BENCH MARK THE RESULTS –
COMPARE HIGH PERFORMING COMPANIES RESULTS TO YOURS OWN COMPANY TO UNDERSTAND WHAT MAKES
THEM BETTER
IN USA THE SOCIETY FOR HUMAN RESOURCE MANAGENETS (SHRM’S) BENCH
MARKING SERVICE ENABLES EMPLOYERS TO COMPARE THEIR OWN HR METRICS
WITH THOSE OF OTHER COMPANIES.
BENCH MARKING PROVIDES ONE PERSPECTIVEE ON HOW YOUR COMPANY’S HUMAN
RESOURCE MANAGEMENT SYSTEM IS PERFORMING COMPARES TO OTHERS.
 BENCH MARKING METERICS PARAMETERS

ORGANIZATIONAL DATA EMPLOYMENT DATA

 REVENUE –LTM (Last 12 months)  NUMBER OF POSITIONS FILLED
 REVENUE PER FTE (Full time employee)  TIME TO FILL
 NET INCOME BEFORE TAXES  COST PER HIRE
 NET INCOME BEFORE TAXES PER FTE  EMPLOYEE TENURE
 POSITIONS INCLUDED WITHIN THE  ANNUAL OVERALL TURNOVER RATE
ORGANIZATION’S SUCCESSION PLAN  ANNUAL VOLUNTARY TURNOVER RATE
 ANNUAL INVOLUNTARY TURNOVER RATE

HR DEPARTMENT DATA
 TOTAL HR STAFF
 HR TO EMPLOYEE RATIO
 PERCENTAGE OF HR STAFF IN SUPERVISORY ROLE
 PERCENTAGE OF HR STAFF IN PROFESSIONAL / TECHNICAL ROLES
 PERCENTAGE OF HR STAF IN ADMINISTRTIVE SUPPORT ROLES
 REPORTING STRUCTURE FOR THE HEAD OF HR
 TYPES OF HR POSITIONS ORGANISATION EXPECT TO RUN IN 2021
 BENCH MARKING METRICS PARAMETERS

EXPECTATIONS FOR REVENUE AND HR EXPENSE DATA

ORGANIZATIONAL HIRING  HR EXPENSES
 PERCENTAGE OF ORGANIZATIONS EXPECTING  HR EXPENSE TO OPERATING EXPENSE RATIO
CHANGES IN REVNEUE IN 2021 COMPARED TO 2020  HR EXPENSE TO FTE RATIO (FULL TIME EMPLOYEE)
 PERCENTAGE OF ORGANIZATIONS EXPEPECTING
CHANGES IN HIRING IN 2021 COMPARE TO 2020

COMPENSATION DATA TUTION / EDUCATION DATA

 MAXIMUM REIMBUREMENT ALLOWED FOR
 ANNUAL SALARY INCREASE TUTION / EDUCATION EXPENSE PER YEAR
 SALARIES AS A PERCENTAGE OF OPERATING EXPENSE  PERCENTAGE OF EMPLOYEES PARTICIPATING IN
 TARGET BONUS FOR NON EXECUTIVES TUTION / EDUCATION REIMBURSEMENT
 TARGET BONUS FOR EXECUTIVES PROGRAMS
 BENCH MARKING METRICS PARAMETERS

METERICS FOR MORE PROFITABLE ORGANIZATIONS

 TOTAL HR STAF
 HR TO EMPLOYEE RATIO
 HR EXPENSES
 HR EXPENSE TO OPERATING EXPENSE RATIO
 HR EXPENSE TO FTE RATIO
 ANNUAL SALARY INREASE
 TARGET BONUS FOR NON EXECUTIVES
 TARGET BONUS FOR EXECUTIVES
 MAXIMUM REIMBURSEMENT ALLOWD FOR TUTION / EDUCATION EXPENSES / YEAR
 PERCENTAGE OF ECMPLOYEES PARTICIPATING IN TUTION / EDUCATION
REIMBURSEMENT PLAN
 TIME TO FILL
 COST PER HIRE
 ANNUAL OVERALL TURNOVER RATE
MANAGER USE STRATEGY FOR MARRIOTT HOTEL , THE STRATEGIC HR METERICS
BASED METRICS FOR MIGHT INCLUDE:
MEASURING THE ACTIVITIES  100 % EMPLOYEE TESTING
THAT CONTRIBUTE TO  70% GUEST RETURNS
ACHIEVING A COMPANY’S  INCENTIVE PAY AS A PERCENT OF TOTAL SALARIES
STRATEGIC AIMS.  AND SALES UP 30%

IF CHANGES IN HR PRACTICES SUCH AS

INCREASED TRAINING HAVE THEIR
INTENDED EFFECTS, THEN STRATEGIC
METRICS LIKE GUEST RETURNS SHOULD
ALSO RISE.

HUMAN RESOURCE MANAGER OFTEN COLLECT DATA

ON METERICS LIKE EMPLOYEE TURNOVER AND SAFETY
VIA HUMAN RESOURCE AUDIT.
HUMAN RESOURCE AUDIT : HUMAN RESOURCE AUDIT
INVOLVES USING A CHECK
AN ANALYSIS BY WHICH AN
LIST TO REVIEW THE
ORGANIZATION MEASURES COMPANY’S HUMAN
WHERE IT CURRENTLY STANDS RESOURCE FUCTIONS LIKE :
AND DETERMINES WHAT IT • RECRUITING
• TESTING
HAS TO ACCOMPLISH TO • TRAINING ANS SO ON
IMPROVE ITS HR FUNCTIONS. AS WELL AS ENSURING
THAT THE FIRM IS
ADHERING TO
REGULATIONS , LAWS, AND
COMPANY POLICIES
 HUMAN RESOURCE AUDITOR
Before starting the assessment, you can create an
REVIEWS HR RECORDS LIKE :
HR internal audit checklist to stay organized and
efficient throughout the HR audit process. This PAYROLL DATA – TO CHECK
list contains detailed questions that apply to the
different areas of Human Resources and is
SALARY PAYMENTS ARE IN
typically a couple of pages long. ORDER
You can break down the HR audit questionnaire EMPLOYEES MEDICAL RECORD
into smaller assessments by dividing the questions, KEPT SEPARATE FROM THEIR
which will make it easier to complete. RESUMES
Additionally, you can format the checklist in EMPLOYEES HAND BOOKS AND
whichever way you’d like. It’s up to you whether
you want to use a “yes” or “no” format to answer
POLICIES IN COMPLIANCE WITH
the questions or allow a more detailed answer. LABOUR LAWS
MEDICAL LEAVE POLICIES
DISABILITIES ACCOMODATION
POLICIES
SOCIAL MEDIA POLICIES ETC.,
HR AUDITS VARY IN SCOPE – TYPICAL AREAS AUDITED  Documentation and record
INCLUDE: keeping ( For example do
 Roles and head counts (including job descriptions, our files includes resumes
employees categorized by executive / workmen / trainees and applications, offer
letters, job descriptions,
and full or part time
performance evaluations,
 Compliance with central, state and local employment
benefit enrolment forms,
related legislation. payroll change notices, and
 Recruitment and selection (including use of selection documentation related to
tools, backgrounds checks and so on) personnel actions such as
 Compensation (policies, incentives, survey procedures employee hand book
and so on) acknowledgements
 Employee relations ( union agreements, performance  Training and development
management, disciplinary procedures, employees (new employee orientation,
recognitions) development, technical and
 Mandated benefits( Social security, unemployment safety, career planning and
so on)
insurance, workers compensation and so on)
 Termination and transition
 Group benefits (insurance, time off, flexible benefits etc)
policies and practices
 Payroll management
TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
– USING STATISTICAL AND MATHEMATICAL ANALYSIS AND
DATA ANALYTICS
ALGORITHMS TO FIND RELATIONSHIPS AND MAKE PREDICTIONS.

TALENT ANALYTICS – WHEN DATA ANALYTICS IS APPLIED TO HR ISSUES

DATA ANALYTICS RELIES ON DATA MINING – SIFT THROUGH HUGE AMOUNT OF

EMPLOYEE DATA TO IDENTIFY THE CORRELATIONS THAT EMPLOYERS THEN USE TO
IMPROVE THEIR EMPLOYEE – SELECTION AND OTHER PRACTICES.

DATA MINING IS THE SET OF ACTIVITIES USED TO FIND NEW,

HIDDEN, OR UNEXPECTED PATTERNS IN DATA
TALENT MANAGEMNT ANSWER’S QUESTIONS LIKE:
 HUMAN CAPITAL FACTS- WHAT ARE THE KEY INDICATORS OF MY ORGANISATIONS OVERALL HEALTH
 ANALYTICAL HR – WHICH UNITS, DEPARTMENTS OR INDIVIDUAL NEEDS ATTENTION
 HUMAN CAPTIAL INVESTMENT ANALYSIS – WHICH ACTIONS HAVE THE GREATENST IMPACT ON THE BUSINESS.
HIGH PERFORMANCE WORK SYSTEMS ONE REASON TO
MEASURE,
IT IS A SET OF HUMAN RESOURCE BENCHMARK,
AND
MANAGEMNT POLICIES AND PRACTICS SCIENTIFICALLY
ANALYZE HR
THAT TOGATHER PRODUCE SUPERIOR PRACTICES IS TO
EMPLOYEE PEROFRMANCE PROMOTE HIGH
PERFORMANCE
WORK PRACTICES

Employee Self-Service Portal: Streamline Your HR Administration

Anything that boosts employee engagement, streamlines
operations, and enhances organizational cohesiveness will
positively impact a company. And those outcomes are exactly what
employee self-service portal [...]
 EMPLOYEE ENGAGEMETNT AND PERFOMANCE

EMPLOYEE ENGAGEMENT REFERS TO BEING

PSYCHOLOGICALLY INVOLVED IN, CONNECTED TO
AND COMMITTED TO GETTING ONES JOBS DONE.
ENGAGED EMPLOYEES EXPERIENCE A HIGH LEVEL
OF CONNECTIVITY WITH THEIR WORK, TASKS AND
WORK HARD TO ACCOMPLISH THEIR TASK RELATED
GOALS.
WHAT CAN MANAGERS DO TO IMPROVE EMPLOYEE ENGAGEMENT?

 PROVIDE SUPPORTIVE SUPERVISION TO WORKERS

 MAKE SURE THAT EMPLOYEES UNDERSTAND HOW THEIR
DEPARTMENT CONTRIBUTE TO COMPANY’S SUCCESS
 HOW EMPLOYEES EFFORTS CONTRIBUTE TO ACHIEVING
COMPANY’S GOALS
 GET A SENSE OF ACCOMPLISHMENT FROM WORKING AT THE
FIRM
 EMPLOYEES ARE HIGHLY INVOLVED WHEN WORKING IN SELF
MANAGING TEAMS.
