ORGANIZI

NG ENGINEERING
MANAGEMENT EMGT311 –
MODULE 5
 UNIT EXPECTED
At the end of this OUTCOMES
unit, the students are expected to:

1. Understand why organizing is an important function of

Management.
2. Define Organizing Technical Activities in Management.
3. Identify the different types and purpose of Structure in
Organization.
4. Understand the types of authority in an organization.
5. Describe the purpose of different committees in an
organization.
 AGEND
REASONS
FOR
ORGANIZI A
THE
NG 01 ORGANIZI
PURPOSE NG
OF 02 DEFINED
STRUCTU
RE 03 FORMAL
ORGANIZ
INFORMA 04 ATION
L ORGANIZ
GROUPS 05 ATIONAL
STRUCTU
TYPES OF 06 RES
AUTHORI PURPOSE
TY 07OF
COMMITT
08EES
 ORGANIZING
TECHNICAL
ACTIVITIES
The engineer manager needs to acquire
various skills in management, including
those for organizing technical activities.
In this highly competitive environment, the
unskilled manager will not be able to bring
his unit or his company, as the case may
be, to success.
 01

SECTION 01
REASONS
FOR
 REASONS FOR
Organizing is
ORGANIZING
In effective Doing these will In turn, these will
undertaken to organizing, steps make it possible help facilitate the
facilitate the are undertaken to assign
assignment of
implementation to breakdown the particular tasks to
of plans. total job into particular authority,
more persons. responsibility, and
manageable accountability for
man-size jobs. certain functions
and tasks.
 02

SECTION 02
ORGANIZING
DEFINED
 ORGANIZING
Organizing is a DEFINED
The arrangement or
management function relationship of positions
which refers to “the
within an organization is
structuring of resources
and activities to called the structure. The
accomplish objectives in result of the organizing
an efficient and effective process is the structure.
manner.”
 03

SECTION 03
PURPOSE OF
STRUCTURE
 PURPOSE OF
1. STRUCTURE
It defines the relationship between tasks and authority for
individuals and departments.
2. It defines formal reporting relationships, the number of levels in
the hierarchy of the organization and the span of control.
3. It defines the groupings of individuals into departments and
departments into organization.
4. It defines the system to effect coordination of effort in both
vertical (authority) and horizontal (tasks) directions.
 When structuring an
organization, the engineer
manager must be concern with
the following:
1 2 3 4 5
Division of Delegation of Departmen Span of Coordination
Labor Authority talization Control The linking of
Determining the The process of The grouping of The number activities in the
scope of work assigning various related jobs, of people organization
and how it is degrees of activities or into who report that serves to
combined in a decision-making directly to a
major achieve a
job. authority to given
subordinate. organizational manager. common goal
subunits. or objective.
 04

SECTION 04
FORMAL
ORGANIZATIO
 FORMAL
Formal ORGANIZATION
What is depicted in It is “the planned
Organization is the the organization structure” and it
structure that
chart is the formal “represents the
details lines of
responsibilities, organization. deliberate attempt to
authority and establish patterned
position. relationships among
components that will
meet the objectives
effectively.”
 FORMAL
The Formal StructureSTRUCTURE
is described by management through:

ORGANIZATION ORGANIZATIONAL POLICY MANUAL

CHART MANUAL

A diagram of the Provides written Describes personnel

organization’s descriptions of activities and company
official positions authority relationships, policies.
details the functions of
and formal lines of
major organizational
authority. units and describes job
procedures
 06

SECTION 06
ORGANIZATIONAL
STRUCTURES
 ORGANIZATIONAL
FUNCTIONAL
STRUCTURES
PRODUCT OR MARKET MATRIX
ORGANIZATION ORGANIZATION ORGANIZATION
This is a form Refers to the An organizational
departmentalization organization of a structure in which
in which everyone company by each employee
engaged in one divisions that reports to both a
functional activity, brings together all functional or
such as those involved with division manager
engineering or a certain type of and to a project or
marketing, is group product or group manager.
into one unit. customer.
 FUNCTIONAL
ORGANIZATION
This is a form departmentalization in which everyone engaged in one
functional activity, such as engineering or marketing, is group into one
unit.

It’s very effective in smaller firms, especially “single-business firms

where key activities revolve around well-defined skills and areas of
specialization.
 ADVANTAGES OF
1. The grouping ofAFUNCTIONAL
employees who perform a common task permit
ORGANIZATION
economy of scale and efficient resource use.
2. Since the chain of command converges at the top of the
organization, decision-making is centralized, providing a unified
direction from the top.
3. Communication and coordination among employees within each
department are excellent.
4. The structure promotes high-quality technical problem-solving.
5. The organization is provided with in depth skill specialization and
development.
6. Employees are provided with career progress within functional
departments.
 DISADVANTAGES OF
1. Communication AFUNCTIONAL
and coordination between the departments are
often poor.
ORGANIZATION
2. Decisions involving more than one department pile up at the top
management level and are often delayed.
3. Work specialization and division of labor, which are stressed in a
functional organization, produce routine, non-motivating employee
tasks.
4. It is difficult to identify which section or group is responsible for
certain problems.
5. There is limited view of organizational goals by employees.
6. There is limited general management training for employees.
 A TYPICAL FUNCTIONAL
ORGANIZATION CHART OF A
CONSTRUCTION COMPANY
PRESIDENT

Vice President Vice President Vice President Vice President

Marketing Construction Finance Human Resource
 PRODUCT OR MARKET
ORGANIZATION
Refers to the organization of a company by divisions that brings
together all those involved with a certain type of product or customer.

“Appropriate for a large corporation with many products lines in

several related industries”.
 ADVANTAGES OF A
PRODUCT OR MARKET
ORGANIZATION
1. The organization is flexible and responsive to change.
2. The organization provides a high concern for customer’s
needs.
3. The organization provides excellent coordination across
functional departments.
4. There is easy pinpointing of responsibility for product problems.
5. There is emphasis on overall product and division goals.
6. The opportunity for the development of general management
skills is provided.
 DISADVANTAGES OF A
PRODUCT OR MARKET
1. There is a highORGANIZATION
possibility of duplication of resources across divisions.
2. There is less technical depth and specialization in divisions.
3. There is poor coordination across divisions.
4. There is less top management control.
5. There is competition for corporate resources.
A TYPICAL PRODUCT/MARKET
ORGANIZATION CHART OF A
CONSTRUCTION COMPANY
PRESIDENT

Vice President Vice President Vice President

Governments Industrial Residential
Account Accounts Accounts

Marketing Marketing Marketing

Construction Construction Construction

Finance Finance Finance

Human Human Human
Resources Resources Resources
 MATRIX ORGANIZATION
An organizational structure in which each employee reports to both a
functional or division manager and to a project or group manager.

According to Thompson and Strickland, “is a structure with two (or

more) channels of command, two lines of budget authority, and two
sources of performance and reward”.
Higgins declared that “the matrix structure was designed to keep
employees in a central pool and to allocate them to various projects
in the firm according to the length of time they were needed.”
 ADVANTAGES OF A MATRIX
ORGANIZATION
1. There is more efficient use of resources than the divisional
structure.
2. There is flexibility and adaptability to changing environment.
3. The development of both general and functional management
skills are present.
4. There is interdisciplinary cooperation and any expertise is
available to all divisions.
5. There is enlarged tasks for employees which motivate them
better.
 DISADVANTAGES OF A
MATRIX ORGANIZATION
1. There is frustration and confusion from dual chain of command.
2. There is high conflict between divisional and functional
interests.
3. There are many meetings and more discussion than action.
4. There is a need for human relations training for key employees
and managers.
5. There is a tendency for power dominance by one side of the
matrix
 PRESIDENT

Vice President Vice President Vice President

for Finance for Construction for Human
Resources

Project Construction Purchasing Contract

Manager Manager Manager Administration
Manager

Project X Purchasing Contract

Engineer
Manager Specialist Negotiator

Project Y Engineer Purchasing Contract

Manager Specialist Negotiator

Project Z Purchasing Contract

Engineer
Manager Specialist Negotiator
 07

SECTION 07
TYPES OF
AUTHORITY
 TYPES OF
LINE AUTHORITY
AUTHORITY
STAFF AUTHORITY FUNCTIONAL
AUTHORITY
A manager’s A staff A specialist’s right to
right to tell specialist’s right oversee lower level
subordinates to give advice to personnel involved
what to do and a superior. in that specialty,
then see that regardless of where
they do it. the personnel are in
the organization.
 TYPES OF
AUTHORITY
Line departments – perform tasks that reflect organization’s primary
goal and mission. In a construction firm, the department the negotiates
and secures contracts for the firm is a line department.

Staff Departments – include all those that provide specialized skills in

support of the line departments. Examples of staff departments include
those which perform strategic planning, labor relations, research,
accounting and personnel.
 08

SECTION 07
PURPOSE OF
COMMITTEES
 PURPOSE OF
COMMITTEES
A committee is a formal group of persons formed for a specific purpose.

For instance, the product planning committee, as described by Millevo,

is “often staffed by top executives for marketing, production, research,
engineering and finance who work part-time to evaluate and approve
product ideas”.

Committees may be classified as follows:

Ad hoc Committees – one created for a short term purpose and a limited life.

Standing Committees – it is a relatively permanent committee that deals with

issues on an on-going basis.
THANK
YOU!

CREDITS: This presentation template was

Do you have any

created by Slidesgo, including icons by
Flaticon, and infographics & images by
Freepik

questions?
DECISION MAKING
ENGINEERING MANAGEMENT EMGT311 – MODULE 3
UNIT EXPECTED OUTCOMES

At the end of this unit, the students are

expected to:

• Define what is decision making.

• Describe each process of making effective
decisions.
• Understand why decision making is a big
management responsibility.
• Fully understand different approaches used
in solving problems.
• Identify and describe different qualitative
models for decision making
 Decision Making as a Management
01 Responsibility

02 What is Decision Making?

03 Decision Making Process

P R E S E N TAT I O
04 Quantitative Models for
Decision Making N OUTLINE
 WHAT IS DECISION MAKING?
DECISION MAKING
The process of identifying and choosing alternative
courses of action in a manner appropriate to the
demands of the situation.

DECISION MAKING AS A MANAGEMENT

RESPONSIBILITY
Decision- making is a responsibility of the engineer
manager. It is understandable for managers to make
wrong decisions at times. The wise manager will correct
them as soon as they are identified. The bigger issue is
the manager who cannot do not want to make decisions.
 DECISION MAKING PROCESS
EVALUATE AND ADAPT DECISION RESULTS
DIAGNOSE THE 7 IMPLEMENT
PROBLEM
1 8 DECISION

ANALYZE MAKE A
2 DECISIO 6 CHOICE
ENVIRONMENT N

ARTICULATE EVALUATE
PROBLEM 3 4 5 ALTERNATIVES

DEVELOP ALTERNATIVES
 DECISION MAKING PROCESS

DIAGNOSE THE 1
PROBLEM
If an engineer/manager wants An expert once said
to make an intelligent decision, “identification of the problem
his first move must be to
is tantamount to having the
identify the problem.
problem half-solved.”

If engineer/manager fails in
this aspect, it is almost
impossible to succeed in the
subsequent steps.
 DECISION MAKING PROCESS

ANALYZE THE
ENVIRONMENT
The environment where the The objective of environment
organization is situated plays analysis is the identification
a very significant role in the
success or failure of such an
2 of constraints, which may be
spelled out as either internal
organization. or external limitations.
It is, therefore, very
important that an analysis
of the environment be
undertaken.
 DECISION MAKING PROCESS

ARTICULATE THE
PROBLEM

3
 DECISION MAKING PROCESS

DEVELOP VIABLE 1) Prepare a list of

alternative solutions.
ALTERNATIVES
Oftentimes, problem may be 2) Determine the viability of
solved by any of the each solution.
solutions offered. The best
among the alternatives 3) Revise the list by striking
solutions must be considered out those which are not
by management. viable.
This is made possible by
using a procedure with 4
the following steps:
 DECISION MAKING PROCESS

EVALUATE How the alternatives will be

ALTERNATIVES evaluated will depend on the
nature of the problem, the
After determining the viability objectives of the firm, and
of the alternatives and a the nature of alternatives
revised list has been made, presented.
an evaluation of the
remaining alternatives is Souder suggests that “each
necessary. alternative must be analyzed
This is important because and evaluated in terms of its
the next step involves 5 value, cost and risk
making a choice. Proper characteristics.”
evaluation makes
choosing the right solution
less difficult.
 DECISION MAKING PROCESS

MAKE A CHOICE
Choice-making refers to
After the alternatives have the process of selecting
been evaluated, the among alternatives
decision-maker must now representing potential
be ready to make a solutions to a problem.
choice. This is the point
where he must be ready 6 At this point, Webber
to make a choice. advises that “particular
effort should be made to
This is the point where identify all significant
he must be convinced consequences of each
that all the previous choice.”
steps were correctly
undertaken.
 DECISION MAKING PROCESS

IMPLEMENT DECISION
To make implementation
After a decision has been
7 effective, a plan must be
devised.
made, implementation
follows. This is necessary
or decision making will be
an exercise in futility. At this stage, the
resources must be made
available so that the
Implementation refers decision may be properly
to carrying out the implemented.
decision so that the
objectives sought will
be achieved.
 DECISION MAKING PROCESS
Feedback refers to the
EVALUATE AND ADAPT process which requires
checking at each stage of the
DECISION RESULT process to assure that the
In implementing the 8 alternatives generated, the
decision, the results criteria used in evaluation,
expected may or may not and the solution selected for
happen. implementation are in
keeping with the goals and
It is, therefore, important objectives originally
for the engineer/manager specified.
to use control and Control refers to actions
feedback mechanisms to made to ensure that
ensure results and to activities performed match
provide information for the desired activities or
future decisions. goals, that have been set.
 DECISION MAKING PROCESS
EVALUATE AND ADAPT DECISION RESULTS
DIAGNOSE THE 7 IMPLEMENT
PROBLEM
1 8 DECISION

ANALYZE MAKE A
2 DECISIO 6 CHOICE
ENVIRONMENT N

ARTICULATE EVALUATE
PROBLEM 3 4 5 ALTERNATIVES

DEVELOP ALTERNATIVES
APPROACHES IN SOLVING PROBLEMS

QUALITATIVE QUANTITATIVE
APPROACH APPROACH
APPROACHES IN SOLVING PROBLEMS

1. The problem is
QUALITATIVE
fairly simple
APPROACH
2. The problem is
This term refers to familiar
evaluation of
alternatives using 3. The costs involved
intuition and are not great
subjective judgment.
4. Immediate
Stevenson states
decisions are needed
that managers tend
to use the qualitative
approach when:
 APPROACHES IN SOLVING PROBLEMS
QUANTITATIVE
MODELS FOR DECISION
MAKING
Inventory models
QUANTITATIVE
Queuing Theory APPROACH
Network Models
This term refers
Forecasting to the evaluation
Regression Analysis of alternatives
using any
Simulation technique in a
Linear Programming group classified
as ration and
Sampling Theory analytical.
Statistical Decision Theory
 QUANTITATIVE MODELS
ECONOMIC ORDER QUANTITY
MODEL
This one is used to calculate the number
of items that should be ordered at one
time to minimize the total yearly cost of
placing orders and carrying the items in
inventory.
Inventory models
PRODUCTION ORDER QUANTITY
consist of several MODEL
This is an economic order quantity
types all designed
technique applied to production orders.
to help the
engineer manager
INVENTORY
BACK ORDER INVENTORY MODEL
make decisions MODEL This is an inventory model used for
regarding planned shortages.
inventory.
QUANTITY DISCOUNT MODEL
An inventory model used to minimize the
total cost when quantity discounts are
offered by suppliers.
 QUANTITATIVE MODELS

PROGRAM EVALUATION REVIEW

TECHNIQUE (PERT)
a technique which enables engineer
These are models managers to schedule, monitor and control
where large large and complex projects by employing
complex tasks are three time estimates for each activity.
broken into smaller
segments that can
NETWORK
CRITICAL PATH METHOD (CPM)
be managed MODEL this is a network technique using
independently. only one-time factor per activity that
enables engineer managers to
schedule, monitor and control large
and complex projects.
 QUANTITATIVE MODELS
QUEUING THEORY STATISTICAL DECISION SIMULATION
THEORY
The queuing theory is one Is that Is a model constructed to represent
a model constructed to represent
describes how to determine the on
reality, number reality,
which conclusions onreal-
about which conclusions about real-
of service units that will minimize bothcan be used.life problems can be used.
life problems
customer waiting time and cost of
service. LINEAR PROGRAMING
FORECASTING
Defined as “the collection of past and It is a quantitative technique that is used
current information to make predictions to produce an optimum solution within
about the future.” the bounds imposed by constraints
upon the decision

REGRESSION ANALYSIS SAMPLING THEORY

A forecasting method that examines the It is quantitative technique where sample of
association between two or more populations are statistically determined to
variables. It uses data from previous be used for a number of processes, such as
periods to predict future events. quality control and marketing research.
UESTIONS
Q
?

THANK
 PLANNING
ENGINEERING MANAGEMENT EMGT311 – MODULE 4
 UNIT EXPECTED
OUTCOMES
At the end of this unit, the students are
expected to:

1. Define planning and understand the importance

of planning in Engineering Management
2. Identify and describe the processes of Planning
3. Understand the types of plans.
4. Learn how to make effective planning.

57
 PRESENTATION OUTLINE
1. The Nature of Planning
2. Planning Defined
3. Planning at Various Management Levels
4. The Planning Process
5. Types of Plans
6. Making Planning Effective

58
 NATURE OF
1 PLANNING
 NATURE OF PLANNING
A plan, which is the Without the plan,
output of planning, some minor tasks
provides a methodical may be afforded
way of achieving major attention
desired results. In the which may, later
implementation of on, hinder the
activities, the plan accomplishment
serves as a useful of objectives.
guide.
60
2 PLANNING DEFINED
 PLANNING DEFINED

“
Planning, according to Nickels and others,
refers to “the management function that
involves anticipating future trends and
determining the best strategies and tactics to
achieve organizational objectives.”

62
 PLANNING AT
VARIOUS
MANAGEMENT
3 LEVELS
 PLANNING AT VARIOUS
MANAGEMENT LEVELS
TOP OPERATIONAL
INTERMEDIATE
STRATEGIC PLANNING
MANAGEMENT LEVEL PLANNING

MIDDLE referstoto“the
It refers “the
the process
processof
determining
of determining
process of thethemajor
MANAGEMENT LEVEL goals
contributions
of the organization
that
determining howsub-
and
units the
canpolicies
specific make can
tasks with
and best
LOWER
LOW strategiesresources
allocated for obtaining
be accomplished on
MANAGEMENT LEVEL and using resources to
time with available
achieve those goals.
64
resources
 PLANNING AT VARIOUS
MANAGEMENT LEVELS

Chief Executive TOP Strategic Planning

Officer
MANAGEMENT 1 to 10 years
Functional Manager
President
MIDDLE Intermediate
Product
Vice Line Managers
Presidents Planning
MANAGEMENT
Department Heads
General 6 months to 2 years
Unit Managers LOWER
Manager
MANAGEMENT Operational Plannin
First line Heads
Division Supervisors
1 week to 1 year
4 PLANNING PROCESS
 PLANING PROCESS
1 2 3
3 4

Setting Organizational,
Standards
Developing
Determining Strategies
Resources
Divisional
or or reach
Tactics to
Needed Unit Goals
Goals
67
 PLANING PROCESS
1 2 3 4
Setting organizational, divisional or unit goals
The first task of the engineer manager is to provide a sense of
direction to his firm.

The setting of goals provides an answer to the said concern.

If everybody in the firm is aware of the goals, there is a big chance that
everybody will contribute his share in the realization of such goals.
68
 GOALS DEFINED

“
Goals may be defined as the “precise
statement of results sought,
quantified in time and magnitude,
where possible.”

69
 PLANING PROCESS
1 2 3 4
Developing Strategies or Tactics to reach those goals
After determining goals, the next task is to devise some means to
realize them.

The ways to realize the goals are strategies and these will be the
concern of top management.

The middle and lower management will adapt their own tactics to
70 implement the plans of top management.
 STRATEGY DEFINED

“
A strategy may be defined as “a
course of action aimed at ensuring
that the organization will achieve its
objectives.”

71
 TACTIC DEFINED

“
A tactic is a short-term action taken
by management to adjust to
negative internal or external
influences.

72
 PLANING PROCESS
1 2 3 4
Determining Resources Needed
When particular sets of strategies or tactics have been devised, the
engineer manager will, then, determine the human and nonhuman
resources required by such strategies or tactics.
Even if the resource requirements are currently available, they must
be specified.
The quantity and quality of resources needed must be correctly
73 determined.
 PLANING PROCESS
1 2 3 4
Setting Standards
The standards for measuring performance may be set at the planning
stage.
When actual performance does not match with planned performance,
correction may be made or reinforcements will be given.

74
 STANDARD DEFINED
A standard may be defined as

“
“quantitative or qualitative
measuring device designed to help
monitor the performances of people,
capital goods, or processes.”

75
5 TYPES OF PLAN
 TYPES OF PLAN
FUNCTIONAL PLANS WITH PLANS
AREA PLANS TIME HORIZON ACCORDING TO
FREQUENCY OF
USE
◇ Marketing Plan ◇ Short Range
◇ Production Plan Plans
◇ Long Range ◇ Standing Plans
◇ Financial Plan
Plans ◇ Single Use Plans
◇ Human Resource
Management
Plan
 FUNCTIONAL AREA PLANS
Marketing Plan Production Plan
This is the written document A quantity of output a
or blueprint for company must produce in
implementing and broad terms and by
controlling an organization’s products family.
marketing activities related
to a particular marketing
strategy.

78
 FUNCTIONAL AREA PLANS

MARKETING PLAN PRODUCTION PLAN

HUMAN RESOURCE FINANCIAL PLAN

MANAGEMENT PLAN Summarizes the current
Indicates the human resource financial situation of the
needs of a company detailed in firm, analyzes financial
terms of quantity and quality needs, and recommends a
and based on the requirements
direction for financial
of the company’s strategic
plan.
activities.
79
 PLANS WITH TIME
HORIZON
SHORT RANGE PLANS LONG RANGE PLANS

Plans intended to cover a Plans that cover a time

period of less than one span of more than one
year. First - line year. These are mostly
supervisors are mostly undertaken by middle
concerned with these and top management.
plans.

80
 PLANS ACCORDING TO
FREQUENCY OF USE

STANDING PLANS SINGLE USE

These are plans that are PLANS
These plans are specifically
used again and again and developed to implement courses of
they focus on managerial action that are relatively unique
situations that recur
and are unlikely to be repeated.
repeatedly.
 PLANS ACCORDING TO
FREQUENCY OF USE
RULES
They are statements that either
require or forbid a certain action.
STANDING PLANS
POLICIES They are broad guidelines to aid managers at every level in
making decisions about recurring situations or functions.
PROCEDURES They are plans that describe the exact series of action to be
taken in a given situation.
 PLANS ACCORDING TO
FREQUENCY OF USE
BUDGET
A plan which sets forth the projected
expenditure for a certain activity and SINGLE USE
explains where the required funds will PLANS
come from. PROJECT
PROGRAM usually more limited in scope than a
A single-use plan designed to program and is sometimes prepared to
coordinate a large set of activities. support a program.
 PARTS OF STRATEGIC
PLAN
1. Company or corporate mission
2. Objectives or goals
3. Strategies

Company of corporate mission refers to the “Strategic

Statement that identifies why an organization exists, its
philosophy of management, and its purpose as
distinguished from other similar organizations in terms of
products, service and markets.

84
 MAKING PLANNING
6 EFFECTIVE
 Planning may be made
successful if the following
are observed:
1. Recognize the planning
barriers
2. Use of aids to planning

86
 According to Plunkett and
Attner, planning barriers
are:
1. Manager’s inability to plan
2. Improper planning process
3. Lack of commitment to the planning process
4. Improper information
5. Focusing on the present at the expense of the
future
6. Too much reliance on the planning department
7. Concentrating on only the controllable variables
87
 Among the aids to
planning that may be used
are:
1. Gather as much information as possible
2. Develop multiple sources of information
3. Involve others in the planning process

88
 Thanks!
Any questions?

89
 STAFFING
THE
ORGANIZATIO
N
ENGINEERING MANAGEMENT EMGT311
MODULE 6
UNIT EXPECTED OUTCOMES
At the end of this unit, the students are expected to:

1. Understand and define staffing the engineering

organization.
2. Know the importance of staffing the engineering
organization.
3. Identify and describe the staffing procedure.
01 WHAT IS STAFFING?
02 THE STUFFING PROCEDUER
PRESENTA
Human Resource Planning
Recruitment, Selection,
TION
Induction, Training, OUTLINE
Performance Appraisal
Employment Decision &
Separations
STAFFING THE ENGINEERING
ORGANIZATION
After setting up the organizational structure that been
decided to best serve the interest of a certain firm, the
next move that has to be made is to fill up the identified
positions with the most qualified persons available.
 01
WHAT IS
STAFFING?
 Staffing may be defined as “the
management function that determines
WHAT IS human resource needs, recruits,
STAFFING? selects, trains, and develops human
resources for jobs created by an
organization.”

95
 The main
purpose of
staffing is to
It is the It has assumed put right man
function of greater
importance in
on right job
i.e. square
WHAT
manning the
organization the recent pegs in IS
structure and years due to square holes STAFFI
advancement and round
keeping it
of technology, pegs in NG?
manned.
increase in size round holes.
of business,
complexity of
human
behavior.
 02
THE STAFFING
PROCEDURE
 1. Human Resource Planning
2. Recruitment
3. Selection
THE 4. Induction and Orientation
STAFFING 5. Training and Development

PROCEDU 6. Performance Appraisal

7. Employment Decisions
RE (Monetary Rewards,
Transfer, Promotion and
Demotion)
8. Separations
Forecasting Evaluation
is an
and Control HUMAN
assessment of
future human Programming
refers to
monitoring
RESOUR
resource
needs in
translating the human CE
relation to the
forecasted
human
resource
action plans
PLANNI
current
capabilities of
resource need
to personnel
and NG
the evaluating
objectives and
organization. their success.
goals. Human resource
planning may
involve three (3)
activities:
 Source of Applicants:
RECRUITMEN 1. The organization’s current
T employees
It refers to attracting qualified persons to 2. Newspaper advertising
apply for vacant positions in the company 3. Schools
so that those who are best suited to serve 4. Referrals from employees
the company may be selected.
5. Recruitment firms
6. Competitors
 SELECTI
A requisite for The purpose of
ON
Selection refers to
effective selection selection is to the act of
is the preparation evaluate each choosing from
of a list indicating candidate and to those that are
that an adequate pick the most suited available the
individuals most
pool of candidates for the position likely to succeed
is available. available. on the job.
Ways of
Determining the
Qualifications of a
Job Candidate
Application blanks References Interviews Testing
provides information are those information this involves
about a person’s written by may be an evaluation
characteristics such as previous gathered in an of the future
age, marital status, employers, co- interview by behavior or
address, educational workers, asking a series performance
background, teachers, club of relevant of an
experience and officers, etc. questions to individual
special interest. the job
candidate
TYPE OF TEST TYPE OF PSYCHOLOGICAL
TEST
1. PSYCHOLOGICAL TEST APTITUDE PERFORM
ANCE
which is “an objective,
used to measure a used to measure a
standard measure of a
sample beavior’ person’s capacity or person’s current
potential ability to knowledge of a
2. PHYSICAL EXAM learn subject.
a type of test given to
assess the physical INTERES
PERSON
health of an applicant. T
ALITY
It is given “to assure used to measure
used to measure
that the health of the a person’s
applicant is adequate personality traits
interest in various
to meet the job as dominance,
fields of work.
requirements”. sociability, and
conformity.
 INDUCTIO
INDUCTIO N
The new employee is provided with the
N& necessary information about the company,
his duties, responsibilities and benefits are

ORIENTA relayed to him.

Personnel and health forms are filled up,
TION and passes are issued.
The company history, its products and
services and the organization structure are
explained to the new employee.
 ORIENTAT
ION
INDUCTIO The new employee is introduced to
immediate working environment and co-
workers.
N& The following are discussed: location,

ORIENTA rules, equipment, procedures and training

plans.

TION Performance expectations are also discussed.

The new employee also undergoes the

“socialization process” by pairing him with
an experienced employee and having a
one-on-one discussion with the manager.
 If the newly-hired (or newly-promoted) employee is
TRAINING assessed to be lacking the necessary skills required
by the job, training becomes a necessity.
& Training refers to the “learning that is provided in
DEVELOP order to improve performance on the present job”.

MENT Training programs consists of two general types:

1. Training programs for non-managers
2. Training and educational programs for
executives.
TRAINING PROGRAM FOR NON-
MANAGERS
1. On-the-job-training – where the trainee is placed in an actual work
situation under the direction of his immediate supervisor, who acts as
trainer.
2. Vestibule school – where the trainee is placed in a situation almost
exactly the same as the workplace where machines, materials and time
constraints are present.
3. Apprenticeship program – where a combination of on-the-job training
and experiences with classroom instruction in particular subjects are
provided to trainees.
4. Special courses – are those taken which provide more emphasis on
TRAINING PROGRAM FOR
MANAGERS
The training need of managers may be classified into four (4) areas:
1. Decision-making skills
2. Interpersonal skills
3. Job knowledge
4. Organizational knowledge
DECISION MAKING SKILLS
The decision-making skills of the manager may be enhanced through
any of the following methods of training:

1. In-basket – where the trainee is provided with a set of notes,

messages, telephone calls, letters and reports, all pertaining to a
certain company situation.
2. Management games – is a training method where “trainees face with
a simulated situation and are required to make an ongoing series of
decisions about that situation”.
3. Case studies – this method presents actual situations in
organizations and enable one to examine successful and
unsuccessful operations.
INTERPERSONAL SKILLS
The interpersonal competence of the manager may be developed through
any of the following methods:

1. Role-playing – is a method by which the training is assigned roles to

play in a given case incident.
2. Behavior modeling – this method attempts to influence the trainee by
“showing model persons behaving effectively in a problem situation”.
3. Sensitivity training – Under this method, awareness and sensitivity to
behavioral patterns of oneself and others are developed.
4. Transactional analysis – is a training method intended “to help
individuals not only understand themselves and others but also
improve their interpersonal communication skill”.
JOB KNOWLEDGE
1. On-the-job experience – this method provides valuable opportunities
for the trainee to learn various skills while actually engaged in the
performance of a job.
2. Coaching – this method requires a senior manager to assist a lower-
level manager by teaching him the needed skills and generally
providing directions, advice and helpful criticism.
3. Understudy – under this method, a manager works as assistant to a
higher-level manager and participates in planning and other managerial
functions until he is ready to assume such position himself
ORGANIZATIONAL KNOWLEDGE
1. Position rotation – under this method, the manager is given
assignments in a variety of departments. The purpose is to expose him
to different functions of the organization.
2. Multiple management – this method premised on the idea that junior
executives must be provided with means to prepare them for higher
management positions.
PERSONAPerformance appraisal is the measurement of
L employee performance. The purposes for
which performance appraisal is made are as
APPRAISA1.follows:
To influence, in a positive manner, employee
L performance and development;
2. To determine merit, pay increases;
3. To plan for future performance goals;
4. To determine training and development needs;
5. To assess the promotional potential of
employees
WAYS OF APPRAISING
PERFORMANCE
1. Rating scale method – where each trait or characteristics to be rated
is represented by a line or scale on which the rater indicates the degree
to which the individual possesses the trait or characteristics.
2. Essay method – where the evaluator composes statements that best
describe the person evaluated.
3. Management by objectives method – where specific goals are set
collaboratively for the organization as a whole, for various subunits, and
for each individual member.
4. Assessment center method – where one is evaluated by persons
other than the immediate superior. This method is used for evaluating
managers.
WAYS OF APPRAISING
PERFORMANCE
5. Checklist method – where the evaluator checks statements on a list
that are deemed to characterize an employee’s behavior or
performance.
6. Work standards method – where standards are set for the realistic
worker output and later on used in evaluating the performance of non-
managerial employees.
7. Ranking method – where each evaluator arranges employees in rank
order from the best to the poorest.
8. Critical-incident method – where the evaluator recalls and writes
down specific incidents that indicate the employee’s performance.
EMPLOYM
ENT 1. Monetary rewards – these are given to

DECISION
employees whose performance is at par
or above standard requirements.

S 2. Promotion – this refers to a movement by

a person into a position of higher pay and
greater responsibilities and which is given
as a reward for competence and
ambition.
 3. Transfer – this is the movement of a
EMPLOYM person to a different job at the same or

ENT similar level of responsibility in the

organization. Transfer are made to provide

DECISION growth opportunities for the persons

involved or to get rid of a poor performing
S employee.
4. Demotion – this is a movement from one
position to another which has less pay or
responsibility attached to it. Demotion is
used as a form of punishment or as a
temporary measure to keep an employee
until he is offered a higher position.
SEPARATI
ON Separation is either a voluntary or
involuntary termination of an employee.
When made voluntarily, the organization’s
management must find out the real reason. If
the presence of a defect in the organization
is determined, corrective action is necessary.
 THANKS!
Does
anyone
have any
questions?