The Manager’s Job of HRM


There are certain basic functions all managers perform. They are planning, organizing, staffing, leading, and controlling. In total, they represent what managers call the management process. Some of the specific activities involved in each function include:

  • Planning. Establishing goals and standards; developing rules and procedures; developing plans and forecasting.
  • Organizing. Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.
  • Staffing. Determining what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counselling employees; training and developing employees.
  • Leading. Getting others to get the job done; maintaining morale; motivating subordinates.
  • Controlling. Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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Synergizing Training Strategy with Corporate Strategy


The primary objective of synergy is that employees acquire all the skills and knowledge they need, but only what they need. What do they really need? Whatever is essential to formulate and fulfill a successful corporate strategy? Certain skills and knowledge are needed to determine what products and services the company should produce, and what kinds of technology should be used to produce them; other skills and knowledge are needed in order to apply new technologies most profitably.

Those who determine corporate strategy must calculate whether the organization is capable of acquiring strategically necessary skills and knowledge on schedule. In learning companies, therefore, a senior officer in charge of training takes part in formulating strategy. That individual can also advise whether a more ambitious strategy would be feasible from the standpoint of training, and can help subsequently to communicate the strategy to all parts of the organization.

Communication of the strategy is vital. Trainees and their supervisors take training seriously only when they believe it will further the company’s prosperity and their own. If they do not understand the skill and learning requirements of the corporate strategy, they cannot make valid decisions on how to achieve strategic goals.

Ultimately, it is the chief executive’s responsibility to see that the training requirements of corporate strategy are met. The key points to be monitored are program priorities, program objectives, and program outcomes.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight