FACULTY OF BUSINESS ADMINISTRATION

[Link]
PRINCIPLES OF MANAGEMENT SBAX 1005

UNIT IV: STAFFING & DIRECTING

Staffing: meaning-nature- importance-recruitment-selection and training
Directing:meaning- nature- purpose- supervision

Meaning: 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.

Definition of Staffing

1. According to Koontz and O’Donnell, “The managerial function of staffing involves

manning the organizational structure through proper and effective selection, appraisal and
development of personnel to fill the roles designed into the structure.”
2. According to Harold Koontz, “Staffing means filling and keeping filled
positionsin the organization structure."
3. According to Haimann, “Staffing relates to the recruitment, selection,
development, training, compensation of subordinate managers”.

Need and Importance of Staffing:

a. Key to other managerial functions: Staffing function is very closely related to other
managerial areas of the business. It greatly influences the direction and control in the
organization. The effectiveness of other managerial functions depends on the
effectiveness of the staffing function.
b. Building healthy human relationships: Staffing function helps to build proper human
relationships in the organization. Smooth human relations are the key to better
communication and co-ordination of managerial efforts in an organization.
c. Human resources development: Skilled and experienced staff is the best asset of a
business concern. The staffing function helps developing this asset for the business. It
inculcates the corporate cultureinto the staff which in turn ensures smooth functioning of
all the managerial aspects of the business.
d. Long Term effect: Staffing decisions have long term effect on the efficiency of an
organization. Qualified, efficient and well motivated staff is an asset of the organization.
Staffing function assumes special significance in the context of globalization which
demands high degree of efficiency in maintaining competitiveness.
e. Potential contribution: Staff selection should be based on the ability of the prospective
employees to meet the future challenges that the organization need to address. Therefore
the potential contribution of the staff in their anticipated future roles should also be taken
into account in staff selection.
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Elements of Staffing

a. Procurement: Employment of proper number and kind of personnel is the first

function of staffing. This involve: (a) Manpower Planning (b) Recruitment (c)
Selection, and (d) Placement.
b. Development:After placing the individuals on the various jobs, it is necessary to
train them so that they can perform their jobs efficiently. Proper development of
personnel is essential to increase their skill in the proper performance of their
jobs. It involves orientation, training and counseling of personnel.
c. Compensation:Compensating personnel means determining adequate and
equitable remuneration of personnel for their contributions to the organizational
goals. It involves job evaluation, performance appraisal, promotion, etc.
d. Integration:It involves developing a sense of belonging to the enterprise. Sound
communication system is required to develop harmony and team -spirit among
employees. Discipline and labour relations are the important elements of
integration.
e. Maintenance: It involves provision of such facilities and services that are
required to maintain the physical and mental health of employees. It includes
measures for health, safety, and comfort of employees. Various welfare services
may consist of provision of cafeteria restrooms, counseling, group insurances,
recreation club, education of children of employees, etc.

Principles of Staffing

Heinz Weihrich and Harold Koontz have identified certain useful major principles or guidelines
for understanding and performing more effective staffing function.

a. Principle of the Objective of Staffing: The objective of managerial staffing is to ensure that
those qualified personnel who are able and wiling to occupy them fill organisation roles. There is
considerable evidence of failure to achieve results when these qualities are lacking.

b. Principle of Job Definition:The more precisely the results expected of managers are
identified, the more the dimensions of their positions can be defined. Since organizational roles
occupied by people with different needs, these roles must have many dimensions – such as pay,
status, power, direction and possibility of accomplishment – that induce managers to perform.

c. Principles of Managerial Appraisal:The more clearly variable objectives and required

managerial activities are identified, the more precise can be the appraisal of managers against
these criteria. This principle suggests that performance should be measured both against
verifiable objectives (as in an appraisal approach based on management by objectives) and
against standards of performance as managers. The appraisal of managers as manager considers

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how well the key managerial activities within the functions of planning; organizing, staffing,
directing and controlling are carried out.

d. Principle of Open Competition:The more an enterprise is committed to the assurance of

quality management, the more it will encourage open competition among all candidates for
management positions. Violation of these principles has led many firms to appoint managers
with inadequate abilities.

e. Principle of Management Training and Development:The more management training and

development are integrated with the management process and enterprise objectives, the more
effective the development programmes and activities will be. This principle suggests that in the
systems approach, training and development efforts are related to the managerial functions, the
goals of the enterprise and the professional needs of managers.

f. Principle of Training Objectives:The more precisely the training objectives are stated; the
more likely are the chances of achieving them. The analysis of training needs is the basis for
training objectives that give direction to development and facilitate the measurement of the
effectiveness of training efforts. This principle brings into focus the contribution that training
makes to the purpose of the enterprise and the development of individuals.

g. Principles of Continuing Development: The more an enterprise is committed to managerial

excellence, the more it requires that manager practice continuing self-development. This
principle suggests in a fast-changing and competitive environment, that managers cannot stop
learning. Instead, they have to update their managerial knowledge continuously, revaluate their
approaches to managing and improve their managerial skills and performance to achieve
enterprise results.

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. Human Resource
Planning has got an important place in the arena of industrialization. Human Resource Planning
has to be a systems approach and is carried out in a set procedure. The procedure is as follows:

1. Analysing the current manpower inventory

2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes

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Steps in Manpower Planning

1. Analysing the current manpower inventory- Before a manager makes forecast of

future manpower, the current manpower status has to be analysed. For this the following
things have to be noted-
a. Type of organization
b. Number of departments
c. Number and quantity of such departments
d. Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

2. Making future manpower forecasts- Once the factors affecting the future manpower
forecasts are known, planning can be done for the future manpower requirements in
several work units.
3. Developing employment programmes- Once the current inventory is compared with
future forecasts, the employment programmes can be framed and developed accordingly,
which will include recruitment, selection procedures and placement plans.
4. Design training programmes- These will be based upon extent of diversification,
expansion plans, development programmes, etc. Training programmes depend upon the
extent of improvement in technology and advancement to take place. It is also done to
improve upon the skills, capabilities, knowledge of the workers.

Importance of Manpower Planning

a. Key to managerial functions- The four managerial functions, i.e., planning, organizing,
directing and controlling are based upon the manpower. Human resources help in the
implementation of all these managerial activities. Therefore, staffing becomes a key to all
managerial functions.
b. Efficient utilization- Efficient management of personnel’s becomes an important
function in the industrialization world of today. Setting of large scale enterprises requires
management of large scale manpower. It can be effectively done through staffing
function.
c. Motivation- Staffing function not only includes putting right men on right job, but it also
comprises of motivational programmes, i.e., incentive plans to be framed for further
participation and employment of employees in a concern. Therefore, all types of
incentive plans become an integral part of staffing function.
d. Better human relations- A concern can stabilize itself if human relations develop and
are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function also

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 looks after training and development of the work force which leads to co-operation and
better human relations.
e. Higher productivity- Productivity level increases when resources are utilized in best
possible manner. Higher productivity is a result of minimum wastage of time, money,
efforts and energies. This is possible through the staffing and it's related activities (
Performance appraisal, training and development, remuneration)

Recruitment

Meaning: Recruitment is a process of searching for prospective employees and stimulating them
to apply for jobs.

Objectives of Recruitment: Recruitment fulfills the following objectives

a. It reviews the list of objectives of the company and tries to achieve them by promoting the
company in the minds of public.
b. It forecasts how many people will be required in the company.
c. It enables the company to advertise itself and attract talented people.
d. It provides different opportunities to procure human resource.

Sources of Recruitment

The different sources of recruitment are classified into two categories, viz.,

a. Internal: sources of recruitment are from within the organization.

b. External: sources of recruitment are from outside the organisation.

Internal Sources of Recruitment

a. Promotions: Promotion means to give a higher position, status, salary and responsibility
to the employee. So, the vacancy can be filled by promoting a suitable candidate from the
same organisation.
b. Transfers: Transfer means a change in the place of employment without any change in
the position, status, salary and responsibility of the employee. So, the vacancy can be
filled by transferring a suitable candidate from the same organisation.
c. Internal Advertisements: Here, the vacancy is advertised within the organisation. The
existing employees are asked to apply for the vacancy. So, recruitment is done from
within the organisation.
d. Retired Managers: Sometimes, retired managers may be recalled for a short period. This
is done when the organisation cannot find a suitable candidate.

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 e. Recall from Long Leave: The organisation may recall a manager who has gone on a
long leave. This is done when the organisation faces a problem which can only be solved
by that particular manager. After he solves the problem, his leave is extended.

Merits of Internal Sources

a. It is time saving, economical, simple and reliable.

b. There is no need of induction training because the candidate already knows everything
about the organisation, the work, the employee, the rules and regulations, etc.
c. It motivates the employees of work hard in order to get higher jobs in the same
organisation.
d. It increases the morale of the employees and it improves the relations in the organisation.
e. It reduce executive turnover.
f. It develops loyalty and a sense of responsibility.

Demerits of Internal Sources

a. It prevents new blood from entering the organisation. New blood brings innovative ideas,
fresh thinking and dynamism into the organisation.
b. It has limited scope because it is not possible to fill up all types of vacancies from within
the organisation.
c. The position of the person who is promoted or transferred will be vacant.
d. There may be bias or partiality in promoting or transferring persons from within the
organisation.
e. Those who are not promoted will be unhappy.
f. The right person may be promoted or transferred only if proper confidential reports of all
employees are maintained. This involves a lot of time, money and energy.

External Sources of Recruitment

1. Management Consultants: Management consultants are used for selecting higher-level

staff. They act as a representative of the employer. They make all the necessary
arrangements for recruitment and selection. In return for their services, they take a
service charge or commission.
2. Public Advertisements: The Personnel department of a company advertises the vacancy
in newspapers, the internet, etc. This advertisement gives information about the company,
the job and the required qualities of the candidate. It invites applications from suitable
candidates. This source is the most popular source of recruitment. This is because it gives
a very wide choice. However, it is very costly and time consuming.
3. Campus Recruitment: The organisation conducts interviews in the campuses of
Management institutes and Engineering Colleges. Final year students, who aregoing to

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 get graduated, are interviewed. Suitable candidates are selected by the organisation based
on their academic record, communication skills, intelligence, etc. This source is used for
recruiting qualified, trained but inexperienced candidates.
4. Recommendations: The organisation may also recruit candidates based on the
recommendations received from existing managers or from sister companies.
5. Deputation Personnel: The organisation may also recruit candidates who are sent on
deputation by the Government or Financial institutions or by holding or subsidiary
companies.

Merits of External Sources

a. It encourages young blood with new ideas to enter the organisation.

b. It offers wide scope for selection. This is because a large number of suitable candidates
will come for the selection process.
c. There are less chances of bias or partiality.
d. Here there is no need to maintain confidential records.

Limitations of External Sources

a. It is very costly. This is because advertisements, test, medical examination etc., has to be
conducted.
b. It is very time consuming. This is because the selection process is very lengthy.
c. It may not develop loyalty among the existing managers.
d. The existing managers may leave the organisation if outsiders are given higher post.

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. Effective selection can
be done only when there is effective matching. By selecting best candidate for the required job,
the organization will get quality performance of employees. Moreover, organization will face
less of absenteeism and employee turnover [Link] to Dale Yoder - "Selection is
the process in which candidates for employment are divided into 2 classes - those who are to be
offered employment and those who are not."

Employee selection Process

1. Preliminary Interviews: It is used to eliminate those candidates who do not meet the
minimum eligibility criteria laid down by the organization. The skills, academic and
family background, competencies and interests of the candidate are examined during
preliminary interview. Preliminary interviews are less formalized and planned than the

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 final interviews. The candidates are given a brief up about the company and the job
profile; and it is also examined how much the candidate knows about the company.
Preliminary interviews are also called screening interviews.
2. Application blanks: The candidates who clear the preliminary interview are required to
fill application blank. It contains data record of the candidates such as details about age,
qualifications, reason for leaving previous job, experience, etc.
3. Employment Test: Various employment tests conducted during selection procedure are
a. Intelligence Test: Intelligence test is conducted to find out the intelligence of the
candidate. It helps to measure their mental ability, numerical ability, presence of mind,
memory, communication skills, etc. This test is used for selecting managers. It is also
used for selecting candidates for MBA courses.
b. Interest Test: Interest test is conducted to find out whether the candidate is interested
in a particular job or not. It finds out the likes and dislikes of a candidate about his
occupation, hobbies, etc. This test helps the company to provide vocational guidance to
their employees.
c. Personality Test: Personality test is conducted to find out the maturity, inter-personal
skills, emotional stability, capacity to get along, behaviors under stress and strain, etc.
This test is used for selecting salesman, public relations staff, etc.
[Link] Test is conducted to find out: - Whether the candidate has the talent to do a
specific job, or whether he has the ability to learn the job after giving him training. In
short, aptitude test is done to find out whether the candidate will be able to do a specific
job or not.

4. Employment Interviews: It is a one to one interaction between the interviewer and the
potential candidate. It is used to find whether the candidate is best suited for the required job
or not. Some of the commonly used interviews are:

a. Structured Interview: A structured interview format is a standardized method of

comparing job candidates. A structured interview format is typically used when an
employer wants to assess and compare candidates impartially. If the position requires
specific skills and experience, the employer will draft interview questions focusing
exactly on the abilities the company is seeking.
b. Unstructured Interview:It is a job interview in which questions may be changed based
on the interviewee's responses. While the interviewer may have a few set questions
prepared in advance, the direction of the interview is rather casual, and questions flow is
based on the direction of the conversation. Unstructured interviews are often seen as less
intimidating than formal interviews.
c. Group Interview:It takes place when a candidate is interviewed by more than one
interviewer at the same time.

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 d. Mock Interview: It is also known as a practice interview, is a simulation of an actual job
interview. It provides you with an opportunity to practice for an interview and receive
feedback.
e. Panel Interview:A panel job interview takes place when an applicant for employment is
interviewed by a panel (group) of interviewers.
f. Stress Interview: It is emotionally charged interview setting where the interviewee is put
under psychologicalstress to evaluate how he or she performs under pressure.

5Checking References: Candidates are usually required to provide some references. A

referee can be a useful source of information in case he is sufficiently knowledgeable and
truthful. He may be the previous employer or teacher of the candidate.

6. Group Discussion: It is an interaction analysis used to judge the orientation an d the

employee selling skills.

7. Medical examination- Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.

8. Final Approval- A reference check is made about the candidate selected and then finally
he is appointed by giving a formal appointment letter.

What is Placement?

Placement is a process of assigning a specific job to each of the selected candidates. It involves
assigning a specific rank and responsibility to an individual. It implies matching the requirements
of a job with the qualifications of the candidate.

What is Induction or Orientation?

Once an employee is selected and placed on an appropriate job, the process of familiarizing him
with the job and the organization is known as induction. Induction is the process of receiving and
welcoming an employee when he first joins the company and giving him basic information he
needs to settle down quickly and happily and stars work.

Training

Meaning:Training is an educational process. People can learn new information, re-learn and
reinforce existing knowledge and skills, and most importantly have time to think and consider
what new options can help them improve their effectiveness at work. Effective trainings convey

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relevant and useful information that inform participants and develop skills and behaviors that can
be transferred back to the workplace.

Difference between Training and Development: Training is a process of learning a sequence

of programmed behavior. It improves the employee's performance on the current job whereas:
Development not only improves job performance but also brings about the growth of the
personality. Individuals not only mature regarding their potential capacities but also become
better individuals.

Differences between Training and Education: Training is concerned with imparting specific
skills for a particular purpose whereas;Education is broader in scope and more general in
purpose. It involves increasing a general knowledge and understanding of total environment.

Need or Purpose for Training:

a. New Environment
b. Lack of Trained Personnel
c. Advancement in Technology
d. Faulty Methodssss
e. Prevention of Accidents.
f. Career Development

Advantages for Training:

a. To improve Productivity: Training leads to increased operational productivity and increased

company profit.
b. To improve Quality: Better trained workers are less likely to make operational mistakes.
[Link] improve Organizational Climate: Training leads to improved production and product
quality which enhances financial incentives. This in turn increases the overall morale of the
organization.
d. To increase Health and Safety: Proper training prevents industrial accidents.
e. Personal Growth: Training gives employees a wider awareness, an enlarged skill base and
that leads to enhanced personal growth.

Methods of Training:

On-the-Job Training Methods

1. Job instructions:

 It is received directly on the job, and so it is often called “on-the-job” training (OJT).

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  It is used primarily to teach an employee how to do their current jobs.
 A trainer, supervisor, or coworker serves as the instructor.

On Job Training includes several steps:

1. The trainee receives an overview of the job, its purpose, and its desired outcomes, with an
emphasis on the relevance of the training.
2. Trainer demonstrates the job to give the employee a model to copy.
3. Employee is allowed to mimic the trainer’s example.
4. Demonstrations by trainer and practice by the trainee are repeated until the job is
mastered.
5. Employee performs the job without supervision.

2. Job rotation:

 Job rotation involves moving employees to various positions in the organization to

expand their skills, knowledge and abilities.
 It can be either horizontal or vertical.
 Vertical job rotation is promoting a worker into a new position.
 Horizontal job rotation is short-term lateral transfer.

Benefits:

 It is excellent method for broadening an individual’s exposure to company operations and

for turning a specialist into a generalist.
 Increase the individual’s experience
 Allows an employee to absorb new information
 Reduce boredom
 Stimulate the development of new ideas.
 Provide opportunities for a more comprehensive and reliable evaluation of the employee
by supervisors.

3. Assistant-To Position:

 Assistant-to positions allow employees with potential to work under and be coached by
successful managers.
 Working as staff assistants, perform many duties under watchful eye of a supportive
coach.
 Benefits:
o Employee experience a wide variety of management activities
o Groomed for the duties of next higher level position

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4. Committee assignments:

 Committee assignments provide opportunities to an employee for:

 Decision-making
 Learning by watching others
 Becoming more familiar with organizational members and problems

Temporary committee:

 Act as a taskforce to delve into a particular problem, ascertain alternative solutions, and
recommend a solution.
 Temporary assignments can be interesting and rewarding to the employee’s growth.

Permanent committee:

 Increases the employee’s exposure to other members of the organization

 Broadens his/her understanding
 Provide an opportunity to grow and
 Make recommendations under the scrutiny of other committee members

5. Apprenticeships and Coaching:

 Apprenticeships involve learning from a more experiences employee or employees.

 It may be supplemented with off-the-job classroom training.
 Assistantships and internships are similar to apprenticeships because they use high levels
of participation by the trainee and have high transferability to the job.
 Coach attempts to provide a model for the trainee to copy.
 It is less formal than an apprenticeship program because there are few formal classroom
sessions.
 Coaching is handled by the supervisor or manager not by HR department.
 Manager or another professional plays the role of mentor; give both skills and career
advice.

B. Off-the-Job Training Methods

1. Lecture Courses & Seminars:

 Traditional forms of instructions revolve around formal lecture courses and seminars.

 Helps the individuals acquire knowledge and develop their conceptual and analytical
abilities.

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  Many organizations offer these in-house, through outside vendors, or both.
 Lecture courses and seminars benefit from today’s technology and are often offered in a
distance-learning format.
 Feedback and participation can be improved when discussion is permitted along with
lecture process.
 Benefits:
o Relative economic method

2. Vestibules:

 Learning tasks on the same equipment that one actually will use on the job but in
simulated work environment.
 Separate areas or vestibules are setup with equipment similar to that used on the job.
 This arrangement allows transference, repetition, and participation.
 Benefits:
o Not disrupting normal operations

3. Role Playing and Behavior modeling:

 Role-playing is a device that forces trainees to assume different identities.

 For example, a male worker may assume the role of a female supervisor and a female
supervisor may assume the role of a male worker. Then both may be given a typical work
situation and told to respond, as they would expect the other to do.
 It is used to diversity training, to change attitudes and also helps to develop the
interpersonal skills.
 Behavior can be learned, modified and altered through this method where individual is
either “matching” or “copying” or “imitating”, through the observation of some other
individual.
 It is an “observational learning” technique.
 Learning takes place not through experience but through observing the others’ behavior.
 The re-creation of the behavior may be videotaped so that trainer and the trainee can
review and critique it.
 Trainer and trainee observe the positive and negative consequences; the employee
receives vicarious reinforcement that encourages the correct behavior.

4. Simulation:

 Simulation refers to any artificial environment that attempts to closely mirror an actual
condition.
 Learning a job by actually performing the work

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  May include case studies/case analysis, experimental exercises/decision games and role-
plays and group interactions and are intended to improve decision-making.
 It is similar to vestibules, except that the simulator more often provides instantaneous
feedback on performance.
 Benefits:
o Opportunities to attempt to create an environment similar to real situations
manager face, without high costs for poor outcomes.
 Disadvantage:
o Difficult to duplicate the pressures and realities of actual decision-making on the
job,
o Individuals often act differently in real-life situations than do in simulated
exercise.

4.1. Case-study:

 Take actual experiences of organizations, these cases represent attempts to describe, as

accurately as possible, real problems. Trainees study these cases to determine problems,
analyze causes, develop alternative solutions, select what they believe to be the best
solution, and implement it.
 If cases are meaningful and similar to work-related situations, it means transference is
there.
 Participation can also increased by discussing these cases.
 Benefits:
Provide stimulating discussions among participants
Excellent opportunities for individuals to defend their analytical and judgmental
abilities.
Improving decision-making abilities within the constraints of limited information.

4.2. Decision Games/ role-playing:

 Played on computer program,

 Player makes decision, and computer determines the outcome in the context of the
conditions under which it was programmed.
 Provide opportunities for individuals to make decisions and to witness the implications of
their decisions for other segments of the organization.
 Role-playing allows participants to act out problems and to deal with real people.

5. Self-study & Programmed Learning:

 Carefully planned instructional materials can be used to train and develop employees.

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  It is computer programs or printed booklets that contain a series of questions and
answers.
 After reading and answering a question, the reader gets immediate feedback. If right, the
learner proceeds; if wrong, the reader is directed to review the accompanying materials.
 Programmed materials provide learner participation, repetition, relevance, and feedback.
 It ranges from manuals to prerecorded cassettes or videotapes.
 Benefits: It is useful when employees are dispersed geographically or when requires little
interaction.

6. Outdoor Training:

 It is typically involves challenges, which teach trainees the importance of

teamwork/working together.
 It typically involves some major emotional and physical challenge.
 Purpose is to see how employees react to the difficulties that nature presents to them.
 Benefits: It reinforced the importance of working closely with one another, building
trusting relationships, and succeeding as a member of a group.

DIRECTING

It 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 has got no importance if direction function does not take
place.

Directing initiates action and it is from here actual work starts. Direction is said to be consisting
of human factors. In simple words, it can be described as providing guidance to workers is doing
work. In field of management, direction is said to be all those activities which are designed to
encourage the subordinates to work effectively and efficiently. According to Human, “Directing
consists of process or technique by which instruction can be issued and operations can be
carried out as originally planned” Therefore, Directing is the function of guiding, inspiring,
overseeing and instructing people towards accomplishment of organizational goals.

Characteristics of Directing

a. Pervasive Function - Directing is required at all levels of organization. Every manager

provides guidance and inspiration to his subordinates.
b. Continuous Activity - Direction is a continuous activity as it continuous throughout the
life of organization.

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 c. Human Factor - Directing function is related to subordinates and therefore it is related to
human factor. Since human factor is complex and behaviour is unpredictable, direction
function becomes important.
d. Creative Activity - Direction function helps in converting plans into performance.
Without this function, people become inactive and physical resources are meaningless.
e. Executive Function - Direction function is carried out by all managers and executives at
all levels throughout the working of an enterprise; a subordinate receives instructions
from his superior only.
f. Delegate Function - Direction is supposed to be a function dealing with human beings.
Human behaviour is unpredictable by nature and conditioning the people’s behaviour
towards the goals of the enterprise is what the executive does in this function. Therefore,
it is termed as having delicacy in it to tackle human behaviour.

Importance or Purposes of Directing

a. Direction initiates actions to get the desired results in an organisation.

b. Direction attempts to get maximum out of employees by identifying their capabilities.
c. Direction is essential to keep the elements like Supervision, Motivation, Leadership and
Communication effective.
d. It ensures that every employee work for organisational goals.
e. Coping up with the changes in the Organisation is possible through effective direction.
f. Stability and balance can be achieved through directing.

Supervision

Meaning: Supervision is an important element of directing function of management. Managers

at all levels perform the supervisory function. It is not the responsibility of first line supervisors
only. At the top level of an organisation, the proportion of direct supervision is comparatively
less than at middle and operating levels level managers supervise the work of departmental heads
who in turn supervise operating executives. At each level, supervision is required to translate
plans and programmes into action. At the lowest level managers have the primary duty for
supervision and, therefore, they are known as supervisors.
Supervision means overseeing the subordinates at work to ensure that they are working
according to plans and policies of the organisation. It involves direct face-to-face contact
between the supervisor and his subordinates. The aim of supervision is to ensure that
subordinates work efficiently and effectively to accomplish the organisational objectives. It
involves inter-personal relationship in day-to-day work. A supervisor is known by different
names, e.g., foreman, overseer, superintendent, section officer, etc

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Functions of Supervisor:

A supervisor should be concerned with performing the following functions -

a. Planning and Organizing - Supervisor’s basic role is to plan the daily work schedule of
the workers by guiding them the nature of their work and also dividing the work amongst
the workers according to their interests, aptitudes, skills and interests.
b. Provision of working conditions - A supervisor plays an important role in the physical
setting of the factory and in arranging the physical resources at right place. This involves
providing proper sitting place, ventilation, lighting, water facilities etc. to workers. His
main responsibility is here to provide healthy and hygienic condition to the workers.
c. Leadership and Guidance - A supervisor is the leader of workers under him. He leads
the workers and influences them to work their best. He also guides the workers by fixing
production targets and by providing them instruction and guidelines to achieve those
targets.
d. Motivation - A supervisor plays an important role by providing different incentives to
workers to perform better. There are different monetary and non-monetary incentives
which can inspire the workers to work better.
e. Controlling - Controlling is an important function performed by supervisor. This will
involve
i. Recording the actual performance against the time schedule.
ii. Checking of progress of work.
iii. Finding out deviations if any and making solutions
iv. If not independently solved, reporting it to top management.
f. Linking Pin - A supervisor proves to be a linking pin between management and workers.
He communicates the policies of management to workers also passes instructions to them
on behalf of management. On the other hand, he has a close contact with the workers and
therefore they can interact the problems, complaints, suggestions, etc to the management.
In this way, he communicates workers problems and brings it to the notice of
management.
g. Grievance Handling - The supervisor can handle the grievances of the workers
effectively for this he has to do the following things :-
i. He can be in direct touch with workers.
ii. By winning the confidence of the workers by solving their problems.
iii. By taking worker problems on humanitarian grounds.
iv. If he cannot tackle it independently, he can take the help and advice of
management to solve it.
h. Reporting - A supervisor has got an important role to report about the cost, quality and
any such output which can be responsible for increasing productivity. Factors like cost,
output, performance, quality, etc can be reported continually to the management.

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 i. Introducing new work methods - The supervisor here has to be conscious about the
environment of market and competition present. Therefore he can innovate the techniques
of production. He can shift the workers into fresh schedules whenever possible. He can
also try this best to keep on changing and improving to the physical environment around
the workers. This will result in
i. Higher productivity,
ii. High Morale of Workers,
iii. Satisfying working condition,
iv. Improving human relations,
v. Higher Profits, and
vi. High Stability
j. Enforcing Discipline - A supervisor can undertake many steps to maintain discipline in
the concern by regulating checks and measures, strictness in orders and instructions,
keeping an account of general discipline of factory, implementing penalties and
punishments for the indiscipline workers. All these above steps help in improving the
overall discipline of the factory.

Fundamentals of Effective Supervision

a. Planning at work

b. Time Management and Delegation

c. Organising the resources

d. Staffing the Unit

e. Training and Development

f. Disciplining the workers

g. Performance Appraisal

h. Controlling in Results.

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Question Bank

Section-A

1. Define Staffing.
2. What is manpower planning?
3. What is meant by Recruitment?
4. What is Application Blank?
5. What is meant by Interview?
6. What is stress interview?
7. What is training?
8. State the differences between training and education.
9. State the differences between training and development.
10. What is job rotation?
11. What is meant by case study?
12. Define Directing.
13. Mention the techniques of direction.
14. Define Supervision.
15. Mention a few qualities of a good supervisior.

Section-B

1. Discuss the importance of staffing.

2. Explain the various sources of recruitment.
3. Explain the various stages involved in selection process.
4. Explain the different types of tests.
5. Discuss the different types of interviews.
6. Briefly explain the need for training.
7. Discuss the various methods of training.
8. Discuss the principles of directing.
9. Explain in detail the functions and responsibilities of a supervisor.

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