This chapter and subsequent chapters on the subject of staffing are not comprehensively covered chapters. Koontz and O’Donnell tried to provide emphasis to the dimension of managers ignoring the important frontline providers. I have to read other books on principles of management to see if they provided any content on staffing of operators.
Staffing is thought as filling and keeping loaded positions in the business structure. The managerial function of staffing is defined as filling up, and keeping packed, positions in the business structure. Most business professionals would agree that people are the most crucial asset of the business. The development of these human resources can be managed in an organized manner.
Staffing affects leading and managing. Well-trained managers exert leadership by creating a host in which people, working together in groups, can achieve business objectives and at the same time accomplish personal goals. Similarly, the selection of qualified managers also affects controlling by, for example, preventing undesirable deviations from becoming major problems. Staffing is carried out within the business.
- >Meals provided on the employer’s premises to over fifty percent of the employees for
- Watchlist= common shares
- Higher Prices -Monopolistic Competition
- MBA – No Specialization
- Less prospect of emotional and impulse buys
- What are our options
- Dry under sunlight until pork pores and skin is hard
- From the above three, what problems are you resolving for a potential employer
It has to consider inner factors and external environment factors. Therefore, internal factors of the company – such as personnel policies, organizational environment, and the reward system – must be taken into account. Clearly, without sufficient rewards, it is impossible to catch the attention of and keep quality human resources managers. Similarly, the external environment cannot be overlooked; high technology needs well-trained, well-educated, and highly skilled managers. In fact, technology often demands a multiprofessional work force with managers trained in several professions such as engineering, physics, and mathematics. Another external factor may be a small supply of managers in conjunction with the great demand for managers in the labor market, which might prevent a business from growing at a desired rate.
Effective staffing needs a systems strategy. For effective manpower planning, one must start with enterprise plans, which are formulated in the planning process. In planning, opportunities for the business are discovered, and objectives are set. Alternative courses of action are developed, evaluated, and selected. For instance, a good market for a fresh energy-saving engine may be determined.
Consequently, a specific market share objective – why don’t we say 3 percent by the finish of the entire year – for the new product line may be looked at reasonable. This may be based on the premise that the Gross National Product will develop at certain percent yearly for a certain period in the foreseeable future. To be sure, substitute product lines are also considered; but, based on the data, the power saving vehicle is selected as getting the best prospects for success. Because the enterprise operates within an uncertain environment, contingency programs are also developed.
It is important, however, that planning not be achieved in isolation. It must become an insight for the staffing function Rather. After all, the plans should be implemented by people, hence the need for relating these to the human resources. To be able to perform the plans, organizational arrangements must be made. Thus, to build up the new vehicle, certain required activities are determined and grouped.