DEFINITION:

- Staffing can be defined as one of the most important

functions of management. It involves the process of filling the
vacant position of the right personnel at the right job, at right
time. Hence, everything will occur in the right manner.
IMPORTANCE OF STAFFING:
- Staffing is important because it is the process by which
you look for the people who best match the job description
of an available position in the company. Being able to hire
the right person for the job would mean being able to
maximize the potential of that person in performing his/her
role in the company.
PROCESS OF STAFFING:
1. MANPOWER PLANNING

Manpower planning can be regarded as the quantitative and qualitative measurement of labour force required
in an enterprise. Therefore, in an overall sense, the planning process involves the synergy in creating and
evaluating the manpower inventory and as well as in developing the required talents among the employees
selected for promotion advancement

2. RECRUITMENT

Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs in the
organization. It stands for finding the source from where potential employees will be selected.

3. SELECTION

Selection is a process of eliminating those who appear unpromising. The purpose of this selection process is
to determine whether a candidate is suitable for employment in the organization or not. Therefore, the main
aim of the process of selection is selecting the right candidates to fill various positions in the organization. A
well-planned selection procedure is of utmost importance.

4. PLACEMENT

Placement means putting the person on the job for which he is selected. It includes introducing the employee
to his job.
5. TRAINING

After selection of an employee, the important part of the programmed is to provide training to the new
employee. With the various technological changes, the need for training employees is being increased to keep
the employees in touch with the various new developments.

6. DEVELOPMENT

A sound staffing policy provides for the introduction of a system of planned promotion in every organization.
If employees are not at all having suitable opportunities for their development and promotion, they get
frustrated which affect their work.

7. PROMOTIONS

The process of promotion implies the up-gradation of an employee to a higher post involving increasing rank,
prestige and responsibilities. Generally, the promotion is linked to increment in wages and incentives but it is
not essential that it always relates to that part of an organization.

8. TRANSFER

Transfer means the movement of an employee from one job to another without increment in pay, status or
responsibilities. Therefore this process of staffing needs to evaluated on a timely basis.

9. APPRAISAL

Appraisal of employees as to how efficiently the subordinate is performing a job and also to know his
aptitudes and other qualities necessary for performing the job assigned to him.

10. DETERMINATION OF REMUNERATION

This is the last process which is very crucial as it involves in determining remuneration which is one of the
most difficult functions of the personnel department because there are no definite or exact means to determine
correct wages.
DEFINITION:
-Controlling consists of verifying whether everything occurs in confirmities with
the plans adopted, instructions issued and principles established. Controlling
ensures that there is effective and efficient utilization of organizational
resources so as to achieve the planned goals. Controlling measures the
deviation of actual performance from the standard performance, discovers the
causes of such deviations and helps in taking corrective actions

IMPORTANCE OF CONTROLLING:

- Controlling is the managerial functions of planning, staffing,

organizing, implementing and directing. It helps to check the errors and
take the corrective action, so it is known as an important function
of management. It is necessary to ensure that the desired results are
achieved.

PROCESS OF CONTROLLING:
-1. ESTABLISHING GOALS AND STANDARDS
The task of fixing goals and standards takes place while planning but it plays a big role in controlling also.
This is because the main aim of controlling is to direct a business’s actions towards its goals. If the members
of an organization know their goals clearly, they will invest their entire focus in achieving them.

It is very important for managers to communicate their organization’s goals, standards and objectives as
clearly as possible. There must never be ambiguities amongst employees in this regard. If everybody works
towards common goals, it becomes easier for an organization to flourish.

The goals that managers have to set and work towards may be either tangible/specific or intangible/abstract.
Tangible goals are those which are easy to quantify in numerical terms. For example, achievement of sales
worth Rs. 100 crores within one year is a tangible goal.
On the other hand, intangible goals are those which are not quantifiable numerically. For example, a company
may aim to win some prestigious award for its corporate social responsibility activities.

2. MEASURING ACTUAL PERFORMANCE AGAINST GOALS AND STANDARDS

Once managers know what their goals are, they should next measure their actual performance and compare.
This step basically helps them in knowing whether their plans are working as intended.

After implementing a plan, managers have to constantly monitor and evaluate them. They must always be
ready to take corrective measures if things are not working properly. In order to do this, they should keep
comparing their actual performance with their ultimate goals.

Apart from taking corrective action, this step of process control also helps managers in predicting future
problems. This way they can take measures immediately and save their business from losses.

In order to compare their actual performance, managers first have to measure it. They can do so by measuring
results in monetary terms, seeking customer feedback, appointing financial experts, etc. This can often
become difficult if managers want to measure intangible standards like industrial relations, market reputation,
etc.

(source – utah ATV trails)

3. TAKING CORRECTIVE ACTION

In case there are discrepancies between actual performances and goals, managers need to take corrective
actions immediately. Timely corrective actions can reduce losses as well as prevent them from arising in the
future again.

Sometimes, business organizations formulate default corrective actions in the form of policies. This,
however, can be difficult to do when it comes to complicated problems.

In such cases, managers need to first quantify the defect and prepare a course of action to remedy it.
Sometimes, they may have to take extraordinary measures for unpredictable problems.
4. FOLLOWING UP ON CORRECTIVE ACTION

Just taking corrective measures is not enough; managers must also take them to their logical conclusion. Even
this step requires thorough evaluations and comparisons.

Managers should stick to the problem until they solve it. If they refer it to a subordinate, they must stay
around and see to it that he completes the task. They may even mentor him personally so that he may be able
to solve such problems by himself later.

DEFINITION OF LEADING:
-Leading is another of the basic function within
the management process "Leading is the use of
influence to motivate employees to achieve
organizational goals" (Richard Daft). Managers must
be able to make employees want to participate in
achieving an organization's goals.
IMPORTANCE OF LEADING:
-Importance of Leadership. Leadership is
an important function of management which helps to
maximize efficiency and to achieve organizational
goals. ... Guidance here means instructing the
subordinates the way they have to perform their work
effectively and efficiently.
PROCESS OF LEADING:
1. PLANNING AND DECISION MAKING – DETERMINING COURSES OF ACTION
Looking ahead into the future and predict possible trends or occurrences which are likely to
influence the working situation is the most vital quality as well as the job of a manager.
Planning means setting an organization’s goal and deciding how best to achieve
them. Planning is decision making, regarding the goals and setting the future course of
action from a set of alternatives to reach them.
The plan helps to maintain managerial effectiveness as it works as a guide for the
personnel for future activities. Selecting goals as well as the paths to achieve them is what
planning involves.
Planning involves selecting missions and objectives and the actions to achieve them, it requires
decision-making or choosing future courses of action from among alternatives.
In short, planning means determining what the organization’s position and the situation should
be at some time in the future and decide how best to bring about that situation.
Planning helps maintain managerial effectiveness by guiding future activities.
For a manager, planning and decision-making require an ability to foresee, to visualize, and to
look ahead purposefully.
2. ORGANIZING – COORDINATING ACTIVITIES AND RESOURCES
Organizing can be defined as the process by which the established plans are moved closer to
realization.
Once a manager set goals and develops plans, his next managerial function is organizing
human resource and other resources that are identified as necessary by the plan to reach the
goal.
Organizing involves determining how activities and resources are to be assembled and
coordinated.
The organization can also be defined as an intentionally formalized structure of positions or
roles for people to fill in an organization.
Organizing produces a structure of relationships in an organization and it is through these
structured relationships that future plans are pursued.
Organizing, then, is that part of managing which involves: establishing an intentional structure
of roles for people to fill in the organization.
It is intentional in the sense of making sure that all the tasks necessary to accomplish goals are
assigned to people who can do the best.
The purpose of an organization structure is to create an environment for the best human
performance.
The structure must define the task to be done. The rules so established must also be designed in
light of the abilities and motivations of the people available.
Staffing is related to organizing and it involves filling and keeping filled, the positions in the
organization structure.
This can be done by determining the positions to be filled, identifying the requirement of
manpower, filling the vacancies and training employees so that the assigned tasks are
accomplished effectively and efficiently.
The managerial functions of promotion, demotion, discharge, dismissal, transfer, etc. Are also
included with the broad task “staffing.” staffing ensures the placement of the right person at the
right position.
Basically organizing is deciding where decisions will be made, who will do what jobs and tasks,
who will work for whom, and how resources will assemble.
3. LEADING – MANAGING, MOTIVATING AND DIRECTING PEOPLE
The third basic managerial function is leading it is the skills of influencing people for a
particular purpose or reason. Leading is considered to be the most important and challenging
of all managerial activities.
Leading is influencing or prompting the member of the organization to work together with the
interest of the organization.
Creating a positive attitude towards the work and goals in among the members of the
organization is called leading. It is required as it helps to serve the objective of effectiveness
and efficiency by changing the behavior of the employees.
Leading involves a number of deferment processes and activates.
The functions of direction, motivation, communication, and coordination are considered a part
of the leading processor system.
Coordinating is also essential in leading.
Most authors do not consider it a separate function of management.
Rather they regard coordinating as the essence of managership for achieving harmony among
individual efforts towards accomplishing group targets.
Motivating is an essential quality for leading. Motivating is the function of the management
process of influencing people’s behavior based on the knowledge of what cause and channel
sustain human behavior in a particular committed direction.
Efficient managers need to be effective leaders.
Since leadership implies fellowship and people tend to follow those who offer a means of
satisfying their own needs, hopes and aspirations it is understandable that leading involves
motivation leadership styles and approaches and communication.
4. CONTROLLING – MONITORING AND EVALUATING ACTIVITIES
Monitoring the organizational progress toward goal fulfillment is called controlling. Monitoring
the progress is essential to ensure the achievement of organizational goal.
Controlling is measuring, comparing, finding deviation and correcting the organizational
activities which are performed for achieving the goals or objectives. Controlling consist of
activities, like; measuring the performance, comparing with the existing standard and finding the
deviations, and correcting the deviations.
Control activities generally relate to the measurement of achievement or results of actions which
were taken to attain the goal.
Some means of controlling, like the budget for expenses, inspection records, and the record of
labor hours lost, are generally familiar. Each measure also shows whether plans are working out.
If deviations persist, correction is indicated. Whenever results are found to differ from the
planned action, persons responsible are to be identified and necessary actions are to be taken to
improve performance.
Thus outcomes are controlled by controlling what people do. Controlling is the last but not the
least important management function process.
It is rightly said, “planning without controlling is useless”. In short, we can say the controlling
enables the accomplishment of the plan.
All the management functions of its process are inter-related and cannot be skipped.
The management process designs and maintains an environment in which personnel’s,
working together in groups, accomplish efficiently selected aims.
All managers carry out the main functions of management; planning, organizing, staffing,
leading and controlling. But depending on the skills and position on an organizational level, the
time and labor spent in each function will differ.
LEADING
CONTROLLING
STAFFING
MANAGEMENT 111

Submitted by: Daniel Lipata

Submitted to: Jess Prajenog