POM-Module of staffing and leading of the company

Management module study

1. Principles of Management Staffing and Leading Unit 4

2. Staff layoff during crisis

3. Types of People in every organisation

4. Syllabus of Unit 4 Human resource planning, Workforce Diversity, Cross- cultural Communication, Negotiation, compensation and employee welfare; Employee Motivation, Stress and managing employee stress Use of Analytics and AI for HR Actions and Talent Management Leadership concept, leadership Styles, leadership communication, Leadership Development, Diversity and Inclusion; Gender and Leadership, Emerging leadership trends- Entrepreneurial Leadership, Digital Leadership Skills

5. “Employees are your most important asset”

6. Staffing Definition: The managerial function of staffing is defined as filling and keeping filled, positions in the organisation structure.

7. Selection is a kind of elimination process

8. Systems approach to Staffing

9. Manager inventory chart

10. Situational factors affecting staffing External factors Equal employment opportunity Cross cultural communication Women in Management Diversity in the workplace Staffing in the International environment The internal environment Promotion from within Promotion from within large companies The policy of open competition

11. Systems approach to Selection

12. Skills and Personal characteristics needed in Managers Analytical and problem solving skills Desire to manage Integrity Past performance as Manager

13. The selection Process Interviews Tests Assessment Centers Selection is the process of choosing from among candidates from within the organisation or from the outside, the most suitable person for the current position or for future positions.

14. Tests Intelligence tests, Aptitude tests Vocational tests Personality tests (Personal characteristics, how she/he may interact, leadership potential)

15. Performance Appraisal Appraisal process Subjective versus objective evaluation Judging versus self appraisal Assessing past performance versus future development Three kinds of reviews A comprehensive review Progress or periodic review Continuous monitoring

16. Formulation of career strategy

17. Training and development Managerial development refers to long term, future oriented programs and the progress a person makes in learning how to manage. Managerial training pertains to the programs that facilitate the learning process and is mostly a short term activity to help managers do their jobs better

18. Manager development process and training

19. On the job training Planned progression Job rotation Creation of “ Assistant- to” positions Temporary promotions Committees and junior boards Coaching

20. Internal and external training Conference programs University management programs In house universities ( https://view.ceros.com/iqpc/top-ten-corp-u/p/1 ) ( https://www.slideshare.net/XLProTraining/corporate-universities-56482379 ) Readings, television, video instruction and online education Business simulation and experiential exercises ( https://www.youtube.com/watch?v=FO_nOu1nhcs ) E training

21. Compensation and employee welfare Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.

22. Compensation may be used to: retain qualified employees. increase or maintain morale/satisfaction. reward and encourage peak performance. reduce turnover and encourage company loyalty. modify (through negotiations) practices of unions

23. Different types of compensation include: Base Pay Commissions Overtime Pay Bonuses, Profit Sharing, Merit Pay Stock Options Travel/Meal/Housing Allowance Benefits including: dental, insurance, medical, vacation, leaves, retirement, taxes...

24. Employee Welfare Maintaining a healthy and safe work environment and improving staff motivation and productivity are critical issues for every workplace. Significant social, economic and demographic changes have led organisations to review how they manage and support individuals and the level of flexibility that they can make available.

25. Employee welfare can be categorized as statutory or non-statutory, meaning as required by the law or by the will of the management respectively. Welfare activities can also be classified as either intra-mural (inside the workplace) or extra-mural (outside the workplace). Intramural welfare facilities are those within the working environment and include condition of the working environment (safety, cleanliness, and safety measures), employee convenience (bathrooms, drinking water), health services (first aid and treatment center, ambulance, counseling) and women and child welfare (family planning services, maternity aid). Extramural welfare activities are diverse with many of them being sponsored by government acts. Some include comfortable residences, proper roads and infrastructure and sanitation

26. Retention Retention strategies are policies and plans that organisations follow to reduce employee turnover and attrition and ensure employees are engaged and productive long-term. Competitive salary and benefits Hire the right person at the start Find the pain point Performance evaluation Effective internal communication

27. Managing change

28. Motivation: Concept, Forms of employee motivation, Need for motivation Motivation: A general term applying to the entire class of drives, desires, needs, wishes and similar forces. Forms: ( https://www.indeed.com/career-advice/career-development/types-of-workplace-motivation ) Intrinsic Extrinsic Affiliation Competence Achievement Incentive

29. Need for motivation

30. Motivation Theories **Omitted from Syllabus

31. Stress Management… stress is an individual’s physiological and emotional response to external stimuli that place physical or psychological demands on the individual and create uncertainty and lack of personal control when important outcomes are at stake.

32. Managing stress Stress can be defined as a lively circumstance in which people face constraints, opportunities, or loss of something they desire and for which the consequence is both unpredictable as well as crucial. Symptoms of Stress Some of the symptoms of stress at workplace are as follows- Absenteeism, escaping from work responsibilities, arriving late, leaving early, etc. Deterioration in work performance, more of error prone work, memory loss, etc. Cribbing, over-reacting, arguing, getting irritated, anxiety, etc. Deteriorating health, more of accidents, etc. Improper eating habits (over-eating or under-eating), excessive smoking and drinking, sleeplessness, etc. It is thus very essential to have effective stress management strategies in an organization so that the detrimental repercussions of stress on the employees as well as their performance can be reduced and controlled.

33. Implementing wellness programs Flexible work arrangement Providing the health and safety measures Management of standards Showing empathy https://www.pageuppeople.com/resource/managing-stress-in-the-workplace/

34. Organizational strategies for managing stress Encouraging more of organizational communication with the employees so that there is no role ambiguity/conflict. Effective communication can also change employee views. Managers can use better signs and symbols which are not misinterpreted by the employees. Encourage employees’ participation in decision-making. This will reduce role stress. Grant the employees greater independence, meaningful and timely feedback, and greater responsibility. The organizational goals should be realistic, stimulating and particular. The employees must be given feedback on how well they are heading towards these goals. Encourage decentralization. Have a fair and just distribution of incentives and salary structure. Promote job rotation and job enrichment. Create a just and safe working environment. Have effective hiring and orientation procedure. Appreciate the employees on accomplishing and over-exceeding their targets.

35. Individual strategies for managing stress The employees should make a “to-do” list daily, prioritize the acts in the list and plan the acts accordingly. Take regular breaks during work to relax you. By effective time management, the employees can achieve their targets timely and can meet work pressures and, thus, avoid stress. Do hard work. Strive to achieve your goals but do not do it to the harm of family, health, or peer. Indulge in physical exercises. It helps in effective blood circulation, keeps you fit, diverts mind from work pressures. Encourage a healthy lifestyle. Take a regular sleep, have plenty of water, have healthy eating habits. Promote relaxation techniques such as yoga, listening music and meditation. The employees should have optimistic approach about their work. They should avoid connections with negative approach employees. The employees should have emotional intelligence at workplace. They should have self-awareness, self-confidence and self-control at workplace. The employees should build social support. They should have close connections with trustworthy peer who can listen to their problems and boost their confidence level. This social network will help the employees to overcome stress. Employee counselling is a very good strategy to overcome employee stress. Through counselling, employees can become aware of their strengths and how to develop those strengths; their weaknesses and how to eliminate them; and they can develop strategies for changing their behaviour. Employees are also given career counselling which helps in reducing their ambiguities with regard to career. Find a fun way to release stress, such as, cracking jokes, playing tennis, golf, etc. Do not remain pre-occupied with yourself. Turn your focus outwards. Help others. This will release some stress.

36. use of analytics and AI for HR actions and talent management betterworks.com/how-ai-is-transforming-hr-the-future-of-people-analytics/

37. Leading

38. ”. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Prof. Warren

39. The Speech that made OBAMA ,the President

40. Leadership lessons from Barack Obama The ability to communicate effectively. The ability to set goals and make decisions. Being able to stay calm and to be fair. To be culturally sensitive. To be charismatic and pragmatic. To have a positive attitude. The ability to motivate others and to work under pressure. To be able to listen and ask good questions. Often asking the right questions is all it takes to solve even the most complicated problems.

41. Ingredients of leadership

42. APPROACHES TO LEADERSHIP TRAIT APPROACH CHARISMATIC Fiedler's contingency approach Path goal Approach(Fig 15.1) Transactional and Transformational

43. Traits Adaptable to situations Alert to social environment Ambitious and achievement orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility Skills Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled Stogdill, 1974 Leadership Traits and Skills (Emphasize on the personality of the leader) Leaders will also use: Integrity, Honesty, Compassion, Humility Leadership Skills

44. Fiedler’s Contingency (theory) approach to leadership(Fig 15.1 ) Position power Task structure Leader member relations

45. Leaders with a low LPC score gain satisfaction from achieving objectives according to Fiedler’s LPC scale (refer the below link) In the Graph above, the ratings below the dotted line refers to leaders who obtained Low LPC counts https://www.mindtools.com/pages/article/fiedler.htm#:~:text=The%20Fiedler%20Contingency%20Model%20was,is%20based%20on%20the%20situation.

46. The path goal theory

47. Path Goal theory categorises leader behaviour into four groups Supportive (gives consideration to the needs) Participative (influences the decisions) Instrumental ( gives specific guidance) Achievement oriented (setting challenging goals)

48. Leadership behaviour and styles Leadership based on use of authority Style 1 Leadership involving a variety of styles, ranging from a maximum to a minimum use of power and influence STyle 3 The Managerial grid STyle 2

49. 1. Style based on the use of authority

50. 2. The managerial grid

51. 3. Leadership as a continuum

52. Lagaan : Courage, LEADERSHIP and Team Work

53. Two are better off than one, because together they can work more effectively. Ecclesiastes 4:11

54. It is the transfer of information from a sender to the receiver with the information being understood by the receiver Information flow inside an organisation Communication

55. PURPOSE OF COMMUNICATION: Information flow in an organisation: Upward, downward, diagonal Written, oral and Non verbal communication Guidelines for effective communication Listening

56. 04 01 02 05 Semantic distortion Lack of planning Poorly expressed messages Unclarified assumptions BARRIERS IN COMMUNICATION 03 Loss by transmission and poor retention 06 Poor listening

57. Diversity and Inclusion Diversity refers to the variety of differences between people in an organization. These differences can include race, ethnicity, gender, age, religion, disability, sexual orientation, education, national origin, and socioeconomic background. Inclusion goes beyond diversity, ensuring all employees feel valued, respected, and able to contribute fully. Importance: Fosters creativity and innovation. Enhances decision-making and problem-solving. Improves organizational performance.

58. Key Strategies: Organizational Strategies: Establishing diversity councils Implementing inclusive recruitment practices Providing diversity training and development programs Leadership Role: Leaders as role models Encouraging open dialogue Measuring and tracking progress.

59. Gender and Leadership Understanding the Gap Gender Gap in Leadership: Underrepresentation of women in leadership roles Barriers faced by women in leadership Impact of Gender Diversity: Diverse leadership teams lead to better decision-making Gender diversity improves organizational performance.

60. Barriers to Gender Equality in Leadership Key Barriers Stereotypes and societal expectations Lack of mentorship and sponsorship Work-life balance challenges Addressing the Barriers: Promoting gender-neutral policies Encouraging mentorship programs Supporting work-life integration initiatives.

61. Strategies for Promoting Gender Equality in Leadership Empowering Women Leaders: Providing leadership development opportunities Encouraging participation in decision-making processes Creating a Supportive Environment: Building a culture of respect and inclusivity Addressing gender bias and discrimination Promoting flexible work arrangements

62. Emerging leadership trends- Entrepreneurial Leadership What is Entrepreneurial Leadership? Emphasizes innovation, risk-taking, and proactiveness Leaders who create and seize new opportunities Importance in Today’s Business Environment: Drives innovation and business growth Encourages adaptability and resilience.

63. Key Characteristics of Entrepreneurial Leaders Traits: Visionary thinking Risk tolerance Strong decision-making abilities Leadership Styles: Transformational leadership Empowerment and delegation Case Studies/Examples: Successful entrepreneurial leaders (e.g., Elon Musk, Sara Blakely)

64. Digital Leadership What is Digital Leadership? Leading in a digital age, utilizing technology to drive change Leaders who are proficient in digital tools and platforms Importance in the Modern Workplace: Essential for navigating digital transformation Enhances efficiency and innovation.

65. Key Digital Leadership Skills Core Skills: Digital literacy and fluency Data-driven decision-making Cybersecurity awareness Soft Skills: Adaptability and continuous learning Collaboration in virtual environments Emotional intelligence in digital interactions.