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Management Practices and Organisational Behaviour

Notes coordinated. Thus, organising refers to certain dynamic aspects: What tasks are to be
done? Who is to do them? How the tasks are to be grouped? Who is to report to whom?
Where the decisions have to be made?
3. Staffing: Staffing is the function of employing suitable persons for the enterprise. It may
be defined as an activity where people are recruited, selected, trained, developed, motivated
and compensated for manning various positions. It includes not only the movement of
individuals into an organisation, but also their movement through (promotion, job rotation,
transfer) and out (termination, retirement) of the organisation.

Notes Staffing involves selection of the right man for the right job. It has four important
elements:
1. Recruitment may be defined as the process of attracting the maximum number of
applications for a particular job.
2. Selection is the process of screening the candidates and choosing the best ones out of
them.

3. Training involves imparting the necessary knowledge and skills required for the
performance of a particular job.
4. Compensation is the price paid to the workers for the services rendered to the
organisation.
4. Directing: The function of guiding and supervising the activities of the subordinates is
known as directing. Acquiring physical and human assets and suitably placing them on
jobs does not suffice; what is more important is that people must be directed towards
organisational goals. This work involves four important elements:
(a) Leadership: Leadership is the process of influencing the actions of a person or a group
to attain desired objectives. A manager has to get the work done with and through
people. The success of an organisation depends upon the quality of leadership shown
by its managers.
(b) Motivation: Motivation is the work a manager performs to inspire, encourage and
impel people to take required action. It is the process of stimulating people to take
desired courses of action. In order to motivate employees, manager must provide a
congenial working atmosphere coupled with attractive incentives.
(c) Communication: Communication is the transfer of information and understanding
from one person to another. It is a way of reaching others with ideas, facts, and
thoughts. Significantly, communication always involves two people: a sender and a
receiver. Effective communication is important in organisations because managers
can accomplish very little without it.
(d) Supervision: In getting the work done it is not enough for managers to tell the
subordinates what they are required to do. They have also to watch and control the
activities of the subordinates. Supervision is seeing that subordinates do their work
and do it as directed. It involves overseeing employees at work.
5. Controlling: The objective of controlling is to ensure that actions contribute to goal
accomplishment. It helps in keeping the organisational activities on the right path and
aligned with plans and goals. In controlling, performances are observed, measured and
compared with what had been planned. If the measured performance is found wanting,
the manager must find reasons and take corrective actions. If the performance is not found
wanting, some planning decisions must be made, altering the original plans. If the

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