Staffing, training, directing, controlling, motivation, and coordination are key functions of management discussed in the document. It also discusses sources of recruitment, the selection process, types of training, leadership styles, and the need for coordination between organizational activities. Emerging issues covered include total quality management, technology management, knowledge management, leadership qualities, organizational change management, and the importance of corporate social responsibility.

1. UNIT - IV :
STAFFING
• Sources of recruitment,
• Selection process,
• Training, Directing,
• Controlling Meaning and
importance,
• Function,
• Span of control,
• Process and types of Control,
• Motivation,
• Coordination
• Need and types and
techniques of co-ordination
• Distinction between
coordination and co-operation
• Requisites for excellent co-
ordination
• Systems Approaches and co-
ordination.

2. Staffing
• Staffing is the process of finding the right worker with
appropriate qualifications or experience and recruiting them
to fill a job position or role.
• In management, staffing is an operation of recruiting the
employees by evaluating their skills and knowledge before
offering them specific job roles accordingly.

3. Sources of
recruitment
• Recruitment is the process of actively seeking out, finding
and hiring candidates for a specific position or job.
• The recruitment definition includes the entire hiring process,
from inception to the individual recruit's integration into the
company.
Internal Sources External Sources
Promotion Advertisements
Transfer Educational institutions
Former employees Employment exchange
Internal advertisement Recommendations & referrals
Management consultants
Recruitment at factory gate
Recruitment on deputation

4. Selection
• process of selection and
shortlisting of the right
candidates with the necessary
qualifications and skill set to
fill the vacancies in an
organisation.
• The selection process varies
from industry to industry,
company to company and
even amongst departments of
the same company.

5. Selection process
• Primary Phase:
• Manpower planning
• Recruitment
• Selection
• Placement
• Induction
• Secondary Phase:
• Training & Development
• Compensation
• Integration
• Promotion, Demotion, Transfer
• Personnel welfare
• Personnel appraisal
• Human relations

6. Training
• Training is a systematic
activity performed to
modify the skills, attitudes
and the behavior of an
employee to perform a
particular job.
• Training refers to a
systematic setup where
employees are instructed
and taught matters of
technical knowledge
related to their jobs.

7. Methods of training
• The On-the-Job Training is a technique wherein the workers,
i.e., operative staff, is given the direct instructions to perform
their jobs on the actual work floor.

8. Continued
• The Off-the-Job Training is the training method wherein the
workers/employees learn their job roles away from the actual
work floor.

9. Types of training

10. Directing
• Directing can be defined as that function of management,
which helps in guiding and leading people to work in such a
manner so as to perform efficiently and effectively for the
attainment of organizational objectives.
• Directing is the managerial function, which initiates organized
action.
• Process of Directing:
• Supervision
• Motivation
• Leadership
• Communication

11. Controlling
• Controlling is the process of measuring actual performance
and comparing with standards, identifying and analyzing
deviation if any and taking corrective action to meet the
standards.
• It prevents and corrects deviations from plans. It is known as
the key to management for implementation of plans in actual
fields.

12. Types of Control
• On the basis of timing
• Preventive control
• Concurrent control
• Corrective control
• On the basis of designing of control system
• Market control
• Bureaucratic control
• Clan control
• On the basis of levels
• Structural control
• Strategic control
• Tactical control
• Operational control
• On the basis of responsibility
• Internal control
• External control

13. Controlling techniques
• Financial control techniques
• Budgetary control
• Control through costing
• Break even analysis
• Responsibility accounting
• Internal audit
• Production control techniques
• Inventory control
• Operating control
• Marketing control
• Information control
• Project control
• Overall control techniques
• Financial ratio analysis
• Management audit
• Social audit
• Human resource accounting
• MIS

14. Motivation
• Motivation is a general term applied to various classes of
drives, desires, needs, wishes and similar forces that induce an
individual or a group to work.
• It is the process of stimulating people to actions to accomplish
the goals.
• In the work goal context the psychological factors stimulating
the people’s behavior can be -desire for money, Success,
recognition, job-satisfaction, team work, etc.
• Therefore the role of a leader is to arouse interest in
performance of employees in their jobs.
• Motivational Factors
• On the basis of approach (Positive and negative incentives)
• On the basis of form (Monetary and non-monetary incentives)

15. Co-ordination
• Co-ordination is the orderly arrangement of group efforts to provide
unity of action in the pursuit of common purpose.
• A manager can be compared to an orchestra conductor since both of
them have to create rhythm and unity in the activities of group
members.
• Types of co-ordination
• Internal & external co-ordination
• Vertical & horizontal co-odination
• Coordination refers to the organisation of all the activities in an
orderly manner, to achieve unanimity of individual efforts in the
pursuit of group goals. On the flip side, cooperation is a discretionary
action of individuals to work together or help one another, for a
mutual benefit.
• Co-ordination is an effort to integrate effectively energies of different
groups whereas co-operation is sort to achieve general objectives of
business. Though these two are synonymous but they are different as
below:

18. UNIT - V : EMERGING ISSUES IN
MANAGEMENT
• Total Quality management
• Technology Management
• Talent and Knowledge Management,
• Leadership,
• Organizational change and Development,
• Corporate Social responsibility

19. Total Quality management
• TQM was developed by William Deming, a management
consultant whose work had a great impact on Japanese
manufacturing.
• Total quality management (TQM) is an ongoing process of
detecting and reducing or eliminating errors in manufacturing,
streamlining supply chain management, improving the
customer experience, and ensuring that employees are up to
speed with training.
• TQM aims to hold all parties involved in the production
process accountable for the overall quality of the final product
or service.
• https://www.investopedia.com/terms/t/total-quality-
management-tqm.asp

20. Features of TQM
• Customer oriented philosophy
• Continuous process
• Defect free approach
• Commitments from Top management
• Employee involvement
• Synergy in teamwork
• Training at all levels
• TQM philosophy
• Recognition and reward
• Technology oriented

21. PRINCIPLES

22. Technology Management
• Technology management can also be defined as
the integrated planning, design, optimization, operation and
control of technological products, processes and services, a
better definition would be the management of the use of
technology for human advantage.

23. Concept of Knowledge Management
• Knowledge management is the collection of methods relating
to creating, sharing, using and managing the knowledge and
information of an organization. It refers to a multidisciplinary
approach to achieve organizational objectives by making the
best use of knowledge.
• Knowledge management efforts typically focus on
organizational objectives such as improved
performance, competitive advantage, innovation, the sharing
of lessons learned, integration and continuous
improvement of the organisation.
• KM is a strategy of getting:
• The right knowledge
• To the right people
• At the right time

24. Leadership
• Leadership is the ability of an individual or a group of
individuals to influence and guide followers or other
members of an organization.

25. Qualities of a successful leader
• General Qualities
• Physical fitness
• Character
• Sense of fair play
• Self confidence
• Optimistic outlook
• Technical Qualities
• Expertise in work matters
• Ability to convince, educate
and guide
• Managerial Qualities
• Balanced state of mind
• Organizing ability
• Sense of responsibility
• Motivating skills
• Effective communicator
• Receptiveness
• Human relations expert
• A person of foresight
• Psychological Qualities
• Empathy
• Sociability
• Knowledge of the self and
followers

26. Leadership styles
• Autocratic leadership: dominates and dictates the employees
• Democratic leadership: emphasizes on consultation of
employees
• Laissez-faire style: People are free to pursue the tasks according
to their will
• Paternalistic style: Father-like figure of a leader
• Bureaucratic style: Work is done through policy & procedures
• Situational leadership: Leader changes the style according to the
situation

27. Change Management
• Change management is a systematic approach to dealing with the
transition or transformation of an organization's goals, processes or
technologies.
• The purpose of change management is to implement strategies for
effecting change, controlling change and helping people to adapt to
change.
• Process of change management:
• Recognizing the need for change
• Developing goals of the proposed change
• Selecting a change management
• Diagnosing the present environment
• Developing a plan
• Preparing for the change
• Implementing the plan
• Follow up and evaluation

28. Resistance to change

29. Organizational Development
• Organization development (OD) is an effort that focuses on
improving an organization's capability through the alignment
of strategy, structure, people, rewards, metrics, and
management processes.

30. Techniques of OD
• Survey Feedback
• Team building
• Sensitivity training
• Brainstorming
• Managerial grid
• Management by objectives
• Process consultation
• Quality circles
• Transactional analysis

31. Corporate Social Responsibility
• Corporate social responsibility (CSR) is a self-regulating
business model that helps a company be socially
accountable—to itself, its stakeholders, and the public.
• To engage in CSR means that, in the ordinary course of
business, a company is operating in ways that enhance society
and the environment, instead of contributing negatively to
them.
• CSR helps both society and the brand image of companies.
• Examples of common CSR objectives include
minimizing environmental externalities, promoting
volunteerism among company employees, and donating to
charity.
• https://www.investopedia.com/terms/c/corp-social-
responsibility.asp

32. Example of CSR
• Starbucks has long been known for its keen sense of corporate
social responsibility and commitment to sustainability and
community welfare. According to the company, Starbucks has
achieved many of its CSR milestones since it opened its doors.
According to its 2020 Global Social Impact Report, these
milestones include reaching 100% of ethically sourced coffee,
creating a global network of farmers and providing them 100
million trees by 2025, pioneering green building throughout
its stores, contributing millions of hours of community service,
and creating a groundbreaking college program for its
employees.
• Starbucks' goals for 2021 and beyond include hiring 5,000
veterans and 10,000 refugees, reducing the environmental
impact of its cups, and engaging its employees in
environmental leadership.

33. CSR Areas

34. Pros and cons