The managerial function of staffing is defined as filling, and keeping filled, positions in the organizations structure. This is done by identifying work-force requirements inventorying the people available, and recruiting, selecting, placing, promoting, apprising, planning the careers of, compensating, and training or overviews developing both candidates and current jobholders so that they can accomplish their task effectively and efficiently. It is clear that staffing must be closely linked to organizing, that is, to the setting up of international structures of rules and positions. Many writers on management theory discuss staffing as a phase of organizing.
First, the staffing of organizational roles includes knowledge and approaches not usually recognized by practicing manager, who often think of organizing as just setting up structures of roles and give little attention to filling these roles. Second, making staffing a separates function facilitates placing an even greater emphasizes on the human elements selection, appraisal, and planning and manager development. Third, an important body of knowledge and experience has been developed in the area of staffing Top IT staffing companies in India
. The fourth season for separating staffing is that managers often overlook the fact that staffing is their responsibility-not that the personnel department. To be sure this department provides valuable assistance, but it is the job of manager to fill the positions in their organizations and keep them filled with qualified people.
Complete agreement does not exist as to what exactly constitutes the job of a manager. In fact, the nature of managerial tasks has been studied from several different perspectives. One group of writers known as the great man school, studied successful manager and described their managerial behaviors and habits. Although the stories about these people are interesting the authors usually do not provide an underlying theory explain the success of their subjects. Other writers primarily economists focus on the entrepreneurial aspects of managing. Their main concern is profit maximizations, innovation, risk taking and similar activities. Yet another group of writers emphasizes decision making, especially the kinds of decisions that cannot be easily programmed. An additional view of managerial job draws attention to leadership, with an emphasis on particular traits and managerial styles. Closely related to this approach is the discussion about the power influence that is the leader’s control of the environment and subordinates. Others writers focus their attention on the behavior of leaders by examining the content of the manager’s job. Finally the approach favored by Henry Mintzberg is based on observing the work activities of managers. He found through observation of five executives that their works was characterized by brevity, variety, and discontinuity and action orientation. He also noted that executives favor oral communication and that the engage in many activities that link the enterprise with its environment.
The number of managers needed in an enterprise depends not only on its size but also on the complexity of the organizations structure, the plans for expansion, and the rate of turnover of managerial personnel. The ratio between the number of managers and the number of employee does not follow any law. It is possible by enlarging or contracting the delegation of authority, to modify a structure so that the number of managers in a given instance or decrease regardless of the size of the operation. Although the need for determining the number of managers required has been stressed here, it is clear that numbers are only part of the picture. Specifically, the qualifications for individual positions must be identified so that the best-suited managers can be chosen.
It is common for any business, as well as for most non business enterprise, to keep an inventory of raw materials and goods on hand to enable it to carry on its operations. It is far less common for enterprise to keep an inventory of available human resources, particularly managers, despite the fact that the required number of competent managers is a vital requirement for success. Keeping abreast of the management potential within firm can be done by the use of an inventory, which is simply an organizations chart of a unit with managerial position indicated and keyed as to the promo ability of each incumbent.
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