Job and Rolemanagement

processBy sujith bhaskar R

TASKBasic unit of a job-specific element in a particular job-specific time bound activity.

JOBComponent of work-specific requirement to get product or achieve an objective-series of tasks constitute a job-strong relationship exists between job performer and product of that performance.

ROLE

Relationship of an individual and organisation - expectations from

significant persons in organisation, professional bodies,

social/political bodies, family and self-role is dynamic and

changing particularly with reference to time - changes in

technology, business environment, human resources, competencies

of role holder.

ROLE LINKAGES

ROLE

TECHNOLOGY

BUSINESS STRATEGY

PEOPLES’ SKILLS

COMPETENCY OF ROLE HOLDER

EXTERNAL ENVIRONMENT

(MARKET - DEMAND/SUPPLY)

WORK

Wider concept - person seen in relation with his tools and other

persons performing a similar activity.

POSITION OR OFFICE

Specific point in the organisation is position or office - job is

descriptive - position is evaluative.

JOB DESCRIPTIONDetails of the specification of job and responsibilities of a job holder.

JOB SPECIFICATIONIndicate what kind of people should be hired for what jobs.

JOB EVALUATIONEach job is analyzed in terms of the level of specific dimensions viz. education, responsibility, discretion, relationship, impact etc.

This is done to determine compensation.

KEY PERFORMANCE AREAS (KPAs) - ANALYSIS

Of role for KPAs is necessary for performance appraisal/review,

training and development - both people and jobs. Persons must

distinguish between main (key) functions and routine functions

- clarity about priorities have to be established.

KEY PERFORMANCE AREAS (KPAs) &

KEY RESULT AREAS (KRAS)

Are often used synonymously in common management parlance.

KPAs are aspects of performance.

KRAs are impact of performance.

Thus KPAs lead to KRAs and not vice-versa.

KPAs, KRAs could be pre-fixed (in advance) say for a quarter for

monitoring purpose.

To achieve results ideally KPAs, KRAs should be restricted

again depending on the role - role specific.

BENEFITS OF KPAs Focuses on priorities - main-key areas whereas job

description contains too many details.

KPAs indicate critical functions of past, present and future. KPAs are dynamic. Job Description only describes the job.

KPAs are specific & indicate relative worth of job to the organization.

KPAs distinguish between specific contribution of one role from other related roles.

KPAs establish role clarity vis-a-vis role ambiguity. Chances of role erosion is reduced.

FUNCTIONS OF MANAGEMENT

PLANNING

ORGANIZING

STAFFING

LEADING

CONTROLLING

PLANNING

involves selecting missions and objectives and the actio

ns to achieve them; it requires decision making, that is,

choosing future courses of action from among alternativ

es.

(Management: Weihrich & Koontz)

PLANNING involves defining the organization’s

objectives or goals, establishing an overall strategy for

achieving these goals, and developing a comprehensive

hierarchy of plans to integrate and coordinate

activities. It is concerned with both Ends (what is to

be done) and Means (how it is to be done).

(Management: Robbins & Coulter)

ORGANIZING is that part of managing that involves

establishing an intentional structure of roles for people to fill in

an organization.

(Management: Weihrich & Koontz)

ORGANIZING is the process of creating an organization’s

structure.

(Management: Robbins & Coulter)

STAFFING involves filling, and keeping filled, the

positions in the organization structure.

(Management: Weihrich & Koontz)

LEADING is influencing people so that they will

contribute to organization and group goals, it has to

do predominantly with the interpersonal aspect of

managing.

(Management: Weihrich & Koontz)

CONTROLLING is measuring and correcting

individual and organizational performance to ensure

that events conform to plans.

(Management: Weihrich & Koontz)

CONTROL can be defined as the process of

monitoring activities to ensure that they are being

accomplished as planned and of correcting any

significant deviations.

(Management: Robbins & Coulter)

PLANNING

Planning bridges gap from where we are to where we

want to go. Planning is intellectually demanding, it

requires to consider courses of action and base our

decision based on purpose, knowledge and

considered estimates.

NATURE OF PLANNING

Four aspects:-

1. Contribution to purpose and objectives.

2. Primacy among manager’s tasks.

3. Perasiveness.

4. Efficiency of Resulting Plans.

STEPS IN PLANNING1. Being aware of opportunity

2. Setting objectives or goals

3. Considering planning premises

4. Identifying alternatives

5. Comparing alternatives in light of goals sought

6. Choosing an alternative

7. Formulating supporting plans

8. Numberizing plans by making objectives.

MANAGERS PLAN

It gives direction, reduces impact of change,

minimizes waste and redundancy, and sets standards

used in controlling.

MYTHS ABOUT PLANNING

Planning that proves inaccurate is a waste of management’s time

Planning can eliminate change

Planning reduces flexibility

TYPES OF PLANS

BREADTH Strategic

Operational

TIME FRAME Long term

Short term

SPECIFICITY Directional

Specific

FREQUENCY OF USE Single use

Standing

THREE CONTINGENCY FACTORS IN PLANNING

Manager’s level in the organization

Degree of environmental uncertainty

Length of future commitments

MISSION OR PURPOSE

(The terms are used interchangeably), identifies the basic function or task of an enterprise or agency or any part of it.

OBJECTIVES OR GOALS

(The terms are used interchangeably), are the ends towards which activity is aimed.

SYNERGY

The concept of synergy can be expressed simply as a situation in which 2 plus 2 becomes equal to 5, or in which the whole is greater than the sum of parts.

STRATEGY is defined as the determination of basic long-term objectives of an enterprise and the adoption of courses of action and allocation of resources necessary to achieve these goals.

POLICIES also are plans in that they are general statements or understandings that guide or channel thinking in decision making.

PROCEDURES are plans that establish a required method of handling future activities.

RULE spell out specific required actions on non-actions, allowing no discretion.

PROGRAMS are a complex of goals, policies,

procedures, rules, task assignments, steps to be

taken, resources to be employed, and other elements

necessary to carry out a given course of action; they

are ordinarily supported by budgets.

BUDGET is a statement of expected results

expressed in numerical terms.