KNEC- HIGHER DIPLOMA IN HUMA RESOURCE MANAGEMENT NOTES
- PERSONEL ADMINISTRATION KNEC NOTES – Click to view
- FUNDAMENTALS OF HRM KNEC NOTES _ Click to view
- REWARD MANAGEMENT SMALL KNEC NOTES – Click to view
- TRAINING AND DEVELOPMENT KNEC NOTES – Click to view
- EMPLOYEE RESOURCING KNEC NOTES – Click to view
- EMPLOYEE RELATIONS,LABOUR NOTES KNEC NOTES – Click to view
Management is the process of setting and achieving the goals of the organisation, through the functions of management; planning, organising, directing (or leading) and controlling. Fayol Henri defined management as to forecast and plan to organise and to command.
Drucker Peter, saw management as the organ of society specifically charged with making resources productive. Falk saw management as getting things done through people. Brech defined it as a social process which constitutes planning, controlling, coordinating and motivating. Koontz and O’Donnell saw it as an operational process initially best dissected by analysing the managerial functions.
The above definitions indicate that management is a process involving people and resources and has the following main functions; planning, organising, coordinating and controlling.
Definition of Human Resource Management (HRM)
HRM concerns the human side of the management of enterprises and employees with their firms. Its purpose is to ensure that the employees of a company (its Human Resources) are used in such a way that the employer obtain the greatest possible benefit from their abilities and the employees obtain both material and psychological rewards for their work.
According to Armstrong, HRM is a strategic and coherent approach to the Management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its goals.
Storey in Armstrong defined HRM as a distinctive approach to employment management which seeks to obtain competitive advantage through the strategic deployment of a highly committed and skilled workforce, using an array of cultural, structural and personnel techniques. HRM is concerned with the employment, development and reward of people in organizations and the conduct of relationships between management and the workforce.
HRM is about the managerial and leadership processes which enable people to give of their best in today’s turbulent working scenarios. The ABE syllabus concentrates less on human and organizations behaviour
FUNCTIONS OF MANAGEMENT.
The functions of management provide a useful structure for organising management knowledge. The most board, basic and widely accepted functions of management are; planning, organising, staffing, leading, controlling, co-ordinating. These are performed by every manager regardless of his/her position, undertaking or official assignment.
PLANNING.
This involves forecasting, goal setting and decision making. It entails selecting missions and objectives and the actions to achieve. It requires decision making that is, choosing future courses of action from among alternatives. Plans provide a rational approach to achieving pre-selected objectives.
Planning is the process of systematic thought that precedes action, during which resources in hand or likely resources are matched against known or predicted conditions to achieve organisational goals.
ORGANISING.
An organisation consists of people performing a multiplicity of functions or roles. These must fit into their job objectives and into group effort, given that they have the necessary authority, tools and information, to accomplish the task. Organising is that part of managing that involves establishing an intentional structure of roles for people to fill in an organisation. This creates an environment for human performance. Organising is a tool of management and not an end in itself. Organising involves division of work into logical tasks and its allocation to staff, and the structural arrangement of staff into groups and organisational relationships.
This involves filing and keeping filled, the positions in the organisation structure. This is done by identifying workforce requirements; inventorying the people available; and recruiting, selecting, placing, promoting, appraising, planning the careers of, compensating and training or otherwise developing both candidates and current job holders so that tasks are accomplished effectively and efficiently.
Leading is influencing people so that they will contribute to organisation and group goals – it has to do with the interpersonal aspect of managing. Leadership entails follower ship. And people tend to follow those who offer a means of satisfying their own needs, wishes and desires.
CONTROLLING.
This is the monitoring and regulating of performance against set goals and objectives. This is measuring and correcting individual and organisational performance to ensure that events conform to plans. It involves measuring the performance against set goals and plans, identifying deviations from the standards and correcting them. Controlling facilitates accomplishment of plans. Controlling entails measurement of achievement. During controlling, one may review and amend plans.
COORDINATION.
This is the essence of management. It seeks to achieve harmony among individual efforts towards the accomplishment of group goals. Managers must reconcile differences in individual approaches, timing, effort or interest and also harmonise individual goals to contribute to organisation goals.
DIRECTING.
This arises out of organising – ensuring that people are appropriately engaged in working activities to meet goals and plans. It involves motivating and supervising staff.
THE MANAGERIAL ROLES APPROACH.
This is a newer approach to management theory and was proposed by Mintzberg (1975). This was developed by observing what actually managers do – giving rise to conclusions as to what managerial activities (or roles) are. Mintzberg studied five CEO’s in the USA and concluded that they do not perform the traditional managerial functions – planning, organising, coordinating and controlling. Instead they engage in a variety of activities.
To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviours. Mintzberg has identified ten roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional. The informational roles link all managerial work together. The interpersonal roles ensure that information is provided. The decisional roles make significant use of the information.