Efficiency in Resource Utilization, Complexity in Managerial Duties, Decision Making Premises - Coursework Example

Introduction Human resource management is a very important venture in any business organisation. There are various functions of human resource management that are carried out in organisations in order to enhance effectiveness and efficiency. The functions of human resource management include planning, organising, controlling, leading, staffing, reporting, directing, communication and also decision making. This paper is dealing with the functions of human resource management. (Hilltop, 1994) Planning Planning is the process of developing the company’s mission and defining specific methods of accomplishing it. It can be on a broader or narrow perspective depending on the scope of the goal. It is also defined as a process where ordering tasks that have to be carried out in an organisation sequentially is carried out. Planning comes in a number of ways. The following issues are normally addressed in the entire planning process; (Hilltop, 1994) The tasks that have to be carried out are identified Management puts in place strategies that will help in the accomplishment of tasks The time span that each and every task should take is clearly set out There are various approaches of planning that can be used by managers. One of them is the strategic planning approach. Below is an example of a strategic planning process Source; Garth, R. (1998): Essentials of Contemporary Management; London; Oxford Press; p 57 In strategic planning, there is identification of the organisation’s goals in line with the mission statement therein. For instance, an organisation can have a strategic plan to achieve its objectives within a span of six years. In this process there is usually the identification of corporate mission within the organisation. Definition of mission In this stage of planning, the missions of the organisation are clearly spelt out. Every manager therefore strives to understand the purposes that the organisation has to achieve. This in most cases it is a guide in the rest of the steps that have to be undertaken in the entire planning process. (Garth, 1998) Objective setting After the managers identifying the purpose or the mission of the organisation, they then embark on setting goals on the issues that have to be accomplished. When objectives are clearly set, it becomes very easy for managers to know the targets ahead of them that have to be achieved. Strategic plan preparation In this stage, there is strategy development. The possible actions that have to be taken are also clearly elaborated. This step normally requires managers to carry out SWOT analysis. This enables managers to put in place the best strategies. These are normally put down in written form so that managers can easily refer to them later on in the implementation process. (Hilltop, 1994) Strategic plan implementation During this stage, the managers try to work on the strategies that were put down in the previous stage. In the implementation there is usually assigning of tasks to various people. Communication has to be carried out from top to bottom. Employees have to understand what role they have to play in the execution process. (Hilltop, 1994) At this juncture, policies that will guide the entire process are also put in place. This also includes the rules that every employee has to adhere to in order to achieve the desired results. Managers also have to put in place procedures of possible corrective actions in case the results are not as expected. Strategic plan evaluation This is normally a very challenging step for many managers. It highly involves monitoring of outcomes of each and every strategy implemented. This process can sometimes take quite a long time. Evaluation has to be carried out on a constant basis and the corrective actions taken. There are various advantages of carrying out strategic planning in an organisation. They include; (Maundy, 2001) i. Ability of managers to make the right positioning of their organisations in relation to the industry at large ii. It is an eye opener that enables managers to see problems from afar even before occurrence. This helps to enhance corrections made in time. iii. There is overall identification of resources that are essential in goal achievement iv. Managers can easily come up with appropriate strategies that help in goal achievement v. There is easy identification of goals (short and long-term) within the organisation vi. There is clear provision of direction Forms of planning There are four forms of planning that are normally undertaken by managers. They include short range, medium, long range and contingency planning. All these are normally carried out by the management team in organisations. (Maundy, 2001) a) Short term planning These are plans that are carried out for a maximum period of one year. This means that all other plans that are carried out within few months are inclusive. This type of planning is also very essential and normally focuses on the activities that are carried out on a day to day basis within the organisation. b) Intermediate planning Intermediate planning involves plans that take a span of approximately one to five years. During this planning, the material and financial resources available for accomplishing the plans have to be clearly spelt out. The time horizon that should be taken to finish the plans should be put in place. Most of the intermediate plans normally have fewer uncertainties as compared to the long term plans. (Peter, 1998) c) Long term plans Long term plans are normally plans that take a longer time than the short and intermediate plans. They usually take more than five years. Unlike intermediate and short term plans, long term plans are not very specific. These plans help organisations to remain focused despite the challenges that may occur along the way. Sometimes long term plans can be broken down to short term and intermediate ones. It is very important to note that the short, intermediate and long term plans are closely related to long term plans. d) Emergency plans This is also referred to as contingency planning. In most cases, managers always have to plan in advance. Such plans are put in place to meet diverse changes that may occur in the environment. These plans normally make managers very flexible to adjust to any changes that may occur. In this planning, managers have to analyse any possible changes that may occur in the industry at large. Such changes may occur in the economy which directly affects the business. (Rampton, 2003) Why plan? There are various reasons as to why managers always need to carry out planning. They are as follows; Efficiency in resource utilisation This is one of the reasons as to why managers have to plan activities that take place within the business premises. Planning is highly known to enhance efficiency within any organisation. Through planning, any scarce resources within an organisation can be efficiently utilised. Budgeting in most cases helps the managers to identify the resources that are available in the organisation. This generally enhances efficiency. (Rampton, 2003) Business environment complexity Planning is very necessary especially in the twenty first century. This is because the business environment continues to be very complex day in day out. Planning enables managers to discard any methods that are outdated. In return, they adopt new methods that are more updated. (Rampton, 2003) Expansion of business organisations Initially, businesses used to be small such that planning was not so necessary. In this era, businesses have expanded so much such that for proper coordination to take place, then planning has to be carried out. Through planning, goals are easily achieved and facilitation of different activities becomes very easy. Complexity in managerial duties Research shows that there managerial duties have become very complex. This has necessitated that managers carry out planning so that they can be able to manage their tasks well. There are so many issues that managers have to deal with. They include market shifts and other social responsibilities. (Robbins, 2004) Decision making premises The reason as to why planning has to be carried is because planning acts as a platform on which important decisions within the organisations are made. Plans make managers to make decisions concerning the future of the business easily. Through this organisational goals are easily achieved. Planning in general In this case, it means that planning generally has three objectives that are quite fundamental in nature. The first objective is the identification of issues or aspects that have to be achieved. There is then the second objective that concerns how the goals have to be achieved. The third issue involves when the objectives identified have to be achieved. Generally planning involves the overall predetermination of the course of actions that have to be followed in order to achieve the objectives within an organisation. It includes a framework of tasks and the various methods that will be used in the accomplishment. All these are carried out in line with organisational goals. Sometimes plans may just be specifically tailored to suit different projects within an organisation. This means that plans don’t always have to be very similar. They have to be in line with the tasks at hand. First, there is financial planning which entails the budgeting allocations for all the programs being undertaken within the company. It also includes the setting and monitoring the financial spending of a Company in view of auditing any misappropriation of funds. (Robbins, 2004) Provision of benefits, compensations and salaries are also taken care of at this stage. Another section of business organizations that need planning is the policy formulation section. This is critical in that as a profit making company, strategies must be placed correctly to counter marketing issues such as competition from companies which manufacture the same product. Local policy development, creation and implementation come hand in hand with policy planning. Human resource planning is crucial to achieving the best from employees. Planning its recruitment, hiring, evaluating, training and maintaining the calibre of the workers in any organization is important ensuring that skilled workers are employed in organizations. The manager normally comes up with a work force plan that focuses on the operational issues of the employees in the organization. this involves, preparing the workforce psychologically, it will commit all the employees to respond to the situation, also the workforce are prepared intellectually, whereby, the managing team comes up with the kind of responses that are appropriate in responding to a particular situation. (Ulrich, 1996) This is normally done through learning from experiences or learning from other similar organizations, and lastly the plan involves the practical preparation through which the management team has access to the precise resources that includes, trained staff, adequate equipment and an efficient administrative systems. Therefore these plans must be assessed on a regular basis, so as to ensure that the information contained in it is accurate and still relevant to the organization. (Ulrich, 1996) The planning perspective focuses on various aspects of the employees work, including the procedures for enrolment, introduction and training of new workers. It also focuses on the communication systems, between the employees and the organization. This is normally used as tool for the sharing and developing ideas within the organization. These aspects carry their own policies which the managers should follow, so as to come up with a successful planning system. Under enrolment, one finds that the manager or the administrative personnel ensures that there is adequate capacity within the workforce to cope with emergencies that arise. Organizing Organizing is how the internal structure of the company is set. It generally focuses on the division, coordination of activities and how tasks are controlled within the company. General company procedure demand good organization from the leaders and managers. In many organisations the management is responsible for organizing the annual general meetings that brings together all the stakeholders on board. They also organize daily and monthly meetings within the specific affiliate factories when an issue arises. Proper organization of a meeting or how a project will be conducted results in a successful meeting. (Robbins, 2004) After planning, organizing is immediately carried out in any institution. This is where the available tasks are assigned to various people and departments in the organization. The resources available in the organization are then allocated to enable the accomplishment of the tasks. In organizing, there is the division of labour and work specialization is carried out. At this stage systems in an organization are designed. This enables employees to easily coordinate across departments. There is the delegation of duties such that each person knows what he or she is supposed to do. This increases accountability in any organization. (Ulrich, 1996) The organising function normally follows the following procedure; i. Determination of tasks that have to be carried out in the organisation ii. Grouping and delegation of tasks to various departments within the organisation iii. Every department is assigned a manager to handle the duties therein iv. Horizontal and vertical mechanisms put in place v. The organisational structures are monitored in terms of effectiveness Controlling This management function involves a process where there is the measurement of performance. In this function, corrective actions are taken early enough in case the performance deviates from the expected results. Controlling process is normally very important in any organisation. This process normally incorporates the following steps; (David, 1989) Standard setting within the organisation Actual performance measurement Comparison of standards and the real performance Deviations are corrected using available resources Business management is very important in any organization. Controlling is one aspect of management. Without controlling the planning carried out in an organization is in vain. It is like giving birth to a baby, and then you neglect it! No breastfeeding, no food, protection and general care. It will surely die! Nobody ever wants to bear a child only to let it pass on. It is a joy that comes with responsibilities. So is any business set up. Nobody starts up a business with the aim of losing or closing it up. It is intended to progress. The standards that a business wishes to attain can never be, unless controlling is well implemented. There are several management concepts that have to be carried out in controlling. One of the concepts is to know the nature of the controls. There are also different methods used to evaluate the differences between the actual results and what was planned. The use of documents or reports in controlling is also the other concept. Finally the reports have to be measured and analyzed then the corrective measure taken. Controlling is a sequential process that considers the establishment of performance standards that are in line with the company’s goals and objectives. It deals with the measurement, monitoring and reporting the actual performance level of the company and finally recommends the necessary actions that should be taken on board to rectify any misconception. (Maundy, 2001) For any company to achieve its best, properly instituted control measures should be put in place. This enables smooth running of activities within the organisation. In many organisations, leaders and managers control almost every aspect of the company’s production, marketing and sales sectors. There are specific supervisors who are strictly based in the company to ensure that design rules are adhered to while the products are being manufactured. Controlling is simply following up on plans to ensure proper implementation. This means that planning and controlling are closely related. There are four functions of management namely; planning, organizing, directing and controlling respectively. Planning precedes all the other functions. In management activities’ functional chain, controlling acts as the final link. The management cycle is never complete without controlling executed. This is where there is setting, communication and application of the performance standards of employees or people. When mechanisms to monitor employee’s activities are put in place and the corrective action applied then the control can be termed as effective. (Peter, 1998) The manager or the leader normally observes what is happening in the organization and compares with what was initially planned to happen. If what is happening is not as per what was supposed to happen then corrective action is taken such that those below standard required standard attain this standard. When there is delegation of activities by the manager to employees, then the control facilitation quite effective. He can then ascertain whether the ideas are being implemented or not. Timely feedback on what the employees are doing is important to the supervisor because he is always accountable on matters concerning performance of the employees. In this case, effective internal control in an organization is a fundamental responsibility of the organization’s management. The resources should be used effectively and efficiently in achieving the results. The resources are used without mismanagement and with very little wastage to achieve the planned results. An organization’s management should create and maintain efficient control measures. This helps in early detection of weaknesses that would have affected plan of meeting the entire objectives. Policies and procedures need to be put in place to help the organization meet its objectives of internal control. Controls should ensure safeguarding on wastage and misappropriation of funds. This encourages accountability of employees on the resources allocated. (Garth, 1998) For instance total revenues and expenditures should be accounted for. Control as a management tool should not be isolated in to exist alone. Rather it should be incorporated with auditing, budgeting and planning. Control is never effective if it doesn’t give feedback to the organizations management. When controls are too many they may be ineffective. Control also helps organizations to comply with laws and regulations like meeting standards in quality. It ensures that financial reporting is reliable and helps operations be efficient. Below is a model of control system within an organisation Source; David, S. (1989): Management Control Systems Theory and C/SCSC; National Estimator, pp. 30 What to measure In controlling, there are so many things that need to be measured to ascertain whether they are as per what was initially planned. This includes; (David, 1989) Time controls Time is an important resource especially in a business organization. How much time is taken to accomplish tasks by employees or people in an organization need to be controlled. This helps in meeting deadlines and to minimize time constraints. When time controls don’t exist in an organization, it ends up losing so much. This is because time as a resource tends to be misused. It includes reporting and departure time of employees. Cost controls This means meeting the cost standards as planned by the organization. There are also employee performance controls. This is where individual behaviours and of groups of employees are monitored. This includes absences from work, lateness, quantity and quality of work done. It involves issues to do with accidents at work. Cost controls can be done using budgets. They assist to control standards that relate to expenses incurred. Equipment controls The equipment controls are in built in the machinery and equipment. This is done so that the process or the equipment is protected. This may include speed controls on machines such that it can last for a longer period of time. (David, 1989) Leading Leadership is also described as directing people to do specific duties by influencing their personal behaviour through incentives and motivation, teamwork, individual dynamics and discipline. The core purpose of leadership is to channel all the employees’ behaviour towards attaining the company’s objectives. Leadership is thus essential in creating and maintaining a healthy organizational culture within any business organization. Leading does not necessarily come from that in power but from any individual who provides information and suggestions on the way forward. Decision making within organizations rests on the shoulders of the managers and leaders in the institution who usually take risks whenever an issue that requires to be addressed arises. Leading aims at bringing change in an organization. (Robbins, 2004) It also involves giving inspiration to people. In leadership there is a lot of motivation that is carried out. In any job, there comes a time when one feels like giving up, the drive to work is not there. At such moments employees need to be motivated to work. Leading is quite interpersonal in nature. It is not just the manager in an organization that is supposed to lead. It can even exist between employees. It has to do with mutual influence. Staffing This is also one of the functions of human resource management. In this case managers have the overall responsibility of hiring qualified and competent staff to fill in the vacant positions in the organisation. The candidates in this case always have to be qualified and have the capability of performing effectively and efficiently. This function is also defined as keeping all the positions of the organisational structure filled. Staffing is a process that involves the following steps; (Garth, 1998) Identification of various requirements in the organisation’s workforce Carrying out the recruitment process Selecting qualified personnel that can fill the vacant positions Placing the selected candidates in various job positions The staffing function is also normally concerned with training and developing the employees. Managers also have to ensure that human resource personnel are appraised on a constant basis. Therefore this management function begins with identifying the needs of staff within the organisation. Directing This is whereby the management within an organisation provides positive leadership that is dynamic in nature. The working environment is also made favourable so that objectives and goals are easily achieved. In this case the employees are given the opportunities to air out their views in relation to creativity within the organisation. This management function also ensures that there are proper supervisory measures within the organisation. In this case the management is required to give the entire team the forward directions related to accomplishment of duties. (Ulrich, 1996) Decision making The human resource department in any organisation has the responsibility of making vital decisions therein. This is whereby the management is endowed with the duty of choosing the right step in relation to the options that are available. This should actually involve all the managers in any organisation. There are also cases when managers can leave it to some employees to make decisions. This however depends on the experience and competency levels of employees. (Robbins, 2004) Communication In this management function, there is normally the transition of ideas from the top management to employees. Management team in any organisation has to ensure that there is flow of information from employees to managers and vice versa. Communication is a very important tool in any set up. It is even more important in the business world. For a business organization to be successful, the manager has to use very effective communication strategies. This is in relation to every person in the organization. Business environment calls for a high level of effectiveness in the communication. When communication is rightly used in an organization it can motivate the employees. However when it is wrongly used it will always demoralise the workers. Of course this demoralisation affects their effectiveness hence leading to losses in the organization. For any manager to be effective in his work, he will need prior knowledge in communication skills. The channels of communication have to be planned, implemented and also monitored. To improve on communication all managers have to practice the following communication skills; courteous speech, direct communication, feedback, making time for employees, listening, humour and repetition of values. Implementation of these efficient communication strategies always ensures that communication in the company is improved, for the organization to have a workforce that is efficient. All this is part and parcel of management functions. Conclusion Human resource management is a very important venture in any business organisation. There are different functions of management that usually have to be carried out within an organisation. They include planning, controlling, organising, leading, staffing, communication, decision making and directing. Planning entails putting in place goals and the time span of accomplishing them. Leading involves showing employees the direction that they ought to take in the accomplishment of tasks. Organising involves task co-ordination. For plans to succeed then controlling has to be carried out. It is all about measurement of actual performance and comparing with the plans. Any deviations or differences in these two aspects have to be corrected. Staffing as a management function involves hiring qualified personnel to fill in vacant positions within an organisation. This is normally a very challenging task for human resource managers. Complexities inn this task have been enhanced by the fact that there are so many qualified candidates in the market. Communication is also a management function. Human resource managers have the overall responsibility of ensuring that there is communication up and down the ladder. They have to ensure that employees can easily access them whenever they have an issue to put across. Decision making is also a management function that intertwines all the other functions. All these human resource functions work hand in hand. When they are well carried out, they always lead to overall success within the organisation. Read More