1. 1.

CHAPTER 3: PLANNING
2. 2. PLANNING Planning is a process that involves the setting of the organization’s goals,
establishing strategies for accomplishing those goals and developing plans of actions that
managers intend to use to achieve said organizational goals.
3. 3. PLANNING PLANNING is important because: it provides direction to all of the
organization’s human resource’ managers and employees, reduced uncertainty and
minimizes wastes of time, effort and resources.
4. 4. PLANNING GOALS are the targets that management desires to reach while PLANS are
the means or actions which management intends to use to achieve the said goals/targets.
5. 5. PLANNING Plans are best described in terms of their: • Comprehensiveness • Time frame
• Specificity • Frequency of use
6. 6. PLANS Comprehen siveness Time frame Specificity Frequency of use PLANNING
7. 7. PLANNING Planning steps include: • Defining of goals/objectives determining where you
stand in relation to set goals/objectives • Developing premise regarding future conditions
8. 8. PLANNING Planning steps include: • Analyzing and choosing action alternatives •
Implementing the plan • Evaluating results and taking corrective action
9. 9. PLANNING Defining of goals/objectives determining where you stand in relation to set
goals/objectives Developing premise regarding future conditions Analyzing and choosing
action alternatives Implementing the plan Evaluating results and taking corrective action How
does a MANAGER plan?
10. 10. PLANNING Planning types includes: 1. Strategic 6. Directional 2. Tactical 7. Specific 3.
Operational8. Single use 4. Long term 9. Standing plans 5. Short term
11. 11. TYPES OF PLANNING STRATEGIC PLANNING • Strategic planning sets the long-term
direction of the organization in which it wants to proceed in future.
12. 12. STRATEGIC PLANNING • It focuses on the broad future of the organization.
Incorporating both external information gathered by analyzing the company’s competitive
environment and the firms internal resources, managers determine the scope of the business
to achieve the org long-term objectives.
13. 13. STRATEGIC PLANNING • Strategic planning involves the analysis of various
environmental factors and the competition. • Most strategic plans focus on how to achieve
goals three to five years into the future.
14. 14. STRATEGIC PLANNING • It has the potential to impact dramatically, both positively and
negatively, on the survival and success of the organization. • Typically 3-5 years of horizon •
Top management is involved in framing the strategic plans.
15. 15. TACTICAL PLANNING Tactical plans translate the strategic plans into specific goals for
specific parts of the organizations. They are for shorter time frame and usually focused for
1-2 years
16. 16. TACTICAL PLANNING Instead of focusing on the entire corporation, tactical plans
typically affect a single business within an organization. Although tactical plans should
complement the organizations overall strategic plan, they are often somewhat independent
of other tactical plans.
17. 17. TACTICAL PLANNING Tactical plans are concerned with implementation of strategic
plans by coordinating the work of different departments in the organization. They try to
integrate various organization units and ensure the commitment to strategic plans.
18. 18. OPERATIONAL PLANNING Operational plans translate the tactical plans into specific
goals and actions for small units of the organization. They typically focus on the short term
usually 12 months or less.
19. 19. OPERATIONAL PLANNING These plans are least complex than strategic and tactical
plans, and rarely have a direct effect on other plans outside of the department or unit for
which the plan was developed.
20. 20. LONG-TERM PLANNING Long term planning is of strategic nature and involves long
period say 3-5 yrs. The long term plans usually encompass all the functional areas of the
 business and are affected within the existing and long-term framework of economic, social
and technological factors.
21. 21. SHORT-TERM PLANNING Short term planning is usually a plan made for one year.
These are aimed at sustaining organization in its production and distribution of current
products or services to the existing markets. These plans directly affect functional groups(
production, marketing, finance)
22. 22. STANDING PLANS Standing plans are put to use again and again over a long period of
time. Once established they continue to apply until they are modified or abandoned.
Standing plan help managers in dealing with routine matters in a pre-determined and
consistent manner.
23. 23. STANDING PLANS Examples of standing plans are: organizational mission and long
term objectives, strategies, policies, procedures and rules.
24. 24. SINGLE USE PLANS Single use plans are relevant for a specified time and after the
lapse of that time, these plans are formulated again for the next period. Single use plans
are non-recurring in nature and deal with problems that probably will not be repeated in the
same form in future.
25. 25. SINGLE USE PLANS Generally these plans are derived from the standing plans
Examples: projects, budgets, targets.
26. 26. STANDING vs. SINGLE USE STANDING PLANS SINGLE-USE PLAN PLANS 1)
OBJECTIVES 2) POLICIES & STRATEGIES 3) PROCEDURES 4) METHODS 5) RULES
1)PROGRAMMES 2) PROJECTS 3) BUDGETS
27. 27. SPECIFIC PLANS Plans that are clearly defined and leave no room for interpretation
28. 28. DIRECTIONAL PLANS Flexible plans that set out general guidelines, provide focus, yet
allow discretion in implementation.
29. 29. DIRECTIONAL vs. SPECIFIC
30. 30. PLANNING at DIFFERENT LEVELS CORPORATE LEVEL  Most corporation of even
moderate size have a corporate headquarters. The heads of these groups are typically part
of the group of senior executives at the corporate headquarters. Executives at the corporate
level in large firms include both those in the headquarters and those heading up the large
corporate groups such as finance, human resources, marketing etc.
31. 31. PLANNING at DIFFERENT LEVELS CORPORATE LEVEL  These corporate-level
executives primarily focus on the questions such as  What industries should we get into? 
What markets should the firm be in?  In which business should the corporation invest
money?  What resources should be allocated to each business?
32. 32. PLANNING at DIFFERENT LEVELS BUSINESS LEVEL  At this level managers focus
on determining how they are going to compete effectively in market.  At this level,
managers attempt to address questions such as:  Who are our direct competitors?  What
are their strengths and weaknesses?  What are our strengths and weaknesses?  What
advantages do we have over competitors?
33. 33. PLANNING at DIFFERENT LEVELS FUNCTIONAL LEVEL  At this level managers
focus on how they can facilitate the achievement of the competitive plan of the business.
These managers are often the heads of departments such as finance, marketing, human
resources or product development.  Depending on the business structure this can include
managers responsible for business within a specific geographic region or managers
responsible for specific retail stores.
34. 34. PLANNING at DIFFERENT LEVELS FUNCTIONAL LEVEL  Functional managers
attempt to address questions such as:  What activities does my unit need to perform well in
order to meet customer expectations?  What information about competitors does my unit
need in order to help the business compete effectively?
35. 35. INTERRELATIONSHIP BETWEEN PLAN TYPES AND LEVELS Types of plans Strategic
plans Tactical plans Organizational levels Corporate level Business level Operational plans
Functional plans
36. 36. DECISION MAKING RATIONAL  A type of decision making in which choices are logical
and consistent and maximize value.  Assumptions of rationality: a rational decision maker
would be fully objective and logical. He will have a clear and specific goal and know all the
possible alternatives and consequences.
37. 37.  FORECASTING  CONTINGENCY PLANS  SCENARIO PLANNING 
BENCHMARKING  PARTICIPATORY PLANNING
38. 38. DECISION MAKING RATIONAL  Making decisions rationally would consistently lead to
selecting the alternative that maximizes the likelihood of achieving that goal.  Decisions are
made in the best interest of the organization.
39. 39. DECISION MAKING BOUNDED RATIONALITY  It is more realistic approach 
Managers make decisions rationally but are bounded by their ability to process information.
Because they cant possibly analyze all information on all alternatives, manager satisfice
rather than maximize. i.e. they accept the solutions that are good enough.  They are being
rational within the limits of their ability to process information.
40. 40. DECISION MAKING INTUITION BASED  Making decisions on the basis of experience,
feelings and judgment.  It can be cognitive-based , experience-based, value or ethics
based, or subconscious mental processing
41. 41. LINEAR THINKING STYLE is characterized by a person’s preference for using external
data and facts and processing this information through rational, logical thinking to guide
decisions and actions. DECISION MAKING STYLES
42. 42. DECISION MAKING STYLES NON-LINEAR THINKING STYLE is characterized by a
person’s preference for using the internal sources of information ( feeling and intuitions) and
processing this information with the internal insights, feelings and hunches to guide decisions
and actions.
43. 43. DECISION MAKING ERRORS and BIASES 1. Immediate gratification: it describes the
decision makers who tend to want immediate rewards and to avoid immediate costs. For this
individuals, decision choices that provides quick payoffs are more appealing than those that
may provide payoffs in the future.
44. 44. DECISION MAKING ERRORS and BIASES 2. ANCHORING EFFECT: it describes the
situation when decision makers fixate on initial information as a starting point and once then
set, fail to adequately adjust for subsequent information. First impressions, ideas, prices and
estimates carry unwanted weight relative to the information received later.
45. 45. DECISION MAKING ERRORS and BIASES 3. SELECTIVE PERCEPTION BIAS: when
decision makers selectively organize and interpret events based on their biased perception,
they are using selective perception bias. This influences the information they pay attention to
, the problems they identify and the alternatives they develop.
46. 46. DECISION MAKING ERRORS and BIASES 4. CONFIRMATION BIAS: decision makers
that seek out the information that reaffirms their past choices and discount information that
contradict the past judgments is the confirmation bias. This people ignore the critical
information that challenges their preconceived ideas.
47. 47. DECISION MAKING ERRORS and BIASES 6. AVAILABILITY BIAS: it causes decision
makers to tend to remember events that are the most recent and vivid in their memory. The
bias distorts their ability to recall events in an objective manner and results in distorted
judgments and probability estimates.
48. 48. DECISION MAKING ERRORS and BIASES 7. REPRESENTATION BIAS: when decision
maker assess the likelihood of an event based on how closely it resembles other events.
Managers see identical situation where they don’t exist. 8. RANDOMNESS: it occurs when
decision makers try to create meaning out of random events.
49. 49. DECISION MAKING ERRORS and BIASES 9. SUNK COST ERRORS: decision makers
forget that current choices cant correct the past. They incorrectly fixate on past expenditures
of time, money or effort in assessing their choice.
50. 50. DECISION MAKING ERRORS and BIASES 10. SELF-SERVING BIAS: decision makers
who are quick to take credit for their success and to blame failure on outside factors exhibit
this bias.
51. 51. DECISION MAKING ERRORS and BIASES 11. HINDSIGHT BIAS: it is the tendency for
decision makers to falsely believe, after that outcome is actually know, that they could have
accurately predicted the outcome of the event.
52. 52. STEPS in DECISION MAKING STEP 1: IDENTIFICATION OF THE PROBLEM STEP 2:
IDENTIFICATION OF THE DECISION CRITERIA STEP 3: ALLOCATION OF WEIGHTS TO
THE CRITERIA STEP 4: THE DEVELOPMENT OF ALTERNATIVES
53. 53. STEPS in DECISION MAKING STEP 5: THE ANALYSIS OF ALTERNATIVES STEP 6:
SELECTION OF AN ALTERNATIVE STEP 7: IMPLEMENTATION OF THE ALTERNATIVE
CHOSEN STEP 8: EVALUATION THE DECISION EFFECTIVENESS
54. 54. DECISION MAKING CONDITIONS 1. CERTAINTY: it is the ideal situation to make
decision. The outcome of every alternative is known. 2. RISK: a situation in which the
decision maker is able to estimate the likelihood of certain outcomes.
55. 55. DECISION MAKING CONDITIONS 3. UNCERTAINTY: A situation in which a decision
maker has neither certainty nor reasonable probability estimates available.
56. 56. DECISION MAKING CONDITIONS 3. UNCERTAINTY: A situation in which a decision
maker has neither certainty nor reasonable probability estimates available.
57. 57. TASK 1 State at least one long term plan for a business firm with corresponding tactical
and operational plans to achieve them.
58. 58. EXAMPLE HOTEL SERVICE STRATEGIC PLAN To expand Hotel Service to different
parts of the Philippines in 7 years OPERATIONAL PLAN FINANCIAL DEPARTMENT To
allocate 30% of annual hotel income for planned expansion of hotel service TACTICAL
PLAN FRONTLINE MANAGERS FOR TRAINING DEVELOPMENT To have continuing
training development programs for Hotel Personnel to ensure excellent Hotel services which
will ensure good hotel income.
59. 59. TASK 2 Arrange the steps of the Decision Making Process according to its chronological
order. Number the first step 1 and the last step 8.
60. 60. TASK 2 ___ Development of alternatives ___ Evaluation of Decision Effectiveness ___
Identification of Decision Criteria ___ Identification of a Problem ___ Analysis of alternatives
___ Implementation of alternative Chosen ___ Allocation of Weights to the Criteria ___
Selection of alternative

1. 1. ORGANIZINGChapter Four
2. 2. PART ONE: INTRODUCTION 1/8/2012 1.1 Meaning of organization POM/Chapter 4 -
Organizing 1.2 Process of Organization 1.3 Principles of Organization 2
3. 3. DEFINITION OF ORGANIZING 1/8/2012 Activities:  Resources:  Identification of 
Determining the POM/Chapter 4 - Organizing activities  Grouping of Activities specific need
of  Assignment of jobs to resources formal groups  Allocation of  Establishing a network
resources into of authority and responsibility specific groups  Providing framework for 
Evaluation and measurement, evaluati control of use of on and control the resources 3
4. 4. ORGANIZING 1/8/2012Organizing is the process of arranging and allocating
POM/Chapter 4 - Organizing work, authority, and resources among an organization’s
members so that they can achieve organizational goal.  Stoner, Freeman and Gilbert 4
5. 5. PROCESS OF ORGANIZING 1/8/2012 Division of Work Grouping of Work POM/Chapter
4 - Organizing Delegation of Authority Coordination of Work 5
6. 6. 1/8/2012 POM/Chapter 4 - Organizing 6PROCESS OF ORGANIZING SIMPLIFIED
7. 7. PRINCIPLES OF ORGANIZING 8.Exception 1/8/20121. Unity of Objective2.
Specialization 9.Efficiency POM/Chapter 4 - Organizing3. Coordination4. Authority and
10.BalanceResponsibility 11.Homogeneity5. Unity of Command6. Scalar Chain
12.Continuity7. Span of Control 13.Simplicity 7
8. 8. PART TWO: ORGANIZATIONAL ARCHITECTURE 1/8/2012  2.1 Vertical differentiation 
Tall versus Flat Structure POM/Chapter 4 - Organizing  2.2 Horizontal differentiation
Functional Structure Multidivisional Structure Geographic Structure Matrix Structure 8
9. 9. TALL VERSUS FLAT ORGANIZATIONSTall Organization President All rights reserved.
Copyright © by Houghton Mifflin Company.Flat Organization President 6–9
10. 10. ORGANIZATIONAL ARCHITECTURE -VERTICAL INTEGRATION 1/8/2012 Tall
Organization:  Flat organization: This type of This type of POM/Chapter 4 - Organizing
organizational organizational architecture has architecture many layers and has few layers
narrow span of control. and wide span of control. 10
11. 11. ESTABLISHING REPORTING RELATIONSHIPS: TALL VERSUS FLAT
ORGANIZATIONS Tall Organizations  Flat Organizations  Are more expensive  Lead to
higher levels of employee morale and All rights reserved. Copyright © by Houghton Mifflin
Company. because of the number of managers involved. productivity.  Foster more 
Create more administrative communication responsibility for the problems because of
relatively few managers. the number of people  Create more supervisory through whom
responsibility for managers information must pass. due to wider spans of control. 6–11
12. 12. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL DIFFERENTIATION1.
FUNCTIONAL STRUCTURE: 1/8/2012 General Manager POM/Chapter 4 - Organizing
Production Finance Marketing HR Dept Dept Dept Deprtment Structure is created based on
the various functions of an organization. 12
13. 13. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL DIFFERENTIATION2. MULTI-
DIVISION STRUCTURE 1/8/2012 General Manager POM/Chapter 4 - Organizing Division I
Division II Division III  Multiple divisions are created in a related industry. 13
14. 14. ORGANIZATIONAL ARCHITECTURE – HORIZONTALDIFFERENTIATION Divisional or
M-form (Multidivisional) Design  An organizational arrangement based on multiple
businesses in related areas operating within a larger organizational framework; following a
strategy of related diversification.  Activities are decentralized down to the divisional level;
others are centralized at the corporate level.  The largest advantages of the M-form design
are the opportunities for coordination and sharing of resources.
15. 15. ORGANIZATIONAL ARCHITECTURE – HORIZONTALDIFFERENTIATION 3.
GEOGRAPHIC STRUCTURE: 1/8/2012 General POM/Chapter 4 - Organizing Manager 
Departments are created based on geographic regions.  All the activities in one Eastern
Central Western geographic region is Region Region Region categorized into one unit. 15
16. 16. ORGANIZATIONAL ARCHITECTURE – HORIZONTALDIFFERENTIATION4. MATRIX
ORGANIZATION CEO Vice president, Vice president, Vice president, Vice president,
engineering production finance marketing Employees Project manager A Project manager B
Project manager C 6–16
17. 17. MATRIX STRUCTURE: 1/8/2012 Advantages:  Disadvantages: Enhances
organizational  Employees are uncertain POM/Chapter 4 - Organizing flexibility. about
reporting Team members have the relationships. opportunity to learn new  The dynamics
of group skills. behavior may lead to Provides an efficient way for slower decision the
organization to use its making, one-person human resources. domination, compromise
Team members serve as decisions, or a loss of bridges to their departments focus. for the
team.  More time may be required for coordinating task- 17 related activities.
18. 18. PART THREE: RESPONSIBILITY 1/8/20123.1 Meaning of Responsibility POM/Chapter
4 - Organizing3.2Establishing Task and Reporting Relationships3.3 Creating Accountability
18
19. 19. RESPONSIBILITY: 1/8/2012Responsibility is the POM/Chapter 4 - Organizing obligation
to perform or duty to carryout certain activities 19
20. 20. ESTABLISHING TASK AND REPORTINGRELATIONSHIP: 1/8/2012 Task Relationship:
 How activities related to each other in an POM/Chapter 4 - Organizing organization.  How
 the basic units of an organization are formed.  Establishment of job description and job
specification  Job Specification: Prerequisites of job. Various skills and experiences needed
to perform certain job.  Job Description: The activities that have to be carried out at certain
position in a job. It describes the job. 20
21. 21. ESTABLISHING TASK AND REPORTINGRELATIONSHIP: 1/8/2012 Establishing
Reporting Relationship:  It is finding out POM/Chapter 4 - Organizing  Chain of command 
Span of control or span of management 1. Who reports to whom? 2. How many subordinates
will a supervisor have? (Relate it to tall vs flat organizational architecture.) 21
22. 22. CREATING ACCOUNTABILITY 1/8/2012 Accountability:  Requirement to report
POM/Chapter 4 - Organizing 22
23. 23. PART FOUR: AUTHORITY 1/8/2012 POM/Chapter 4 - Organizing4.1 Line and Staff
Authority4.2 Delegation of Authority 23
24. 24. AUTHORITY: 1/8/2012 Right to take decisions that arises due to position in
organizational structure. POM/Chapter 4 - Organizing Authority is the right to perform or
command. It allows its holder to act in certain designated ways and to directly influence the
actions of others through orders. Types of Authority:  Line Authority  Staff Authority 24
25. 25. LINE AUTHORITY 1/8/2012The chain of command in the organizational structure that
flows POM/Chapter 4 - Organizing major decision making power.The officially sanctioned
ability to issue orders t o subordinate employees within an organization. 25
26. 26. STAFF AUTHORITY 1/8/2012 Staff authority consists of the right to advise or assist
those who possess POM/Chapter 4 - Organizing line authority as well as other staff
personnel. The Advisory or Counseling Role : The Service Role 26 The Control Role
27. 27. DELEGATION OF AUTHORITY 1/8/2012Assigning work to subordinates and giving
them necessary POM/Chapter 4 - Organizing authority to do the assigned work
effectively.Simple terms,GRANTING AUTHORITY TO SUBORDINATES 27
28. 28. FEATURES OF DELEGATION OFAUTHORITY: 1/8/2012 No delegation of total
authority Delegation of only that authority a POM/Chapter 4 - Organizing manager has
Representation of the superior Delegation for organizational purpose Restoration of
delegated authority Balance of authority and responsibility No delegation of responsibility 28
29. 29. CONFLICT BETWEEN LINE – STAFF EMPLOYEES 1/8/2012Assume Line Authority
POM/Chapter 4 - OrganizingDo not give Sound AdviceSteal Credit for SuccessFail to Keep
line personnel informed of their activitiesDo not see the whole picture. 29
30. 30. PART FIVE:CENTRALIZATION AND DECENTRALIZATION 1/8/2012 Meaning :
Centralization and Decentralization POM/Chapter 4 - Organizing Reasons: In which case
which is needed Advantages and Disadvantages: of both 30
31. 31. EMERGING ISSUES IN ORGANIZATION DESIGN 1/8/2012 POM/Chapter 4 -
Organizing 31
32. 32. STAFFING: CONCEPT AND IMPORTANCE 1/8/2012 POM/Chapter 4 - Organizing 32

Staffing - Management
1. 1. Staffing is the process of filling positions/postsin the organization with adequate and
qualifiedpersonnel .Staffing is the process of acquiring, deploying,and retaining a workforce
of sufficient quantityand quality to create positive impacts on theorganizations effectiveness
2. 2.  According to McFarland,“Staffing is the function by which managers build
anorganization through the recruitment, selection, anddevelopment of individuals as capable
 employees.” According to Koontz, O’Donnell and HeinzWeihrich,“The management
function of staffing is defined as fillingposition in the organization structure through
identifyingworkforce requirements, inventorying the people available,recruitment, selection,
placement, promotion, appraisal,compensation, and training of needed people.”Definitions
3. 3.  All pervasive function of management. Dynamic function. Vast scope.
4. 4.  To understand all function of in anorganization. To understand manpower planning so
thatpeople are available at right time and at aright place. To understand issues related to
job analysisand to overcome the problem.
5. 5.  Training and Development. Effective Co-ordination. Effective Recruitment &
Placement. Building effective human resource.
6. 6.  Optimum Use of Resource. Enhances Corporate Image. Job Satisfaction.
7. 7.  Manpower planning Job analysis Recruitment and selection Training and
Development Performance appraisal
8. 8.  Hiring Motivation Employee maintenance Human relations
9. 9.  India has ample supply of unskilled workers thenhighly qualified people. Companies
start to change their staffing policy andprefer less talented people.
10. 10.  Child labour is prohibited. Provision are there relating to reservations for
physicallyhandicapped people. Legal provision affects the staffing policy of anorganization.
11. 11.  Employment of women for job involving physicalexertion is usually avoided Women
are not offered jobs involving continuoustravelling.3. Socio-cultural factors
12. 12.  Employers have to face pressures from political parties orpoliticians as new
recruitment. Concept of Employment to “Sons of the soil” is gettingpopular in all countries.
External Influences affect the staffing policy of businessunit.
13. 13.  Organizational Image Past Practices Size of the Organization Organizational
Business Plan
14. 14. RecruitmentProcess of locating,identifying, andattracting capablecandidatesCan be for
current orfuture needsCritical activity for somecorporations.What sources do we usefor
recruitment
15. 15. Meaning:- Recruitment means to estimate the available vacanciesin the organization
and to make arrangements for theirselection and appointment. Recruitment is a positive
function in which publicity isgiven to the jobs available in the organization andinterested
candidates are encouraged to submitapplications for the selection. In the recruitment, a
pool of eligible and interestedcandidates is created for the selection of most
suitablecandidates.Recruitment
16. 16. Definitions According to Edwin Flippo,“Recruitment is the process of searching
forprospective employees and stimulating them toapply for jobs in the organization.”
17. 17.  Vacancies due to promotions, transfers, retirement,termination, permanent disability,
death and labourturnover. Creation of new vacancies due to growth, expansionand
diversification of business activities of anenterprise. New vacancies are also possible due to
jobspecification.Need of Recruitment
18. 18.RecruitmentSourcesInternalSearchesEmployeeReferralsVoluntaryApplicantsEmployment
Agencies AdvertisementsSchoolPlacement
19. 19. Internal Sources of Recruitment Promotions Transfers Internal
Notifications(Advertisement) Former Employees
20. 20.  Campus Recruitment (Interview). Press Advertisement. Recruitment through
Management Consultants andPrivate Employment Exchanges.External Sources of
Recruitment
21. 21.  Deputation of Personnel. Management Training Schemes. Walk-ins, Write-ins and
talk-ins.External Sources of Recruitment
22. 22. SELECTIONA series of steps from initial applicant screening tofinal hiring of the new
employee.Selection process.Step 1: Completing applicationmaterials.Step 2: Conducting an
interview.
23. 23. Step 3: Completing any necessarytests.Step 4: Doing a backgroundinvestigation.Step 5:
SocializationStep 6: Deciding to hire or not tohire.
24. 24. Recruitment is the process of finding and attractingcapable applicants for employment.
The processbegins when new recruits are sought and ends whentheir applications are
submitted. The result is a poolof applicants from which new employees are
selected.Selection is the process of differentiating betweenapplicants in order to identify and
hire those with agreater likelihood of success in a job.Recruitment & selection
25. 25. RECRUITMENT SELECTION To attract maximum number To choose best out of theof
candidates. available candidates. It creates application pool It is a rejection processas large
as possible. where few are selected. Techniques are not very Highly specialized
techniquesintensive. are required. Outcome is application Outcome is the
candidatewhopool. is offered job.Difference : Recruitment & selection
26. 26. ProcessRECRUITMENT SELECTION Advertisement Screening of applications
Employment agencies Selection tests On campus recruitment Interview Deputation
Checking of references Employee recommendations Physical examination Labor unions
Approval by authority Gate hiring Placement
27. 27. “Training is a short term process utilizing a systematicand organized procedure by which
non managerialpersonnel learn technical knowledge and skills for adefinite
purpose”.“Development is a long term educational processutilizing a systematic and
organized procedure by whichmanagerial personnel learn conceptual and
theoreticalknowledge for general purpose”.Training & development
28. 28.  Increase In Efficiency Increase In Morale Of Employees Better Human Relations
Reduced Supervision Increased Organizational Viability & FlexibilityImportance of training
& development
29. 29. Staffing is the most vital asset with an organization,without which it cannot move ahead
in thecompetitive world. It can be equated with HRmanagement as both have same sort of
objectives.Staffing is an open system approach. It is carried outwithin the enterprise but is
also linked to externalenvironment.Conclusion
30. 30. THANK YOU
31. 31. Project By Group No.122 - Jimit Doshi149 – Nidhi Lania119 – Maitri Dedhia108 – Rishab
Bohra134 – Vibha Jain138 – Mayur Kadam144 – Sagar Khasia133 – Monish Jain120 –
Rinkoo Dedhia110 – Deepika Chauhan143 – Mohit Khandolkar113 – Hetal ChoksiGroup no.
3 &4