Review of Related Literature

A. Management

(or managing) is the administration of an organization, whether it be a business, a

not-for-profit organization, or government body. Management includes the activities of setting

the strategy of an organization and coordinating the efforts of its employees or volunteers to

accomplish its objectives through the application of available resources, such

as financial, natural, technological, and human resources. The term "management" may also

refer to the people who manage an organization.

Management is also an academic discipline, a social science whose objective is to study

social organization and organizational leadership. Management is studied at colleges and

universities; some important degrees in management are the Bachelor of

Commerce (B.Com.) and Master of Business Administration (M.B.A.) and, for the public

sector, the Master of Public Administration (MPA) degree. Individuals who aim at becoming

management researchers or professors may complete the Doctor of Management (DM),

the Doctor of Business Administration (DBA), or the PhD in Business Administration or

Management.

In larger organizations, there are generally three levels of managers, which are typically

organized in a hierarchical, pyramid structure. Senior managers, such as the Board of

Directors, Chief Executive Officer (CEO) or President of an organization, set the strategic

goals of the organization and make decisions on how the overall organization will operate.

Senior managers provide direction to the middle managers who report to them. Middle

managers, examples of which would include branch managers, regional managers and

section managers, provide direction to front-line managers. Middle managers communicate

the strategic goals of senior management to the front-line managers. Lower managers, such
 as supervisors and front-line team leaders, oversee the work of regular employees (or

volunteers, in some voluntary organizations) and provide direction on their work.

In smaller organizations, the roles of managers have much wider scopes. A manager can

perform several roles or even all of the roles commonly observed in a large organization.

B. Employee

An individual who works part-time or full-time under a contract of employment,

whether oral or written, express or implied, and has recognized rights and duties. Also

called worker.

C. Factors Considered in Choosing An Employee

very small business owner knows her company's productivity and profitability depend on the

quality of workers she employs. Recruiting the right employees is a great responsibility that

can't be taken too seriously. Consider certain factors when recruiting your ideal staff

members. Look for employees with a balanced combination of people and work skills who

can work well with you, other employees and customers.

i) Education

The education background of your potential employee is important. Check for a

degree or completion of classes that complement your business. For example, if you own a
heating and air conditioning company, you would want employees who have a certification in
HVAC. Some of the positions for which you advertise might not require any advanced
education, but the possession of a high school diploma or GED demonstrates the ability and
work contributed by the individual to complete an educational program.

ii) Work Experience

Work experience might be one of the most important considerations you have for
particular jobs at your facility. Experience in particular areas such as answering busy
telephone lines or handling accounts, for example, can be essential for specific staff roles.
For other positions, work experience might not be absolutely necessary, but a strong work
background is always a good thing as it exemplifies a good work ethic. The Performance
Management Made Easy website recommends asking potential employees questions about
results in previous work situations. Applicants who can give you concrete information
regarding these results are likely to be experienced performers.

iii) Confidence

An applicant who approaches you with a confident attitude makes a good first impression.
This is also probably the way this person will approach your clients. An applicant who exudes self-
confidence believes in herself. She will believe she can handle the job and exceed expectations. Self-
belief is important for facing and succeeding in challenges. Your workplace will benefit from the
hiring of individuals who are confident they can learn and perform as needed.

iv) Personality

Warmth and smiles indicate the type of employee who will work well with others, including
your clientele. Personality is one of the most important traits of a customer-oriented employee. Of
course, an amenable person is one who will also work well with you and your staff. Talk with the
applicant at length to get an idea of his natural characteristics. Introduce him to others in your
workplace to judge how well he responds to different types of individuals. You want a people person
but not a people pleaser to the point he sacrifices honesty.

v) Skills Set

The specific skills set of potential employees is a critical factor that can often determine who
you hire. For instance, if you own a handyman service, you want people who can handle carpentry
jobs. Likewise, if you own a nail salon, your employees will need to be able to give manicures. In
addition to specific necessities, a variety of skills are desirable. The potential employee who has
experience with a variety of computer programs, can type and key by touch and knows how to balance
the books is a great resource. The University of Oregon recommends giving tests in essential skills
your employee will need. For example, you might want to have evidence as to the applicant's word
processing prowess.