MAA

dedicated to MAAs (mothers)!!!!

for your contribution, encouragement, love and devotion

SOUTHEAST UNIVERSITY
Southeast Business School, MBA Program

Course Title: Human Resource Management & Practices, HRM - 5186

Brief introduction of Speaker/Faculty:

Prof Maruf U Islam PhD

Global Goodwill Ambassador
President and CEO, THE OLIVES, Gulshan-1, Dhaka
Adjunct Professor, AIUB, DIU, SEU, PAU, Dhaka, Bangladesh
Site Students Supervisor, Brandies University, Boston, USA
Director, Phoenix Global Training Academy, Arizona, USA
Founder of NMH–Naifa Maruf Hospital
Founder of NMN - Naifa Maruf Network
Founder of NMF-Naifa Maruf Foundation
Founder of NMIT-Naifa Maruf Institute of Technology
Professor (former), Kutaisi State University, Georgia
Worked over 33 years in home and abroad for UN and CARE Int. in North America,
Europe, Africa and Asia, in different top management positions (visited-50countries)

Information/Knowledge is power, Share/Exchange of views, No end of learning

Leaders do right things and Managers do things right

SMART: S-specific, M-measurable, A-achievable, R-result oriented, T-time

Org Chart?

Management: is the process of reaching organizational goals by working with and

through people/HR and other organizational resources

Functions: are activities that make up the management process (4 basic)

Planning: planning involves choosing tasks that must be performed to attain goals

Vision: being able to see/want to see or a dream

Mission: is the purpose for which or the reason why an organization exists
Core Values: RICE: R-respect, I-integrity, C-commitment, E-excellence

Organizing: assigning the tasks developed during planning to individuals/groups

Influencing: directing, motivating, leading, actuating, guiding the activities

Controlling: gather information, compare performances, and determine changes

Management and Organizational Resources: Organizational resources are assets

available for activation during normal operations, including human resources, monetary
resources, raw materials resources, time and capital resources.

Managerial Effectiveness is the degree to which management attains organizational

objectives. It is measured by how close organizations come to achieving their goals.

Managerial Efficiency is the degree to which organizational resources contribute to

productivity. It is measured by the proportion of organizational resources used during the
production process.

Management Levels and Skills:

Top Management: CEO and Head of Divisions (COO, CFO, CPO, CMO, CAO, CIA and
CES) are considered as Top Management. For Top Management required Conceptual
Skills. Conceptual skills are skills that involve the ability to see the organization as a
whole. A manager with conceptual skills is able to understand how various functions of
the organization complement one another, how the organization relates to its
environment, and how changes in one part of the organization affect the rest of the
organization.

Middle Management: Head of Departments (Director/General Manager) are considered

as Middle Management. For Middle Management required Human Skills. Human skills
are skills involving the ability to build cooperation within the team being led. They involve
working with attitudes, communication, individuals and groups, and individual interests –
in short, working with people.

Supervisory or Operational Management: Head of Sections (Manager) are considered

as Supervisory Management. Technical skills are the ability to apply specialized
knowledge and expertise to work related techniques and procedures. Examples of these
skills are engineering, computer programming, and accounting. Technical skills are
mostly related to working with ‘things” – processes or physical objects.

Management Levels Skills Needed

Top Management Conceptual Skills

Middle Management Human Skills
Supervisory or Operational Management Technical Skills

Universality of management principles means that the principles of management are

applicable to all types of organizations and organizational levels.

Basic Management Principles:

Many of the basic management principles that managers/supervisors use have been
known for many years. While some of those principles have been modified to meet the
needs of changing business organizations, the underlying foundations of these principles
have held steady over time. One of the pioneers of management research, Henry Fayol,
studied management and among his management principles are many that are still
relevant today:

Concept of authority – managers must be able to give orders.

Organizational hierarchy – a line of authority should run from top management down to
the lowest organizational levels.
Discipline – employees must respect rules and regulations that govern the organization.
Unity of command – each employee should have only one boss.
Common good – the interests of the organization are more important than the interests
of individual employees or employee groups.
Compensation – fair wage and salary administration plans must be used.
Centralization – many management processes should be centralized.
Division of labour – employees should specialize in specific work tasks.
Matching – employees should be placed in the position most suitable for them.
Staff stability – high employee turnover rates lead to inefficiency.
Employee initiative – employees should be given some freedom to develop and
implement plans.
Team sprit – when employees work together as a team, a sense of unity can develop
that will benefit the organization.

Three Management Principles:

Responsibility is the obligation to perform assigned activities.

Authority is the right to perform or command. Accountability is the management

philosophy that individuals are held liable, or accountable, for how well they use their
authority or live up to their responsibility of performing predetermined activities.

Delegation is the process of assigning job activities and related authority to specific
individuals in the organization.

Management Careers:

Definition of Career: A career is an individual’s perceived sequence of attitudes and

behaviors associated with the performance of work – related experiences and activities
over the span of the person’s working life.

Exploration Stage: The exploration stage is the first in career evolution, which occurs at
the beginning of a career and is characterized by self-analysis and the exploration of
different types of available jobs. Individuals at this stage are generally about 15 – 25
years old and involved in some type of formal training.

Establishment Stage: The second stage in career evolution is the establishment stage,
during which individuals of about 25 – 35 years of age typically state to become more
productive or higher performers.

Growth Stage One (1): The third stage in career evolution is the growth level one,
increased performances, during which individuals of about 35 - 45 years old.
Growth Stage Two (2): The fourth stage in career evolution is the growth level two,
increased performances, during which individuals of about 45 – 55 years old.

Maintenance Stage: The maintenance stage is the fifth stage in career evolution, during
which individuals of about 55 – 65 years of age become more productive, stabilize, or
become less productive.

Decline Stage: The decline stage is the last stage in career evolution, which occurs near
retirement and during which individuals about 65 of age or older show declining
productivity.

The Classical Approach: The classical approach to management is a management

approach that emphasizes organizational efficiency to increase organizational success.

Scientific Management: Scientific management emphasizes the one best way to

perform a task.

International Management is performing management activities across national

borders.

Strategy is a broad and general plan developed to reach long-term organizational

objectives; it is the end result of strategic planning.

Strategy Management is the process of ensuring that an organization possesses and

benefits from the use of an appropriate organization strategy.

Strategic Planning is long-term planning that focuses on the organization as a whole.

Strategic Human Resources Management: Aligning Human Resources policies and

decisions with the organizational strategy and mission.

SWOT analysis: S-strength, W-weakness, O-opportunities, T-threat

Management Systems Pyramid:

1. Customers:
2. Services:
3. HR Management:
4. Support Services:
5. Admin. Management:
6. FR Management:

CSR (Corporate Social Responsibility) is the managerial obligation to take action that
protects and improves both the welfare of society as a whole and the interest of the
organization.

Appropriate Human Resources are the individuals in the organization who make a
valuable contribution to management system goal attainment.

Steps in providing Appropriate Human Resources to provide appropriate human

resources to fill either managerial or no managerial openings, managers follow four
sequential steps; 1.Recruitment, 2.Selection, 3.Training and 4. Performance - appraisal.
Recruitment is the initial attraction and screening of the total supply of prospective
human resources available to fill a position.

Knowing the Job: Recruitment activities must begin with a thorough understanding of the
position to be filled so the broad range of potential employees can be narrowed
intelligently. Job analysis is a technique commonly used to gain an understanding of
what a task entails and the type of individual who should be hired to perform the task. A
job description is a list of specific activities that must be performed to accomplish some
task or job. A job specification is a list of characteristics of the individual who should be
hired to perform a special task or job.

Selection is choosing an individual to hire from all of those who have been recruited.

Training is the process of developing qualities in human resources that ultimately will
enable them to be more productive and thus to contribute more to organizational goal
attainment. The purpose of training is to increase the productivity of individuals in their
jobs by influencing their behavior.

The training of individuals is essentially a four –step process: 1. determining training

needs, 2. designing the training program, 3. administering the training program and 4.
evaluating the training program.

Performance appraisal is the process of reviewing past productive activity to evaluate

the contribution individuals have made toward attaining management system objectives.

The following three reasons for using performance appraisal in an organization;

1. They provide systematic judgments to support salary increases, promotions,

transfers, and sometimes demotions or terminations.
2. They are a means of telling subordinates how they are doing and of suggesting
needed changes in behavior, attitudes, skills, or job knowledge; they let
subordinates know where they stand with the boss.
3. They also are being used increasingly as a basis for the coaching and counseling
of individuals by superiors.

Handling performance appraisals:

1. The first guideline is that performance appraisals should stress both the
performance within the position the individual holds and the success with which
the individual is attaining objectives.
2. The second guideline is that appraisals should emphasize the individual in the
job, not the evaluator’s impression of observed work habits.
3. The third guideline is that the appraisal should be acceptable to both the
evaluator and the evaluatee.
4. The fourth guideline is that performance appraisals should be used as the basis
for improving individuals’ productivity within the organization by making them
better equipped to produce.

Potential weakness of performance appraisals:

1. Individuals involved in performance appraisals could view as a reward

-punishment situation,
 2. The emphasis of performance appraisal could be put on completing paperwork
rather than on critiquing individual performance,
3. Individuals being evaluated could view the process as being unfair or biased,
4. Some type of negative reaction from a subordinate could be generated when the
evaluator offers any unfavorable comments.

Team Building and Time Management

 Team Building: Managers take resources- employees, equipment, work

procedures, company policies, and so on and produce goods and services for
customers and profits for their organizations. One of the best ways they can
accomplish these tasks is to create higher performance work teams. None of us
is as smart as all of us. The collective wisdom and productivity of a good team
always outperforms even the most talent and motivated individual.
 Types of Work Team: There are many ways to classify work teams; one way is
by their purpose or makeup, teams can be classifies as simple, relay, integrated
and problem solving.
 Manager as Team Leader: Managers must be team leaders. Being team leader
does not mean doing all the work himself or herself, manager should be a team
leader by developing the team’s capabilities. The team can function effectively
without manager.
 Managers as Role Models: Things done correctly can help set the right tone for
team members and build a manager’s credibility.
 Time Management Tools: Time management tools including daily to-do lists,
weekly planning guides and calendars. Using these tools may seem awkward at
first, while practice, it gets easier and work can be done more effectively. Using
tools manager can control the team.
 Delegation: Delegation involves assigning your employees to do tasks for which
you are still accountable. The concept is very much in line with a basic definition
of management. Getting work done right through other people. Delegation means
first looking at what tasks you perform that can be delegated to an employee,
and then seeing how you can help that employee successfully complete the
delegated task.
 Barriers of Delegation: the followings are generally barriers;
1. Lack of experience, 2. Lack of organizational skills, 3. Insecurity, 4. Fear of being
disliked by employees, 5. Perfectionism, 6. Reluctance to spend the time it takes
to train employees, and 7. Failure to establish effective control or follow-up
procedures.
 Steps in Effective Delegation: general steps that managers should take when
delegating work to others;
1. Think the project through, 2. Set a deadline, 3. Choose an employee, 4. Meet
with the employee, 5. Monitor progress, 6. Provide assistance if necessary, and
7. Praise the employee.

END