UNIT III

FUNCTIONS OF MANAGEMENT : Staffing and Communicating

Desired Learning Outcomes

By the end of the unit, the students must have:
1. defined the different stages of human resource function.
2. interpreted the process of communication.
3. compared the types and levels of communica9on and applied it in a corporate world.

STAFFING

Engineering organiza9ons are very sensi9ve to whatever staffing errors are made. Placing the
wrong person in a highly specialized posi9on like quality control, may bring untold damages to the
firm.

Staffing Defined

Staffing may be defined as the management func9on that determines human resource needs,
recruits, selects, trains, and develops human resources for jobs created by the organiza9on.

Staffing Procedure

The staffing process consists of the following series of steps:

1. Human Resource Planning - the planned of the any organiza9on will require a systema9c
deployment of human resources at various levels. Human resource planning may involve
three ac9vi9es, as follows:
a. Forecas9ng - an assessment of future human resource needs in rela9on to the current
capabili9es of the organiza9on. The forecas9ng of manpower needs may be
undertaken using any of the following quan9ta9ve methods:
i. Time Series Methods - uses historical data to develop forecasts of the future.
ii. Explanatory or Causal Methods - aOempts to iden9fy the major variables that
are related to or have caused par9cular past condi9ons and then use current
measures of these variables to predict future condi9ons. The three major
types of explanatory models are as follows:
1. Regression Models
2. Econometric Models - a system of regression equa9ons es9mated from
past 9me-series data and used to show the effect of various
independent variables on various dependent variables.
3. Leading Indicators -
iii. Monitoring Methods - provides early warning signals of significant changes in
established paOerns and rela9onships so that the engineer manager can
assess the likely impact and plan responses if required.
b. Programming - means transla9ng the forecasted human resource needs to personnel
objec9ves and goals.
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FUNCTIONS OF MANAGEMENT : Staffing and Communicating

c. Evalua9on and Control - refers to monitoring human resource ac9on plans and
evalua9ng their success.

2. Recruitment - refers to aOrac9ng qualified persons to apply for vacant posi9ons in the
company so that those who are best suited to serve the company may be selected. When
management wants to fill up certain vacancies, the following sources may be tapped:
a. The organiza9on’s current employees
b. Newspaper adver9sing
c. Schools
d. Referrals from employees
e. Recruitment firms
f. Compe9tors

3. Selec9on - refers to the act of choosing from those that are available the individuals most
likely to succeed on the job. The purpose of selec9on is to evaluate each candidate and to pick the
most suited candidate for the posi9on available.
a. Ways of Determining the Qualifica9ons of a Job Candidate
i. Applica9on blanks - provides informa9on about a person’s characteris9cs such
as age, marital status, address, educa9onal background, experience, and
special interests. AZer reading the applica9on blank, the evaluator will have
some basis on whether or not to proceed further in evalua9ng the applicant.
ii. References - references are those wriOen by previous employers, co-workers,
teachers, club officers, etc. Their statements may provide some vital
informa9on on the character of the applicant.
iii. Interviews - informa9on may be gathered in an interview by asking a series of
relevant ques9ons to the applicant.
iv. Tes9ng - this involves an evalua9on of the future behavior or performance of
an individual.
b. Types of Tests
i. Psychological Tests - “an objec9ve, standard measure of a sample behavior”. It
is classified into:
1. Ap9tude Test - one used to measure a person’s capacity or poten9al
ability to learn.
2. Performance Test - one used to measure a person’s current knowledge
of a subject.
3. Personality Test - one used to measure personality traits as dominance,
sociability, and conformity.
4. Interest Test - one used to measure a person’s interest in various fields
of work.
ii. Physical Examina9on - a type of test given to assess the physical health of an
applicant. It is given to assure that the health of the applicant is adequate to
meet the job requirements.
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4. Induc9on and Orienta9on - In induc8on, the new employee is provided with the necessary
informa9on about the company. His du9es, responsibili9es and benefits are relayed to the employee.
Personnel and health forms are filled up, and passes are issued. The company history, its products
and services and the organiza9onal structure are explained as well.
In orienta8on, the new employee is introduced to the immediate working environment and
co-workers. The following are discussed: loca9on, rules, equipment, procedures and training plans.
Performance expecta9ons are also discussed. The new employee also undergoes the socializa9on
process by pairing him with an experienced employee and having a one-on-one discussion with the
manager.

5. Training and Development - training refers to the “learning that is provided in order to
improve performance on the present job. Training programs consist of two general types, namely:
a. Training Programs for Nonmanagers
i. On-the-job training - the trainer is placed in an actual work situa9on under the
direc9on of his immediate supervisor, who acts as trainer. This situa9on
strongly mo9vates the trainee to learn.
ii. Ves9bule school - the trainee is placed in a situa9on almost exactly the same
as the workplace where machines, materials and 9me constraints are present.
As the trainer works full 9me, the trainee is assured of sufficient aOen9on from
him.
iii. Appren9ceship program - a combina9on of OJT and experiences with
classroom instruc9on in par9cular subjects are provided to trainees.
iv. Special courses - provides more emphasis on educa9on rather than training.
b. Training Programs for Managers
i. Decision-making Skills:
1. In-basket - where the trainee is provided with a set of notes, messages,
telephone calls, leOers, and reports, all pertaining to a certain company
situa9on. He is expected to handle the situa9on within a given period
of 1 or 2 hours.
2. Management Games - a training method where “trainees are faced
with a simulated situa9on and are required to make an on-going series
of decisions about that situa9on”.
3. Case Studies - this method presents actual situa9ons in organiza9ons
and enables one to examine successful and unsuccessful opera9ons. It
emphasizes “the manager’s world, improves communica9on skills,
offers rewards for solving a mystery, possesses the quality of
illustra9on, and establishes concrete reference points for connec9ng
theory with prac9ce.
ii. Interpersonal Competence:
1. Role-playing - they are provided with a script or a descrip9on of a given
problem and of the key persons they are to play. The purpose of this
method is to improve the skill of the trainees in human rela9ons,
supervision, and leadership.
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FUNCTIONS OF MANAGEMENT : Staffing and Communicating

2. Behavior Modeling - this method aOempts to influence the trainee by

“showing model persons behaving effec9vely in a problem situa9on.”
The trainee is expected to adapt the behavior of the model and use it
effec9vely in some instances later on.
3. Sensi9vity Training - under this method, awareness and sensi9vity to
behavioral paOerns of oneself and others are developed.
4. Transac9onal Analysis - a training method intended to help individuals
not only understand themselves and others but also improve their
interpersonal communica9on skills.
iii. Job Knowledge:
1. On-the-Job Training
2. Coaching - this method requires a senior manager to assist a lower-
level manager by teaching him the needed skills and generally
providing direc9ons, advice and helpful cri9cism.
3. Understudy - under this method, a manager works as assistant to a
higher-level manager and par9cipates in planning and other
managerial func9ons un9l he is ready to assume such posi9on himself.
iv. Organiza9onal Knowledge:
1. Posi9on Rota9on - the manager is given assignments in a variety of
departments. The purpose is to expose him to different func9ons of
the organiza9on.
2. Mul9ple Management - this method is premised on the idea that junior
execu9ves must be provided with means to prepare them for higher
management posi9ons. To achieve this, a junior board of directors is
created consis9ng of junior execu9ves as members. The board is given
the authority to discuss problems that the senior board could discuss.
The members are encouraged to take a broad business outlook rather
than concentra9ng on their specialized lines of work.

3. Performance Appraisal - measurement of employee performance. The purposes for which

performance appraisals is made are as follows:
a. To influence the performance of employee in a posi9ve manner;
b. To determine merit pay increases;
c. To plan for future performance goals;
d. To determine training and development needs; and
e. To assess the promo9onal poten9al of employee.

Ways of Appraising Performance:

a. Ra9ng Scale Method – where each trait or characteris9c to be rated is represented by
a line or scale on which the rater indicates the degree to which the individual
possesses the trait or characteris9c.
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FUNCTIONS OF MANAGEMENT : Staffing and Communicating

b. Essay Method – where the evaluator composes statements that best describe the
person evaluated.
c. Management by Objec9ves Method – where specific goals are set collabora9vely for
the organiza9on as a whole, for various subunits, and for each individual member.
Individuals are, them evaluated on the basis of how well they have achieved the
results specified by the goals.
d. Assessment Center Method – where one is evaluated by persons other than the
immediate superior. This method is used for evalua9ng managers.
e. Checklist Method – where the evaluator checks statements on a list that are deemed
to characterize an employee’s behavior or performance.
f. Work Standards Method – where standards are set for the realis9c worker output
and later on used in evalua9ng the performance of non-managerial employees.
g. Ranking Method – where each evaluator arranges employees in rank order from the
best to the poorest.
h. Cri9cal-incident Method – where the evaluator recalls and writes down specific (but
cri9cal) incidents that indicate the employee’s performance. A cri9cal incident occurs
when employee’s behavior results in an unusual success or failure on some parts of
the job.

7. Employment Decisions - AZer evalua9ng the performance of employees (managerial or

otherwise), the management will now be ready to make employment decisions. These may consist
of the following:
1. Monetary Rewards – these are given to employees whose performance is at par or
above standard requirements.
2. Promo9on – this refers to a movement by a person into a posi9on of higher pay and
greater responsibili9es and which is given as a reward for competence and ambi9on.
3. Transfer – this is the movement of a person to a different job at the same or similar level
of responsibility in the organiza9on. Transfers are made to provide growth opportuni9es
for the persons involved or to get rid of a poor performing employee.
4. Demo9on – this is a movement from one posi9on to another which has less pay or
responsibility aOached to it. Demo9on is used as a form of punishment or as a temporary
measure to keep an employee un9l he is offered a higher posi9on.

8. Separa9on - either a voluntary or involuntary termina9on of an employee. When made

voluntarily, the organiza9on’s management must find out the real reason. If the presence of a defect
in the organiza9on is determined, correc9ve ac9on is necessary.
Involuntary separa9on (or termina9on) is the last op9on that the management exercises
when an employee’s performance is poor or when he/she commiOed an act viola9ng the company
rules and regula9ons. This is usually made aZer training efforts fail to produce posi9ve results.
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FUNCTIONS OF MANAGEMENT : Staffing and Communicating

Communica8ng
According to Wolf and Kuiper, communica9on is a process of sharing informa9on through
symbols, including words and messages.
Communica9on may happen between superior and subordinate, between peers, between a
manager and a client, between an employee and a government representa9ve, etc. It may be done
face-to-face, or through printed materials, or through electronic devices like computer or telephone.
In management, communica9on must be made for a purpose and because it has a cost
aOached to it, hence, it must use efficiently.

Func8ons of Communica8on
Communica9on may be used to serve any of the following func9ons:
1. Informa9on Func9on – informa9on provided through communica9on may be used for
decision-making at various work levels in the organiza9on.
2. Mo9va9on Func9on – communica9on is also oZen9mes used to mo9vate employees to
commit themselves to the organiza9on’s objec9ves.
3. Control Func9on – when properly communicated, reports, policies and plans define roles,
clarify du9es, authori9es, and responsibili9es. Effec9ve control is, then, facilitated.
4. Emo9ve Func9on – when feelings are repressed in the organiza9on, employees are affected
by anxiety, which in turn, affects performance. Whatever types of emo9ons are involved,
whether sa9sfac9on, dissa9sfac9on, happiness or biOerness, communica9on provides a
means to decrease the internal pressure affec9ng the individual.

The Communica8on Process

1. Develop an Idea – it is important that the idea to be conveyed must be useful of some
value. An example of a useful idea is how to prevent accidents in workplace.
2. Encode – the next step is to encode the idea into words, illustra9ons, figures, or other
symbols suitable for transmission. The method of transmission should be determined in
advance so that the idea may be encoded to conform with the specific requirements of the
iden9fied method.
3. Transmit – aZer encoding, the message is now ready for transmission using an appropriate
communica9on channel. Proper transmission is very important so that the message sent will
reach and hold the aOen9on of the receiver.
4. Receive – the next step in the communica9on process is the actual receiving of the message
by the intended receiver. The requirement is for the receiver to be ready to receive at the
precise moment the message relayed by the sender.
5. Decode – decoding means transla9ng the message from the sender into a form that will
have meaning to the recipient. If the receiver knows the language and terminology used in
the message, successful decoding may be achieved.
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FUNCTIONS OF MANAGEMENT : Staffing and Communicating

6. Accept – the next step is for the receiver to accept or reject the message. Some9mes,
acceptance (or rejec9on) is par9al. The factors that will affect the acceptance or rejec9on of
a message are as follows:
a. the accuracy of the message;
b. whether or not the sender has the authority to send message and/or require ac9on;
c. the behavioral implica9ons for the receiver
7. Use – if the message provides informa9on of importance to a relevant ac9vity, then the
receiver could store it and retrieve it when required. If the message requires a certain ac9on
to be made, then he may do so, otherwise, he discards it as soon as it is received.
8. Provide Feedback – the last step is for the receiver to provide feedback to the sender.
Depending on the percep9on of the receiver, this important step may not be made.

Forms of Communica8on
1. Verbal Communica9on – transmiOed through hearing or sight. These modes of
transmission categorizes verbal communica9on into two classes:
a. Oral Communica9on – mostly involves hearing the words of the sender, although
some9mes, opportuni9es are provided for seeing the sender’s body movements,
facial expression, gestures, and eye contact.
b. WriOen Communica9on – it is some9mes preferred over the oral communica9on
because of 9me and cost constraints.

2. Nonverbal Communica9on – means of conveying message through body language like

gesture, bodily movement, posture, facial expression, and mannerism of all kinds. This form
of communica9on conveys many shades of meaning and it is to the advantage of the
communicator to understand what messages are relayed.

The Barriers to Communica8on

Various factors may impede the efficient flow of communica9on. Even if the message is
transmiOed by the channel, the 9ming and the meaning of the message may be affected by the
factors:

1. Personal Barriers – emo9ons cloud the communicator’s ability to correctly judge the real
meaning of the messages received. People with different values will find it hard to
communicate with each other. Poor listening habits of a receiver frustrate the communica9on
efforts of a sender.
Some of the hindrances to communica9on arising from a communicator’s
characteris9cs of a person: emo9ons, values, poor listening habits, sex, age, race,
socioeconomic status, religion, educa9on, etc.

2. Physical Barriers – refers to the interferences to effec9ve communica9on occurring in the

environment where the communica9on is undertaken.
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FUNCTIONS OF MANAGEMENT : Staffing and Communicating

Physical barriers include the following:

a. distance between people
b. walls
c. noisy radio
d. overloaded channel
e. wrong 9ming
3. Seman9c Barriers - may be defined as an interference with the recep9on of a message that
occurs when the message that occurs when the message is misunderstood even though it is
received exactly as transmiOed.

Overcoming Barriers to Communica8on

To eliminate problems due to noise, selec9ve percep9on, and distrac9on, the following are
recommended:
1. Use feedback to facilitate understanding and increase the poten9al for appropriate ac9on.
2. Repeat messages in order to provide assurance that they are properly received.
3. Use mul9ple channels so that the accuracy of the informa9on may be enhanced.
4. Use simplified language that is easily understandable, and which eliminates the possibility
of people genng mixed-up with meanings.

Techniques for Communica9ng in Organiza9ons

Communica9on may be classified as to the types of flow of the message which are as follows:
1. Downward Communica9on – refers to message flows from higher levels of authority to
lower levels. Among the purposes of downward communica9ons are:
a. to give instruc9ons
b. to provide informa9on about policies and procedures
c. to give feedback about performance
d. to indoctrinate or mo9vate
Among the techniques used in downward communica9on are as follows: leOers,
mee9ng, telephones, manuals, handbooks, and newsleOers.
LeOers are appropriate when direc9ves are complex and precise ac9ons are required.
When orders are simple are simple, but the result depends largely on employee morale,
techniques that provide personal interchange like mee9ngs and the telephone are
appropriate. Modern technology has made it possible for people to hold mee9ngs even if
they are thousands of kilometers apart from each other.
Manuals are useful sources of informa9on regarding company policy, procedures, and
organiza9on. Handbooks provide more specific informa9on about the du9es and privileges
of the individual worker. NewsleOers provide a mixture of personal, social, and work-related
informa9on.

2. Upward Communica9on – refers to messages from person in lower-level posi9ons to

persons in higher posi9ons. The messages sent usually to provide informa9on on work
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FUNCTIONS OF MANAGEMENT : Staffing and Communicating

progress, problems encountered, sugges9ons for improving output, and personal feelings
about work and non-work ac9vi9es.
Among the techniques used are:
a. Formal Grievance Procedure – to effec9vely deal with grievances, organiza9ons
provide a system for employees to air their grievances. Depending on the size and
nature of the company, the grievance procedure may consist of a single step or a few
steps. Companies with a collec9ve bargaining agreement with its union must refer to
the grievance procedure spelled out in the law on labor rela9ons.

b. Employee Antude and Opinion Surveys – finding out what the employees think
about the company is very important. The exercise, however, requires exper9se and
the company may not be prepared to do it. Assistance of an outside research firm is
some9mes considered, a benefit-cost analysis must be used as a deciding factor.

c. Sugges9on Systems – sugges9ons from employees are important sources of cost-

saving and produc9on enhancing ideas. Even if majority of the sugges9ons are not
feasible, a simple means of acknowledging them contributes to employee morale.

d. Open-Door Policy – even on a limited basis, it provides the management with an

opportunity to act on difficul9es before they become full-blown problems.

e. Informal Gripe Sessions – it can be used posi9vely if management knows how to

handle them. When employees feel free to talk and they are assured of not being
penalized for doing so, then management will be spared with lots of efforts
determining the real causes of problems in the company.

f. Task Forces – it may be created when a specific problem arises. It usually consists of
management and nonmanagement personnel, integra9on and teamwork are
fostered, crea9vity is enhanced, and interpersonal skills are developed.

g. Exit Interviews – when employees leave an organiza9on for any reason, it is to the
advantage of management to know the real reason.

3. Horizontal Communica9on – refers to messages sent to individuals or groups from another

of the same organiza9onal level. The purpose of horizontal communica9on are:
a. to coordinate ac9vi9es between departments
b. to persuade others at the same level of organiza9on
c. to pass on informa9on about ac9vi9es or feelings
Examples: memos, mee9ngs, telephones, picnics, dinners, and other social affairs.
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Management Informa8on System (MIS)

MIS is defined by Boone and Kurtz as an organized method of providing past, present, and
projected informa9on on internal opera9ons and external intelligences for use in decision-making.
The MIS currently used by corporate firms consists of wriOen and electronically based
systems for sending reports, memos, bulle9ns, and the like. The system allows managers of the
different departments within the firm to communicate with each other.
The MIS is established for various reasons. Wheelen and Hunger enumerate them as follows:

a. to provide basis for the analysis of early warning signals that can originate both externally
and internally.

b. to automate rou9ne clerical opera9ons like payroll and inventory reports.

c. to assist managers in making rou9ne decisions like scheduling orders, assigning orders to
machines and reordering supplies.

d. to provide the informa9on necessary for management to make strategic or

nonprogrammed decisions.

References:
Chang, C.M. (2005). Engineering Management: Challenges in the New Millenium. Upper Saddle River, New Jersey:
Pearson PrenAce Hall. (TA190.C52 2005 CIRC)
Riggs, J.L. et.Al. (1980). Industrial Organiza9on and Management (6th ed.). McGraw-Hill Co. Inc. (HD31.I548 1979 CIRC)