REVIEWER (POM)

LESSON 1: INTRODUCTION TO MANAGEMENT AND Human Skills

ORGANIZATION  The ability to work well with other people individually
and in a group.
Lussier (2021) defines a manager as “the individual  It should be easy for a manager to approach and to be
responsible for achieving organizational objectives through approached by people around him/her.
efficient and effective utilization of resources”.
Conceptual Skills
Mary P. Follett characterized management as “the art of  The ability to think and to conceptualize about abstract
getting things done through the efforts of other people”. and complex situations.
 These skills are needed in making strategic decisions
Management is the act of getting people together to for the organization.
accomplish desired goals and objectives using available
resources efficiently and effectively. LESSON 2: HISTORY OF MANAGEMENT

TOPIC 2 PRIMARY FUNCTION OF MANAGEMENT According to Pindur, Rogers, and Kim (1995), elemental
approaches to management go back at least 3000 years before
Planning involves defining goals, establishing strategies for the birth of Christ, a time in which records of business dealings
achieving those goals, and developing plans to integrate and were first recorded by Middle Eastern priests
coordinate activities.
Socrates, around 400 BC, stated that management was a
Organizing involves arranging and structuring work to competency distinctly separate from possessing technical skills
accomplish the organization’s goals and knowledge (Higgins, 1991)

Staffing involves selection and acquiring the workforce Henry Ford, the man who developed a moving assembly line
needed by the organization. It is all about “putting the right to produce his automobiles.
man, for the right job”.
One of the chief architects of measuring human output was
Frederick Taylor
Leading involves working with and through people to
accomplish organizational goals. Motivation is integral in Taylor conducted time studies to determine how many units
this function. could be produced by a worker in so many minutes. He used a
stopwatch, weight measurement scale, and tape measure to
Controlling involves monitoring, comparing, and compute how far materials moved and how many steps
correcting work performance. It includes identifying workers undertook in the completion of their tasks (Wren and
deviations and errors, then implementing corrective actions Bedeian, 2009).
to correct them.
Henri Fayol, a Frenchman, is credited with developing the
TOPIC 3 TYPES OF MANAGER AND THEIR ROLES management concepts of planning, organizing, coordination,
command, and control (Fayol, 1949), which were the
Interpersonal roles include figurehead, leadership, and precursors of today’s four basic management principles of
liaison activities. These roles focus on providing planning, organizing, leading, and controlling.
information and ideas.
Scientific management is a theory
Informational roles include monitoring, disseminating, and of management that analyses and synthesizes workflows.
spokesperson activities. These roles focus on processing Its main objective is improving economic efficiency,
information. especially labour productivity. It was one of the earliest
attempts to apply science to
Decisional roles include entrepreneur, disturbance handler, the engineering of processes to management.
resource allocator, and negotiator. These roles involve using
information. Scientific management is sometimes known
as Taylorism after its pioneer.
TOPIC 4 ADVANTAGES OF MANAGING PEOPLE Frederick Winslow Taylor. The father of scientific
WELL management.

A manager or business must be effective and efficient at the Scientific management is the use of scientific methods to
same time. There should be a balance between the two, as explain the ''best'' and most efficient way to complete a
Peter Drucker stated, efficiency supports profit and task.
effectiveness may drive growth. >It focuses on specifics of actual work tasks and their
efficiency more than other management theories.
Technical Skills
 Job-specific knowledge and techniques needed to Bureaucratic management is a management technique
proficiently perform specific tasks which uses a system of rules and procedures to organize and
 Managers must possess knowledge of the tasks control the work of an organization.
performed by his/her subordinates.
Bureaucracy also includes rigid hierarchies that lack 6. Systems Theory - An organization is a system consisting
transparency and feedback. of a number of interdependent parts functioning as a whole
for some purpose. These parts might include: inputs, a
According to Max Weber, bureaucracy is a form of transformation process, outputs, feedback, and the
rationalization where the inputs (what humans do) and environment. An organization is generally considered to be
outputs (resulting in economic value) are separated from open and organic with the subpart or subsystem interacting.
each other, making it difficult for humans to see practical
consequences of their actions. 7. Contingency Theory - This is a decision-making theory
of management. The behavior of one sub-unit of an
Six Rules of Bureaucracy organization is dependent on its environment and
1. Hierarchical Management Structure -Each level relationship to other units or sub-units that have some
controls the levels below and is controlled by the level control over the sequences desired by that sub-unit.
above. Authority and responsibilities are clearly defined for
each position. Operations management is concerned with all of the
physical processes involved in producing and delivering
2. Division of Labor - Tasks are clearly defined and goods and services to customers. Operations management
employees become skilled by specializing in doing one is the “guts” of a manufacturing or service company.
thing. There is a clear definition of authority and
responsibility. LESSON 3: PLANNING AND THE MISSION

3. Formal Selection Process - Employee selection and TOPIC 1: PLANNING AND MISSION
promotion are based on experience, competence, and
technical qualification demonstrated by examinations, Planning is the process of thinking regarding the activities
education, or training. There is no nepotism. required to achieve a desire mission. Planning is the mental
effort by anticipating possible causes or factors that may
4. Career Orientation - Management is separate from affect or change organization activities.
ownership, and managers are career employees. Protection
from arbitrary dismissal is guaranteed. Mission can be defined as the organizations purpose and its
overall intention. A mission statement is a brief explanation
5. Formal Rules and Regulations - Rules and regulations of why an organization exists.
are documented to ensure reliable and predictable behavior.
Managers must depend on formal organization rules in TOPIC 2: INTRODUCTION TO MISSION, VISION
employee relations. AND VALUES OF AN ORGANIZATION.

6. Impersonality - Rules are applied uniformly to everyone. The mission statement outlines what the organization must
There is no preferential treatment or favoritism. do today in order to accomplish the goal, while the vision
statement outlines where the organization wishes to be in
Quantitative approach to management applies the future.
mathematical models, information and optimization models,
computer simulations, and other quantitative techniques to A vision statement is a declaration of an organization's over
managerial decision-making. arching goals and what it aspirs be. The vision is a thorough
The primary branches of quantitative management theory outline of the benefits an organization offers.
include:
1. Management Science- Under the umbrella of The values of the company It offers the organization a
management science, there are a number of recognized moral framework for decision-making and establishes a
disciplines. benchmark for evaluating deeds.

2. Operations Management - The management of TOPIC 4 THE PLANNING CYCLE

functional processes employed in delivering the company's
value proposition. Define Objectives - choosing what needs to be completed
during the planning period is the first and most important
3. Quantitative Management - This approach focuses on step in the planning process.
the use of data analysis in management decision making.
Develop Premises - making predictions about the future is
4. Total Quality Management - This is an efficiency and necessary for planning. As plans are carried out, situations
waste reduction approach to management processes and will inevitably change, thus managers must predict what
decision making. those changes will be.

5. Management Info Systems - This field includes the use Evaluate Alternatives - a goal might be accomplished in
of technological and quantitative methods for the several different ways. The potential alternatives must be
observation, collection, organization, evaluation, and identified, and managers must assess their feasibility as well
dissemination of information across and throughout an as their likelihood of success.
organization.
Identify Resources - managers must next decide what maker trusts his own judgment (usually his intuition) and
resources are required to carry out the plan. They must allows that judgment to override evidence to the contrary.
assess the resources the company already has, what new Status-Quo Bias - some decision makers prefer to avoid
resources are required, when new resources are required, change and maintain the status quo.
and where new resources will be obtained.
Pro-innovative bias - is the opposite of the status-quo bias.
Plan and implement task - the organization's management Rather than prefer things to stay the same, the innovation
will then develop a road map to get it from where it is to bias gives preference to any new and innovative idea simply
where it wants to be. because it represents something new.

Determine tracking and evaluation methods - it is crucial TOPIC 2: STYLE OF DECISION MAKING
that management be able to monitor the plan's development.
The most important tasks, those that are most likely to have Styles of Decision-Making
issues, and those that could create bottlenecks and delay the
overall plan should all be identified in the plan. Analytical Style Decision-Making - People with an
analytical style of decision-making are those who are at
LESSON 4: MANAGEMENT DECISION MAKING ease with uncertainty but are determined to discover the
best or most comprehensive solution.
TOPIC 1: BARRIERS TO INDIVIDUAL DECISION
MAKING Directive Style Decision-Making - People who appreciate
structure and are driven by the outcomes of their decisions
Decision-making is a process of selecting a decision, are described as directive style decision makers. Directive
acquiring data, and weighing potential solutions. style decision makers take immediate action and have a
"decide and move on” approach.
Information-Related Barriers- Almost every decision is
based at least in part on information that the decision maker Conceptual Style Decision-Making - The conceptual style
trusts. The reliability and use of that information can decision maker is likely to daydream frequently and quickly
potentially lead to multiple problems. generate unique ideas when necessary.

Circumstance and Time-Related Barriers - One of the Behavioral Style Decision-Making - You probably put
most common issues is stress, which can arise from a great other people's needs, wants, and perspectives ahead of your
number of sources. If the decision maker is experiencing own while making decisions.
abnormal levels of stress either in his personal life or work
environment, that can often lead him to poor decisions that The problem Avoider-Smoother - He seeks to maintain
are out of character. the organizational status quo and acts from making changes.
He tries to maintain current conditions and would avoid
rocking the boat.
Cognitive Biases - Even when circumstances are conducive
to good decisions and a sufficient supply of accurate The Problem Solver - It is the most common of all
information is available, there are still several ways in managers. He solves managerial problems in the normal
which decision makers might be at fault in their manner of course of doing things.
judgment.
The Problem Seeker - This type of manager seeks out
Confirmation bias - is the tendency to seek out or prefer problems and attempts to deal with them before they
information and opinions that we believe will confirm our emerge as a major difficulty for the business.
own judgment.
TOPIC 3: RATIONAL vs OTHER TYPES OF
Framing bias - is the tendency to be influenced by the way DECISION MAKING
that a situation or problem is presented.
Managers can arrive at the best decisions using a process
Hindsight bias - is the tendency to believe falsely that we called rational decision making, which involves logical
would have accurately predicted the outcome of an event processes. It is the process of identifying the right problem
after that outcome is known. to solve and for illuminating new and creative opportunities.
Anchoring bias - is a tendency to fixate on initial Identifying and Diagnosing the Problem - It is very
information and then fail to adjust for subsequent
important that the problem is properly identified and that
information.
the manager recognizes that it exists.
Halo effect - concerns the preferential attitude that we have
toward certain individuals or organizations. Analyze the Decision Environment - the manager should
be careful in making assumptions that he has correctly
Overconfident bias - is particularly easy to understand. It identified the problem by just looking at the symptoms.
basically amounts to the idea that an individual decision
Articulate and Develop Hypothesis - upon identifying the Framework of thinking about evidence - the framework
problem and its symptoms and causes we must identify includes contributions from researchers and practitioners to
further the opportunities that will be derived from the provide a more comprehensive view of evidence that is
findings. appropriate and necessary for decision-making.

Develop Alternatives - rational decision-making process 3 Dimensions of Decision-Making Framework

focuses on developing viable options. These are alternatives
Contextual evidence - is a collection of measurable factors
that are feasible, realistic, and sufficient.
in the community that may impact the success of a
prevention strategy.
Evaluating Alternatives - this stage includes determining Contextual evidence refers to information about whether a
the value or the adequacy of the alternatives that are were strategy “fits” with the context in which it is to be
generate. implemented.

Make the Choice with Alternative is Feasible - Best available evidence - is one of the cornerstones of
once you have considered the best possible alternative it evidence-based decision making. The implication is that
must maximize the company benefits that can be derived in evidence falls along a continuum from very strong evidence
the implementation. It must develop positive consequences at one end to very weak evidence at the other end.
and operation shall be directed towards better performance.
Experimental evidence -is the collective experience and
Implementing the Decision - the chosen decision expertise of those who have practiced or lived in a particular
setting. It also includes the knowledge of subject matter
alternative must be implemented. The decision and its
experts.
justification must be understood by those who will put it
into practice. CHARACTERISTIC OF DECISION MAKING

Evaluating the Decision - since this is the last step in the Transparency - is the quality of being easily seen through,
decision-making process, the management must track the while transparency in a business or governance context
implementation's progress, gather feedback, and assess any refers to being open and honest.
positive or negative impacts.
Inclusiveness/Participation - activates diversity to improve
Some of the most useful techniques employed by innovation, engagement, and results across the enterprise.
managers: Ensuring inclusion and participation in decision-making;
 Brainstorming and consultation
Human beings have been using the brain power in
Openness/Explicitness - involves actively seeking out
improving our quality of life. It requires freedom of
experiences and being thoughtful or reflective about what is
expression by individuals within the group with little encountered in everyday life.
structure as possible.
Brainstorming is effective on a group of not more than Skilled leadership and Facilitation - Making decisions,
seven (7) individuals who are willing to put their time and and supervising those who make decisions beneath you, are
effort towards the solution of organization problem. two basic tasks of leadership. One of the most important
sets of skills for leaders and members are facilitation skills.
 Develop Nominal Groups These are the "process" skills we use to guide and direct key
This technique follows many of the fundamental features of parts of our organizing work with groups of people such as
brainstorming, but it is modified to allow members to meetings, planning sessions, and training of our members
develop ideas independently through research and study. and leaders.

Defined Process - a defined process consists of a well-

 Independent Survey Method
defined set of steps that need to be followed for the goal to
This is used to develop new and futuristic ideas that shall
be achieved. A defined process produces the same outcome
guide management during its direction to future operation. every time and has low volatility which could be predicted.
Although the respondents are recognized, they remain
anonymous to one another. TOPIC 5:THE USE OF DECISION TREE

A decision tree is a type of flowchart that, in its most basic

TOPIC 4 :EVIDENCE-BASED DECISION MAKING form, depicts a clear path to a choice. It is a kind of
algorithm used in data analytics that classifies data using
Evidence Based Decision is a process for making decisions conditional "control" expressions. A decision tree begins at
about a program, practice, or policy that is grounded in the a single node (or "node") and branches out in two or more
best available research evidence and informed by ways from there.
experiential evidence from the field and relevant contextual
evidence.
PARTS OF DECISION TREE LESSON 5: ORGANIZATIONAL STRACTURE

Decision nodes - Symbolizing a choice (typically shown TOPIC 1:THE PURPOSE OF ORGANIZATION
with a square)
An organization is a group of individuals working together
Chance nodes - illustrating likelihood or ambiguity to achieve predetermined goals.
(typically denoted by a circle) Organizations can also be characterized by the formality of
their structures.
End nodes - illustrating a result (typically shown with a
triangle). Organizations can be either formal or informal.

'Branches' are the connections that exist between these Formal Organization is the structure of an organization
various nodes. Trees of varying complexity can be made by that is formally constructed by management to fulfill the set
repeatedly combining nodes and branches in a variety of goals.
ways.
Root Nodes - what we refer to as a "root node"—the blue Formal Organizational structures may be described in
decision node in the figure above—is always the first node terms of three features:
in the path. All other choice, chance, and end nodes
ultimately branch from this node. Formalization - The degree to which labor activities or
occupations are standardized is referred to as formalization.
Leaf Nodes - in the diagram above, the purple terminal Complexity - Another feature of a formal structure is
nodes are what we call "leaf nodes". They mark the end of complexity, which refers to the degree of distinction
the decision path (or result). Leaf nodes never branch or between units based on the work they perform.
branch, so they are always identifiable. Just like real leaves!
Centralization - In a centralized organization, the top
Internal Nodes - these can include decision nodes and individual has all control and decision-making ability.
chance nodes (only chance nodes are used in this diagram
for simplicity). Internal nodes are easy to identify - each has The informal organization is a network of personal and
its own branch and is connected to the previous node at the social interactions that emerge spontaneously when
same time. individuals interact with one another in the workplace.

Split - a branch or "split" is the division of a node into two TOPIC 2: COMMON ORGANIZATIONAL
or more of her sub-nodes. These sub-nodes can be other STRACTURE
internal nodes or lead to outcomes (leaf/leaf nodes).
Organizational structure is the foundation of all
Clipping - decision trees can be very complex. In such operational practices and workflows in any organization.
cases, irrelevant data may be overemphasized. To avoid this
problem, you can remove specific nodes using a process Basic Elements of Organizational Structure Design
called "pruning". Pruning is exactly what it sounds like.
When unwanted branches grow on the tree, cut them off. Work Specialization - It is defined as the division of tasks
simply. among employees in line with their job descriptions.

TOPIC 6:MANAGING GROUP DECISION MAKING Departmentation - It refers to the division of employees
into departments or groups according to the duties they
A sort of participatory process called group decision- perform. These divisions cooperate to carry out
making involves several people working together to responsibilities under the supervision of their respective
examine issues or circumstances, discuss and assess various leadership.
courses of action, and choose one or more solutions from
the available options. Chain of command - Is an organization's method for
disseminating commands and reporting information.
Decision-making procedures can be either unstructured or
structured. The size, demographic make-up, structure, and Span of Control - The term "span of control" refers to a
purpose of organizations, together with their nature and system that limits the number of subordinates that managers
composition, all have an impact on how well they work. or supervisors in each business can effectively and
efficiently supervise.
Groupthink is a group pressure phenomenon that increases
the risk of the group making flawed decisions by leading to Centralization and Decentralization - The notions of
reduced mental efficiency, reality testing, and moral centralization and decentralization describe how managers
judgment. and employees contribute to the goals and strategy of an
organization.
 Centralization gives leaders complete control over
decision-making processes, strategic planning, goal
setting, budgeting, and talent deployment.
 Decentralization distributes formal decision-making The internal environment is influenced by the jobs and the
authority across several people or teams and permits employees as they relate to those jobs. The employees’
employees to have an impact on business decisions. influence on the internal environment is directly related to
their level of engagement, or job satisfaction.
THE 7 TYPES OF ORGANIZATIONAL STRACTURE
The 5 job characteristics model, proposed by Richard
1. Functional Organizational Structure - This structure is Hackman and Greg Oldham in 1980.
the most basic structure in organization and supervision is
made simpler in this situation. 1. Skill variety – a degree of which the job requires a
person to use multiple high-level skills.
2. Divisional Organizational Structure - Employees are
split into divisions based on a common geographic area or 2.Task identity - a degree of which a person is responsible
product. Teams within divisional organizations are focused for completing an identifiable task from start to finish.
on a certain product or market.
3. Task significance – a degree of which a person’s job
affects customers or other people’s work.
3. Matrix Organizational Structure - Functional and
divisional structures are combined in this arrangement. To 4. Autonomy – the degree to which a person can decide
work on one or more multidisciplinary teams, specialists how to perform his or her tasks.
from functional departments are assigned.
5. Feedback - the degree to which a person learns whether
they are doing their job well.
4. Team Organizational Structure - Team-based
organizational structures are a team that work together to TOPIC 4: CURRENT TRENDS IN ORGANIZATION
complete their separate jobs while pursuing a shared AND JOB DESIGN
objective. This structure encourages problem-solving,
decision-making, and teamwork and are less hierarchical. Flatter Organizational Structures - Most businesses have
hierarchically arranged management layers. Fewer layers
between the leadership team from the personnel in a flatter
5. Network Organizational Structure - Organizations that
organization since several of those chains of command are
use a network organizational structure group specific staff removed.
categories based on a shared expertise. Teams in a network
organization are made up of both full-time employees and Employee Empowerment - Most of an employee's
independent contractors, allowing in-house staff to focus decision-making authority was eliminated by the traditional
most of their time on the task in which they are most hierarchical structure.
competent.
Flexible Work Schedule - It refers to work environments
and schedules that don't have the typical restrictions of a
6. Hierarchical Organizational Structure - It is the form standard job, describes flexible work arrangements.
of direct chain of command organizational structure that is
most common. In this situation, there is a chain of command Learning in the flow of work - Every organization worth is
that extends from top management to general employees via becoming more and more dependent on its capacity for
several executives at the departmental and team levels. quick learning. Team inside organizations are expected to
become more resilient to promote growth and deal with
unpredictability.
7. Flat Organizational Structure - There are only few
middle managers in a flat organizational structure, each The impact of Al on organizational learning -Artificial
employee basically has the same level of control and Intelligence or AI and machine learning are making market
authority. Flat organizational structures, sometimes known entrances in numerous industries. Their strength lies in
as "flatarchies," are usually applied by startups and small facilitating connections between individuals and the ideas
firms because to their simplicity. based on needs and interests in the context of corporate
learning and development.
TOPIC 3:FACTORS IMPACTING
ORGANIZATIONAL DESIGN Collective sense-making - The capacity to quickly adapt to
and utilize new information is known as sense-making.
External Environment - The first factor to influence an Making sense can be considered an enduring skill.
organization’s design will be that of the external According to Deloitte, persistent capabilities are
environment. The external environment consists of "observable human traits.
everything outside of organizations that can affect their
performance and outcomes. Engaging employees in your company purpose -
Participatory working methods are the only way to create a
corporation with a purpose. According to Deloitte,
importance on purpose than salary, organizational
 structures must change to accommodate people’s capacity 5. Increases Agility
for self-directed collaboration. Teams can be constituted and appointed to a job or project
on an as-needed basis under a flatter structure without
From one-off change processes to continuous leadership permission and with less usage of administrative
development- The outcome of transformation is developed resources.
and shaped via learning rather than having a predetermined
aim. LESSON 6 : INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT
Implementing change is about facilitation -Facilitation is
a method of co-creating transformation, not only one-time TOPIC 1:THE PURPOSE OF HUMAN RESOURCE
meetings, and workshops. MANAGEMENT

Digitalization is transforming even the late-blooming Human resource management is the strategic and
organizations. - In the finest scenarios, collaborative coherent approach to the effective and
decision-making and actual chances for participation are efficient management of people in a company or
provided by digital working methods. organization such that they help their business gain a
competitive advantage.

Three most common structures Four basic functions of Human Resource Management

1. Flatarchies - while some departments are set up to Planning is necessary to provide the organization with its
follow a traditional hierarchy, others are designed to do so. objectives. Planning also aids in choosing the most effective
Flatarchies handle management and team structure in a methods for achieving the objectives.
more specific manner.
Organizing the organization’s structure must be designed
2. Flatter structure - all employees in an "automated" and developed by the human resource manager in order to
organization have equal access to authority and decision- carry out the various operations once he has established
making, and they all operate on an even playing field. the objectives and created plans and programs to achieve
them.
3. Holacratic - organization has no managers, bosses, or job
titles. Instead, team members hold "roles" which change as Directing to accomplish the objectives of the
needed and are part of self-organized "circles" of team organization, workers must be motivated and motivated to
members. work well. To put it another way, the directing duties of
HRM involve inspiring and directing individuals to carry
out the personnel initiatives.
Difference between Flatter Structure and Flat Structure
Controlling is the process of enforcing compliance with
A flatter structure would be regarded as mid-sized and plans developed in accordance with organizational goals.
have fewer levels than a standard hierarchical organization
and managerial positions are still there. More than three TOPIC 2:LAWS AFFECTING HUMAN RESOURCES
layers of management are unusual in flatter organizations.
PRACTICES
No supervisors or tiers of seniority exist in a flat
organization. It is simply the managers at its employees.
The Equal Employment Opportunity Commission (EEOC)
5 Benefits of a Flatter Structure is incharge of interpreting and enforcing workplace
discrimination laws.
1. Higher Visibility
Everyone in the organization has more visibility thanks to a There are employers may not discriminate against the
flatter structure. Employees would benefit from a clearer employees because of:
knowledge of the objectives and vision of their company.
 Race or color: black people, white people, people of
2. Better communication Asian ancestry, and indigenous peoples all fall under
There is a closer link between workers, management, and this category.\
leadership with a flatter structure.
 Religion: Employers must "reasonably accommodate"
3. Faster Decision-making a current or potential employee's religious observance
The line of command might make it difficult for questions, or practice unless doing so would place a "undue
worries and creative ideas to reach the top. hardship on the conduct of the employer's business,"
according to the EEOC. Protections "include moral or
4. Promotes Autonomy ethical beliefs as to what is right and wrong which are
Employees are given the tools they need to take sincerely held with the strength of traditional religious
responsibility for their tasks, workflows, results, and outputs views."
in flatter organizations.
 National origin: Therefore, unless language or other 3. Preliminary Phone Interview - Quite a few job
requirements make it impossible for the person to applicants look “good on paper,” meaning that their
perform the job effectively, employers are not allowed resumes are impressive.
to discriminate against employees based on the country
of their birth or the country of their ancestors. 4. Face-to-Face Interview and Selection - After
preliminary interviews are completed, HR can provide the
 Sex: this means that no employer is allowed to treat
hiring manager with a set of promising applicants who have
employees differently based on their gender.
the skills, credentials, and background to fit the manager’s
KEY LAWS THAT AFFECTING HUMAN needs.
RESOURCES PRACTICES
A. Planning and preparation
1. Civi Rights Acts of 1964 Before starting an interview, it’s important for a manager to
People who were frequently subjected to have read the applicant’s resume, prepare questions, and
discrimination due to their race, national origin, gender, know what he wants to learn during the interview.
color, or religion are intended to be protected by this law.
The act's Title VII specifically addresses employment.
B. Understanding the job
2. Equal Pay Act of 1963 When that happens, it’s important for the manager to talk
This law makes it illegal to pay men more than with people who are doing the job now as well as direct
women for the same work. supervisors and teammates.

3. Uniformed Services Employment and Reemployment C. Connecting with the applicant

Rights Act of 1994 (USERRA) Most people are nervous at job interviews. And it's
If called to uniformed service, this law provides job important to set the applicant at ease so she can put her best
protections for those who are called. foot forward. Instead of just saying "don't be nervous", good
managers spend some time chatting with Candidate
4. Fair Labor Standard Atc of 1938
and explaining the interview process.
Sets the federal minimum wage (periodically raised by
Congress), restricts child labor, sets overtime pay.
D. Active listening
5. Retirement Income Security Act of 1974 Managers want to learn about candidates, so active listening
Establishes minimum requirements for the majority of is very important. Managers need to show that they are
voluntarily established retirement and health plans in the interested by nodding, asking follow-up questions, smiling,
private sector to protect people. or otherwise using body language to encourage the
candidate to share information.
6. Occupational Safety and Health Act of 1970
The safety and health act guarantees a workplace free of
hazards and safeguards the health and safety of employees. 5. The Job Offer
Once the hiring manager decides who they’d like to hire,
TOPIC 3:RECRUITMENT AND PLACEMENT OF the HR department makes an offer. Typically, a job offer
QUALIFIED JOB APPLICANTS includes information about salary and benefits as well as
details about the job requirements.
The recruitment process is the steps to drawing in and
selecting a new employee to fill an opening in an
TOPIC 4:EMPLOYES ORIENTATION AND
organization. It requires a series of collecting and reviewing
resumes, conducting job interviews, and finally selecting TRAINING
and on boarding an employee to start working for the
Some types of training techniques include:
Several steps in recruitment and selection process: • Self-paced online training in areas such as software
skills, safety procedures, or other technical skills.
1. Advertising Openings and Recruiting Candidates -
Advertising in newspapers and trade publications can be • Hands-on training in the use of equipment or
effective. Most recruiters also use online sources to find job machines ranging from copiers to heavy equipment.
candidates.
• Leader-led group training programs to teach “soft”
2. Screening Applicants - They look carefully at resumes, skills such as coaching, team building, customer
skills, and level of experience to be sure the individual
service, client management.
really meets the criteria for the job. They also do
background checks on applicants who appear promising,
checking on possible criminal records or other serious • “Shadowing” or following a skilled employee to
issues. observe and learn skills and procedures.
 • Mentoring or one-on-one meetings to review work, Shadowing is a technique in which a newer employee
discuss options, and provide feedback. literally “shadows” or follows a more experienced colleague
to watch and learn from his or her techniques.
TOPIC 5:EMPLOYEE DEVELOPMENT AND
PERFORMANCE EVALUATION Mentorship and coaching are generally offered not by
peers but by managers who have the experience and
Employee development is the process by which
knowledge to advise promising employees.
employees become even more valuable by building their
skills and expanding their capabilities.
TOPIC 6:EMPLOYMENT COMPENSATION,
Performance evaluations are a tool for determining how INCENTIVE, AND BENEFITS STRATEGIES
quickly and well an employee is developing.
Employee compensation is when a business offers benefits
through monetary value in return for the skills they have
An employee performance evaluation, also known as a made in business.
“performance review,” is a process used by organizations
to give employees feedback on their job performance and Incentive to boost employee morale and drive engagement
formally document that performance. you may need employee incentives or rewards. In order to
provide high morale employees they should offer them
a reward for a good performance and consequences if they
A ratings scale—or grading system—is probably the most don’t do well.
commonly used performance review method. This method
is based on a set of employer-developed criteria—which Compensation is a package of worth comprising benefits
can include behaviours, traits, competencies, or completed intended for employees. Being compensated by the
projects—against which employees are judged. company is a kind of worth for the side of the employee that
is the reason why it is valuable.
Self-evaluation requires an employee to judge his or her
own performance against predetermined criteria. TOPIC 7:EMPLOYEE SEPARATION AND
TERMINATION
Behavioural checklist is exactly what it sounds like: a
checklist of behaviours an employee must exhibit to be Employee Separation is the discontinuation of his
considered a valuable member of the team—and thus, employment contract with the company.
to receive a favourable review.

360-Degree Feedback the employee and his or her manager Types of Employee Separation
will still complete an assessment of the employee’s work
performance and technical skill set. 1. Voluntary Separations - he employee discontinues his
services on his own consent in the organization.
Management by Objectives with this method, the manager The most common forms of voluntary separation are:
and his or her employee will “agree upon Resign or Quit
specific, obtainable objectives with a set deadline. The employee may quit his job due to personal or
professional reasons. It may affect the goodwill of the
Formal Employee Development Strategies. Often planned company when it occurs often.
and implemented by HR and/or consultants, online training
Retirement is the completion of employees occupational
companies, and universities. Topics taught range from
tenure. This involves discontinuation of service as the
“soft” skills (interpersonal communication, public speaking, employee reaches the age of retirement.
negotiation, leadership skills, etc.) to “hard” technical skills
(coding, accounting, systems administration, etc.). Retirement can be of two types:

Informal Employee Development Strategies. In addition Compulsory Retirement When employees reach the age of
to formal employee development, many corporations offer superannuation, they have to retire
informal development options. These often take the form of Compulsorily.
on-the-job training, shadowing, mentorship, or similar
experiences that allow newer employees to learn from Voluntary Retirement Scheme (VRS) The employees can
senior staff. opt for retirement before reaching retirement age. It is
also known as the Golden Handshake Scheme. The
organization offers VRS to its employees.
On the job training may involve a newer employee
watching and then imitating a more experienced colleague. 2. Involuntary Separations - Here, the employer
terminates the services of their employees due to
organizational reasons.
The different types of involuntary separation are: 4. Mutual Termination - As the name suggests, this
termination arises when both parties conclude that they are
Discharge is an involuntary separation in which the not a good fit.
organization ceases employee services. The discharge of
the employee might be due to his non-productivity. LESSON 7 CULTURE AND DIVERSITY

TOPIC 1: WHAT IS ORGANIZATIONAL CULTURE

Dismissal is the termination of the employee resulting from
his non-performance or misconduct. Organizational culture refers to all of a company's
attitudes, values, and beliefs as well as how they affect how
Layoff is when an organization separates their employees its personnel behave.
for a short stretch of time. The objective of laying off the
workforce is to make the firm lean in shape and remain Organizational culture also refers to the structure, values,
competitive. sociology, and psychology of an organization, such as a
business or non-profit.
Retrenchment in this, organizations need to separate
employees permanently due to economic reasons. The In organizations, culture is a method of "sense-making."
organizations may not recall employees. Sense-making is defined as "a collaborative process of
creating shared awareness and understanding out of
different individuals' perspectives and varied interests."
Downsizing refers to making the organization lean by
reducing the force. Layoffs are mandatory in Downsizing. TOPIC 2: KEY DIMENSION OF ORGANIZAITONAL
Rightsizing may adjust the existing workforce. CULTURE

Compulsory Resignation the employer may ask its An organization’s culture is the systematic way
employee to leave the organization or resign. employees, leaders, and work groups behave and interact
The organizations opt for obligatory resignation in critical with each other.
situations and avoid dismissal.
Geert Hofstede, social psychologist and foremost authority
Employee Separation Process on global and organizational cultures, defines six
dimensions.
1. Notification - Both the company and the employee may
send a notification to the HR department. 1. Means- vs. goal-oriented
A means-oriented culture places importance on how work
gets done. A goal-oriented culture identifies with what
2. Termination Checklist - The manager must collect data,
work gets done. There is a strong focus on achieving an end
documents, and properties from the employee.
result.
3. Final Payment - Employee submits no dues to the
finance department, after completing the necessary 2. Internally vs. externally driven
documentation. Employees within an internally-driven culture see
themselves as experts; they feel they know what is best for
Managing Separation separation takes place in every the client and customer and act accordingly. Employees
organization, either voluntary or involuntary. It possesses working in an externally-driven culture are very
certain benefits and carries some costs. customer-oriented and will do whatever the customer wants.
Their mantra might be, “the customer is always right” and
Employee termination means the end of employment of a their favorite metric customer satisfaction.
worker with a company. A departure, as such, has many
causes and types. 3. Easygoing vs. strict work discipline
In an easygoing culture, the approach to work is informal,
Types of Employee Termination loose, unpredictable, and these characteristics facilitate a
high level of innovation. In a strict culture, there is a fair
1. Voluntary Termination - In this type of termination, the amount of planning, which leads to efficiency and
worker takes the initiative to leave the company. A productivity. People take punctuality seriously and delegate
decision, as such, can be for many professional or personal work with detailed instructions.
reasons.
4. Local vs. Professional
2. Involuntary termination - refers to an event wherein the In a local organizational culture, employees identify with
employer removes a worker from employment. their boss and their teammates. In a company with a
professional culture, employees identify with their
3. Employment at Will - this termination type dictates that profession or the content of the work.
an employer can fire a worker anywhere at any place
without any reason. 5. Open vs. closed system
In an open system, newcomers are welcomed easily. People
are inclusive and take the approach that anyone will fit in
well with the organization. A closed system is more Recruitment and Selection
exclusive, where newcomers have to prove themselves. Perhaps no factor is more important to organizational
culture than recruiting and selecting the right types of
employees.

6. Employee- vs. work-centered TOPIC 4: INITIATING AND FOSTERING

In a culture with an employee-centered management CULTURAL CHANGE
philosophy, leaders take responsibility for the happiness,
well-being, and satisfaction of their employees. In a work- Initiating Change
centered culture, a focus on high task performance can Although there are many ways to initiate change, the most
come at the expense of employees. In this environment, effective methods come from the top down. One of the keys
there is a low level of empathy for personal problems. to making change happen is the actions of the corporate
leader.
ORGANIZATIONAL PROFILE CULTURE
Role modeling.
Detail-oriented companies are all about meticulous If the need for organizational change is communicated from
attention to details. These companies tend to be in the top down, it must be modeled from the top down as
customer-oriented industries in which such precision is well.
valued.
Changing leaders.
Innovative individuals who want opportunities to invent Once a company has made a commitment to change, it’s
new products or services should consider working for important that all members of the senior management team
companies understand and embrace the change. In some cases,
individuals may dig in their heels and refuse to change their
Aggressive although some companies value cooperation, practices.
others value aggressive competition.
Managing Change
Outcome-oriented businesses are all about results. As is often the reality, it’s easy to start a process—but much
more difficult to manage it over time.
Stable employees at a stable corporation know exactly who
is in charge, who to report to, and what they are expected to The following techniques can help ensure that change is
accomplish. institutionalized:

People-oriented if you work for a people-oriented Excellent communication.

corporation, you can expect the company to care about you. That’s the key conclusion of a 2016 study, “Where Change
They value fairness and are supportive of individuals’ rights Management Fails,” from Robert Half Management
and dignity. Resources.

Team-oriented employees who like to collaborate and Changing leaders who present barriers to change.
cooperate with team members do well in team-oriented It’s hard for employees to make change when their own
companies. managers are resistant to new ideas.

TOPIC 3: INFLUENCES ON ORGANIZATIONAL Training programs.

CULTURE When organizational culture is the source of unethical or
unsafe practices, training can be the key to change.
Organizational culture is a group of employees’ way of
life. Changing reward systems and corporate symbols.
To let employees know things have really changed, it may
Top Leadership Principles be necessary to change incentives.
How an organization’s leadership team runs the business
affects the policies, procedures, and rules set for employees. Changing the look and feel of the workplace.
A workplace “makeover” can have a profound impact on
Nature of the Business change. Visual cues can quickly and effectively let
The purpose, market, and operations of an organization employees know that they are encouraged to gather around
have an impact on employees’ behavior. a large table in a shared work area.

Company Values, Policies and Work Ambiance TOPIC 5: EMPLOYEE DIVERSITY

Employees develop the values emphasized in the policies, Diversity in the workplace refers to an organization that
procedures, and work environment. intentionally employs a workforce comprised of individuals
with a range of characteristics, such as gender, religion,
Clients and External Parties race, age, ethnicity, sexual orientation, education, and other
The clients that the company serves are an often overlooked attributes.
factor that affects organizational culture.
 Unfortunately, there are individuals who cannot tolerate
people who are different from them. This can result in acts
of racism, sexual harassment, or even religious
discrimination.

2. Communication Barriers
The Benefits of Diversity in the Workplace Having a diverse team could mean that some of the
members speak foreign languages.
New perspectives
When you hire people from diverse backgrounds, 3. Different Interpretations of Professional Etiquette
nationalities, and cultures, you’re bringing a fresh array of Different cultures have different traditions. In addition to
perspectives to the table. that, they also have different values and etiquette when it
comes to the workplace.
Wider talent pool
Employees are no longer simply seeking a 9-to-5 job that What are the types of diversity?
pays well. They’re looking for space where they can grow, Based on the standard diversity definition, the types of
feel accepted, and be challenged. diversity in a social context are theoretically infinite:
 Cultural diversity
More innovation  Racial diversity
Workplace diversity leads to innovation. If you think about  Religious diversity
it, the correlation makes sense.  Age diversity
 Sex / Gender diversity
Better employee performance  Sexual orientation
Diversity and inclusion go hand-in-hand. When you create a  Disability
work environment where employees see a representation of
a variety of cultures, backgrounds, and ways of thinking,
they’re more likely to feel comfortable being themselves.

The Advantages of Having a Diverse Workplace

1. Greater Creativity and Innovation

Whenever a group of likeminded people are put together,
they will generate similar ideas. This is because their
thinking patterns are very much alike.

2. Increased Productivity
Diversity and productivity go hand in hand. Research has
found that diversifying your team can boost productivity by
35%.. A diverse workforce is more likely to understand
your customers’ needs and come up with ideas to fulfill
them.

3. Reduced Employee Turnover

A workplace that encourages diversity and inclusion will
make employees feel valued and accepted. This will ensure
happiness among your workforce.

4. Connect to a Wider Range of Consumers

If you want to target a wide range of consumers, you’ll need
a diverse workforce. By hiring individuals of varying
backgrounds, languages, etc. you can ensure that your
company appeals to a wider target market.

5. Increased Revenue
Increasing revenue is a priority in any company. By
reaping all the benefits of a diverse workforce, you will
come closer to your ultimate goal of increasing profits.

The Challenges of Creating a Diverse Workforce

1. Unfair Prejudices