Organization and Management Concepts

Submission Compilation

1. Case Study: Non Profit Organization
2. Sample Job Hiring

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Contents

• Non-Profit Organization
  • Management Roles
  • NGO vs. NPO
• Business Environment
  • External Business Environment
    - Micro External Environment
    - Macro External Environment
  • Internal Business Environment
    - Components of Internal Business Environment
• Staffing
  • Factors Affecting Staffing
  • Recruitment vs. Selection
  • Training & Development
• Job Analysis
  • Job Design
  • Human Resource Information System (HRIS)

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Non-Profit Organizations (NPO)

• is a group organized for purposes other than generating profit. Unlike profit organizations, NPOs reinvest all income into the organization's mission or cause, without distributing any profits to members, directors, or officers.

Key Characteristics

• Operate independently, sometimes with governmental funding but without direct government oversight.
• Legal responsibilities often include reporting on supervision, economic activities, accountability, auditing, and maintaining donor tax status.

Common Goals and Activities

NPOs typically serve purposes in the areas of:

• Religious missions
• Charitable initiatives
• Scientific research
• Public safety efforts
• Literary and educational programs
• Promoting amateur sports (nationally or internationally)
• Preventing cruelty to children or animals

Roles and Functions in Management

Management in NPOs includes the core functions of:

• Planning
• Organizing
• Leading (Directing)
• Controlling

Management Roles

Henri Mintzberg, a renowned management theorist, defined ten managerial roles across three categories:

1. Interpersonal Roles

   • Figurehead: Symbolic leader for social/legal duties
   • Leader: Motivates and directs employees
   • Liaison: Builds external networks for information and partnerships

2. Informational Roles

   • Monitor: Collects organizational and environmental information
   • Disseminator: Shares information within the organization
   • Spokesperson: Represents the organization externally

3. Decisional Roles

   • Entrepreneur: Initiates projects for improvement
   • Disturbance Handler: Manages conflicts and crises
   • Resource Allocator: Directs resources to essential areas
   • Negotiator: Engages in significant negotiations

NGO vs. NPO

• Both Non-Governmental Organizations (NGOs) and NPOs aim to benefit the community, but NGOs generally operate on a larger, often global scale. NPOs usually work within local or national contexts.

Scope and Scale

• NGOs: Operate on a global scale, addressing issues like climate change and human rights. They often engage in advocacy at international levels and work with governments and intergovernmental organizations. Examples include the Red Cross and Amnesty International.
• NPOs: Focus on local or national contexts, directly serving community needs such as education and health care. They engage in grassroots efforts and are typically community-oriented, addressing specific local issues.

Focus and Mission

• NGOs: Have a broad mission that includes humanitarian aid and long-term development projects. Their focus can shift based on global trends and funding sources.
• NPOs: Tend to concentrate on specific local issues, often involving community members in decision-making. They prioritize programs that directly benefit their communities.

Funding

• NGOs: Funded through international organizations, foreign governments, and large philanthropic foundations, enabling them to support large-scale projects.
• NPOs: Rely on local fundraising, individual donations, and government grants, which can limit their operational scale compared to NGOs.

In essence, NGOs tackle global challenges while NPOs address local needs, making each vital in their respective roles in promoting public good. Non-Profit Organizations focus on advancing social, educational, and charitable causes without the intention of generating profit. They operate under strict legal and financial guidelines, with structured management aimed at achieving their community-centered goals effectively and responsibly.

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Environmental Scanning

Environmental scanning is the process of gathering, analyzing, and dispensing information for tactical or strategic purposes.

Business Environment

The business environment consists of internal and external factors.

External Business Environment

The external environment includes conditions and forces beyond an individual business unit that influence its operations. These factors are typically uncontrollable.

Types of External Business Environment

1. Micro External Environment

   • Customers: Central to business existence; sustaining customers is key.
   • Suppliers: Provide essential inputs like raw materials.
   • Stockholders: Investors who can impact organizational growth by funding.
   • Media: Influences reputation through coverage; positive media can enhance visibility while negative can harm it.
   • Competitors: Organizations must consider competition and rival strategies.

2. Macro External Environment

   • Political: Government policies can directly affect business opportunities (e.g., subsidies).
   • Economic: Economic factors such as taxation, spending, and interest rates influence business performance.
   • Social: Shifts in consumer behavior and beliefs (e.g., health awareness) impact market dynamics.
   • Technological: Rapid technological advancements affect production processes and innovation.
   • Legal: Changes in legislation (e.g., employment laws) can impact operational practices.
   • Environmental: Awareness of climate change influences operational strategies and market creation.

Internal Business Environment

The internal environment encompasses elements within the organization, including employees, management, and corporate culture.

Components of Internal Business Environment

• Mission Statement: Describes the organization's purpose and distinguishing attributes.
• Products: Items offered for sale, including goods and services.
• Machinery: Equipment used for production and business operations.
• Organizational Structure: Hierarchical arrangement of tasks and responsibilities affecting information flow and decision-making.
• Organizational Culture: Represents the personality of the organization, shaping member behavior and distinguishing it from others.

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Staffing

Definition of Staffing

• Staffing: The process of filling positions in an organization with qualified personnel to positively impact effectiveness.

Key Perspectives

• McFarland: Managers build an organization through recruitment, selection, and development of capable employees.
• Koontz et al.: Staffing involves filling positions through workforce requirements, recruitment, selection, and training.

Features of Staffing

• All-pervasive function of management
• Dynamic and vast in scope

Objectives of Staffing

• Ensure availability of manpower at the right time and place
• Address job analysis issues

Importance of Staffing

• Optimum use of resources
• Enhances corporate image and job satisfaction

Elements of Staffing

• Manpower planning
• Job analysis
• Recruitment and selection
• Training and development
• Performance appraisal

Factors Affecting Staffing

External Factors

1. Nature of rivalry for human resources
2. Legal factors (e.g., child labor laws)
3. Socio-cultural factors (e.g., gender roles)
4. External influences (e.g., political pressures)

Internal Factors

• Organizational image
• Past practices
• Size of the organization
• Business plan

Recruitment

• Definition: Locating and attracting capable candidates for current or future needs.
• Purpose: Create a pool of interested candidates for selection.

Recruitment Sources

• Internal: Promotions, transfers, internal notifications.
• External: Campus recruitment, advertisements, employment agencies.

Selection Process

• Steps:

1. Completing application materials
2. Conducting interviews
3. Completing tests
4. Background investigations
5. Socialization
6. Hiring decision

Recruitment vs. Selection

Feature	Recruitment	Selection
Purpose	Attract maximum candidates	Choose the best candidates
Process	Creates a large application pool	Rejection process with few selected
Techniques	Less intensive	Highly specialized techniques
Outcome	Pool of applicants	Candidate offered the job

Recruitment Process

Feature	Recruitment	Selection
Methods	Advertisement	Screening applications
	Employment agencies	Selection tests
	On-campus recruitment	Interviews
	Employee recommendations	Checking references
	Labor unions	Physical examination
	Gate hiring	Approval by authority

Training & Development

• Training: Short-term process for acquiring specific skills.
• Development: Long-term educational process for gaining theoretical knowledge.

Importance of Training & Development

• Increases efficiency and morale
• Improves human relations and organizational flexibility

Staffing is crucial for organizational success and operates as an open system linked to both internal functions and the external environment.

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Job Analysis

Definition: A job is a collection of tasks, duties, and responsibilities assigned to an employee as a regular duty. Job analysis systematically gathers information about what a job involves, the conditions it’s performed under, and the qualifications required.

• Edwin Flippo: "Job analysis is the process of studying and collecting information about the operations and responsibility of a specific job."
• Harry Wylie: "Job analysis involves a complete study of the job, including duties, conditions, tasks, qualifications, and employment conditions."

Uses of Job Analysis

Use	Definition
Human Resource Planning	Provides data on job requirements to forecast staffing needs and align with organizational goals.
Recruitment	Helps attract suitable candidates by clearly outlining job expectations and requirements.
Selection of Personnel	Assists in evaluating candidates to ensure the best fit for the role based on specific job criteria.
Training and Development	Identifies skill gaps to create targeted training programs for employee skill enhancement.
Organization Audit	Ensures job roles are relevant and aligned with organizational needs and objectives.
Job Evaluation	Assesses the relative value of each job, which aids in establishing fair compensation structures.
Job Design	Helps structure jobs to improve efficiency and employee satisfaction.
Performance Appraisal	Provides a basis for assessing employee performance against job-specific expectations.
Career Planning	Identifies skills and competencies needed for career advancement within the organization.
Safety and Health	Analyzes job conditions to ensure safe work practices and minimize health risks.

Steps in Job Analysis

Step	Description
1	Collection of background information
2	Selection of representative job to be analyzed
3	Collection of job analysis data
4	Job Description
5	Developing Job Specification

Techniques of Job Analysis Data

Technique	Description
Personal Observation	Observing job performance in real-time
Sending Questionnaires	Collecting data directly from employees
Maintenance of Log Records	Keeping logs of tasks and responsibilities
Conducting Interviews	Gathering detailed insights through personal interaction

Components of Job Analysis

1. Job Description: Describes the job's nature, tasks, and responsibilities.

   • Edwin Flippo: "An organized statement of duties and responsibilities."
   • Details Included: Job Title, Organizational Location, Supervision, Tools, Salary, Duties, Work Conditions, etc.

2. Job Specification: Outlines the qualifications required for the job.

   • Edwin Flippo: "A statement of minimum qualities necessary for the job."
   • Details Included: Educational Requirements, Skills, Experience, Physical Fitness, Intelligence, Judgment.

Techniques of Job Design

Technique	Description
Job Rotation	Moving employees among jobs to enhance skills and reduce monotony
Job Enlargement	Expanding job scope horizontally by adding similar tasks
Job Enrichment	Increasing job depth vertically to offer more responsibility and motivation
Job Simplification	Breaking down tasks into simpler units for efficiency; often used in high-repetition environments

Approaches to Job Design

Approach	Description
Scientific Management (F.W. Taylor)	Focuses on standardization, labor specialization, job-specific descriptions, and compensation
Behavioral Approach (Herzberg)	Enhances satisfaction and motivation through meaningful work (e.g., Job Characteristics Model)
Socio-Technical System	Balances technical and social aspects by analyzing work teams and creating holistic job designs

Human Resource Information System (HRIS) Uses

Function	Description
Employment Recruitment	Streamlines the hiring process
Selection	Assists in selecting the best candidates
Labour Relations	Manages interactions with employees
Training & Development	Identifies needs and tracks training programs
Safety & Health Monitoring	Ensures workplace health and safety compliance
Salary Planning	Structures compensation and benefits
Absenteeism & Turnover Analysis	Tracks and addresses employee attendance and retention
Skill Inventory	Catalogs employee skills for project and role matching
Performance Analysis	Evaluates employee performance for improvements
Biographical Record Maintenance	Stores key employee information

Job analysis is a critical process in human resource management that provides essential information on job roles, requirements, and conditions. It informs various HR functions, including recruitment, training, performance appraisal, and job design, ensuring alignment between organizational needs and employee competencies. Through careful job analysis, companies can create a structured work environment that enhances efficiency, safety, and job satisfaction, ultimately supporting both organizational success and employee development.