What is an 'In-Basket' Exercise?

The “in-basket” exercise is a management stimulation designed to provide skill practice in problem solving and decision making. It is composed of a set of 15-20 items, more or less inter-related, which have to be acted upon in a relatively short time frame under considerable pressure. It is very flexible method and can be used in any training situation. The trainee is presented with a situation where he must take over for a manager who is absent. He is provided with an in-basket full of materials with which he must deal. These materials may be phone calls, meetings, complaints to handle, orders to make and other demands. It is used to assess the managerial ability, ability to take on the spot decision, assessing understanding of organizational process, and to identify a trainee with his/her own ability.

Learning Outcomes:

Ø  Participants learn the inter-relation of items awaiting action and to respect the importance and urgency of problems.

Ø  Trainees learn to take logical action in a short period of time.

Ø  They come to know that it is too easy to over-emphasize, under-emphasize or over-look various elements which relate to the decision making process.

Ø  The importance of utilizing staff on day to day problems is realized.

Ø  Effective time management skills are developed.

Ø  New managers may be expected to learn about the kinds of problems they are quite certain to encounter, as well as how to go about solving them.

Modus Operandi:

1. Two trays namely in-tray and out-tray are placed on the executive table. The in-tray contains sheet of paper in which there are highlighted problems which require immediate decision whereas the out-tray is empty.
2. The trainee sits on the chair and is asked to dispose the papers after analyzing them as a regular manager would have done. He is supposed to give his comments and views on the paper, sign it and place it in out-tray.
3. This entire process should be complete in an hour.
4. No one can be reached for advice or to give oral instructions.
5. It contains situations like long period absenteeism, stealing, supervisor misbehavior, no water on the plant due to mere negligence.

How Adult Learning Happens?

Adult is one who has achieved a self-concept of being in charge of his or her own life, of being responsible for his or her own decisions and living with consequences. Adult learner connects between new information and what he already knows and values them. Adults learn through experience. They get to know things, learn things and use learning as a change. Adult learners are mature and experienced. They are capable of making their own decisions. Adult learners are capable of taking their responsibilities.

Their needs from training and education are so different that there is more immediacy and perceived relevance to their everyday lives than there is with children.

ANDRAGOGY	PEDAGOGY
The art and science of helping adults learn.	The art and science of teaching children.
Non formal, Non organized, Loosely structured approach.	Controlled and structured methodology of teaching
Experiential learning techniques like discussion methods, problem solving exercise, experiential sharing, and simulation. exercise etc. should be emphasized	Subject centered orientation to learning. Method used is transmission techniques.
They themselves decide what, when and how they should learn.	They learn when told by authority figure.
Motivated by both extrinsic and intrinsic motivators.	Motivated by extrinsic pressures or rewards.
Process based	Content based.

Climate settings –It implies developing learning oriented climate.

Ø  Self-Respect of participants should be taken care of

Ø  Active participation of participants is necessary rather than passive listener.

Ø  Participants should be supportive

Ø  Trainers must develop trust on them

Ø  Importance of humor and fun in learning is proved

Ø  Human touch induces learning

Ø  Result oriented approach is conducive for learning

Job Analysis, Job Description and Job Specification

Job Analysis is the process of studying and collecting information relating to the operation and responsibilities of a particular job. This information collected is called as ‘Job Analysis’.

Job Analysis helps in getting specific information about:

1. Nature of the Job
2. Operations Involved
3. Job Purpose
4. Materials and equipment to be used in doing the job
5. Attributes Required - Skills, education, training required
6. Relationship to other jobs
7. Physical demands
8. Environmental conditions

In a nutshell it refers to the anatomy of a job. Job Analysis is the foundation on which the building of personnel policies, programmes and procedure are built upon. Job Description and Job Specifications are by-products of Job Analysis.

Steps involved in the process of Job Analysis are:

1. Objective of Job Analysis: Setting the objective of Job Analysis to collect the information
2. Collection of Background Information: Collection of all the necessary information for analysis
3. Selection of Representative Position to be analyzed: Among numerous jobs in an organization, deciding on which position to be analyzed
4. Collection of Job Analysis data: The data on the characteristics of the job has to be collected from the employees on the job, supervisors and trade job analysts appointed to watch employee performance
5. Developing a Job Description: The information is developed in the form of Job Description
6. Developing a Job Specification: Information on Personal Attributes of the employee are documented

Advantages of Job Analysis:

1. Job analysis helps the Personnel Manager in Recruitment and Selection of right candidate
2. Helps to understand extent and scope of training required in that field
3. Helps in Job Evaluation
4. Job Modifications
5. Writing of Job Descriptions
6. Addresses concerns in smooth functioning of the Job
7. Helps in avoiding distortion in chain of command
8. Helps in formulating compensation plans
9. Helps to undertake performance appraisal effectively

 Job Description is the first by-product of Job Analysis. It is factual statement of job contents in the form of duties and responsibilities of a specific job. This type of document is descriptive in nature and it constitutes all those facts which are related to a job such as:

1. Job Identification: Title, department of the job and division, plant and location in concern.
2. Job Duties & Responsibilities: The nature of duties and operations to be performed in that job.
3. Supervision Given and Received: Law of subordination, delegation of authority and creation of authority & Responsibility relationship.
4. Machines: Tools and equipment to be used
5. Job Relationship: Relationship of that job with other jobs in a concern.
6. Working Conditions: Physical working condition or the work environment of that job
7. Definition of Unusual Terms: Any technical words used should be defined and listed separately

Job Specification is a statement which tells us human qualities and experiences required to perform a job, translate the job description into human qualifications for efficient job performance and helps in hiring an appropriate person for an appropriate position. The information in Job Specification sheet is:

1. Physical Characteristics: Health, strength, endurance, age, height, weight, vision, poise, eyes etc.,
2. Psychological Characteristics: Mechanical Aptitude,  judgemental ability, resourcefulness, analytical ability, concentration and alertness etc.,
3. Personal Characteristics: Appearance, manners, motivation, initiatives, communication skills etc.,
4. Responsibilities & Duties of the Job
5. Educational qualifications & Experience required
6. Relationship of that job with other jobs in a concern

Objectives of Human Resource Planning

Human Resource Planning also known as Manpower planning is an essential function of Human Resource Management. It is the more focused responsibility of HRM personnel.

Definition of Human Resource Planning:

“Manpower planning (HRP) is the process – including forecasting, developing, implementing, and controlling – by which the firm ensures that it has the right number of people and right kind of people, at the right place, at the right time, doing things for which they are economically most suitable.”

This definition of Human Resource Planning (HRP) also known as Manpower Planning includes four crucial aspects – forecasting, manpower needs, developing appropriate policies and programmes for meeting those needs, implementing policies and programmes, and controlling these programmes.

Role & Importance of Human Resource Planning in HRM:

Human Resource Planning is of primacy in nature and, therefore, it precedes all other HRM functions. Without HRP, no other functions of HRM can be undertaken in any meaningful way. HRP translates the objectives of the Organization and plans into the number and predicts the kind of personnel needed to achieve those objectives. HRP contributes in the following ways:

1. Defining future personnel need
2. Coping with Changes
3. Providing base for Developing Talents
4. Increasing Investment in Human Resources
5. Forcing the Management to involve in HRM

Objectives & Scope of Human Resource Planning (HRP):

1. To recruit and maintain the Human Resources of required quantity and quality
2. To ensure proper utilization of human resources
3. To predict the employee turnover and make the arrangements for minimizing turnover
4. To check the development of the employees for the achievement of the organization goal
5. To meet the requirements of Organization expansion, diversification etc..,
6. To ensure proper human resource policies.
7. To develop the knowledge, skill, ability and build standards and discipline etc..,
8. To appraise the surplus or shortage of human resources and take appropriate actions
9. To minimize imbalances caused due to non-availability of human resources of right kind, right number in right time and right place
10. To estimate the cost of human resources
11. To provide proper control measures whenever required

Human Resource Planning Process:

1. Forecasting of future manpower requirements based upon specific future plans of the organization.
2. Inventorying present manpower resources and analysing the degree to which these resources are employed optimally
3. Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of the requirements, to determine their adequacy, both quantitatively and qualitatively.
4. Resource Planning the necessary programmes of recruitment, selection, training, deployment, utilization, transfers, promotion, development, motivation and compensation.

The process mentioned above has presented a very comprehensive coverage of HRP and it has become synonymous with total HRM functions. 

McGregor's X-Y Theory of Motivation

Motivation is a basic psychological process in human behaviour, which is the result of the interaction of the individual and the situation. The basic motivational drive differs from individual to individual. The term ‘motivation’ has been derived from the Latin word ‘movere’ which means “to move”.

“Motivation refers to the way in which urges, drives, desires, aspirations, strivings or needs direct, control or explain the behaviour of human beings”      --Dalton E. McFarland

   

“Motivation is the process that accounts for an individual’s intensity, direction, and persistence (duration) of effort toward attaining a goal”

• Intensity:         How hard a person tries
• Direction:        Toward beneficial goal
• Persistence:     How long a person tries (Duration)

While several researchers have contributed to the Theory of Motivation, Douglas McGregor’s contribution is still referred to commonly in the field of management and motivation. In his book ‘The Human side of Enterprise’(1960) he proposed famous X-Y Theory with two pairs of assumptions about human beings. The X-Y Theory still remains as a valid basic principle to develop positive management style and techniques. The first set of assumptions is contained in Theory X and the second set in Theory Y.

Theory X

Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

According to McGregor Theory X is a traditional theory of what workers are like and what management must do to motivate them. This is also called as ‘carrot and stick’ approach to motivation. Managers assume that workers have to be persuaded and pushed to perform by offering rewards for higher productivity and punishments for performance below standard.        

Theory Y

Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

This theory does not depend upon use of authority as an instrument of command and control. It assumes that employees could be motivated by delegation of authority, job enlargement and other participative management practices.

McGregor’s theory explains the failure of many management systems and introduces the concept of new ways of management. Theory X and Y are just assumptions. They are intuitive deductions and are not based on research.

No person would belong exclusively either to Theory X or Theory Y. He shares the traits of both in varying degrees under different situations. Thus McGregor’s theories are important tools in understanding the behaviour of human beings and in designing incentives to motivate the employees. Neither of the two is applicable fully in all situations and to all types of employees. However, Theory X can be assumed to be applicable to unskilled and uneducated operative workers whereas, Theory Y can be assumed as more applicable to skilled and educated employees who are mature enough and understand their responsibility.

Effectiveness Of Leadership Depends On Their Leadership Style

Leadership is one of the most studied phenomena yet it has been interpreted and understood variously by various researchers. In today’s dynamic world, organizations need strong leadership and strong management for optimum effectiveness.

“Leadership is the ability to influence a group towards the achievement of goals” – Date

Leadership style appropriate to a situation is termed as ‘effective’ and inappropriate to a given situation is termed as ’ineffective’. Thus one leadership style will not be suitable to all situations.

Hersey and Blanchard have developed a leadership model called as ‘Situational Leadership Theory’, which focuses on the followers. They identified two dimensions of leadership which are task and relationship behaviour. Each of the dimensions could be either high or low and they put forward four specific leadership styles which are:

• Telling (High task – low relationship):

The leader defines roles and tells people what, how, when, and where to do various tasks.

• Selling (High Task – High Relationship):

The leader provides both directive behaviour and supportive behaviour.

• Participating (Low Task – High Relationship) :

The leader and follower share in decision making with the leader facilitating and communicating

• Delegating (Low Task – Low Relationship) :

The leader provides little direction or support

Different Styles of Leadership: Effective leaders don’t use any single style. They adjust their style to the situation. The important leadership styles are as follows:

Autocratic Leadership: It is also known as authoritarian or directive style of leadership. The autocratic leader gives orders which must be obeyed by the subordinates. He centralizes decision-making power in himself. Some examples include Adolf Hitler, Stalin & Mussolini

Democratic Leadership: A Democratic leader is one who gives after consulting the group. His decisions are not unilateral because they arise from consultation with followers and participation by them.

Lassez Faire Leadership: A Lassez Faire leader does not lead, but leaves the group entirely to itself. He avoids using power and largely depends upon the group to establish its own goals and work out its own problems. Some examples include Abraham Lincoln, Ronal Reagan etc.,

Charismatic Leadership: The followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours. Some examples include Herb Kelleher of Southwest Airlines and Mary Kay Ash of Mary Kay Cosmetics.

Transformational Leadership: Transformational leaders are more visionary and inspirational in approach. They communicate a clear and acceptable vision and goals. Some examples include Jack Welch at General Electric and Richard Branson of Virgin Group.

Visionary Leadership: Visionary Leadership is the ability to create and articulate a realistic, credible, attractive vision of the future for an organization which grows out of and improves upon the present. Some examples include Rupert Murdoch of News Corporation, Michael Dell of Dell Computers and Hasso Plattner of SAP. 

                                                                                                                     

As Leroy Eimes says “A leader is one who sees more than others see who sees farther than others see, and who sees before others see”. Not all leaders are managers; and not all managers are leaders. Effective leaders have a vision beyond the immediate work of the group. 

Development Dimensions of Personnel Department

Personnel Management can be defined as “the function of planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance, and separation of human resource to the end that individual, organizational and societal objectives are accomplished”.

A set of programs, functions and activities designed to develop both personal and competent people. It involves the establishment of various policies to deal with employees and to retain them by bringing in some rules regarding working conditions, designs, appropriate compensation plans and strengthens employer employees’ relations. Edwin B. Flippo enumerated three functions of Personnel Management which are the key development dimensions of Personnel Function.

a)       Operative Development

b)      Managerial Development

c)       Organization Development

Operative Development: An operative is one who has no authority over other but has been given a specific task or duty to perform under managerial supervision. These functions are known as service functions and are concerned with activities like: Procurement, Development, Compensation, Integration, Maintenance & Separation.

The development of operatives calls for specific increases in skill and knowledge to perform a particular job which can be brought by using four basic methods: On-the-job Training, Vestibule School, Apprenticeship, and Special Courses.

Managerial Development: All those who perform all or some of the basic functions of management to some degree regularly or occasionally can be called as ‘Managers’. The conceptual skills are very essential at the top level and Human Skills are important at all levels. As it is very rightly said, “Superior workers do not necessarily make superior managers”, a systematic process of growth and development by which managers can develop their abilities is an important development dimension for Personnel Function.

The Personnel Department has to identify the existing level of skills, knowledge etc., of various executives and compare with their respective job requirements and objectives, identifies developmental needs and will establish specific Managerial Development Programmes by two types of techniques, one is ‘On-the-Job Training’ and the other one is ‘Off-the-job Training’. The success of any Managerial developmental programme largely depends on the selection of the technique.

On-the-Job Training	Off-the-job Training
Coaching	The Case Study method	Sensitivity Training
Job Rotation	Incident Method	Simulation
Understudy	Role Playing	Grid Training
Multiple Management	In Basket method	Conferences
	Business Games	Lectures

Organizational Development- It is a complex educational plan intended to change the beliefs, attitudes, values and structure of organizations so that they can better adapt to new technologies, markets and challenges and rate to change itself. This development can be brought by: Team Development, Survey Feedback, Intergroup Sessions etc.,

The Overall Development Dimensions of the Personnel Function

1. Analyzing the Role

·         Task Analysis

·         Key Performance Areas

·         Job Evaluation

·         Critical Attributes

2. Matching the Role and the Person

·         Selection / Recruitment

·         Placement

·         Potential Appraisal

·         Promotion

3. Developing the Persons in the Role

• Performance appraisal
• Feedback and Counseling
• Mentoring
• Career Development & Succession Planning
• Training & Development

4. Developing the Role for the Person

·         Job Rotation

·         Job Enrichment

·         Job Re-designing

·         Role Effectiveness and efficacy

5. Developing Equitability

·         Salary & Amenities

·         Incentives & Rewards

·         Administering Procedures

6. Developing Self-renewing capability

·         Communication

·         Organizational Development

·         Organizational Change Planning

·         Organizational Training

·         Developing Organizational Culture and Climate