Creation of the organizational structure of the department (including calculations of the number of employees).
Distribution of job functions among staff.
In other words, after determining the list of necessary positions in the department, it is necessary to build a system of subordination of employees, determine their number and distribute responsibilities among them.
The management scheme will be even more logical and clear if we separate the task of "Defining job requirements" from the function "Personnel selection and placement". There are two important points in such a solution:
First of all, HR departments macedonia email list usually handle personnel selection, and the task of describing job responsibilities in detail falls directly on department heads. Indeed, it is more important to have a list of requirements for a specialist at the time of drawing up instructions for employees, and not at the stage of searching for employees. Having such a document makes it possible to more accurately describe the responsibilities of personnel. If HR specialists select experienced workers, then special detailing of job descriptions is not required. And when you accept inexpensive and untrained candidates, everything should be described in more detail.
It is necessary to highlight the control function in the current management phase. In this task, it is necessary to separately display such moments as summing up and analyzing reports. Note that the receipt of reports in the planned management cycle occurs only once, and the manager must exercise control over the processes systematically, throughout the entire iteration from the planning stage and up to the final stage.
There is another important function of the manager that is not included in any of the management schemes. This is about working with unplanned events (incidents). This includes all cases of process violations that lead to a decrease in quality, failure to meet deadlines for operations and other negative consequences. It does not happen that everything goes perfectly. Unforeseen breakdowns, delivery delays, misunderstandings with clients, etc. happen. All incidents should be constantly in the center of the manager's attention. In real practice, working with incidents takes up most of the manager's time.
The tasks associated with "Incident Management", as well as the control function, require that the manager be on site at all times. If this were not the case, then the managers could very well give out instructions at the beginning of the day and do personal business until the evening summing up.
Taking into account the above tasks, our scheme in the form of an infinity sign has expanded somewhat:
Management Cycle Example 2
Source: ekonfin.rf
This illustration clearly shows that the Analysis function provides a link between the iterations of current management and regulation. If the analysis of processes during the summing up did not show significant deviations, it is possible to move further within the current management cycle. In the case when changes are needed, the manager moves to the block of regulation functions. In most cases, there is no need to simultaneously make adjustments to all 12 tasks within the organization. This allows you to skip some functions and stop only at those where changes are needed.
In practice, adjustments affect not only the tasks of the "Organization" block. Often there is a need to make changes to the "Current Management" functions. Adjustments affect the methods of planning, provision, control, analysis, the procedure for working with unplanned incidents, collection of reports, etc.
The sequence of events in the "Current Management" block is quite strict. At the first stage of the cycle, it is necessary to solve the problems of resource allocation and planning.
The two functions that the manager performs throughout the iteration are control and incident management. The difference in their implementation is that the work on the first task can be planned. And incident management is carried out immediately after their occurrence.
At the final stage of the management cycle, it is necessary to sum up the results and analyze the current activities.
Next, let's look at the block of functions for "Organization of activities". The sequence of tasks here is not set randomly, but strict adherence to it is not mandatory. But if the manager is organizing the work of a new department (or takes up the position), it is necessary to adhere to the established sequence of functions. In this case, the first stage involves the formation of the department's work technology. After that, it is necessary to adjust the organizational structure, distribute job responsibilities, and so on down the list.