MSME- MANAGEMENT- ITS WAY AND GOAL

 



                         IMPORTANT ASPECTS  OF  MANPOWER  MANAGEMENT  


Managing  man and his attitude is  not a difficult task at ll.    some TIPS TO manage  the  MAN  and  his attitude is given below:

1.Observe What is going on in  different segment of activities  or different areas of activities.

2. See  what each workers  are supposed  to do.

3. Observe their movements in  the workplace. 

4.  Observe their  body language and ATTITUDE.

5.  SEE HOW   they  are   contributing to their goal.

6. How  these  individual goals are  contributing to the overallgoal.

7. What is the public  attitude.

8. see whether they are  satisfied with your service.

9. The  nature  of communication

10. take  CASE STUDY FOR  reference.


Example:      A big multi Speciality Hospital.  It has  , besides  CEO, Administrator,  and HR manager to smoothen   the work  and to support the Organisation.   In  the context  of  COVID-19   SUFFICIENT  space is set aside for  Out  Patients and other medical  visitors.  the pavilion   arranged  for waiting is sufficient  enough.. But chairs   arranged  can be easily changed.   It breaks the  rule of social distance.. There  is no staffs  to care about it.  Simple   sanitiser  cannot do the purpose. There  is a HELP  DESK  beside  the pavilion.

Help Desk  gives token  to  Out   patients. These  Out   patients  after  collecting  token moves and  stands crowded  before  the Doctor's  cabin.  The  Administrator   and  the HR  manager  over looks this situation.

Here,  the very purpose  HR  management,  and Administration is  challenged...  In reality here  there is no HR  management  and Administration.  The attitude of workers  are seldom taken care.  Here,  the  identified problem is only one segment  of area.. the area of OP consultation.   

    WITHOUT   GIVING DUE  CARE TO  ATTITUDE OF  WORKERS  NO  HR  MANAGEMENT WILL  DO ITS PURPOSE.


 IMPORATN  POINT:     AN   HR  MANAGER  HAS  TO GIVE  DUE   ATTENTION   TO THE  ATTITUDE   OF THE WORKERS..


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