The duties or tasks of a personnel manager are fundamental. These tasks serve as guidelines for decisions and actions of managers. They are derived through observation and analysis of events which managers have to face in actual practice. The principles include the following:
3.1.1 Division of Work
The specialisation of the workforce, creating specific personal and professional development within the labour force and therefore increasing productivity; leads to specialisation which increases the efficiency of labour. By separating a small part of work, the workers’
speed and accuracy in its performance increases. This principle is applicable to both technical as well as managerial work and is therefore desirable in every extension organisation (Ogunbameru, 2004;
Akinsorotan, 2007).
3.1.2 Authority and Responsibility
The issue of command is followed by responsibility for their consequences. Authority means the right of a superior to give order to his subordinates; while responsibility means obligation for performance.
This principle suggests that there must be parity between authority and responsibility. They are co-existent and go together, and are two sides of the same coin.
3.1.3 Discipline
Discipline refers to obedience, proper conduct in relation to others, respect of authority, etc. It is essential for the smooth functioning of all organisations. This is because discipline is the soul of any organisation, including extension organisations.
3.1.4 Ensuring Unity of Command
This principle states that every subordinate should receive orders and be accountable to one and only one superior. If an employee receives orders from more than one superior, it is likely to create confusion and conflict. Unity of Command also makes it easier to fix responsibility for mistakes. It is important in extension organisations to ensure efficient delivery of extension services.
3.1.5 Unity of Direction
All those working in the same line of activity must understand and pursue the same objectives. All related activities should be put under one group, and there should be one plan of action for them. They should also be under the control of one manager. It seeks to ensure unity of action, focusing of efforts and coordination of strength in extension services.
3.1.6 Subordination of Individual Interest
The management must put aside personal considerations and put company objectives first. Therefore, the interests of goals of the organisation must prevail over the personal interests of individuals. That is only when the objectives of every extension organisation can be effectively achieved since it is a highly social endeavour.
3.1.7 Remuneration
Workers must be paid sufficiently as this is a chief motivation of employees and therefore greatly influences productivity. The quantum and methods of remuneration payable should be fair, reasonable and rewarding of effort put into the organisation. In extension organisations, this should include reimbursement for mobility.
3.1.8 The Degree of Centralisation
The amount of power wielded by the central management depends on company size. Centralisation implies the concentration of decision making authority at the top management. Sharing of authority with lower levels is called decentralisation. The organisation should strive to achieve a proper balance for effective extension delivery.
3.1.9 Scalar Chain
Scalar Chain refers to the chain of superiors ranging from top management to the lowest rank. The principle suggests that there should be a clear line of authority from top to bottom linking all managers at all levels. It is considered a chain of command.
3.1.10Order
Social order ensures the fluid operation of an organisation through authoritative procedure. Material order ensures safety and efficiency in the workplace. Hence, social and material order must be maintained in every good extension organisation.
3.1.11 Equity
Employees must be treated kindly, and justice must be enacted to ensure a just workplace. Managers should be fair and impartial when dealing with employees. An environment of fairness goes a long way to entrench job security.
3.1.12 Stability of Tenure of Personnel
The period of service should not be too short and employees should not be moved from positions frequently. An employee cannot render useful service if he is removed before he becomes accustomed to the work assigned to him. This is important in extension work as clienteles get used to their field extension personnel and will love to take instructions from him. Frequent movement disrupts the equilibrium.
3.1.13 Initiative
Using the initiative of employees can add strength and new ideas to an organisation. Initiative on the part of employees is a source of strength for the organisation because it provides new and better ideas. Employees are likely to take greater interest in the functioning of the organisation if their initiatives are recognised (Newman, 1976; Williams, 1978).
3.1.14 Esprit de Corps
This refers to the need of managers to ensure and develop morale in the workplace; individually and communally. Team spirit helps develop an atmosphere of mutual trust and understanding. These can be used to initiate and aid the processes of change, organisation, decision making, skill management and the overall view of the management function.
Fayol also divided the management function into five key roles:
a. To organise
b. To plan and forecast (Prevoyance) c. To command
d. To control e. To coordinate 4.0 CONCLUSION
Tasks of a personnel manager are fundamental to any establishment and they serve as guidelines for decisions and actions of managers. An environment of fairness and equity must be encouraged in an organisation. Also, the principle of scalar chain should be adopted which suggest that there should be a clear line of authority from the top to bottom linking all managers at all levels.
5.0 SUMMARY
In this unit, you should have learnt that:
• Authority means the right of a superior to give order to his subordinates; while responsibility means obligation for performance.
• Discipline is the soul of any organisation, including extension organisations.
• Employees are likely to take greater interest in the functioning of the organisation if their initiatives are recognised.
6.0 TUTOR-MARKED ASSIGNMENT
i. What is the importance of unity of command in agricultural extension organisations?
ii. Describe ten principles guiding the task of a personnel manager.
7.0 REFERENCES/FURTHER READING
Akinsorotan, A. O. (2007). Elements of Agricultural Extension Administration. Ibadan: Bounty Press Ltd, 142pp.
Newman, W. H. (1976). The Techniques of Organisation and Management: Administrative Action. USA: Prentice-Hall Inc. NJ, p. 486.
Ogunbameru, B. O. (2004). Organisational Dynamics. Ibadan:
Spectrum Books Ltd, p. 577.
Williams, S. K. T (1978): Rural Development in Nigeria. Ile Ife.:
ORGANISATION CONTENTS
1.0 Introduction 2.0 Objectives 3.0 Main Content