SUBJECT- Engineering
Economics and Management
 TOPIC- Production Management and HR
Management
 BRANCH :- E.C
 PREPARED BY:HIMALI SHAH(130460111004)
 GUIDE BY: SHEETAL MADAM
 Product management:-Product Marketing
-Product Development
-Inbound and Outbound Product Management
 Human resource management:1.
Introduction
2.
3.
4.
5.
6.
7.
Human Resource Management Functions
Importance of Human Resource Management
HR Planning
Recruitment
Selection
Training and Development
 Product naming and branding
 Product positioning and outbound
messaging
 Promoting the product externally with
press, customers and partners
 Conducting customer feedback and
enabling (pre-production, beta software)
 Launching new products to market
 Monitoring the competition
 Testing
 Identifying new product candidates
 Gathering the voice of customers
 Defining product requirements
 Determining business-case and feasibility
 Scoping and defining new products at
high level
 Evangelizing new products within the
company
 Building product roadmaps, particularly
technology roadmaps
 Developing all products on schedule,
working to a critical path
 Ensuring products are within optimal price
margins and up to specifications
 Ensuring products are manufacturable, and
optimizing cost of components and
procedures
 Many refer to inbound (product development) and
outbound (product marketing) functions.
 Inbound product management (aka inbound
marketing) is the "radar" of the organization and
involves absorbing information like customer
research, competitive intelligence, industry
analysis, trends, economic signals and competitive
activity as well as documenting requirements and
setting product strategy.
 In comparison, outbound activities
are focused on distributing or pushing
messages, training sales people, go to
market strategies and communicating
messages through channels like
advertising, PR and events.
 In many organizations the inbound
and outbound functions are
performed by the same person.
 Human resource management (HRM, or simply HR) is a
function in organizations designed to maximize employee
performance in service of their employer’s strategic
objectives. HR is primarily concerned with how people
are managed within organizations, focusing on policies
and systems. HR departments and units in organizations
are typically responsible for a number of activities,
including employee recruitment, training and
development, performance appraisal, and rewarding (e.g.,
managing pay and benefit systems).HR is also concerned
with industrial relations, that is, the balancing of
organizational practices with regulations arising from
collective bargaining and governmental laws.
 HR is a product of the human relations
movement of the early 20th century, when
researchers began documenting ways of
creating business value through the strategic
management of the workforce. The function
was initially dominated by transactional work,
such as payroll and benefits administration, but
due to globalization, company consolidation,
technological advancement, and further
research, HR now focuses on strategic
initiatives like mergers and acquisitions, talent
management, succession planning, industrial
and labor relations, and diversity and inclusion.
 In startup companies, HR's duties may be
performed by trained professionals. In larger
companies, an entire functional group is
typically dedicated to the discipline, with staff
specializing in various HR tasks and functional
leadership engaging in strategic decision making
across the business. To train practitioners for the
profession, institutions of higher education,
professional associations, and companies
themselves have created programs of study
dedicated explicitly to the duties of the function.

1.
2.
3.
4.
5.
6.
The role of human resource management is to plan, develop,
and administer policies and programmes designed to make
expeditious use of an organisation’s human resources. It is
that part of management which is concerned with the people
at work and with their relationship within an enterprise.
Its objectives are:
Desirable working relationships among all members of the
organization; and
Maximum individual development.
The major functional areas in human resource management
are:
Planning,
Staffing,
Employee development, and
Employee maintenance.
 These four areas and their related
functions share the common objective of
an adequate number of competent
employees with the skills, abilities,
knowledge, and experience needed for
further organizational goals. Although
each human resource function can be
assigned to one of the four areas of
personnel responsibility, some functions
serve a variety of purposes.
 An organization cannot build a good team of working
professionals without good Human Resources. The key
functions of the Human Resources Management (HRM) team
include recruiting people, training them, performance
appraisals, motivating employees as well as workplace
communication, workplace safety, and much more. The
beneficial effects of these functions are discussed here:
1. Recruitment and Training
2. Performance Appraisals
3. Maintaining Work Atmosphere
4. Managing Disputes
5. Developing Public Relations
Human Resource Planning
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Developing a
Program to Meet
Needs
FOM
9.15
 This is one of the major responsibilities of the human
resource team. The HR managers come up with plans
and strategies for hiring the right kind of people.
They design the criteria which is best suited for a
specific job description. Their other tasks related to
recruitment include formulating the obligations of an
employee and the scope of tasks assigned to him or
her. Based on these two factors, the contract of an
employee with the company is prepared. When
needed, they also provide training to the employees
according to the requirements of the organization.
Thus, the staff members get the opportunity to
sharpen their existing skills or develop specialized
skills which in turn, will help them to take up some
new roles
 Process of locating,
identifying, and
attracting capable
candidates
 Can be for current or
future needs
 Critical activity for some
corporations.
 What sources do we use
for recruitment
School
Placement
Internal
Searches
Employee
Leasing
Employee
Referrals
Recruitment
Sources
Employment
Agencies
Temp
Services
Advertisements
FOM
9.18
 Prediction exercise
 Thus, Not Perfect
 Decision-making exercise
 Purpose is to hire the
person(s) best able to meet the
needs of the organization
 Tied Back to Strategy
FOM 9.19
 The training and development function gives
employees the skills and knowledge to perform
their jobs effectively. In addition to providing
training for new or inexperienced employees,
organizations often provide training programmes
for experienced employees whose jobs are
undergoing change. Large organisations often
have development programmes which prepare
employees for higher level responsibilities
within the organisation. Training and
development programmes provide useful means
of assuring that employees are capable of
performing their jobs at acceptable levels.
What deficiencies, if any,
does job holder have in
terms of skills, knowledge,
abilities, and behaviors?
What behaviours are
necessary?
Is there a
need for
training?
What are
the strategic
goals of the
organization?
What tasks must
be completed
to achieve
goals?
FOM
9.21