Management Notes by Me
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munazamalik62Management Notes by Me
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munazamalik62Management
Management is a core process in any business or
non-business organisation. Management is a
process of getting things done efficiently and
effectively. In other words, the way of handling and
managing the day to day chores for a better future
results, in a way that minimises the cost and
increases productivity, leading to the achievement
of the goals.
According to Kreitner, “Management is the process
of working with and through others to effectively
achieve organisational objectives by efficiently
using limited resources in the changing
environment.”
According to Massie and Douglas, “Management is
the process by which a cooperative group directs
actions of others towards common goals.”
Though different analysts have given different
definitions of the matter, the core meaning is to
attain the objectives efficiently and effectively.
The key role in the process is of the manager. A
manager is responsible for setting objectives,
organising resources and guiding, leading,
influencing and motivating staff. The goals can be
achieved more efficiently if the organisation has a
good manager.
The most important requirement for managing is
coordination. Coordination integrates the efforts
of the individuals and departments. In the absence
of coordination, there will be no harmony. It is
through the process that a manager ensures the
orderly arrangement of individual and group efforts
to ensure unity of action.
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Principles of Management
Management principles contribute toward the
development of management. These are the
general guidelines which help in the decision-
making process in the management and help in
determining the behaviour of the managers in
certain situations.
Management principles are not rigid as it deals with
human behaviour, and therefore, need to apply
these creatively and according to the demands of
the situation. Principles have to keep pace with
technological and human behavioural changes.
The basic features of the principles can be
characterised as:
Formed by practice: The principles are formed by
practise and experimentation, in other words by
observing the human behaviour in certain recurring
situations.
General Guidelines: These are the general
guidelines, not rigid. This shows a manager the
pathway to deal with the demand of the situation.
Flexible: these are the general guidelines, that can
be modified by the manager when the situation
demands.
Universal applicability: The principles are
applicable or helpful, whether the organisation is a
business entity or non-business.
Principles of management should be distinguished
from techniques of management. The latter are
methods to accomplish the desired goals while
principles are the general guidelines for making
decisions easier while practising the techniques.
Introduction:
The Principles of Management were laid down by
Henri Fayol and the Principles of Scientific
Management were laid down by F.W. Taylor.
Henri Fayol beginning with the 14 principles of
Henri Fayol,
Fayol became famous as the ‘Father of
Management thought’ as he classified all activities
of an industrial undertaking into technical,
commercial, financial, security, accounting and
managerial.
He suggested the qualities of a manager should be
physical, moral, experience, education and
knowledge.
He was the first to identify the functions of
management as planning, organising, directing and
controlling.
Principles of management by Henry Fayol :
1. Division Of Work
All work must be divided into small tasks so that the
burden does not fall on any single person. The
tasks must be divided to the person competent to
perform the job. This ensures efficient and effective
output.
2. Authority and Responsibility
The balance between authority and responsibility
should be maintained. If you have authority but no
responsibilities, you will misuse your power, and if
you simply have responsibilities but no authority,
you will struggle to meet your goals. As a result,
those in positions of power must be given adequate
obligations, and those in positions of responsibility
must be given appropriate authority to carry out the
tasks.
3. Discipline
The obedience to organisational rules and
employment agreement are very much necessary
for the working. For such, the managers require
good supervisors at all levels, fair agreements, and
judicious applications of penalties for maintaining
the same.
4. Unity of Command
There should be only and only one boss from which
the employee or the worker has to take commands.
If there are more than one boss there will be dual
subordination, leading to conflicts of ideas and
commands. This is to prevent confusion regarding
the tasks to be done.
5. Unity of Direction
The principle states that all the units of an
organisation must be directed towards the same
objective through coordinated and focused efforts,
helping in preventing the overlapping of activities.
6. Subordination of individual interest to general
interest
It states that the interest of the organisation must be
taken into effect. The interest of an individual can
never be kept over the interest of the overall
organisation. This will ensure the same behaviour in
the team.
7.Remuneration of Employees
The employee must be given fair remuneration to
provide them with a standard lifestyle. At the
same time it should be within the capacity of the
organisation. This will ensure good relations
between the workers and the organisation.
8.
Centralisation and Decentralisation
The major decision making authority must be with
the top management, and the regular day to day
decisions and responsibilities should be delegated
to lower tiers of management following the formal
chain of communication. According to Fayol: “There
is a need to balance subordinate involvement
through decentralisation with managers’ retention of
final authority through centralisation.”
9. Scalar
Chain
An organisation consists of superiors and
subordinates. The formal lines of authority and
communication that run from top to bottom should
be followed. However only in case of emergency, a
subordinate can approach the superior.
10. Order
The principle states that there should be a place for
everything and everyone in the organisation.
According to Fayol, people and things must be at
their appropriate place at a suitable time for
maximum efficiency.
11. Equity
All employees and workers in an organisation
should be treated equally, as fairly as possible.
There should be no discrimination on any account,
for eg gender, religion, language etc.
12. Stability
of Personnel
There should be the stability of tenure for an
employee. He/she shall not feel insecure about the
job or the position sought. Should be given
reasonable time to show results.
13. Initiative
Workers and employees should be given an
opportunity to express themselves with their ideas,
and their opinion still must be respected. This will
enhance their self-motivation, and encourage them.
They must also be rewarded.
14. Esprit De
Corps
The term means team spirit must be there. Every
sentence of the superior or the manager must
contain ‘WE’ in place of ‘I’. This will bring harmony,
and raise team spirit, mutual trust and
belongingness among team members.
F.W. Taylor
Being an engineer Taylor brought scientific studies
and techniques. He was primarily concerned with
efficiency of workers and optimum utilisation of
machines and other resources in order to build up
an enterprise with consistent interests of
entrepreneurs and consumers and the labourers at
large.
Principles of Scientific Management
According to F.W. Taylor “Scientific Management
means knowing exactly what you want men to do
and seeing that they do it in the best and cheapest
way”.
Principles of Scientific Management
1. Science,
Not rule of thumb
Scientific methods excluded the rule of thumb, it is
based on the concept of investigating the prior
traditional methods and grouping the best practices
to develop a universal method which must be
followed in the whole organisation. Simply, it should
not be based on hit and trial methods.
2. Harmony,
not discord
To achieve harmony, there should be a mental
revolution. The attitude must be of cooperation
rather than competition among the employees and
the organisation.
3.
Cooperation, not individualism
There should be complete equality in the
management. There should be an almost equal
division of work and responsibility between workers
and management.
4. Development of every person to
his/her greatest efficiency and prosperity.
The organisational efficiency depends upon
personnel competencies. There must be the
development of every employee working. They
must be given tasks to improve their physical,
mental and intellectual capabilities.
Conclusion
The principles of management enable the
managers to learn from past mistakes and optimum
utilisation of resources. It provides a general
guideline to follow for taking thoughtful decisions.
This helps in maintaining equality and ensures the
growth of every employee working.
Hence all these ultimately increase managerial
efficiency and achieve the desired organisational
goals.
