Principle of Management

Prakash Dawadi
 Introduction
• Management is the act of getting people
together to accomplish desired goals and
objectives using available resources efficiently
and effectively.
• Jobs done through the people by using the
processes of planning, organizing, staffing,
leading, and controlling to achieve goals
effectively and efficiently in a dynamic
environment.
Definition :
• Management is the art of getting things done
through people
– Mary Parker Follet

• Management is knowing exactly what you want

people to do, and then seeing that the do it in the
best and cheapest way.
– F.W. Taylor

• Management is a set of activities (including

planning, organizing, leading, and controlling)
directed at an organisation’s resources (human,
financial, physical, and information) with the aim
of achieving organization goals effectively and
efficiently in a changing environment.
– Ricky W. Griffin
 Efficiently Vs. Effectively
• Efficiently : getting the maximum output with
minimum resources. Time flexibility and focus
on process.

• Effectively : measures actual output meets

the desired output. Long-term strategy, focus
to end.
 Characteristics of Management
1. Management as a continuous process:
• Management can be considered as a process because
it consists of planning, organizing, staffing, leading and
controlling the resources (personnel and capital) of an
organization. So they are used to the best advantage
in achieving the objectives of the organization.
• None of the managerial functions would produce the
ultimate results in the absence of all other basic
functions. Hence we can say that management is a
continuous process.
• 2. Management achieve goals:
– Profit
– Survival and growth
– Service
– Market Share
– Leadership
3. Working through people
4. Attaining efficiency and effectiveness
5. Coping with internal / external environment.
 Principle of Management
• Principle means – Common, Generalization,
fundamentals truths.
• Guidelines and universal applicable
• Principles of management are the guiding
rules or laws for managerial action. They are
designed primarily to provide for better
understanding of business circumstances and
improving the organisational performance.
– Herbert G Hicks
• Management by objective
• Division of Work
• Authority and responsibility
• Unity of command
• Unity of Direction
• Span of management and control
• Chain of command
• Discipline
• Human resource management
• Unity of functions
• Management by exception
Process of Management
 Basic Functions
• Management operates through various functions, such as planning, organizing,
staffing, leading/directing, controlling/monitoring, and motivating.
• Planning: Deciding what needs to happen in the future (today, next week, next
month, next year, over the next five years, etc.) and generating plans for action.
• Organizing: Implementing a pattern of relationships among workers and making
optimum use of the resources required to enable the successful carrying out of
plans.
• Staffing: Job analysis, recruitment, and hiring of people with the necessary skills for
appropriate jobs. Providing or facilitating ongoing training, if necessary, to keep
skills current.
• Leading/directing: Determining what needs to be done in a situation and getting
people to do it.
• Controlling/monitoring: Checking current outcomes against forecast plans and
making adjustments when necessary so that goals are achieved.
• Motivating: Motivation is a basic function of management because without
motivation, employees may feel disconnected from their work and the
organization, which can lead to ineffective performance. If managers do not
motivate their employees, they may not feel their work is contributing to the
overall goals of the organization (which are usually set by top-level management).
 Management hierarchy
• A hierarchy is an organizational structure in
where staffs / managers are
ranked/positioned according to levels of
importance/responsibility and accountability.
• Most governments, corporations and
organization are similar hierarchical structure.
• Pyramid structured.
Level of Hierarchy
 Management by Type
• Line Manager (Functional manager)
– Have a specific qualification and skill for a specialize area.
– Handle a department such as production, marketing, human
resource etc.
Generalist Managers
- Direct jobs in variety of functions.
- Changing department to department (functions to functions)
- Have authority of making decisions.
- Not necessary specific skills and qualification.

• Staff Manager
– Provide advice to line / generalist managers like advisor, legal expert,
financial advisor, experts etc.
 Managerial Skill
• Skill is ability to perform the particular responsibility and task.
• Skill depending on the managerial level.
• i. Technical
– Lower and middle level managers must have a high degree of
technical skill.
• ii. Human
– Communication, negotiation, Bargaining, Leading, Motivating,
Conflict Management
• iii. Conceptual
– Mental ability to deal complex situation and abstract, strategic,
dynamic, response complex situation, time management , political
skill for power and right connection.

– iv. Digital Skill: Knowledge of computer and its softwares.

 Managerial Roles
1. Interpersonal Roles
a. Figurehead- participation in ceremonial function, greeting, receiving and
entertaining the visitors.
b. Leader – leadership, motivation and HR management
c. Liaison- Public Relation, and coordinator
2. Informational Roles
a. Monitor – information gathering and environment scanning
b. disseminator – transmission of information (oral or written / formal or
informal)
c. Spokesperson – supply and delivery of information outside.
3. Decisional Roles
a. Entrepreneur – involves in risk, making decision and plan, identify
opportunity and threat.
b. Disturbance handler – Handle strikes, natural disaster, crisis,
conflicts, unexpected risks.
c. Negotiator – nogitiation to internal and external parties, trade
union, staffs etc.
 Emerging Challenges for Management
• Globalization
• Changing Technology
• Quality Management
• Social Responsibility
• Empowerment
• Change management
• Cultural diversity
• Human resource management and workforce diversity
• Organization design
• Learning organization