Principles Of Management


Published on

Published in: Business, Technology
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Principles Of Management

  1. 1. Principles of Management & Scientific principles Presented by:- Mohit Burman
  2. 2. Principles of Management 1. 14 principles of management by henry fayol . 2 . Scientific principles of management by F.W.taylor
  3. 3. Division of Work <ul><li>1.Brings specialisation </li></ul><ul><li>2.Increases work efficiency </li></ul><ul><li>3.Increases productivity </li></ul><ul><li>Thus influences the overall performance of the workersorganisation. </li></ul>
  4. 4. Discipline <ul><li>1. Obedience </li></ul><ul><li>2. Proper conduct in relation to others </li></ul><ul><li>3. Respect of authority </li></ul>
  5. 5. Authority - Responsibility <ul><li>Authority means the right of a superior to give order to his subordinates. </li></ul><ul><li>Responsibility means obligation for performance . </li></ul><ul><li>Must be parity between authority and responsibilty. </li></ul>
  6. 6. Unity of command <ul><li>Subordinate should receive orders and be accountable to one and only one superior. </li></ul>
  7. 7. Unity of Direction <ul><li>All related activities should be put under one group. </li></ul><ul><li>There should be one plan of action for them. </li></ul><ul><li>It seeks to ensure unity of action, focusing of efforts and coordination of strength. </li></ul>
  8. 8. Subordination of Individual Interest <ul><li>The interests and goals of the organization must prevail over the personal interests of individuals. </li></ul>
  9. 9. Remuneration <ul><li>The quantum and methods of remuneration payable should be fair, reasonable and rewarding of effort </li></ul><ul><li>Motivating force </li></ul>
  10. 10. Centralisation v/s decentralisation <ul><li>The amount of power wielded with the central management depends on company size. Centralization implies the concentration of decision making authority at the top management. </li></ul><ul><li>Sharing of authority with lower levels is called decentralisation. </li></ul>
  11. 11. Order <ul><li>Social order ensures the fluid operation of a company through authoritative procedure </li></ul><ul><li>Material order ensures safety and efficiency in the workplace </li></ul>
  12. 12. Equity <ul><li>Employees must be treated kindly, and justice must be enacted to ensure a just workplace. </li></ul><ul><li>Managers should be fair and impartial when dealing with employees. </li></ul>
  13. 13. Stability of Tenure of Personnel <ul><li>The period of service should not be too short and employees should not be moved from positions frequently. </li></ul>
  14. 14. Initiative <ul><li>Initiative on the part of employees is a source of strength for the organization because it provides new and better ideas </li></ul>
  15. 15. Esprit de Corps <ul><li>Team spirit helps develop an atmosphere of mutual trust and understanding. </li></ul>
  16. 16. Scalar Chain <ul><li>Scalar Chain refers to the chain of superiors ranging from top management to the lowest rank . </li></ul><ul><li>Clear line of authority , chain of command . </li></ul><ul><li>Concept called a &quot;gang plank&quot; using which a subordinate may contact a superior or his superior in case of an emergency,defying the hierarchy of control.However the imediate superiors must be informed about the matter </li></ul>
  17. 17. Scientific principles <ul><li>Also called as task management </li></ul><ul><li>Stated by F.W Taylor in his book called the principles of scientific management (1911). </li></ul><ul><li>School of thoughts who follow taylorism. </li></ul><ul><li>Taylorism can be seen as the division of labor pushed to its logical extreme, with a consequent dehumanization of the workplace. </li></ul>
  18. 18. First sci.principle <ul><li>Develop a science for each element of a man's work, which replaces the old rule-of-thumb method. </li></ul>
  19. 19. Second sci.principle <ul><li>Scientifically select and then train, teach, and develop the workman, whereas in the past person choses his own work and trained himself as best he could. </li></ul>
  20. 20. Third sci.principle <ul><li>Cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed. </li></ul>
  21. 21. Fourth sci.principle <ul><li>There is an almost equal division of the work and the responsibility between the management and the workmen. </li></ul><ul><li>The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men. </li></ul>
  22. 22. Contribution <ul><li>1.improved factory productivity and efficiency </li></ul><ul><li>2.introduced scientific analysis to the workplace </li></ul><ul><li>3.piecerate system equated worker rewards and performance </li></ul>
  23. 23. Limitations <ul><ul><ul><li>1 . simplistic motivational assumptions </li></ul></ul></ul><ul><ul><ul><li>2 . workers viewed as parts of a machine </li></ul></ul></ul><ul><ul><ul><li>3 . potential for exploitation of labor </li></ul></ul></ul>
  24. 24. Conclusion <ul><li>To secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee . </li></ul>