GKSAWHNEY 7895190950

1. By G.K. Sawhney

2. PRICIPLES OF MANAGEMENT
A principle is a basic statement or a fundamental truth that
provides understanding and guidance to thinking and practice. A
principle represents a basic element of knowledge in that it
explains the relationship and , helps in predicting what would
happen if the principles were applied over the years, a number
of principles have been developed in management to aid
executive thinking and action , a group of concepts have been
developed by experience and responsible research. These
principles. As pointed out by j.l massie, are only approximations
of generalizations from experience . as such , they should not be
treated as rigid and inflexible rules to administrative behavior.
The principles , however convenient as a shortened method of
thinking, are only guides to action. If they become rules, they
lose their utility.

3. NATURE OF MANAGEMENT PRINCIPLES
MANAGEMENT principles can never be stated as rigorously as
that of physical sciences because human beings behave more
erratically than physical phenomena. Management principles
have been developed out of experience and analysis only the
empirical support for most of these principles is woefully
inadequate . it the absence of a scientific analysis , these
principles must be taken as general ideas on which sound and
effective action can be based. They are , thus, not absolure
truths our infallible law, manager should no conclude that
principle are ever changing . most of the so called golden
principle s of management have been replaced. Refinements
are taking place continuously.

4. WHY MANAGEMENT PRINCIPLES ?
According to Terry, principles of management are to a
manager as a table of strengths of materials is to a
civil engineer. The utility of principles lies in the
foundation they provide for its efficient conduct, by
making out the basic features that must characterize
the practice for management irrespective of where it
is occurring , by means of principles of management ,
manager can avoid fundamental mistakes in his job
and foretell the results of his actions with confidence.

5. According to koontz principles help in the following ways.
1.TO INCREASE EFFICIENCY: principles aid thinking and
action . the need for guesswork , haphazard activities is
reduced . the problems brought out by rapid changes in the
environment can be solved easily ., for example , the
principle of span of control tells a manger that he can
mange only a limited number of subordinates , say 8 to 10,
and thereby helps him predict the result if the principle is
not applied.
2.TO CRYSTALLISE THE NATURE OF MANGEMENT:
principles crystallize the ever increasing knowledge and
thinking in the field of management . without principles , it is
not possible to impart knowledge and provide training to
managers.

6. 3.TO IMPROVE RESEARCH IN MANGEMENT : management deals
with human beings whose behavior is highly unpredictable,
principles provide a canopy of broad generalizations. Which help
in testing behavior, understanding it and predicting the outcomes
for future, the help in improving the fund of tested knowledge
and promoting further reea4rch in human behavior .
4.TO ATTAIN SOCIL GOALS: management principal play an
important role in improving the quality of life of people and the
standard of living . they bring order out o chaos .mangers are able
to commit resources to the best possible advantage and employ
them in a judicious fashion.

7. WHAT ARE PRINCIPLES OF MANAGEMENT?
FAYOL S PRINCIPLES: It was Henry Fayol who sated a set of 14
principles of management based on his practical experience as a
manager , according to fayol. These principles can be applied in all
types., functions , levels and sizes of organizations. For a long time,
Fayols list was accepted as complete and comprehensive. a
description o f these principles is given below:
FAYOL S FOURTEEN UNIVERSAL PRINCIPLES OF MANAGEMENT
1) DIVISION OF WORK. Specialization of labour is necessary for
organizational success.
2) AUTHORITY. The right to give order must accompany
responsibility.
3) DISCIPLINE. Obedience and respect help an organization run
smoothly.
4) UNITY OF DIRECTION. The efforts of everyone in the organization
should be coordinated and focused in the same direction.

8. 5.UNITY OF COMMAND . each employee should receive orders
form only one superior.
6.SUBOR DINATION OF INDIVIDUAL INTERESTS OT THE GENERAL
INTEREST. Resolving the tug of war between personal and
organizational interests in fovour for the organization is of
management greats difficulties.
7.REMUNERATION. Employees should be paid fairly in accordance
with their contribution .
8.CENTRLISATION. The relationship between centralization and
decentralization is a matter of proportion , the optimum balance
must be found for each organization.

9. 10.SCALAR CHAIN. Subordinates should observe the formal
chain of command unless expressly authorize by their
respective superiors to communicate with each other.
11.ORDER. Both material things and people should be in their
proper places.
12.EQUITY . fairness that results from a combination for
kindliness and justice will lead to devoted and loyal service.
13.STABILITY AND TENURE OF PERONNEL . people need time to
learn their jobs .
14.INITIATIVE. one of the greatest satisfactions is formulating
and carrying out a plan.
ESPRTI DE CORPS. Harmonious effort among individuals is the
key to organizational success.

10. 2.MOONEY AND REILEY S STAFF PRINCIPLE: according to this
principle, staff units must be created in order to provide service
and expert advice to the line managers.
3.TAYLORS PRINCIPLE OF MANAGEMNET BY EXCEPTION: routine
work , according to this principle, must be handled by subordinates
and management must concentrate on strategic, key and
important issues.
4.WEBERS PRINCIPLES: Organization work must be performed
according to rules. All administrative actins must be recorded in
writing so as to have a ready reference in future. A hierarchy of
positions should provide for supervision of each unit by a higher
official etc.

11. 5.LIKERTS PRINCIPLE FO SUPPORTIVE REATIONSHIP: according
to this principle , managers should provide social, psychological
and moral support to subordinates . the purpose should be to
improve the subordinates sense of personal usefulness and
dignity and secure commitment to organizational goals.
6.HUMAN RELATIONS: human relatitionists( MAYO AND
ROETHLISBERGER) and behavioral scientists (MCGREGOR,
BENNIS, ARGYRIS) have avoided providing prescriptions and
have suggested ideas and concepts to describe some
fundamental guides to managerial thought and action. These
concept are largely aimed at improving the quality of life rather
than achieving organizational goals. The importance for human
element is recognized and efforts are made to make human life
more interesting meaningful and challenging in an organization.

12. MODREN ORGANISTION THEORIES AND
PRINCIPLES OF MANGEMENT: Systems and
contingency theorists advocate that, a manger
should know and understand the existence of
certain fundamental concepts advanced by
theorists from time to time and use them
judiciously managers. Should understand that
there is a way to apply these concepts. the
principles must be applied in a flexible way keeping
the changing circumstances in mind.