The document discusses the principles of management as defined by several management theorists. It outlines 14 principles of management defined by Henri Fayol including division of work, authority and responsibility, discipline, unity of command, unity of direction, centralization, subordination of individual interests to the general interest, remuneration of personnel, scalar chain of command, order, equity, stability of personnel, initiative, and esprit de corps. The principles are guidelines that managers should follow to effectively manage an organization.
Fayol explained what amounts to managers work and what principles should be followed in doing this work. If workers efficiency mattered in the factory system , so does the managerial efficiency.
Fayol was the first to identify four functions-Planning , Organizing ,Directing and Controlling.
The 14 principles of management propounded by him were discussed in detail in his book published in 1917 , ‘Administration industrielle et generale’.
Fayol explained what amounts to managers work and what principles should be followed in doing this work. If workers efficiency mattered in the factory system , so does the managerial efficiency.
Fayol was the first to identify four functions-Planning , Organizing ,Directing and Controlling.
The 14 principles of management propounded by him were discussed in detail in his book published in 1917 , ‘Administration industrielle et generale’.
Henri Fayol's Principle of Management
Henri Fayol, a French mining engineer, born in 1841 and died in 1925. He developed the 14 principles of management based on his management experiences. These principles provide modern-day managers with general guidelines on how a supervisor and organize their department and manage their staff. Fayol advocates that managers should have a thorough knowledge of his/her employees, aim at making unity, energy, initiative, and loyalty prevail among employees.
It is crystal clear that having a clear management structure in place is vital for any successful organization. Efficient and well-intentioned management sets the tone for the rest of the staff. It is common for the attitude approach of managers to filter through the entire organization, so having managers working in an exemplary way is an excellent example for employees to follow.
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
Henri Fayol's Principle of Management
Henri Fayol, a French mining engineer, born in 1841 and died in 1925. He developed the 14 principles of management based on his management experiences. These principles provide modern-day managers with general guidelines on how a supervisor and organize their department and manage their staff. Fayol advocates that managers should have a thorough knowledge of his/her employees, aim at making unity, energy, initiative, and loyalty prevail among employees.
It is crystal clear that having a clear management structure in place is vital for any successful organization. Efficient and well-intentioned management sets the tone for the rest of the staff. It is common for the attitude approach of managers to filter through the entire organization, so having managers working in an exemplary way is an excellent example for employees to follow.
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
Henry fayols priciple of management- image pptNajeeb Ahmed
henry fayols 14 principles used in effective slides without words.. just use the image and explain the title.. thus you can avoid the mistakes and more quastions
ayol's "14 Principles" was one of the earliest theories of management to be created, and remains one of the most comprehensive. He's considered to be among the most influential contributors to the modern concept of management, even though people don't refer to "The 14 Principles" often today.
Principles of management are basic activities that can help you plan, organize and control operations related to material, people, machines, methods, money and markets.
Principles of management
General principle of managemen
Division of work
Authority and responsibility
Discipline
Unity of command
Unity of direction
Remuneration
Centralization
Scalar chain
Equity
Initiave
Team spirit
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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14 principles of management
1. Principles of
management
Introduction
Management is dynamic force which makes the
business work smoothly and profitability. The
survival and success of an organization
largely depends upon the quality of
management. Managing well requires
a good knowledge of the principles and
practices of management. Efficient
management is must for modern organization.
2. Meaning
Principles of management are the guidelines to be followed by every
organization. No manager can be effective if he does not follow the principles
of management. Therefore, managers in all organization whether big or small
business, or non business, and all levels (top, middle or lower) must follow the
principles of management. The founder was Henry Fayol
DEFINITION
Marry parker Follet
“management is the art of getting things done through people”
Henri Fayol
“to manage is to forecast and to plan, to organize, to command, to
coordinate and to control”
Harold terry
“management is the art of getting the things done through others.
3. 1.Division of work
According to fayol , ‘’The intent of division of work
is to produce more and better work fir the same
effort . Specialization is the most efficient way to use
human effort.’’
. Fayol applies this principle of division of work to all
kinds of work – technical as well as managerial.
4. 2.Discipline
According to Fayol ,Discipline requires
observation of certain rules and
regulation by all employees in the
organization. Good superiors at all levels
must have clear and fair agreements and
application of penalties. They have to
accept certain code of conduct while
performing their jobs. In return the
management has promised to increase
wages of the workers when this mission is
accomplished.
6. 3.Authority and
responsibility
According to Fayol ‘Authority is the right
to give order and obtain obedience, and
responsibility is the one who is responsible
for certain function. ” Authority is both
formal and informal. There should be a
balance between authority and
responsibility. An organization should build
safeguards against abuse of managerial
power. At the same time a manager should
have necessary authority to carry out his
responsibility.
7. 4.Unity of command
Henry fayol suggested that an employee should get
orders from one superior only . if two superiors exercise
their authority on the same employee, there will be
disorder and confusion . In fast, dual command is always
dangerous.
8. 5.Unity of direction
Fayol suggested that there
should be one head and one
plan for a group of activities
having the same objective. In
the absence of unity of
direction there will be confusion
among the employees.
There should be same
directions to all the employees
doing similar activities. A
particular activity must be
directed with the help of a
single plan.
9. 6.Centralisation
According to Fayol, extreme centralisation or
decentralization of authority should be avoided
and a proper balance between centralisation
and decentralization should be maintained .
Fayol also suggests that some degree of
centralization must be introduced in order to
have best result in terms of achievement of
objectives .The concentration of decision –
making authority is called centralization.
10. 7.Subordination of
interest
THE GENERAL INTEREST OF THE ORGANISATION
MUST BE CONSIDERED PRIMARY AND INDIVIDUAL
MUST BE SECONDARY.
THIS CAN BE OBTAINED BY EFFECTIVE CONTROL
AND SUPERVISION IN THE ORGANISATION.
11. 8.Order
IT MEANS SYSTEMATIC ARRANGEMENT OF MEN
AND MATERIALS IN THE ORGANISATION .
There should be place for everything and everything
should be in its place.
IT REQUIRES PROPER SELECTION AND
CORRECT ASSIGNMENT OF EMPLOYEES IN THE
ORGANISATION.
12.
13. 9.Stability of tenure
From the point of view of management it is absolutely
harmful to change the employees frequently as it is a
reflection of inefficient management.
Managers as well as subordinates need some time to
learn and understand the job assigned to them. They will
adjust the work within a short period. If they leave or are
removed within a short period, the learning time will be
wasted. Hence stability of personnel is necessary which
means security of job.
14. 10.EQUITY
THE PRINCIPLE OF EUITY RELATES TO THE TREATMENT
OF SUBORDINATES.
MANAGERS SHOULD BE FAIR
AND,FRIENDLY TO THEIR
EMPLOYEE
15. ☻SUBORDINATES SHOULD BE PERMITTED TO
TAKE SOME INITIATIVE IN PREPARING AND
EXECUTING PLANS.
☻MANAGERS SHOULD ENCOURAGE
SUBORDINATES TO TAKE MORE INTEREST AND
INITIATIVE IN THE WORK ASSIGNED.
☻IT PROMOTES NEW IDEAS AND STRENGHENS
THE ORGANISATION.
16. 12.Esprit de corps
☻IT IMPLIES TEAM SPIRIT.
☻MUTUAL UNDERSTANDING,TRUST AND
CO-OPERATION AMONG THE
EMPLOYEES LEADS TO TEAM SPIRIT.
☻IT LEADS TO SYNERGY.SYNERGY
MEANS EFFECT OF TWO PEOPLE
WORKING TOGETHER IS MORE THAN
SUM OF THE INDIVIDUALS EFFECT.
☻EXTENSIVE FACE TO FACE VERBAL
COMMUNICATION PROMOTES TEAM
SPIRIT.
18. 13.Remuneration
Wages and salaries should be fair
Wages must be paid on time depending upon the factors
such as cost of living, ability of the company to pay,
prevailing wage rates in the industry, etc.
Apart from financial benefits, non-financial benefits
should provided such as good working conditions,
canteen facilities, recreation facilities,etc.
19. 14.Scalar chain
According to this principal, scalar chain
refers to the line of authority and
communication which moves in a
straight line from the superior most
authority to the lowest subordinate.
Under this chain of authority, each
communication moves from top to lower
level and from lower to top level.
20. For example :
In this diagram A is the superior of the whole organization. B &
K are heads of next level of management and so on. If F & O
need to contact each other then acc. to scalar chain F will
move to E, E to D, D to C and so on and finally to O. In some
cases F can directly contact O but with the approval of E & N
(immediate superiors). This is called Gang Plank