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Henri Fayol is considered the father of modern management. In 1916, he wrote a book outlining 14 principles of management that are still widely used today. The principles include division of work, authority and responsibility, discipline, unity of command, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. The document provides definitions and explanations of each of Fayol's 14 principles of management.
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Ppt on organising
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
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Unti 3 organizing
Organizing involves systematically arranging and grouping work activities. It becomes necessary when more than one person works together to achieve common goals. Organizing divides work into specific jobs and departments, assigns tasks and responsibilities, and establishes relationships between individuals, groups and departments. The purpose is to arrange work in a coordinated manner to efficiently accomplish organizational objectives. Key aspects of organizing include defining authority relationships, specializing functions, and coordinating efforts based on principles such as purpose, authority, responsibility and supervision.
Management
The document discusses the role and functions of management. It defines a manager as someone in charge of a group of tasks and staff. The key roles of managers are to guide the organization toward accomplishing its goals by combining resources. Management involves planning, organizing, leading, and controlling organizational resources and people to achieve goals. The document also outlines different leadership styles like authoritarian, democratic, and laissez-faire as well as important qualities of a good manager like integrity, decision-making skills, and understanding of the work.
Organising
Organizing is defined as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable people to work effectively together to accomplish objectives. The key steps in organizing are dividing work, grouping activities and departments, assigning duties, establishing authority relationships, and coordinating activities. Organizing is important because it promotes specialization, role clarity, avoids duplication of work, and coordinates activities while clarifying authority, adapting to change, and promoting human relations and support.
Directing
This document discusses directing as a managerial process of instructing and guiding employees towards organizational goals. It outlines characteristics of directing like being a continuous activity and following a descending order of hierarchy. Principles of effective directing include maximizing individual contribution and establishing harmony between organizational and individual objectives. Techniques for coordination include direct contact, group meetings, effective communication, committees, and informal coordination.
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This document discusses formal and informal organization structures within companies. It defines organization as identifying work, delegating responsibilities, and establishing relationships to accomplish objectives effectively. Formal organization refers to well-defined jobs and authority, providing stability but possibly delaying action and ignoring social needs. Informal organization comprises personal relationships that spontaneously develop based on feelings, filling gaps and spreading rumors but potentially hindering goals. Both organization types are important for a company to operate systematically depending on its nature and maturity.
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This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
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Unti 3 organizing
Organizing involves systematically arranging and grouping work activities. It becomes necessary when more than one person works together to achieve common goals. Organizing divides work into specific jobs and departments, assigns tasks and responsibilities, and establishes relationships between individuals, groups and departments. The purpose is to arrange work in a coordinated manner to efficiently accomplish organizational objectives. Key aspects of organizing include defining authority relationships, specializing functions, and coordinating efforts based on principles such as purpose, authority, responsibility and supervision.
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Organizing is defined as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable people to work effectively together to accomplish objectives. The key steps in organizing are dividing work, grouping activities and departments, assigning duties, establishing authority relationships, and coordinating activities. Organizing is important because it promotes specialization, role clarity, avoids duplication of work, and coordinates activities while clarifying authority, adapting to change, and promoting human relations and support.
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Organizing is the second function of management and involves assigning tasks, grouping tasks into departments, and allocating resources. Managers must address basic organizing elements like designing jobs, grouping jobs, and establishing reporting relationships. Organizing provides benefits like increased productivity, division of labor, and clarity of expectations. It allows managers to improve effectiveness by obtaining the right resources and organizing people toward objectives, as well as improve efficiency through productive resource combinations.
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This document discusses 14 principles of management according to Henri Fayol. It summarizes each principle in 1-2 sentences. The principles include specialization, authority and responsibility, unity of command, unity of direction, kindness and justice, material order and social order, discipline, initiative, remuneration, stability of tenure, hierarchy, order, esprit de corps, and subordination of individual interests. Management must balance these principles to effectively lead an organization.
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The document discusses organizing as a management function that involves structuring jobs, tasks, and resources to accomplish objectives efficiently. It provides details on common organizing elements like work specialization, departmentalization, chain of command, span of control, and patterns of authority. Coordination of activities is also emphasized as linking different tasks to achieve common goals. Various types of departmentalization and authority patterns are outlined.
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Organizing a business involves assigning activities and grouping people into an organizational structure to accomplish objectives. The arrangement of work, or organization structure, requires clear objectives and coordination across the organization. Objectives must be specific, challenging and provide meaning and direction, while coordination ensures alignment between organizational, departmental, subunit and individual goals through teamwork. Both formal and informal organization structures emerge, with the formal structure designed by management and displayed in charts, and the informal comprising relationships between employees.
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2. Management is a social process that is concerned with relationships between people at work and helping an organization achieve its objectives.
3. Management refers both to the group of people who manage an organization as well as the activities they perform like planning, organizing, and controlling work.
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This document discusses organizational climate and provides definitions from various scholars. It begins by defining organizational climate as the perceptions of characteristics of an organization that influence motivation and performance. Climate is influenced by leadership, decision-making processes, and recognition of employee efforts. Climate is less encompassing than culture but more readily measured through individual perceptions. The document then provides definitions of organizational climate from various scholars and discusses how climate can be assessed through quantitative surveys. It describes the relationship between climate and motivation, the role of communication in climate, and decision-making processes.
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The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
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2. It outlines key theorists like Taylor, Mayo, McGregor, Herzberg and Maslow who contributed to shifting perspectives on management and the importance of understanding human factors.
3. The functions of human resource management are described including planning, organizing, directing, coordinating and controlling personnel. Operative functions like recruitment, selection, training and development are also covered.
4. The importance of job analysis, descriptions, specifications and evaluation are discussed as the foundation for effective human resource management practices.
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1. Organizing as a process considers several factors including ensuring the organizational structure reflects objectives, plans, and authority given to management.
2. The organizational structure should also reflect the external environment and consider people's limitations, customs, and traditions when grouping activities and assigning authority.
3. Proper organization is the backbone of a successful enterprise and the solid foundation upon which the entire business is built.
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This document provides an overview of management principles and concepts. It defines management as the process of designing and maintaining an environment where people work together efficiently. The five main functions of management are planning, organizing, staffing, leading, and controlling. Effective management requires conceptual, technical, and human relations skills. Other principles discussed include unity of command, order of management, efficiency, effectiveness, and Henry Fayol's 14 general principles of management. Overall, management is essential for any organization to function properly.
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Organizing is the second function of management and involves assigning tasks, grouping tasks into departments, and allocating resources. Managers must address basic organizing elements like designing jobs, grouping jobs, and establishing reporting relationships. Organizing provides benefits like increased productivity, division of labor, and clarity of expectations. It allows managers to improve effectiveness by obtaining the right resources and organizing people toward objectives, as well as improve efficiency through productive resource combinations.
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This document discusses 14 principles of management according to Henri Fayol. It summarizes each principle in 1-2 sentences. The principles include specialization, authority and responsibility, unity of command, unity of direction, kindness and justice, material order and social order, discipline, initiative, remuneration, stability of tenure, hierarchy, order, esprit de corps, and subordination of individual interests. Management must balance these principles to effectively lead an organization.
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The document examines how organizations can uphold human dignity for employees. It argues that current realities like profit maximization often treat workers as instruments rather than respecting their humanity. This can lead to inequality, poverty, and health issues. The author recommends that organizations adopt a human-focused approach where employees are seen as central, not mere means to short-term profits. This involves workplace democracy, respecting employees' dignity in all decisions, and managing human resources with philosophies of human dignity and organizational democracy throughout an employee's life cycle. When organizations commit to human dignity as a guiding principle, it changes the meaning of work and the organization's role in society.
Organizing
The document discusses organizing as a management function that involves structuring jobs, tasks, and resources to accomplish objectives efficiently. It provides details on common organizing elements like work specialization, departmentalization, chain of command, span of control, and patterns of authority. Coordination of activities is also emphasized as linking different tasks to achieve common goals. Various types of departmentalization and authority patterns are outlined.
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This document discusses the relationship between school climate and teacher commitment in Malaysia. It begins by introducing Malaysia's Vision 2020 plan to become a developed country, with education as a key part. School climate is defined as the philosophy, social networks, and resources that define a school. The roles of school climate include influencing teacher and student motivation, the learning environment, and collaboration between school members. Teacher commitment is important for school success and student achievement. The document then provides background on studies that have examined the concepts of school climate and organizational climate, and how these relate to teacher commitment and school outcomes. It introduces frameworks used to measure school climate dimensions like openness and health. The statement of the problem notes that teacher role is crucial for Malaysia's
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This document discusses organizational culture and how it develops and is sustained within organizations. It defines organizational culture as shared meanings represented through patterns of beliefs, symbols, rituals and practices. A dominant culture expresses core values shared by most members, while subcultures can form around common experiences. A strong culture is characterized by intensely held and widely shared core values that align with strategy, environment and technology to increase effectiveness. Culture acts as a substitute for formal controls by influencing employee behavior. Founders and top management impact culture through actions and decisions, while socialization and learning through stories, rituals, symbols and language transmit culture to new employees over time.
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The document discusses worker empowerment and participation. It defines empowerment as encouraging individuals to take responsibility for improving their jobs and contributing to organizational goals. This requires a culture where people feel they can make a difference and have confidence and skills to do so. Total Quality Management is provided as an example that empowers employees at all levels to tap their full potential. Worker participation is defined as workers taking part in sharing power and status with managers. It seeks to give workers influence in managerial decision making through various forms in an organization. The objectives of participation include increasing productivity, developing human personality, and achieving industrial peace. Forms of participation include ascending and descending models.
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This document discusses delegation and formal vs informal organization. It defines delegation as assigning responsibility and authority to complete a clearly defined task while retaining ultimate responsibility. There are three elements of delegation: responsibility, authority, and accountability. Formal organization has defined roles and a hierarchy, while informal organization develops spontaneously through social interactions. Key differences between formal and informal organizations include their purpose, stability, communication channels, and focus on work vs relationships.
Defining organization
Organizing a business involves assigning activities and grouping people into an organizational structure to accomplish objectives. The arrangement of work, or organization structure, requires clear objectives and coordination across the organization. Objectives must be specific, challenging and provide meaning and direction, while coordination ensures alignment between organizational, departmental, subunit and individual goals through teamwork. Both formal and informal organization structures emerge, with the formal structure designed by management and displayed in charts, and the informal comprising relationships between employees.
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This study aims to examine the importance of organizational stories told by middle managers in a Malaysian organization called XYZ. Middle managers are well-suited for this study as they possess significant knowledge of and experience within their organization due to their job responsibilities. Analyzing the stories of middle managers can provide insights into the organization's culture. The problem statement asks what stories middle managers at XYZ tell about the organization, and how these stories reflect organizational reality. If analyzed, these stories could help improve communication, identify employee concerns, solve problems, and enhance learning and productivity within the organization. This study would significantly contribute to Malaysian organizations by establishing a better working environment through the sharing of stories, enhancing work practices, and increasing employee motivation by giving their voices consideration
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1. Management involves coordinating organizational resources, tasks, and goals through processes like planning, organizing, staffing, directing, and controlling.
2. Management is a social process that is concerned with relationships between people at work and helping an organization achieve its objectives.
3. Management refers both to the group of people who manage an organization as well as the activities they perform like planning, organizing, and controlling work.
A Study On The Organizational Climate Project
This document discusses organizational climate and provides definitions from various scholars. It begins by defining organizational climate as the perceptions of characteristics of an organization that influence motivation and performance. Climate is influenced by leadership, decision-making processes, and recognition of employee efforts. Climate is less encompassing than culture but more readily measured through individual perceptions. The document then provides definitions of organizational climate from various scholars and discusses how climate can be assessed through quantitative surveys. It describes the relationship between climate and motivation, the role of communication in climate, and decision-making processes.
Concept of organization
The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONS
Group dynamics is a system of behaviors and psychological processes occurring within a social group, or between social groups.
Hrmps 15 lecture compiled
1. This document discusses the development of human resource management from a traditional viewpoint where labor was seen as a commodity to modern perspectives where people are studied and theories have been developed to understand human behavior at work.
2. It outlines key theorists like Taylor, Mayo, McGregor, Herzberg and Maslow who contributed to shifting perspectives on management and the importance of understanding human factors.
3. The functions of human resource management are described including planning, organizing, directing, coordinating and controlling personnel. Operative functions like recruitment, selection, training and development are also covered.
4. The importance of job analysis, descriptions, specifications and evaluation are discussed as the foundation for effective human resource management practices.
Organizing as a Process
1. Organizing as a process considers several factors including ensuring the organizational structure reflects objectives, plans, and authority given to management.
2. The organizational structure should also reflect the external environment and consider people's limitations, customs, and traditions when grouping activities and assigning authority.
3. Proper organization is the backbone of a successful enterprise and the solid foundation upon which the entire business is built.
Organisation climate and Change
Organizational climate refers to employees' perceptions of the policies, practices and procedures in their workplace. It is shaped by both objective structural factors like rules and policies as well as subjective perceptual factors regarding how employees interpret and respond to their work environment. Organizational climate exists at multiple levels - the overall organization, individual work groups, and personal psychological experiences. It is measured through employee perceptions and influences important outcomes like job satisfaction, performance and retention. Managing organizational climate effectively requires understanding factors that create resistance to change as well as strategies to overcome resistance.
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Administrative management: fayol principles of managementMarian Internatiinal Institute Of Management , kuttikanam , idukki
Fayol developed 14 principles of management based on his experience as a mining engineer and manager. Some of the key principles included division of work, where specialization increases efficiency; authority and responsibility, where managers must have authority to give orders but also be responsible; and unity of command and direction, where employees should receive instructions from one supervisor and teams should work under one manager. Other principles focused on discipline, fair remuneration, order, stability of personnel, and initiative. Overall, Fayol's principles aimed to provide structure and guidelines to effectively manage organizations.Principles of management part 1
Management involves administering and coordinating organizational resources to achieve goals. Henri Fayol identified key functions of management as planning, organizing, commanding, coordinating, and controlling. He proposed 14 principles of management including division of labor, authority and responsibility, discipline, unity of command, and subordination of individual interests. These principles provide guidance for managers in training, decision-making, and effective organization.
Principles of Management
Henri Fayol was a French mining executive who developed 14 principles of management that remain influential today. The principles include division of work, where complex jobs are broken into smaller specialized tasks; authority and responsibility, where managers delegate work but are accountable; and discipline, where good behavior and order are important. Other principles include unity of command (following a clear chain of command), unity of direction (working toward a unified goal), subordination of individual interests to organizational interests, fair remuneration for work, an appropriate level of centralization versus decentralization of decision making, a clear scalar chain of authority, maintenance of order and stability in personnel, equitable treatment of employees, encouragement of employee initiative, and promotion of an esprit de corps
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Chari
- 1. CHAPTER 1 :-MANAGEMENT PRINCIPAL AND APPLICATION
- 2. University of mysore Govt. First Grade College ,Alur 2021-22 Seminar Subject:Management Principle and Application Topic:Evaluation of Management Submitted By, Charithra H.S 1st B.com Govt.First Grade College, Alur. Submitted To, Vinay A.S Sir Commerce Lecturer Govt.First Grade College ,Alur.
- 3. EVALUATION OF THE THEORY Focus on organization efficiency through satisfaction of social and psychological need of the workers Participative management is the better than authoritarian management Design of theory :social needs are secondary to pschological needs Analysis of the theory : group dynamics may not be as important as emphsized upon
- 4. Henri fayol a French industrialist is now recognized as the father of modern management.in year 1916 fayol wrote a book "INDUSTRIAL AND GENERAL ADMINISTRATION" in this book he gave the 14 principle of management this 14 principle of management are universally accepted and used even today according to henri fayol all maneger must follow this 14 principle
- 5. Henri fayols 14 principal of manegment
- 6. Henri fayols 14 principles of management 1. Division of work 2. Authority and responsibility 3. Discipline 4. Unity of command 5. Subordination of individual interest to the general interest 6. Remuneration 7. Centralization 8. Scalar chain 9. Order 10. Equity 11. Initiative 12. Stability of tenure of personnel 13. Aspirin dead corps
- 7. DIVISION OF WORK work should be divided amoung individuals and groups to ensure that effort and attention are forced on the special portions of the task Fayol presented work specialization as the best way to use the human resources of organization
- 8. AUTHORITY AND RESPONSIBILITY The concepts of authority and responsibility are closely related Authority was defined by fayol as the right to give order and the power to exact obidience
- 9. DISCIPLINE A successful organization requires common effort of workers. Penaties should be applied judiciously to encourage this common effort.
- 10. UNITY OF COMMAND Worker shold receive order from only one maneger
- 11. UNITY OF DIRECTION The entire organization should be moving towards a common objective in common direction
- 12. SUBORDINATION OF INDIVIDUAL INTREST TO THE GENERAL INTEREST Then interests of one person should not take priority over the interest of the organization as the whole.
- 13. REMUNERATION Many variables such as cost of living supply of qualified personnel general business condition and success of the business should be considered in determining a workers rate of pay.
- 14. CENTRALIZATION Fayol defined centralization as lowering the importance of the subordinate role.
- 15. SCALAR CHAIN Lower level managers should always keep upper level maneger informed of their work activity
- 16. ORDER For the sake of efficiency and co-ordination all material and people related to a specific kind of work should be treated as equally as possible
- 17. EQUITY All employees should be treated as equally as possible
- 18. STABILITY OF TENURE OF PERSONNEL Retaining productive employees should always be a high priority of management
- 19. INITIATIVE Manegment should take steps to encourage worker initiative which is defined as new or auditional work activity undertaken through self direction.
- 20. ESPRIT DE CORPS Management should encourage harmony and general good feelings amount employees.
- 21. PRESENTED BY CHARITRA H S