This document discusses classical and modern organizational theories. It focuses on three classical theories: scientific management by Taylor which emphasized efficiency through planning, standardization, and specialization; Weber's bureaucratic approach which emphasized hierarchy, specialization, rules, and impartiality; and Fayol's administrative theory which included principles of management, the line and staff concept, and functions of management. It then provides details on Taylor's four principles of scientific management and Weber's principles of bureaucracy. Finally, it lists and briefly explains Fayol's 14 principles of management.
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.
This document discusses key concepts in management including definitions, principles, and functions. It provides definitions of management from Koontz and Taylor. The 14 principles of management outlined by Fayol are summarized, focusing on division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests. The 5 main functions of management - planning, organizing, staffing, directing, and controlling - are briefly defined.
The 14 principles of management outlined by Henri Fayol address important aspects of managing an organization such as division of work, authority and responsibility, discipline, unity of command, and unity of direction. Other principles include subordination of individual interests, remuneration, degree of centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. These principles provide guidance for effective management practices across organizations.
Principles of Educational Management-1.pptxktkr7214
The document discusses Henri Fayol's 14 principles of management. It provides context that Fayol was a French mining engineer who in 1916 wrote the book "General and Industrial Management" where he shared his management experiences and laid the foundation for treating management as a true profession. Some of the key principles discussed include division of work, authority and responsibility, discipline, unity of command, unity of direction, and subordination of individual interests to the general good of the organization. The document concludes that Fayol's principles provide a foundational framework for effective management that can be applied across different organizations and sectors.
Administrative management theories play a vital role in developing effective organizational structures. Max Weber's theory of bureaucracy established principles like formal authority from position, hiring based on merit not connections, and clear job specifications. While some old practices persist, modern businesses emphasize informal authority, knowledge/skills over connections, and empowering employees. Henri Fayol's 14 principles also influence management processes, such as specializing tasks, treating people equitably, and encouraging initiative/morale to achieve goals. Overall, administrative theories from Weber and Fayol provide foundations for efficient management structures still used in businesses today.
This document provides an introduction to management, including definitions of management from several experts and an outline of the key topics covered. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the main functions of management as planning, organizing, staffing, directing, and controlling. It also lists and explains 14 common principles of management such as division of work, unity of command, and initiative. Finally, it discusses the need for organizational management to help create clear goals, effectively implement business plans, improve coordination, and ensure employees can meet deadlines.
Administrative mgmt theories by arun vermaArun Verma
Administrative management theories play a vital role in developing effective organizational structures. Max Weber's theory of bureaucracy established principles of formal authority, merit-based positions, clearly defined job responsibilities, and hierarchical structures. While bureaucracy is still influential, modern organizations emphasize informal authority and empowering employees. Henri Fayol's fourteen principles of management also influence efficiency, including specialization of labor, unity of command, equitable treatment of employees, and encouraging initiative and esprit de corps. Together, these classic theories remain relevant to organizational design and management today.
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.
This document discusses key concepts in management including definitions, principles, and functions. It provides definitions of management from Koontz and Taylor. The 14 principles of management outlined by Fayol are summarized, focusing on division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests. The 5 main functions of management - planning, organizing, staffing, directing, and controlling - are briefly defined.
The 14 principles of management outlined by Henri Fayol address important aspects of managing an organization such as division of work, authority and responsibility, discipline, unity of command, and unity of direction. Other principles include subordination of individual interests, remuneration, degree of centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. These principles provide guidance for effective management practices across organizations.
Principles of Educational Management-1.pptxktkr7214
The document discusses Henri Fayol's 14 principles of management. It provides context that Fayol was a French mining engineer who in 1916 wrote the book "General and Industrial Management" where he shared his management experiences and laid the foundation for treating management as a true profession. Some of the key principles discussed include division of work, authority and responsibility, discipline, unity of command, unity of direction, and subordination of individual interests to the general good of the organization. The document concludes that Fayol's principles provide a foundational framework for effective management that can be applied across different organizations and sectors.
Administrative management theories play a vital role in developing effective organizational structures. Max Weber's theory of bureaucracy established principles like formal authority from position, hiring based on merit not connections, and clear job specifications. While some old practices persist, modern businesses emphasize informal authority, knowledge/skills over connections, and empowering employees. Henri Fayol's 14 principles also influence management processes, such as specializing tasks, treating people equitably, and encouraging initiative/morale to achieve goals. Overall, administrative theories from Weber and Fayol provide foundations for efficient management structures still used in businesses today.
This document provides an introduction to management, including definitions of management from several experts and an outline of the key topics covered. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the main functions of management as planning, organizing, staffing, directing, and controlling. It also lists and explains 14 common principles of management such as division of work, unity of command, and initiative. Finally, it discusses the need for organizational management to help create clear goals, effectively implement business plans, improve coordination, and ensure employees can meet deadlines.
Administrative mgmt theories by arun vermaArun Verma
Administrative management theories play a vital role in developing effective organizational structures. Max Weber's theory of bureaucracy established principles of formal authority, merit-based positions, clearly defined job responsibilities, and hierarchical structures. While bureaucracy is still influential, modern organizations emphasize informal authority and empowering employees. Henri Fayol's fourteen principles of management also influence efficiency, including specialization of labor, unity of command, equitable treatment of employees, and encouraging initiative and esprit de corps. Together, these classic theories remain relevant to organizational design and management today.
This document provides an overview of Henry Fayol's classical organization theory and Max Weber's bureaucracy theory. It discusses 14 principles of management according to Fayol, including division of work, authority and responsibility, discipline, unity of command, and order. It then covers key aspects of Weber's bureaucracy theory, such as its hierarchical structure, rules-based management, functional specialization, and selection based on technical qualifications rather than elections. The document aims to explain the classical theories of organization and management developed by Fayol and Weber.
Fundamentals of management & information systemArnav Chowdhury
The document discusses several key concepts related to management including:
1. It defines management as a process of reaching organizational goals through people and resources.
2. It outlines Henri Fayol's early contributions to management theory including identifying five primary management functions.
3. It discusses Frederick Taylor's scientific management approach and his four principles focused on optimizing work processes.
The document summarizes the historical development of management perspectives from classical, scientific, administrative, and bureaucratic approaches to behavioral, quantitative, systems, contingency, and integrative frameworks. It discusses key contributors like Taylor, Fayol, Mayo, Maslow, and McGregor and their influences on management thought. Contemporary perspectives emphasize recognizing internal/external influences, contingency-based responses, and an integrative approach to enhance efficiency and understanding of individual/group behavior.
This document discusses key concepts of management. It defines management as a process of taking decisions and putting them into action to achieve organizational objectives. Management deals with five factors of production - men, machine, money, material and methods. It is characterized as goal-oriented, dealing with people, requiring teamwork and authority. The functions of management are planning, organizing, directing and controlling. Management involves applying both scientific principles and art through creativity and skill. Henri Fayol's 14 principles of management are also outlined, including division of work, authority and responsibility, discipline, unity of command, and remuneration.
This document provides an introduction to management, including definitions of management, the purposes and functions of management, and principles of management. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The purposes of management are to plan, direct, organize and ensure business success through methods like customer satisfaction and employee training. The key functions of management are planning, organizing, staffing, directing, and controlling. Some principles of management discussed include division of work, unity of command, and centralization. The document outlines the need for organizational management to help create goals, implement business plans, and better coordinate activities.
The document discusses several theories of management including:
1) Scientific Management Theory proposed by Frederick Taylor which emphasized time-motion studies, piece-rate wages, division of labor, and functional foremanship.
2) Bureaucratic Theory proposed by Max Weber which advocated for hierarchies, rules, impersonality, and career advancement based on qualifications.
3) Administrative Management principles proposed by Henri Fayol including planning, organizing, commanding, coordinating, and controlling.
4) Human Relations Approach advocated by Mary Parker Follett and Elton Mayo which emphasized cooperation between employers and employees, job satisfaction, and team spirit.
Management: Definition – Nature – Scope and Functions – Evolution of Management thought – Contributions of F.W Taylor, Henri Fayol, Elton Mayo, Roethlisberger, H.A.Simon and Peter F Drucker- Approaches to the Study of Management-Universality of Management - Relevance of management to different types of organization.
Henry Fayol identified 14 principles of management that serve as fundamental guidelines for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, equity, stability of personnel, initiative, and esprit de corps. Fayol also identified key managerial qualities, divided management activities into six categories, and described the elements of management as planning, organizing, commanding, coordinating, and controlling.
Henry Fayol identified 14 principles of management that serve as fundamental guidelines for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, equity, stability of personnel, initiative, and esprit de corps. Fayol also identified key managerial qualities, divided management into six categories of activities, and described the elements of management as planning, organizing, commanding, coordinating, and controlling.
Management involves planning, organizing, directing, and controlling human and other resources to achieve organizational goals. Henry Fayol outlined 14 principles of management including division of work, authority and responsibility, discipline, unity of command, and centralization. Management aims to maximize efficiency, satisfy customers, provide adequate returns, satisfy employees, ensure good working conditions, and contribute to national goals. It is a social process that utilizes human efforts to control nature for human benefit.
This document outlines Henri Fayol's 14 principles of management which provide guidance for managerial decision making and actions. The principles are based on Fayol's observations of management practices and include concepts like division of labor, authority and responsibility, discipline, unity of command, and esprit de corps. The principles are presented as fundamental management concepts that remain applicable in organizations today through their focus on areas like specialization, coordination, motivation, and developing a cohesive workplace culture.
principle of management and professional ethics sabarish k.v
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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This document discusses Henri Fayol's 14 principles of management. It summarizes each principle, including specialization of labor, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization/decentralization, scalar chain, order, equity, stability of personnel, initiative, esprit de corps. It concludes that while obvious, these principles based on common sense remain practical tools for managing organizations.
The document defines management and nursing management. It discusses several concepts of management including the functional concept, getting things done through others concept, leadership and decision-making concept, and productivity concept. It then covers several management theories including scientific management theory, bureaucratic management theory, the human relations movement, and behavioral sciences theory. Finally, it outlines the functions of management/management process including planning, organizing, staffing, directing, and controlling, and discusses Fayol's 14 principles of management.
Henri Fayol proposed 14 principles of management that form the basis of modern business management. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. Fayol argued that following these principles would help organizations operate efficiently and achieve their goals.
Introduction to Leadership and Management.pptxStevenChingenya
This document provides an introduction to nursing leadership and management. It defines key terms like leadership, management, and organization. It outlines Henri Fayol's 14 principles of management and discusses various management theories. The purposes and types of organizations are also examined. The document aims to give nursing students an understanding of leadership, management, and organizational concepts that can improve healthcare service delivery.
Contribution of Henri Fayol to the development of Management theory....Mohit Agarwal
This document discusses Henri Fayol's contributions to the development of management thought and principles of management. It provides an introduction to Fayol's background and career as a mining engineer and director. The core of the document outlines Fayol's 14 principles of management, which include specialization of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, fair compensation, and stability of tenure. Fayol developed these principles based on his experience managing a large mining company to explain how managers should organize work and interact with employees. His principles remain influential in modern management theory.
fayol principles of management in reliance freshfunwithsiddh
This document provides an overview of management principles according to Henri Fayol. It discusses 14 of Fayol's management principles including division of work, authority and responsibility, discipline, unity of command, centralization and decentralization. For each principle, it provides a brief definition and explanation of how the principle contributes to effective management. It also includes brief sections on Reliance Fresh stores and an introduction to the concept of management. Overall, the document concisely outlines classic management principles and how they can guide managerial decision making and organizational functioning.
The document discusses several concepts related to organizational behavior and management. It provides definitions and perspectives from various thinkers on scientific management, bureaucracy, and systems approach. Key points discussed include Taylor's principles of scientific management, Fayol's fourteen principles of management, Weber's ideal bureaucracy, and viewing an organization as an open system that interacts with its external environment.
State the principles of management as enumerated by Henry Fayol. Exp.pdfartcraft14
State the principles of management as enumerated by Henry Fayol. Explain any eight of them?
Solution
14 principles of Management are statements that are based on a fundamental truth. These
principles of management serve as a guideline for decision-making and management actions.
They are drawn up by means of observations and analyses of events that managers encounter in
practice. Henri Fayol was able to synthesize 14 principles of management after years of study,
namely:
1. Division of Work
In practice, employees are specialized in different areas and they have different skills. Different
levels of expertise can be distinguished within the knowledge areas (from generalist to
specialist). Personal and professional developments support this. According to Henri Fayol
specialization promotes efficiency of the workforce and increases productivity. In addition, the
specialization of the workforce increases their accuracy and speed. This management principle of
the 14 principles of management is applicable to both technical and managerial activities.
2. Authority and Responsibility
In order to get things done in an organization, management has the authority to give orders to the
employees. Of course with this authority comes responsibility. According to Henri Fayol, the
accompanying power or authority gives the management the right to give orders to the
subordinates. The responsibility can be traced back from performance and it is therefore
necessary to make agreements about this. In other words, authority and responsibility go together
and they are two sides of the same coin.
3. Discipline
This third principle of the 14 principles of management is about obedience. It is often a part of
the core values of a mission and vision in the form of good conduct and respectful interactions.
This management principle is essential and is seen as the oil to make the engine of an
organization run smoothly.
4. Unity of Command
The management principle ‘Unity of command’ means that an individual employee should
receive orders from one manager and that the employee is answerable to that manager. If tasks
and related responsibilities are given to the employee by more than one manager, this may lead
to confusion which may lead to possible conflicts for employees. By using this principle, the
responsibility for mistakes can be established more easily.
5. Unity of Direction
This management principle of the 14 principles of management is all about focus and unity. All
employees deliver the same activities that can be linked to the same objectives. All activities
must be carried out by one group that forms a team. These activities must be described in a plan
of action. The manager is ultimately responsible for this plan and he monitors the progress of the
defined and planned activities. Focus areas are the efforts made by the employees and
coordination.
6. Subordination of Individual Interest
There are always all kinds of interests in an organization. In order to have an .
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This document discusses various types of fundraising. It begins by defining fundraising as the act of raising money from donors, whether individuals or organizations, to fund a group's work and services. It then outlines several common types of fundraising, including capital campaigns for specific projects, corporate support from businesses, online crowdfunding, and earned income from selling goods and services. The document also discusses grants, which are cash amounts given for precise purposes, and notes various conditions and oversight that often apply to grants. It concludes by mentioning membership campaigns to engage more people and donors, and special events like concerts that both raise funds and awareness.
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This document discusses the concept of social action. It provides definitions of social action from various scholars over time. Mary Richmond first used the term in 1922 to refer to "mass betterment through propaganda and social legislation". Later definitions broadened the scope to include bringing about structural social changes. Social action aims to solve social problems and improve conditions for vulnerable groups through organized efforts like social movements, legislation, and influencing policies. It discusses principles of social action like building credibility, legitimizing goals, and dramatization to mobilize masses. The overall objective is proper shaping of the social environment to enable a richer life for all citizens.
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This document provides an overview of Henry Fayol's classical organization theory and Max Weber's bureaucracy theory. It discusses 14 principles of management according to Fayol, including division of work, authority and responsibility, discipline, unity of command, and order. It then covers key aspects of Weber's bureaucracy theory, such as its hierarchical structure, rules-based management, functional specialization, and selection based on technical qualifications rather than elections. The document aims to explain the classical theories of organization and management developed by Fayol and Weber.
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The document discusses several key concepts related to management including:
1. It defines management as a process of reaching organizational goals through people and resources.
2. It outlines Henri Fayol's early contributions to management theory including identifying five primary management functions.
3. It discusses Frederick Taylor's scientific management approach and his four principles focused on optimizing work processes.
The document summarizes the historical development of management perspectives from classical, scientific, administrative, and bureaucratic approaches to behavioral, quantitative, systems, contingency, and integrative frameworks. It discusses key contributors like Taylor, Fayol, Mayo, Maslow, and McGregor and their influences on management thought. Contemporary perspectives emphasize recognizing internal/external influences, contingency-based responses, and an integrative approach to enhance efficiency and understanding of individual/group behavior.
This document discusses key concepts of management. It defines management as a process of taking decisions and putting them into action to achieve organizational objectives. Management deals with five factors of production - men, machine, money, material and methods. It is characterized as goal-oriented, dealing with people, requiring teamwork and authority. The functions of management are planning, organizing, directing and controlling. Management involves applying both scientific principles and art through creativity and skill. Henri Fayol's 14 principles of management are also outlined, including division of work, authority and responsibility, discipline, unity of command, and remuneration.
This document provides an introduction to management, including definitions of management, the purposes and functions of management, and principles of management. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The purposes of management are to plan, direct, organize and ensure business success through methods like customer satisfaction and employee training. The key functions of management are planning, organizing, staffing, directing, and controlling. Some principles of management discussed include division of work, unity of command, and centralization. The document outlines the need for organizational management to help create goals, implement business plans, and better coordinate activities.
The document discusses several theories of management including:
1) Scientific Management Theory proposed by Frederick Taylor which emphasized time-motion studies, piece-rate wages, division of labor, and functional foremanship.
2) Bureaucratic Theory proposed by Max Weber which advocated for hierarchies, rules, impersonality, and career advancement based on qualifications.
3) Administrative Management principles proposed by Henri Fayol including planning, organizing, commanding, coordinating, and controlling.
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Management: Definition – Nature – Scope and Functions – Evolution of Management thought – Contributions of F.W Taylor, Henri Fayol, Elton Mayo, Roethlisberger, H.A.Simon and Peter F Drucker- Approaches to the Study of Management-Universality of Management - Relevance of management to different types of organization.
Henry Fayol identified 14 principles of management that serve as fundamental guidelines for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, equity, stability of personnel, initiative, and esprit de corps. Fayol also identified key managerial qualities, divided management activities into six categories, and described the elements of management as planning, organizing, commanding, coordinating, and controlling.
Henry Fayol identified 14 principles of management that serve as fundamental guidelines for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, equity, stability of personnel, initiative, and esprit de corps. Fayol also identified key managerial qualities, divided management into six categories of activities, and described the elements of management as planning, organizing, commanding, coordinating, and controlling.
Management involves planning, organizing, directing, and controlling human and other resources to achieve organizational goals. Henry Fayol outlined 14 principles of management including division of work, authority and responsibility, discipline, unity of command, and centralization. Management aims to maximize efficiency, satisfy customers, provide adequate returns, satisfy employees, ensure good working conditions, and contribute to national goals. It is a social process that utilizes human efforts to control nature for human benefit.
This document outlines Henri Fayol's 14 principles of management which provide guidance for managerial decision making and actions. The principles are based on Fayol's observations of management practices and include concepts like division of labor, authority and responsibility, discipline, unity of command, and esprit de corps. The principles are presented as fundamental management concepts that remain applicable in organizations today through their focus on areas like specialization, coordination, motivation, and developing a cohesive workplace culture.
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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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This document discusses Henri Fayol's 14 principles of management. It summarizes each principle, including specialization of labor, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization/decentralization, scalar chain, order, equity, stability of personnel, initiative, esprit de corps. It concludes that while obvious, these principles based on common sense remain practical tools for managing organizations.
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Henri Fayol proposed 14 principles of management that form the basis of modern business management. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. Fayol argued that following these principles would help organizations operate efficiently and achieve their goals.
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This document discusses Henri Fayol's contributions to the development of management thought and principles of management. It provides an introduction to Fayol's background and career as a mining engineer and director. The core of the document outlines Fayol's 14 principles of management, which include specialization of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, fair compensation, and stability of tenure. Fayol developed these principles based on his experience managing a large mining company to explain how managers should organize work and interact with employees. His principles remain influential in modern management theory.
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This document provides an overview of management principles according to Henri Fayol. It discusses 14 of Fayol's management principles including division of work, authority and responsibility, discipline, unity of command, centralization and decentralization. For each principle, it provides a brief definition and explanation of how the principle contributes to effective management. It also includes brief sections on Reliance Fresh stores and an introduction to the concept of management. Overall, the document concisely outlines classic management principles and how they can guide managerial decision making and organizational functioning.
The document discusses several concepts related to organizational behavior and management. It provides definitions and perspectives from various thinkers on scientific management, bureaucracy, and systems approach. Key points discussed include Taylor's principles of scientific management, Fayol's fourteen principles of management, Weber's ideal bureaucracy, and viewing an organization as an open system that interacts with its external environment.
State the principles of management as enumerated by Henry Fayol. Exp.pdfartcraft14
State the principles of management as enumerated by Henry Fayol. Explain any eight of them?
Solution
14 principles of Management are statements that are based on a fundamental truth. These
principles of management serve as a guideline for decision-making and management actions.
They are drawn up by means of observations and analyses of events that managers encounter in
practice. Henri Fayol was able to synthesize 14 principles of management after years of study,
namely:
1. Division of Work
In practice, employees are specialized in different areas and they have different skills. Different
levels of expertise can be distinguished within the knowledge areas (from generalist to
specialist). Personal and professional developments support this. According to Henri Fayol
specialization promotes efficiency of the workforce and increases productivity. In addition, the
specialization of the workforce increases their accuracy and speed. This management principle of
the 14 principles of management is applicable to both technical and managerial activities.
2. Authority and Responsibility
In order to get things done in an organization, management has the authority to give orders to the
employees. Of course with this authority comes responsibility. According to Henri Fayol, the
accompanying power or authority gives the management the right to give orders to the
subordinates. The responsibility can be traced back from performance and it is therefore
necessary to make agreements about this. In other words, authority and responsibility go together
and they are two sides of the same coin.
3. Discipline
This third principle of the 14 principles of management is about obedience. It is often a part of
the core values of a mission and vision in the form of good conduct and respectful interactions.
This management principle is essential and is seen as the oil to make the engine of an
organization run smoothly.
4. Unity of Command
The management principle ‘Unity of command’ means that an individual employee should
receive orders from one manager and that the employee is answerable to that manager. If tasks
and related responsibilities are given to the employee by more than one manager, this may lead
to confusion which may lead to possible conflicts for employees. By using this principle, the
responsibility for mistakes can be established more easily.
5. Unity of Direction
This management principle of the 14 principles of management is all about focus and unity. All
employees deliver the same activities that can be linked to the same objectives. All activities
must be carried out by one group that forms a team. These activities must be described in a plan
of action. The manager is ultimately responsible for this plan and he monitors the progress of the
defined and planned activities. Focus areas are the efforts made by the employees and
coordination.
6. Subordination of Individual Interest
There are always all kinds of interests in an organization. In order to have an .
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The document provides a history of the development of community organization in the United States, United Kingdom, and India. It discusses how community organization began as charity efforts in the US and UK in the late 19th century and expanded in the early 20th century. It then outlines the major periods of growth in the US including the rise of federations in the 1920s-1930s and expansion/professionalization in the 1930s onward. Similar phases of development are described for the UK and India, noting the emergence of community organization with government programs in both countries in the 1950s.
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This document discusses eight principles for guiding community organization in India as outlined by H.Y. Siddiqui in 1997. The principles are: 1) specific objectives tailored to different community groups, 2) meticulous planning, 3) meaningful people's participation, 4) an inter-group approach recognizing diversity, 5) democratic decision making, 6) flexible organization, 7) optimal use of local resources, and 8) cultural sensitivity. The document provides examples to illustrate each principle, such as formulating separate programs for women, anticipating potential issues in planning, and gaining community acceptance by respecting local traditions.
LECTURE 3 WORKING WITH COMMUNITIES AND ADMINISTRATION.pdfAMIT KUMAR
This document outlines principles of community organization proposed by various practitioners. It discusses principles put forward by Dunham in 1958 focusing on democracy, participation and adequate social services. It also examines principles developed by Murray Ross in 1967 centered around an organizing association, including the need for widely shared discontent to initiate the association, involving both formal and informal community leaders, and developing effective communication and leadership within the association. The document provides detailed explanations of 12 principles proposed by Ross to guide the community organization process.
LECTURE 1 WORKING WITH COMMUNITIES AND ADMINISTRATION.pdfAMIT KUMAR
This document provides definitions and concepts related to community organization from several experts and authors. It discusses community organization as a process where a community identifies needs, prioritizes them, develops confidence and willingness to address needs, finds resources, and promotes cooperation. Community organization recognizes democratic values and empowering people by addressing issues collectively. It believes communities can address social problems through teamwork and scientific methods. The document then provides definitions of community organization from several authors that emphasize processes of communities working together democratically to determine and meet social welfare needs.
LECTURE 5 WORKING WITH COMMUNITIES AND ADMINISTRATION.pdfAMIT KUMAR
This document discusses models of community organization. It begins by defining a model as a simplified way to understand complex community realities. Three main approaches to community organization are then described: general content, specific content, and process. Rothman's three basic models of community organization are also outlined: locality development focuses on community building; social planning evaluates needs and services; and social action aims to achieve social progress through confrontation and pressure on power structures. Key aspects of each model are defined in 1-3 sentences.
LECTURE 3 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
The document discusses the four components of social casework:
1. Person - The client who seeks help with social or emotional needs. Clients come in various types.
2. Problem - Issues that impact a person's social functioning or ability to meet needs. Problems have objective and subjective aspects.
3. Place - The social service agency where the client seeks help. Agencies are established to help individuals with social challenges.
4. Process - The progressive problem-solving relationship between the caseworker and client to help the client better cope with problems. The process aims to influence the client and problem to resolve issues.
LECTURE 4 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
The social casework process involves 5 steps:
1. Study (social investigation) of the client's problems, background, family, health, personality, and environment.
2. Assessment and social diagnosis to understand the causes and nature of the client's issues.
3. Intervention and social treatment using direct counseling, modifying the client's environment, or providing practical services.
4. Termination of the casework relationship once the client can independently cope with their situation.
5. Evaluation and follow-up to determine if the client's problems were solved and review the effectiveness of the casework process.
LECTURE 11 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
This document discusses the stages of human development from conception through adulthood. It begins by outlining the three prenatal stages of development - the germinal stage (weeks 1-2), embryonic stage (weeks 3-8), and fetal stage (weeks 9-40). It then describes the stages of infancy/toddlerhood, early childhood, middle childhood, and adolescence. Finally, it discusses the three stages of adulthood - early, middle, and late adulthood - and how physical and cognitive abilities change throughout adulthood until death.
LECTURE 2 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
Mary Richmond pioneered scientific social case work and defined it as processes that develop personality through adjustments between individuals and their social environment. Hamilton defined social case work as stimulating clients to participate in studying their situation and making efforts to solve problems using their own resources. Perlman described social case work as a process used by human welfare agencies to help individuals cope more effectively with problems in social functioning through a relationship between the client, their problem, the agency, and the process.
LECTURE 5 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
This document provides definitions of social casework from various scholars between 1920-1957. It defines social casework as the process of understanding individuals, assisting them with social adjustment issues, counseling them on personal problems, and helping them develop skills to cope with social environments.
It then outlines 7 principles of social casework: 1) individualization, 2) purposeful expression of feelings, 3) controlled emotional involvement, 4) acceptance, 5) non-judgement, 6) client self-determination, and 7) confidentiality. These principles emphasize treating each client as a unique individual, allowing them to express emotions purposefully, maintaining objectivity, accepting clients unconditionally, avoiding judgements, empowering client decision-making
LECTURE 9 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
This document discusses principles of social group work. It begins by outlining some generic principles of social work like respecting individuals and being non-judgemental. It then describes how social group work specifically aims to bring about change through purposeful relationships between the worker and group members. The document outlines Trecker's 10 principles of social group work, which guide group formation, setting objectives, building worker-group relationships, individualizing support, facilitating group interaction, democratic decision making, flexible organization, progressive programming, utilizing resources, and ongoing evaluation.
LECTURE 10 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
This document provides an overview of normal and abnormal human behavior according to several models and theories. It discusses Erik Erikson's psychosocial theory of development which outlines eight stages of development from infancy to late adulthood, defining a central task and potential outcome for each stage. The stages involve developing trust, autonomy, initiative, industry, identity, intimacy, generativity, and integrity. The document also briefly outlines other lifespan development theories and defines normal behavior as meeting social standards while abnormal behavior includes conditions like mental illness.
LECTURE 8 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
Social group work aims to develop individuals through group activities and interactions. It uses groups to help individuals achieve social goals in a democratic manner. Key characteristics include using multiple relationships within groups, promoting identification between members, and using program activities to facilitate skills and relationships. The objectives are to assist individual maturation, provide social and emotional support, promote democratic participation, and address social problems. Social group work has its roots in organizations from the late 19th/early 20th century that promoted self-help and recreation. It became more formalized as a method within social work in the 1930s-1950s.
LECTURE 6 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
This document discusses different ways of classifying social groups. It defines a social group as a collection of two or more individuals interacting with one another through reciprocal influence. Social groups can be classified based on the nature of contact between members (primary vs secondary), level of identification (in-group vs out-group), structure of rules (formal vs informal), how the group is formed (voluntary vs involuntary vs delegate), and relationship to society (un-social, anti-social, pro-social, pseudo-social). Primary groups involve close interaction while secondary groups are more impersonal. In-groups are those an individual identifies with while out-groups are those they do not.
LECTURE 1 (WORKING WITH INDIVIDUALS AND GROUPS).pdfAMIT KUMAR
The document provides a historical overview of the development of social casework in the West and India from the 19th century to present. Some of the key events and developments mentioned include:
- The establishment of the Association for Improving the Condition of the Poor in 1843 in America, which took a more individualized approach to addressing poverty.
- The establishment of the first professional social work school, the New York School, in 1898, signifying that social work had developed a substantial body of knowledge and skills.
- The emergence of psychoanalytic theory in the 1920s and its strong influence on casework, shifting the focus to psychic forces within individuals.
- The impact of the economic depression in the
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
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The utilization of land is impacted by human needs and environmental factors. In countries
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9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
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Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
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LECTURE 10 WORKING WITH COMMUNITIES AND ADMINISTRATION.pdf
1. BY AMIT KUMAR MOB NO.: +919435028022/9708811272 EMAIL-amitranjanfn09@outlook.com
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WORKING WITH COMMUNITIES
BY
AMIT KUMAR
ASSISTANT PROFESSOR
DEPARTMENT OF CONTEMPORARY AND TRIBAL CUSTOMARY LAW
CENTRAL UNIVIERSITY OF JHARKHAND
Lecture 10
Organizational Theories
Organizational theories which explain the organization and its structure can be broadly
classified as classical, neo-classical or modern.
1. CLASSICAL ORGANIZATION THEORY
1. Scientific Management approach
2. Weber's Bureaucratic approach
3. Administrative theory.
2. NEOCLASSICAL THEORY
3. MODERN ORGANIZATION THEORY
1. Systems approach
2. Socio-technical approach
3. Contingency or Situational approach
1. CLASSICAL ORGANIZATION THEORY
Classical organization theories deal with the formal organization and concepts to increase
management efficiency.
1) Taylor (1947) presented scientific management concepts,
2) Weber (1947) gave the bureaucratic approach, and
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3) Fayol (1949) developed the administrative theory of the organization.
They all contributed significantly to the development of classical organization theory
Taylor's scientific management approach
It is based on the concept of planning of work to achieve efficiency, standardization,
specialization and simplification. Acknowledging that the approach to increased productivity
was through mutual trust between management and workers, Taylor suggested that, to increase
this level of trust,
1. the advantages of productivity improvement should go to workers,
2. physical stress and anxiety should be eliminated as much as possible,
3. capabilities of workers should be developed through training, and
4. the traditional 'boss' concept should be eliminated.
5. Taylor developed the following four principles of scientific management for
improving productivity:
❑ Science, not rule-of-thumb old rules-of-thumb should be supplanted by
a scientific approach to each element of a person's work.
❑ Scientific selection of the worker Organizational members should be
selected based on some analysis, and then trained, taught and developed.
❑ Management and labor cooperation rather than conflict Management
should collaborate with all organizational members so that all work can
be done in conformity with the scientific principles developed.
❑ Scientific training of the worker: Workers should be trained by experts,
using scientific methods.
Weber's bureaucratic approach
Considering the organization as a segment of broader society, Weber (1947) based the concept
of the formal organization on the following principles:
• Structure: In the organization, positions should be arranged in a hierarchy, each with
a particular, established amount of responsibility and authority.
• Specialization: Tasks should be distinguished on a functional basis, and then
separated according to specialization, each having a separate chain of command.
• Predictability and stability: The organization should operate according to a system
of procedures consisting of formal rules and regulations.
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• Rationality: Recruitment and selection of personnel should be impartial.
• Democracy: Responsibility and authority should be recognized by designations and
not by persons.
Weber's theory is infirm on account of dysfunctions (Hicks and Gullett, 1975) such as
rigidity, impersonality, displacement of objectives, limitation of categorization, self-
perpetuation and empire building, cost of controls, and anxiety to improve status.
Administrative theory
The elements of administrative theory (Fayol, 1949) relate to accomplishment of tasks, and
include principles of management or administration, the concept of line and staff,
committees and functions of management.
Principles of Management
14 principles of Management are statements that are based on a fundamental truth. These
principles of management serve as a guideline for decision-making and management actions.
They are drawn up by means of observations and analyses of events that managers encounter
in practice. Henri Fayol was able to synthesize 14 principles of management after years of
study, namely:
1. Division of Work
In practice, employees are specialized in different areas and they have different skills. Different
levels of expertise can be distinguished within the knowledge areas (from generalist to
specialist). Personal and professional developments support this. According to Henri Fayol
specialization promotes efficiency of the workforce and increases productivity. In addition, the
specialization of the workforce increases their accuracy and speed. This management principle
of the 14 principles of management is applicable to both technical and managerial activities.
2. Authority and Responsibility
In order to get things done in an organization, management has the authority to give orders to
the employees. Of course, with this authority comes responsibility. According to Henri Fayol,
the accompanying power or authority gives the management the right to give orders to the
subordinates. The responsibility can be traced back from performance and it is therefore
necessary to make agreements about this. In other words, authority and responsibility go
together and they are two sides of the same coin.
3. Discipline
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This third principle of the 14 principles of management is about obedience. It is often a part of
the core values of a mission and vision in the form of good conduct and respectful interactions.
This management principle is essential and is seen as the oil to make the engine of an
organization run smoothly.
4. Unity of Command
The management principle ‘Unity of command’ means that an individual employee should
receive orders from one manager and that the employee is answerable to that manager. If tasks
and related responsibilities are given to the employee by more than one manager, this may lead
to confusion which may lead to possible conflicts for employees. By using this principle, the
responsibility for mistakes can be established more easily.
5. Unity of Direction
This management principle of the 14 principles of management is all about focus and unity.
All employees deliver the same activities that can be linked to the same objectives. All activities
must be carried out by one group that forms a team. These activities must be described in a
plan of action. The manager is ultimately responsible for this plan and he monitors the progress
of the defined and planned activities. Focus areas are the efforts made by the employees and
coordination.
6. Subordination of Individual Interest
There are always all kinds of interests in an organization. In order to have an organization
function well, Henri Fayol indicated that personal interests are subordinate to the interests of
the organization (ethics). The primary focus is on the organizational objectives and not on those
of the individual. This applies to all levels of the entire organization, including the managers.
7. Remuneration
Motivation and productivity are close to one another as far as the smooth running of an
organization is concerned. This management principle of the 14 principles of management
argues that the remuneration should be sufficient to keep employees motivated and productive.
There are two types of remuneration namely non-monetary (a compliment, more
responsibilities, credits) and monetary (compensation, bonus or other financial compensation).
Ultimately, it is about rewarding the efforts that have been made.
8. The Degree of Centralization
Management and authority for decision-making process must be properly balanced in an
organization. This depends on the volume and size of an organization. Centralization implies
the concentration of decision-making authority at the top management (executive board).
Sharing of authorities for the decision-making process with lower levels (middle and lower
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management), is referred to as decentralization by Henri Fayol. Henri Fayol indicated that an
organization should strive for a good balance in this.
9. Scalar Chain
Hierarchy presents itself in any given organization. This varies from senior management
(Executive board) to the lowest levels in the organization. Henri Fayol ’s “hierarchy”
management principle states that there should be a clear line in the area of authority (from top
to bottom and all managers at all levels). This can be seen as a type of management structure.
Each employee can contact a manager or a superior in an emergency situation without
challenging the hierarchy. Especially, when it concerns reports about calamities to the
immediate managers/superiors.
10. Order
According to this principle of the 14 principles of management, employees in an organization
must have the right resources at their disposal so that they can function properly in an
organization. In addition to social order (responsibility of the managers) the work environment
must be safe, clean and tidy.
11. Equity
The management principle of equity often occurs in the core values of an organization.
According to Henri Fayol, employees must be treated kindly and equally. Employees must be
in the right place in the organization to do things right. Managers should supervise and monitor
this process and they should treat employees fairly and impartially.
12. Stability of Tenure of Personnel
This management principle of the 14 principles of management represents deployment and
managing of personnel and this should be in balance with the service that is provided from the
organization. Management strives to minimize employee turnover and to have the right staff in
the right place. Focus areas such as frequent change of position and sufficient development
must be managed well.
13. Initiative
Henri Fayol argued that with this management principal employees should be allowed to
express new ideas. This encourages interest and involvement and creates added value for the
company. Employee initiatives are a source of strength for the organization according to Henri
Fayol. This encourages the employees to be involved and interested.
14. Esprit de Corps
The management principle ‘esprit de corps’ of the 14 principles of management stands for
striving for the involvement and unity of the employees. Managers are responsible for the
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development of morale in the workplace; individually and in the area of communication. Esprit
de corps contributes to the development of the culture and creates an atmosphere of mutual
trust and understanding.
The 14 principles of management can be used to manage organizations and are useful tools for
forecasting, planning, process management, organization management, decision-making,
coordination and control.
2. NEOCLASSICAL THEORY
❑ Neoclassical theorists recognized the importance of individual or group behaviour and
emphasized human relations.
❑ the neoclassical approach emphasized social or human relationships among the
operators, researchers and supervisors (Roethlisberger and Dickson, 1943).
❑ It was argued that these considerations were more consequential in determining
productivity than mere changes in working conditions.
❑ Productivity increases were achieved as a result of high morale, which was influenced
by the amount of individual, personal and intimate attention workers received.
❑ The classical approach stressed the formal organization. It was mechanistic and ignored
major aspects of human nature. In contrast, the neoclassical approach introduced an
informal organization structure and emphasized the following principles:
❑ The individual: An individual is not a mechanical tool but a distinct social
being, with aspirations beyond mere fulfilment of a few economic and security
works. Individuals differ from each other in pursuing these desires. Thus, an
individual should be recognized as interacting with social and economic factors.
❑ The work group: The neoclassical approach highlighted the social facets of
work groups or informal organizations that operate within a formal
organization. The concept of 'group' and its synergistic benefits were considered
important.
❑ Participative management: Participative management or decision-making
permits workers to participate in the decision making process. This was a new
form of management to ensure increases in productivity.
❑ Note the difference between Taylor's 'scientific management' - which focuses on work
- and the neoclassical approach - which focuses on workers.
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3. MODERN ORGANIZATION THEORY
Some of the notable characteristics of the modern approaches to the organization are:
• a systems viewpoint,
• a dynamic process of interaction,
• multi-levelled and multidimensional,
• multi-motivated,
• probabilistic,
• multi-disciplinary,
• descriptive,
• multivariable, and
• adaptive.
Modern understandings of the organization can be broadly classified into:
· The systems approach,
· Socio-technical theory, and
· A contingency or situational approach.
The Systems Approach
The systems approach views organization as a system composed of interconnected - and thus
mutually dependent - sub-systems. These sub-systems can have their own sub-sub-systems. A
system can be perceived as composed of some components, functions and processes (Albrecht,
1983). Thus, the organization consists of the following three basic elements (Bakke, 1959):
(i) Components There are five basic, interdependent parts of the organizing system,
namely:
· The individual,
· The formal and informal organization,
· Patterns of behaviour emerging from role demands of the organization,
· Role comprehension of the individual, and
· The physical environment in which individuals work.
(ii) Linking processes: The different components of an organization are required to
operate in an organized and correlated manner. The interaction between them is
contingent upon the linking processes, which consist of communication, balance and
decision making.
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· Communication is a means for eliciting action, exerting control and effecting
coordination to link decision centres in the system in a composite form.
· Balance is the equilibrium between different parts of the system so that they
keep a harmoniously structured relationship with one another.
· Decision analysis is also considered to be a linking process in the systems
approach. Decisions may be to produce or participate in the system. Decision to
produce depends upon the attitude of the individual and the demands of the
organization. Decision to participate refers to the individual's decisions to
engross themselves in the organization process. That depends on what they get
and what they are expected to do in participative decision making.
(iii) Goals of organization: The goals of an organization may be growth, stability and
interaction. Interaction implies how best the members of an organization can interact
with one another to their mutual advantage.
Socio-technical approach
• It is not just job enlargement and enrichment which is important, but also transforming
technology into a meaningful tool in the hands of the users. The socio-technical systems
approach is based on the premise that every organization consists of the people, the
technical system and the environment (Pasmore, 1988).
• People (the social system) use tools, techniques and knowledge (the technical
system) to produce goods or services valued by consumers or users (who are part
of the organization's external environment). Therefore, an equilibrium among the social
system, the technical system and the environment is necessary to make the organization
more effective.
The contingency or situational approach
• The situational approach (Selznick, 1949; Burns and Stalker, 1961; Woodward, 1965;
Lawrence and Lorsch, 1967) is based on the belief that there cannot be universal
guidelines which are suitable for all situations.
• Organizational systems are inter-related with the environment.
• The contingency approach (Hell Riegel and Slocum, 1973) suggests that different
environments require different organizational relationships for optimum effectiveness,
taking into consideration various social, legal, political, technical and economic factors.
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