Introduction, Meaning, Nature, Characteristics of Management, Scope and Functional areas of management, Management as a science or art or profession, management & administration, Henry Fayol’s Principles of Management.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Definition
Management Objectives
Levels of Management
Management
Roles at Different Levels
The Basic Management
Theories and Principles
The Basic Management Skills
Principles of Management (MG 6851) Unit i AntBMaro
Topics Covered :
Definition of Management
Science or Art
Manager Vs Entrepreneur
Types of managers managerial roles and skills
Evolution of Management – Scientific, human relations , system and contingency approaches
Types of Business organization - Sole proprietorship, partnership, company-public and private sector enterprises
Organization culture and Environment
Current trends and issues in Management.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Definition
Management Objectives
Levels of Management
Management
Roles at Different Levels
The Basic Management
Theories and Principles
The Basic Management Skills
Principles of Management (MG 6851) Unit i AntBMaro
Topics Covered :
Definition of Management
Science or Art
Manager Vs Entrepreneur
Types of managers managerial roles and skills
Evolution of Management – Scientific, human relations , system and contingency approaches
Types of Business organization - Sole proprietorship, partnership, company-public and private sector enterprises
Organization culture and Environment
Current trends and issues in Management.
Course no is MGT-201
In chapter controlling I tried to show this process. I think it will be better for your seeking information about controlling in management. In the presentation much information provided.
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
This is a presentation on Principles of Business Management. This presentation is based on syllabus of Pt. Ravi Shankar University,Raipur and Durg University, Durg. It is a brief presentation of all the aspects, functions and basic principles of business managaement.
Course no is MGT-201
In chapter controlling I tried to show this process. I think it will be better for your seeking information about controlling in management. In the presentation much information provided.
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
This is a presentation on Principles of Business Management. This presentation is based on syllabus of Pt. Ravi Shankar University,Raipur and Durg University, Durg. It is a brief presentation of all the aspects, functions and basic principles of business managaement.
Principles of management is a broad and general guideline for managerial decision-making and behavior of employees towards the organization.
At the most fundamental level, management is a discipline that consists of a set of five general functions: planning, organizing, staffing, leading, and controlling.
BUSINESS ORGANIZATION AND MANAGEMENT - B.Com I SEM- UNIT-3Balasri Kamarapu
INTRODUCTION TO FUNCTIONS OF MANAGEMENT:
Management - Meaning - Characteristics - Functions of Management - Levels of Management – Skills of Management- Scientific Management - Meaning - Definition - Objectives - Criticism – Fayol‘s 14 Principles of Management .
"Essentials of Management" is a foundational subject that is commonly taught in various business-related degree programs such as BCom (Bachelor of Commerce), BBA (Bachelor of Business Administration), MBA (Master of Business Administration), and BCom (Honours) programs. This subject provides students with a comprehensive understanding of the fundamental principles, concepts, and practices of management in the context of business and organizational settings. The subject covers a wide range of topics related to planning, organizing, leading, and controlling various resources to achieve organizational goals effectively and efficiently. Here is a general overview of the topics covered under the subject:
Introduction to Management:
Definition of management and its significance.
Evolution of management theories and practices.
Role of managers in organizations.
Functions of Management:
Planning: Setting goals, objectives, and strategies for achieving them.
Organizing: Structuring resources and tasks to achieve goals.
Leading: Motivating, influencing, and guiding employees to work towards goals.
Controlling: Monitoring progress, measuring performance, and taking corrective actions.
Types of Management:
Strategic Management: Long-term planning and decision-making at the top level.
Tactical Management: Implementing strategies at the middle level for specific units or departments.
Operational Management: Day-to-day activities and processes to achieve operational efficiency.
Organizational Structure:
Different types of organizational structures (functional, divisional, matrix, etc.).
The concept of chain of command and delegation of authority.
Decision-Making:
The decision-making process and various models.
Factors influencing decision-making.
Leadership and Motivation:
Different leadership styles and their impact on teams.
Theories of motivation and their application in the workplace.
Communication:
Importance of effective communication in management.
Different communication channels and barriers.
Team Management:
Building and managing effective teams.
Conflict resolution and team dynamics.
Human Resource Management:
Recruitment, selection, training, and performance evaluation of employees.
Employee development and retention strategies.
Ethics and Social Responsibility:
Business ethics and ethical decision-making.
Role of businesses in society and corporate social responsibility.
Change Management:
Managing organizational change and resistance to change.
Techniques for successful change implementation.
Globalization and Diversity:
Managing in a global context.
Dealing with cultural diversity and cross-cultural communication.
The depth and emphasis on each of these topics may vary depending on the level of the program (BCom, BBA, MBA, BCom Honours) and the specific curriculum of the institution. Overall, the subject "Essentials of Management" provides students with a solid foundation in the principles and practices of effective management.
Meaning of Service; Characteristics of Services; Classification of Services; Marketing mix of services; Customer involvement in services; Building customer loyalty; GAP model; Balancing demand & capacity.
Meaning and Elements – Classification of products; product life cycle, new product development process; branding, packaging; Pricing: Objectives, factors influencing pricing policy; types of pricing methods, Distribution: definition; need; types of marketing channels, factors affecting channels;; Promotion: Nature and importance of promotion; promotion mix; advertising; sales promotion; public relation; direct selling and publicity.
Definition; Nature; Scope and Importance of marketing; Approaches to the study of marketing; Functions of marketing, Market Segmentation: Meaning; Importance; Bases of Segmentation; Market Targeting; Types of targeting; Market Positioning; Strategies for positioning, Recent trends in Marketing
Introduction to Spreadsheet, Features of Spreadsheet, Cell reference, Format cells, Data Validation, Protecting Sheets, Data Analysis in Excel: Sort, Filter, Conditional Formatting, Preparing Charts, Pivot Table, What if Analysis (Goal seek, Scenario manager), Financial Functions: NPV, PMT, PV, FV, Rate, IRR, DB, SLN, SYD. Logical Functions: IF, AND, OR, Lookup Functions: V Lookup, H Lookup, Mathematical functions and text functions
Introduction to Data and Information, database, types of database models, Introduction to DBMS, Difference between file management systems and DBMS, advantages & disadvantages of DBMS, Data warehousing, Data mining, Applications of DBMS, Introduction to MS Access, Create Database, Create Table, Adding Data, Forms in MS Access, Reports in MS Access.
Transaction Processing Systems (TPS), Management Information System (MIS), Decision Support Systems (DSS), Group Decision Support System (GDSS), Executive Information System (EIS), Expert System (ES) – features, process, advantages & disadvantages, role of these systems in decision making process.
Introduction to Information Technology (IT), Introduction to Information System (IS), Difference between IS & IT, Need for Information System, Information systems in the enterprise, Impact of information technology on business (Business Data Processing, Intra and Inter organizational communication using network technology, Business process and Knowledge process outsourcing), Managers and activities in IS, Importance of IS in decision making and strategy building, Information systems and subsystems.
Data Mining – Definition, Challenges, tasks, Data pre-processing, Data Cleaning, missing data, dimensionality reduction, data transformation, measures of similarity and dissimilarity, Introduction to Association rules, APRIORI algorithm, partition algorithm, FP growth algorithm, Introduction to Classification techniques, Decision tree, Naïve-Bayes classifier, k-nearest neighbour, classification algorithm.
Data Warehouse – Introduction, characteristics, architecture, scheme and modelling, Differences between operational database systems and data warehouse.
Nature and purpose of organization, principles of organization, types of organization, formal and informal organization, types of organization structure, departmentation, importance and bases of departmentaion, committees, meaning and types, centralization vs decentralization of authority and responsibility, span of control, MBO and MBE (meaning only), nature and importance of staffing, process of recruitment & selection (in brief)
Meaning and nature of directing, leadership styles, motivation, meaning and importance, Communication, meaning and importance, co-ordination, meaning and importance and techniques of co-ordination, control, meaning, features, importance and steps in control process, essentials of a sound control system, methods of establishing control (in brief).
Data Analysis & Interpretation and Report WritingSOMASUNDARAM T
Statistical Methods for Data Analysis (Only Theory), Meaning of Interpretation, Technique of Interpretation, Significance of Report Writing, Steps, Layout of Research Report, Types of Research Reports, Precautions while writing research reports
General features of computer – Evolution of computers; Computer Applications – Data Processing – Information Processing – Commercial – Office Automation – Industry and Engineering – Healthcare – Education – Disruptive technologies.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2. UNIT II
INTRODUCTION TO MANAGEMENT
Introduction, Meaning, Nature,
Characteristics of Management,
Scope and Functional areas of
management, Management as a
science or art or profession,
management & administration,
Henry Fayol’s Principles of
Management.
4. MANAGEMENT
Definition:
“Management is the art of
knowing what do you want to do
and then seeing that it is done in
the best and cheapest way”. – F.W.Taylor
“A set of management functions directed at the efficient
and effective utilization of resources in the pursuit of
organization goals.” - Griffin
“Management is the process of designing and
maintaining an environment in which individuals working
together in groups, efficiently accomplish selected aims.”
- Koontz and Weihrich
4
5. Management :
On expanding : Manage – Men – tactfully
Manage – Men – technology
Manage – Men – as team
Manage – competencies
Manage – objectives (MBO)
Manage – Men and things (resources – physical,
inanimate)
MANAGE – f ( RISKS, REWARDS)
Management -
◦ the process of coordinating work activities so that they are
completed efficiently and effectively with and through other people
◦ elements of definition
Process - represents ongoing functions or primary activities
engaged in by managers
Coordinating - distinguishes a managerial position from a non-
managerial one
5
6. Management:
- The process of getting things done, effectively and efficiently,
through and with other people
* Effectively - Means doing thing right; refers to the relationship
between inputs and outputs; seeks to minimize resource costs; getting
the most output from the least amount of inputs.
* Efficiently - Means doing the right things; goal attainment; concerned
with ends. Management Strives For:
Low resource waste
(high efficiency)
High goal attainment
(high effectiveness)
6
Unit 1 - POM
7. Nature / Characteristics of Management:
Management as an activity (or process).
Management as a discipline.
Management as a group.
Management as an economic resource.
Management as a system of authority.
Management as an art.
Management as a Science.
Management as a Profession.
Management also implies skill and experience in
getting things done through people.
8. Nature / Characteristics of Management:
Management is an endeavour to achieve pre-
determined objectives.
Management involves decision - making.
Management implies good leadership.
Management is dynamic and not static.
Management draws, ideas and concepts from
various disciplines.
Management is Goal oriented.
Management is intangible.
9. Importance of Management:
1. Attainment of group goals – to achieve the objective of
organization which depends on many factor.
2. Effective functioning of business – organization should be
ability, understanding, motivation, coordination, etc to be
effective.
3. Resource development – identified and develop the
resources to achieve objective.
4. Management Control the organization – management will
control the organization activities to eliminate the
unnecessary activities.
5. Sound organization structure – it shows how far the
authority and responsibility are there in organization.
6. Integrates individual efforts – steps to coordinate various
effects take by individual to attain objective. 9
10. 7. Motivation – important tool to achieve organization goal.
8. Communication – important role for organization to be
effective management.
9. Co-ordination – coordinate / combine all these activities
done by each department together to achieve the objective.
10. Decision – making – decision taken by management will
guide the manager to take correct decision.
11. Leadership quality – this quality is developed in person
based on his work and experience in top level management.
12. Management is needed at all levels – functions / activities
of management are common to all levels of organization.
10
11. Scope & Functions of Management:
Management includes following aspects –
1. Subject – matter of Management.
2. Functional Areas of Management:
a) Financial Management - includes forecasting, cost control,
management accounting, budgetary control, statistical control, financial
planning etc.
b)Human Resource Management - Personnel/Human Resource
management covers the Notes various aspects relating to the employees of
the organisation such as recruitment, training, transfers, promotions,
retirement, terminations, remuneration, labour welfare and social security,
industrial relations etc.
c) Marketing Management - deals with marketing of goods, sales
promotion, advertisement and publicity, channels of distribution, market
research etc.
d) Production Management – Production management includes production
planning, quality control and inspection, production techniques etc.
12. e) Material Management: Material management includes
purchase of materials, issue of materials, storage of materials,
maintenance of records, materials control etc,
f) Purchasing Management: Purchasing management includes
inviting tenders for raw materials, placing orders, entering into
contracts etc.
g) Maintenance Management: Maintenance management relates
to the proper care and maintenance of the buildings, plant and
machinery etc.
h) Office Management: Office management is concerned with
office layout, office staffing and equipment of the office.
3. Management is an Inter-disciplinary Approach.
4. Principles of Management.
5. Management is an Agent of Change.
6. Essentials of Management.(scientific methods, human relations
and quantitative techniques)
13. Classical View of Management:
1. Management as an Art:
* Art – application of skill in finding a desired result & it is way of
doing things skillfully.
* Management is art -
- it process involve practical knowledge & personal skill.
- management is creative, knowledge & skills help to achieve results.
* Management is both science and art because it contains principles
and it is art because it need personal skills to achieve results.
2. Management as a Science (Scientific Management):
* Science – i) existence of systematic body of knowledge with array of
principles.
ii) based on scientific enquiry, iii) principles should verifiable
iv) reliable basis for predicting future events.
13
14. * Science are two types -
a) Accurate results are exact science.
b) Management are inexact science.
* Reason are -
- HR in organization are different attitudes, aspirations & perception.
- standard solution is not possible.
- management is complex & unpredictable.
- decision depend on environment where it is complex & unexpected change.
F.W. Taylor’s Scientific Management (1856 – 1915):
* Scientific Management – use of scientific method to define the “one best way”
for a job to be done.
- Father of Scientific Management, Chief Engineer in 1884.
- Published ‘Price rate System’ & ‘Principles of Scientific Management’ in 1911.
* 4 Principles – 1) observation & measurement used in organization, 2) employee
should trained & selected, 3) opportunity to earn high pay rate due to training &
selection, 4) cooperation (employer & employee) will give benefit to
management.
14
15. Principles of Scientific Management:
1. Separation of planning and doing:
- separation of planning from actual doing.
- supervisor should done planning & workers should concentrate.
2. Functional foremanship:
- this theory based on different specialization on function.
- 18 foreman need to direct & control activities of workers.
3. Job analysis:
- every job need minimum time & cost to do it. Its determined by –
a) Time study – movement individual take work for minimum time
will be best &it help firm to do fair work.
b) Motion study – eliminating wasteful movements & performing
only useful movements.
c) Fatigue study – it involves the amount and frequency of rest
required in complete the job.
15
16. 4. Standardization:
- maintained properly like period & amount of work, production cost,
etc.
5. Scientific selection & training:
- workers should selected scientifically.
- they should be suitable for technical & scientific process.
6. Financial incentives:
- motivate workers to put more effort, wage based on performance.
- scheme worker get more wage at high rate for his work done.
7. Economy:
- scientific management enhance profit & economy.
- using resource & eliminating wastage helpful for more production.
8. Mental Revolution:
- co-operation between management & workers.
- mutual conflict replaced by mutual co-operation.
16
17. Management as a profession:
Professionalization imparts a certain social responsibility
and dignity to management.
Professionalization makes business more efficient, dynamic
and socially responsible.
Form of business organization have increased the need for
professional managers.
“Professional management is a function, a discipline, a
task to be done; and managers are the professionals who
practice this discipline, carry out the functions and discharge
these tasks. It is no longer relevant whether the manager is
also an owner; if he is it is incidental to his main function,
which is to be a manager." - Peter Drucker
18. The following criteria for professionalization. They
are:
1. Members of a profession subordinate self-interest
to the client interest and the official interest.
2. A profession is based on a systematic body of
knowledge that is held to common and lends to Notes
application.
3. Membership of a profession should depend on the
observance of certain rules of conduct or behaviour.
19. A critical evaluation of professionalization of business
management shows that:
1. There exists a systematic body of knowledge on
management. A professional should have formally acquired
the specialized knowledge and skill for management.
Management is taught as a discipline in various educational
institutes, throughout the world.
2. Membership of a profession should depend on the
observance of certain rules of conduct and behaviour. The
decisions and actions of a professional are guided by certain
ethical considerations.
3. A profession is based on a systematic body of knowledge
that is held in common and lends itself to application. Thus, a
profession should have no ideological bias in the discharge of
his functions.
20. Administrative View of Management:
* Administrative Management – principles to be used by managers,
both individually & collectively to improve the performance of
overall functions of organization.
Henry Fayol’s Contribution (1841 – 1925):
- French Industrialist concentrated on administrative area of
management.
- Published a book “The general and Industrial administration”.
* Fayol divided industrial activities into 6 categories -
1. Technical (Production & Manufacture).
2. Commercial (Buying, Selling & Exchange).
3. Financial (Optimum use of capital).
4. Security (Protection of property & persons).
5. Accounting (Balance sheets & Cost statistics).
6. Management (Planning, organizing, co-ordinating, Directing &
Controlling). 20
21. Management Vs Administration
According to American viewpoint, Administration
is a term bigger than Management.
According to British viewpoint, which is reverse of
American viewpoint, Management is a term bigger
than administration.
Governance of non-business institutions has been
called administration, while the governance of
business enterprises called management.
22. Management Vs Administration
Administration Management
Higher level activity Lower level activity
It is concerned with
determination of objectives
and policies
It is concerned with
implementation of policies
and direction
It involves decision-making
and policy formulation
It involves the execution of
policies and supervision of
work
It deals with installation and
carrying out of procedures
It deals with total control
involving responsibility for
effective planning and
guidance of operations
It is an implementing agency It is an determinative agency
23. Henry Fayol’s 14 Principles of Management:
Division of work
Authority
Discipline
Unity of command
Unity of direction
Subordination of the
individual
Remuneration
Centralization
Scalar chain
Order
Equity
Stability of tenure of
personnel
Initiative
Esprit de corps
23
24. Henry Fayol’s 14 Principles of Management:
S.No. Principles Previous
Interpretation /
Application
Current
Interpretation /
Application
1 Division of work Specialization Specialization exists.
Cross training is used so
that employees (and
organizations) have more
capabilities
2 Authority &
Responsibility
The right of the boss to
give orders and exact
obedience
Empowerment and
process ownership enable
people at all levels to
make decisions. Fayol’s
ideas are still very
relevant (e.g. authority &
responsibility must be
co-equal)
3 Discipline Obedience, respect
based on mandated or
freely debated
agreements
Self – discipline. Respect
based on knowledge
24
25. S.No. Principles Previous
Interpretation /
Application
Current
Interpretation /
Application
4 Unity of Command Employee should
receive orders from
only one boss
With matrix
organizations and
teams, people receive
instruction from
multiple people which
can cause problems.
Functionally
employees may report
to one boss who
evaluates the
employee
5 Unity of Direction One plan for a group of
activities having the
same objective;
focusing the effort;
primarily vertically
oriented
Strategic management
involves bottom up,
top down and cross
functional input to
integrated plans
25
26. S.No. Principles Previous
Interpretation /
Application
Current
Interpretation /
Application
6 Subordination of
individual interest to
general interest
Supervisor requires this Team members align
individuals and team,
personal and work goals.
Those goals still have to
support the general
interest / organization
7 Remuneration of
personnel
Depends on personnel
availability, value of
employee, economic
position of
organization. Individual
rewards
Pay for knowledge and
core competencies. Team
rewards and profit
sharing
8 Centralization and
Decentralization
Role of employees is
reduced. Decisions are
made by management –
a continuum
Role of employee is
increased. Local
decisions. Process
ownership. More
decentralization 26
27. S.No. Principles Previous
Interpretation /
Application
Current
Interpretation /
Application
9 Scalar Chain Hierarchical chain of
command / line of
authority, vertical
communication
Horizontal or cross
functional authority.
Team structure
10 Order A place for everything
and everything in its
place. Social and
hierarchical order
Chaos, creativity and
innovation
11 Equity Equity results from
kindliness and justice
Equity is demanded by
workers based on
performance
12 Stability of tenure of
personnel
Mediocre managers
who stay preferable to
outstanding managers
who come and go
It is better to have best
managers for a while
than mediocre managers
for a longer time
27
28. S.No. Principles Previous Interpretation /
Application
Current
Interpretation /
Application
13 Initiative Thinking out and executing a
plan. Limits imposed by
respect for authority and
discipline. A manager who
permits the exercise of
initiative is valued
Respect and caring for
customers is an impetus
for initiative. Managers
who encourage initiative
are valued. The principle
of initiative is relevant to
today’s concepts of
empowerment and
process ownership
14 Esprit de Crops Union is strength. Harmony.
Real talent coordinates effort.
“Dividing enemy forces to
weaken them is clever, but
dividing one’s own team is a
grave sin against business”
Only dysfunctional
conflict is bad. Diversity
and differences are
necessary if creativity
and innovation are to
flourish. The concept of
esprit de crops is still
relevant in terms of
strength of teams to
accomplish objectives
28