The document discusses several key concepts in management including: 1. The functions of management include planning, organizing, staffing, leading, and controlling. Planning involves setting goals and making decisions. Organizing involves structuring work. Staffing involves acquiring qualified employees. 2. Important principles of management include division of work, authority and responsibility, discipline, and unity of command. Managers must also balance individual and organizational interests. 3. Managerial roles include interpersonal roles like being a leader and liaison, informational roles like monitoring and disseminating information, and decisional roles like allocating resources and handling disturbances.

2. PROJECT WORK
Principle Of Management
Submitted To: Prabhat Poudel
Submitted By: Roll No From 16 to 30

3. Topic Of Discussion
Management Concept
Process/Function of Management
Principle of Management
Managerial skill
Managerial roles

4. Management Concept
The word management is made up of three word manage+men+t(tactfully)
that means managing a man tactfully in a proper manager. From the word
management we know how to manage (money, men, material, machine,
method) in a proper way to achieve a certain goal. Management is a set of
activities including ( Planning, organizing, controlling, decision making,
leading) directed at an organizational resources i.e. human, financial, physical
and informational with the aim of achieving organizational goal in an efficient
and effective manner.

5. Process/Function of Management
Functions Of Management
Planning Organizing Staffing Leading Controlling

6. Planning/Decision making
Planning is the foundation stone of management. It is the function of setting
an organizational goal and deciding how best to achieve them. Planning is the
primary function of management. Decision making is a part of planning
process which involves selecting a course of action from a set of alternatives.
Planning and decision making helps managerial effectiveness by serving as a
guide for future activities. Planning is conserved with “what, how and when”
to perform. Planning is the process of setting organizational goal and
deciding.
Channel to be followed
Steps and methods to be used
Setting plan, policies, budgeting

7. Organizing (coordinating the activities)
The firm are run by different executives each of whom is given specific responsibilities for
a manager functional areas such as marketing, finance, manufacturing etc. Organization is
a process of dividing and combining effort of a working group for making such effort more
productive, effective and fruitful. Organizing includes division of work among different
people whose effort has to be co-ordinate to achieve specific objectives and to implement
pre-determined strategies. For achieving each goal manager hires his own employees and
handle the business that relates to his area of responsibilities. It is concerned with
arranging and allocating work among the organization member to achieve the
organizational goal. Organizing includes
Grouping in section
Getting right people
Defining their responsibility
Desigining structure for reporting
Delegating, authorizing

8. Staffing (Human resource)
It is distinct, continuous and vital function of management. The efficiency and
effectiveness of organization significantly depends on the quality of its personal.
One of the primary function of management is to acquire qualified and trained
people to fill various position. Once the goal, objective, strategies, policies,
programme and rules has been formulated for their achievement, the next step is
to procure suitable personal for performing the job. It comprises of following sub
division
 Manpower
 Recruitment
 Selection
 Placement and orientation
 Transfer
 Promotion
 Training

9. Leading( Managing People)
Leading is a process used to get people to work together for the interest of
the organization. Leading means how to get best work from the employees.
The capacity of the leader is to lead their employees and also affect the
working behavior. The behavior of the leader should be such that it helps in
directing, motivating and influencing to get the best work from them to
achieve the goal of an organization.

10. Controlling (Monitoring and evaluating activities)
Controlling is the final step of management and it is the monitoring of
organization process towards its goal. Actually it is controlling of standard .As
an organization moves towards its goal, manager must perform in such a way
as to achieve its destination at appropriate time. Controlling helps to ensure
the effectiveness and efficiency needed for successful management. If the
organization doesn’t achieve its goal than rectification of some kind is
needed.

11. Principle of Management
The practice of management is based on specific discipline which are known as principle of management.
Management principles are the fact and truth gained through observation and experiment. The principle of
management are as follow.
Principle of Management
Division of work
Authority & Responsibility
Discipline
Unity of command
Unity of Direction
Subordination of
individual Interest to
General Interest
Remuneration of
Personnel
Centralization
Scalar Chain
Order
Equity
Stability of Tenure
Initiative
Esprit de corps

12. A. Division of work
This is the principal of specialization which is necessary to
get efficiency in the utilization of labour. Fayol tells that this
principle is applied to all kind of work managerial as well as
technical to get best from his employees.

13. B. Authority and Responsibility
Authority and responsibility are two interrelated terms in management
Authority is the power and right inherent in a managerial position through
which a manager commands subordinates to work. Similarly, responsibility
is the obligation to accomplish assigned jobs. Authority and responsibility
should be properly passed so that we can function properly. Some
authority can be passed to sub ordinate but responsibility might not be
passed. However responsibility arise as authority is passed.

14. C. Discipline
Discipline means obedience to the superiors and fulfillment of systems of
the organization. Every organization involves specific rules, regulation,
working procedures and system. This principle is applicable both to
managers and subordinates. In every organization, discipline is the must
for the development of the feeling of self-responsibility among the
personnel and for smooth functioning of the organization. Without
discipline no organization can achieve goal.

15. D. Unity of Command
Each employee must receive instruction from only one
superior/supervisor/boss and report to only one superior in
order to remove conflict in instruction and confusion in
authority. It makes employees responsible for
accomplishment of assigned jobs.

16. E. Unity of Direction
Unity of direction means similarity to guidance. According to the principle
there must be one manager and one plan for group activities for achieving
specific objectives. It makes the manager more responsible for directing and
coordinating the activities of subordinates. It is essential to accomplish
predetermined objectives with specified time and standard. It is the reason
that project manager should not be terminated at the mid of the project
work.

17. F. Subordination of individual interest to General interest
Individual interest means fulfillment of employee’s objectives whereas
general interest means achievement of organizational objectives. Employees
of the organization must not think about their interest rather they should
think about the interest of organization as a whole. In other words
employees should dissolve their individual goal towards the goal of the
organization.

18. G. Remuneration of personnel
Remuneration is the price payable to the employees for their devotion of
time and effort. Compensation for work should be fair for both employees
and employer, so that it doesn’t affect the daily life of employees. Wages
should be determined by considering employees’ responsibilities, cost of
living, and finance status of the organization. Fair wage is essential for
smooth performance of the organization.

19. H. Centralization and Decentralization
Centralization is said to be a process where the concentration of decision
making is in a few hands. All the important decision and actions at the lower
level, all subjects and actions at the lower level are subject to the approval of
top management whereas Decentralization is a systematic delegation of
authority at all levels of management and in all of the organization. In a
decentralization concern, authority in retained by the top management for
taking major decisions and framing policies concerning the whole concern.

20. I. Scalar Chain
Communication is a crucial aspect of any organization and the principle of
scalar chain revolves around the flow of communication from management
to the lowest rank in the company. Scalar chain is a chain of all supervisors
from the top management to the person working in the lowest rank.
A clear line of communication is very important for any organization to
achieve its objectives. The communication has to flow in an order for it to be
effective. Scale chain identifies that path.

21. J. Order
The principle of management concentrates for the
systematic arrangement of organizational resources.
The systematic arrangement of resource in one way
looks attractive and in another way it helps for
smooth functioning of the organizational activities.
This principle is essential to minimize wastages and
bring smoothness in organizational activities.

22. K. Equity
The principle of equity concentrates on kindness and justice to all
the employees working in the organization. As a father figure of
the organization, manager needs to behave all the employees as
equal members of the organization. The practice of favoritism and
partiality must be avoided. This principle of management must be
taken into consideration for long term successful functioning of
the organization.

23. L. Stability of Tenure
This principle is concerned with job security and long term
functioning of workers in the organization. Stability of tenure in
one way helps to develop working efficiency of employees and in
another way it makes them loyal towards the organization.
Instability is both the cause and affect of bad management. Fayol
points out the danger and cause of unnecessary turnover.

24. M. Initiative
This principle emphasizes to provide freedom and preference to
subordinates for planning and its implementation. One of the
most expected willingness of an intelligent and skilled employee is
to get initiation in his work. Subordinate should be given the
freedom to carry out their plan even though some mistakes may
result.

25. N. Espirit de corps
Team work, team spirit and a sense of unity and togetherness
should be fostered and maintained. If the group works
together in cooperative manner, then it becomes easy to work
and production will increase.

26. Managerial Skills
To become a perfect manager he should possess some sort of skills whatever
may be the level of manager, he needs different kinds of skills, some in large
quantity some in less quantity is they are to successful in their fields. A
manager should be perfect in every field of organizational work. As skill is an
individual ability to translate knowledge into action. Therefore in order to be
successful a manager should possess a wide variety of skills and ability.
Basically there are 3 types of skills ..

27. 1. Conceptual skill
Conceptual skill represent the managers ability to organize the overall working of
the organization and take a broad decision of the organization or insight view of the
organization. Here manager needs the mental capacity to understand the overall
working of the organization and its environment here manager’s ability help the
organization to take important decision of the organization. Formal education and
training are very important in helping manager develop conceptual skill. This skill is
needed by the top level management

28. 2. Human skill
Human skill are ability to work, understand and motivate other people. It is needed
to get along with other people and to get work done through other people. Human
skills include interpersonal skill such as directing, motivating, communicating,
negotiating, bargaining, leading. A manager must have human skill because they
spend more time interacting with other people both inside and outside the
organization. A manager who has good skill is likely to be more successful. This skill
is mostly needed by middle manager.

29. 3. Technical skill
Technical skill are the skill necessary to accomplish or understand the specific kind
of work done in the organization. These skills are the ability to use the procedure
technique and knowledge of a specialized field. These skills are specially important
for first line manager/ lower level managers. These managers spend most of the
time in training subordinate and answering questions about work related matter .
They must know how to perform the talk assigned to them, if they are to be
successful manager. For example accountant must be expert in accounting. A
production manager must have the skill to plan , operate, repair, maintain,
machines and equipment.

30. Managerial Roles
Managerial roles are specific behaviors associated with the task of management. Managers adopt
these roles to accomplish the basic functions of management just discussed—planning and
strategizing, organizing, controlling, and leading and developing employees. One of the earliest
and most enduring descriptions of managerial roles comes from Henry Mintzberg,who (as we
have already noted) shadowed managers observing what they did during the day.
Managerial Roles
Interpersonal Roles Informational Roles Decisional Roles
1.Figurehead
2.Leader
3.Liaison
1.Monitor
2.Disseminator
3.Spokesperson
1.Entrepreneur
2.Disturbance handler
3.Resource allocator
4.Negotiator

31. 1. Interpersonal Roles
• Figurehead – As a manager, you have social, ceremonial and legal responsibilities.
You're expected to be a source of inspiration. People look up to you as a person
with authority, and as a figurehead.
• Leader – This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the performance
and responsibilities of everyone in the group.
• Liaison – Managers must communicate with internal and external contacts. You
need to be able to network effectively on behalf of your organization.

32. 2. Informational Roles
The managerial roles in this category involve processing information.
• Monitor – In this role, you regularly seek out information related to your
organization and industry, looking for relevant changes in the environment. You
also monitor your team, in terms of both their productivity, and their well-being.
• Disseminator – This is where you communicate potentially useful information to
your colleagues and your team.
• Spokesperson – Managers represent and speak for their organization. In this role,
you're responsible for transmitting information about your organization and its
goals to the people outside it.

33. 3. Decisional Roles
The managerial roles in this category involve using information.
• Entrepreneur – As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
• Disturbance Handler – When an organization or team hits an unexpected
roadblock, it's the manager who must take charge. You also need to help mediate
disputes within it.
• Resource Allocator – You'll also need to determine where organizational
resources are best applied. This involves allocating funding, as well as assigning
staff and other organizational resources.
• Negotiator – You may be needed to take part in, and direct, important
negotiations within your team, department, or organization