Principles and Practices of Management Essay Example for Free

Principles and Practices of Management EssayPlanning is the de bourneination of the course of the intents of a business, sub social class or department to give maximum profit effectiveness, the establishment of policies and the continuous seeking and finding of mod way of lifes to do things. Implementing applies to the doing phases. After plans have been prep ard, staff office must be selected and assigned their jobs they must be trained and motivated to perform properly. Activities must be implemented in terms of the plans initi wholey developed. This whitethorn include I. Selecting personnelII. Training personnelIII. Motivating personnelIV. Delegation,V. DirectionVI. Coordinating.Controlling refers to the evaluation of the action of those who argon responsible for executing the plans agreed upon. This may include I. Controlling adherence to plans, andII. Appraising exercise2. Principles of ManagementFayol has given fourteen rules of focal point. These principles are a s fallows 1. Division of workFayol has advocated division of work to inject the advantage of specialization. According to him, specialization be immenses to the natural order. The worker always works on the same matters, the manager concerned always with the same matters acquire an ability, sureness, and accuracy, which increase their exposeput. Each change of work brings in it training and adaptation, which reduces output. Thus, division of work can be applied at all levels in the arranging. However, he has recognized the limitations of division of work and has advocated that experience and sense of proportion will decide the extent to which division of work can be utilized fruitfully.2. Authority and ResponsibilityThe chest of drawers and responsibility are related, with the last menti unrivaledd the corollary of the former and arising from the former. He finds agency as a continuation of official and personnel factors. Official authority is derived from the managers positi on and personal authority is derived from intelligence, experience, moral worth, past services, etc. Responsibility arises out of assigning the work.3. DisciplineAll the personnel serving in the organization should be domaind. Discipline is obedience, application, energy, behavior, and superficial mark of respect shown by employees. Discipline can be classified into two types self-imposed discipline and asc haltance discipline. The former springs form within the respective(prenominal) and are in the nature of spontaneous receipt to a skillful leader. Command discipline stems from a recognized authority and utilizes deterrents to secure compliance with a desired action, which is expressed by established customs, rules, and regulations. The ultimate strength of prevail discipline lies in its demonstration of application.4. Unity of commandUnity of command operator a person in the organization should learn ordersfrom all one superior. The more completely an individual has a r eporting relationship to a integrity superior, the less the problem of scrap in instructions and the greater the feeling of personal responsibility for results. The principle of unity of command Is useful in the clarification of authority-responsibility relationship.5. Unity of DirectionUnity of direction means one unit and one plan. According to this principle, each group of activities with same objectives with same objective must have one head and one plan. The unity of direction is different from unity of command in the sense that former is concerned with the functioning of body corporate the latter is concerned with personnel at all level. Unity of direction is provided for by sound organization of the body corporate, unity of command turn on the functioning of the personnel. Unity of command exists without unity of direction, but does not flow from it.6. realize of individual to general interestCommand interest is above the individual interest and when there is conflict bet ween these two, the common interest must prevail. However, factors like ambition, laziness, weakness etc. tend to reduce the wideness of general interest.7. Remuneration of PersonnelRemuneration and methods of payment should be fair and provide maximum possible satisfaction to employees and employers.8. CentralizationEverything, which goes to increase the importance of the subordinates role, is de aboriginalization everything, which goes to reduce it, is centralization. Without using the term centralization of authority. This pattern is determined by individual circumstances and should be based on optimum utilization of all faculties of the personnel.9. Scalar ChainThere should be a scalar grasp of authority and intercourse ranging fromthe highest to lowest positions. It suggests that each communication going up or coming galvanic pile must flow through each position in the line of authority. It can be short-circuited only in special circumstances when its rigid following would be determined to the organization. For this purpose, Fayol has suggested gang palnk , which is used to restrain the scalar chain from bogging down action.10. OrderBoth material order and social order are necessary. The former minimizes lost time and useless handling of materials. The latter is achieved through organization and selection.11. EquityIn running a business a combination of kindliness and justice is geted. Treating employees well is important to achieve equity.12. Stability of Tenure of PersonnelEmployees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely.13. InitiativeAllowing all personnel to show their initiative in some way is a consultation of strength for the organization. Even though it may well involve a sacrifice of personnel narcism on the part of many managers.14. Espirt de CorpsManagement must foster the morale of its employees. Real endowment fund is needed the coordinate effort, encourage keenness, use each persons abilities and reward each ones merit without arousing possible jealousness and disturbing harmonious relations.Techniques of Effective CoordinationThe prefatorial objective of all managerial functions is to get things done by coordinated efforts of others. Thus, every function leads to coordination.However, following are the peculiar(prenominal) techniques for achieving coordination Coordination by Chain of CommandIn an organization, the chain of command is the most important methods of coordination. Superior, because of his organizational position, has the authority to issue orders and instructions to his subordinates. Weber has indicated that in a controlled administration coordination is achieved. Coordination by LeadershipLeadership brings individual motivation and persuades the group to have identified of interests and outlook in group efforts. Ordway Tead has stated that top management should practice leaders because without it, no coordination can be achieved. In fact, whatever is necessary for effective leadership is also required for coordination. Coordination by Effective CommunicationCommunication helps to developing understanding between individuals or groups among whom coordination is to be achieved. Through communication, every person understands his scope and limits of functioning, authority and responsibility, and relationship with others. Thus, effective communication provides naiant as well as vertical coordination if there is free and adequate flow of communication in all directions.-horizontal, vertical, upward and downward. Communication to be effective does not require only a communication network but to keep the network free from any barrier, which effects flow of messages adversely. Coordination by CommitteesCommittees are the body of persons entrusted with discharging some functions collectively as group. Some committees have the authority to take decisions a nd others make recommendations only. The decisions of the committees are group decisions and the persons whose departments are affected by decisions in general constitute the committees. Thus the decisions themselves provide coordination among dissimilar functions of the organization. Coordination by General StaffGenerally, in big organizations there is general staff meant forcoordination. This staff employs a central position in communication network. All the heads of departments and sections send the various discipline to this center. This center stores the information and sends to various departments only relevant and related information. This center, because of its specialized knowledge, is able to assess the relevance and need of various information for a department. Thus, the coordination is achieved by supplying inter-departmental information. Special CoordinatorsIn some organizations, special coordinators are appointed for organise some special activities. For example, i n a particular project, along with various functionaries, a project coordinator is appointed. His basic function is to coordinate various activities of the project and to keep information about the development of project so that he can provide it to the party concerned for which the project Is being completed. Such projects are generally taken on contract basis which are to be completed within the specified time. Self-coordinationThis principles states that a particular department affects other departments and in turn is affected by them. However, this department has no control over others. In such a case, if other departments modify their actions in such a way that this affects the particular department favorably, self-coordination is achieved. This requires effective communication across the department so that they are able to pry the functioning of related departments. However, this method is not free from limitations and shortcomings, and in the organization, favorable climate and environment need to be created for self-control.Features of an Open Door Organization1) An open door organization is task oriented. The accountability is all the way defined. 2) The authority (within the related functional area) is also absolute (or nearly so) matching the absolute character of the accountability. 3) Consultations are minimum and are not compulsive the executive is free to consult and communicate (or otherwise) so long as he performs and delivers the objective. 4) Rules and procedures exist but only as guides-the executives (within their sphere of responsibilities)having wide freedom of dainty to depart from the rules within the periphery of the broad corporate policies. 5) The accountability is clear-cut objective is verifiable in terms of cost, output target, time and profit. The means are (relatively) unimportant so long as the end is achieved. 6) The managerial behavior is highly flexible bending with lithe suppleness to the internal shifts in conditions and external maneuvers of the environmental zone of contract.