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Principles of Management

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102 views5 pages

Principles of Management

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yayylesgo
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Chapter 2 PRINCIPLES OF MANAGEMENT Concept of Principles of Management AA Principle is a basic statement that provides understanding and guidance to thinking and action. The principles of management provide guidelines for managerial decision making, Characteristics of Management Principles |. Universal application: Management principles are universal in nature and are applicable to all kinds of organizations, irespsive of WHI and nau of he busines: Bu ere applicability depends upon the nature of organization. General guidelines:Management principles provideonly general guidelines for solving problems, and do not provide resy-made solutions to organizational problems. They play an advisory Tole-Eg. Fair remuneration Cause and Effect Relationship: The principles establish a relationship between cause and effect, because they. tell the result of a particular principle being applied in a given situation. For Sanple. the principle of division of labor leads to specialization and increases efficiency. So diviston of labor isThe cause and efficiency is the effect ee Formed by Practice and Experimentation: Management principles have evolved through research, practice, collective opinions, and wisdom of managers. Proper observations and experimentationhave been conducted before the formation of these principles.. Eg. Unity of direction 5. Flexibility: Management principles are flexible in_nature. They can be modified according to the tation. They can be applied differently under different situation. 6. Contingent (may a ‘maagement principles depends upon specific situations faced by a man saynot): The principles are not static_and absolute, The application of spirit Significance of Principles of Management AA principle is a fundamental truth that acts as a guide to thought or action. 1. Providing manager with useful Following the managerial principles will add {0 the knowledge and understanding of different situations thereby tnereaste increasing manager STMETERES and can also avoid mistakes made by the previous managers, For Example, Del egation helps the” rather than routine decision making. Optimum Utilization of Resources and effective admistration: M: i re : a ianagement Principles help j ‘making optimum use of human and material resources. The activities are plat eet oT Such way that Various reSOUFees-aFE™ Pue-tO- maxiniimn “Use "Ssh ERAT te 3 Administration system is effective when a manger can take balafice decision, For ikls sufisicht information and authority is required. This is possible with principles of management they can take ‘i ‘ments of Changing Environment: Business env fimie-to-time. A business has 10 adopt to changing environment for su Vrineiptes train the managers to implement the principles atthe right ti ronment keeps changing from vival and growth. Management ‘ime and in right direction, Comment (61) 5. Falling Socist Responsibly: 4 buiness sh creation of sore on aes wd ow { aa non help in echieving ‘organizational goals but guide mangers to fulfill pet , 6 ae, training, education and. research: Management principles stress_on scidhtific judgment and logical. thinking. These Jes. provdee Base TOF Training” managers--THE Cove Tor Training” anager, THE-COr _rinagement theories also act as ase for ea aon nd Ta Treseare FW. Taylor’s Principles of Scientific Management. : . F W Taylor made a significant contribution in the development of ‘management science. He is rightly called the Father of Scientific Management. He is known for the term “Scientific Management”, in his article The Principles of Scientific Management published in 1911. He is also known for his book “Shop Floor”. Introduced piece rate wage system. /aanine of Scientific Management Scienti ic Management refers to the use of scientific and standardized tools, methods and trained workers in all organization acti minimum cot and wastage. ies in order to increase the total production Principles of Scientific Management I. Science not rule of thumb: In [Link] replace the ofd methods of doing work (Rule of Thumb), Taylor insisted that each job in the organization should be based on scientific enquiry, and not on experience, trial and error etc. Taylor believed that there is only one best method to may ize efficiency that is scientific management 2. Harmony, not discord: Factory system of production implied that managers served as link between the owners and the workers. Since managers had the mandate to ‘get work done’ from the workers, he emphasized that there should be complete harmony between the, management and the workers. Both should realize that each one is important. Taylor called for a complete Mental Revolution, which means complete change of attitude of workers and management towards one another. This mindset of realizing that they require one another would favor both the parties in the long run. 3. Cooperation, Not individualism: There should be complete cooperation between the labour and ‘management instead of individuatism. Competition should be replaced by cooperation, Management should be open for any suggestions from its subordinates, and include them in decision making. At the same time workers should resist from going on strikes and making unreasonable demands from the management, Development of each and every person to their greatest efficiency it states that since the efficiency of an orga 7 pos aoe proper selecti work. The pote jobs in future, This principle nization is linked to that of its workers, there should be of workers based on tests and interviews, They must be given adequate training for of workers should be developed to the maximum so that they can take up higher new ‘Techniques of Scientific Management ‘Taylor developed some techniques for scientific management basetton varidusexpet 1, Functional Foremanship ; Taylor suggested that different activities should be undertaken by different peopf&-spectalizing them — j since all the qualities required cannot be found in one. Foreman are important as the entire production planning and implementation revolves around [Link] he concentrated on improving the performance Of their role in factory set up. He suggested that functions of Planning and Production should be separated and a worker will take orders from all these eight foremen. According tofunctional foremanship recommended by Taylor, there is a provision for eight foremen of the following types: A. Under Planning Department ‘a. Route Clerk:The route clerk is a foreman who would lay down the route (or journey) of raw materials from the beginning to the end of production cycle, passing through different processes and machines. b. Instructions Card Clerk:The instructions card clerk is a foreman who would determine the detailed instructions for handling a job; and prepare a card containing such instructions. c. Time and Cost-Clerk:The time and cost clerk is a foreman who would record the time taken by a worker in completing a job and would also compute the cost of doing that job. 4. Disciplinarian:The disciplinarian would look after the maintenance of discipline in the workshop ‘and deal with cases of absenteeism, misbehavior and other aspects of indiscip| B. Under Production Department ‘a Gang Boss:The gang boss would see to it that all work-facilities, made available to workers. b, Speed Boss:The speed boss is a foreman thines are to be operated; so that both machines are to be_operated; so that jike machines and tools are would determine the optimum speed at whieh speeding and under-speeding of machines are c Boss:The repair boss is a foreman, who would look after and take [Link] the repairs and maintenance of machines. rs 4. Inspector: The inspector is a foreman who would look after the quality of production. From the above, it can be observed that Taylor aimed at total streamlining of the production

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