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8 views10 pagesBasic Principles of Management
The document outlines various management principles proposed by notable authors such as Henry Fayol, Harold Koontz, George Terry, and Peter Drucker, emphasizing the importance of effective management in achieving organizational goals. It details the administrative process stages, including forecasting, planning, organizing, directing, and controlling, as well as key principles like responsibility, discipline, and unity of command. The text highlights the significance of aligning individual and organizational objectives for enhanced productivity and effective leadership styles.
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0% found this document useful (0 votes)
8 views10 pagesBasic Principles of Management
The document outlines various management principles proposed by notable authors such as Henry Fayol, Harold Koontz, George Terry, and Peter Drucker, emphasizing the importance of effective management in achieving organizational goals. It details the administrative process stages, including forecasting, planning, organizing, directing, and controlling, as well as key principles like responsibility, discipline, and unity of command. The text highlights the significance of aligning individual and organizational objectives for enhanced productivity and effective leadership styles.
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Basic principles of management, viewpoints of various authors:
Henry Fayol - He is known as 'the father of management.'
general”. It defines the Direction indirectly by pointing out; once
Once the social group is established, the goal is to make it work: such is the
mission of the Directorate, which consists for each leader in obtaining the
maximum possible outcomes of the elements that make up your
unity, in the interest of the company. Divide the activities of
administrator in six groups:
1. Technical functions related to the production of goods or
company services.
2. Commercial functions related to buying, selling, and
exchange.
3. Financial functions related to search and management
of capitals.
4. Security functions related to the protection of the
goods and people.
5. Accounting functions related to inventories, records,
balances, costs, and statistics.
6. Administrative functions: coordinate and synchronize the others
functions of the company, above them.
Harold Koontz and O'Donnell - Define this as the executive function of
guide and supervise the subordinates. They emphasized that the
administrative functions do not necessarily have to be practiced in
a particular order, they listed planning, organization, group of
advising, address y control how functions
administrative.
George Terry.- Defines acting as: making everyone
group members are proposed to achieve the objective, in accordance with
the plans and the organization, made by the administrative chief. It was
the first to publish a text on basic management called
Principles of Management. The first edition was divided into 6
main sections, 3 of which dealt with planning,
organization and control. The book presented management as
a series of functions and principles that could be learned and
sinter in a logical way. It should be indicated that Terry does not
he considered the administrative principles as laws but rather
as norms.
Peter Druker.- Ensures that in order to achieve goals,
In agreement with the company's purpose, each manager must
also participate responsibly in the development of the
objectives of the upper unit. The greatest opportunity for
increasing productivity will undoubtedly have to be found
in knowledge, work itself, and especially in the
administration.
Chester Barjara.- He considers it as: coordinating efforts
essentials of those who integrate the cooperative system.
IMPORTANCE OF MANAGEMENT:
• Implement the established guidelines.
• It influences behavior, motivation, and productivity.
• It is reflected in the achievement of the objectives, the methods of
organization and control systems.
• Establish the necessary communication for the operation.
of the company.
THE ADMINISTRATIVE PROCESS
Henry Fayol. Stages: Forecasting, organizing, commanding, coordinating
and control.
Koontz & O'Donnell. Stages: Planning, organization, integration,
direction and control.
G. R. Terry. Stages: Planning, organization, execution, and control.
Agustín Reyes Ponce. Stages: Forecasting, planning, organization,
integration, management and control.
Burt K. Scanlan. Stages. Planning, organization, direction and
control.
Fayol defines the act of managing as
Plan: Visualize the future and outline the action program.
Organize: Build the material and social structures of the
company.
Directing: guiding and orienting the staff.
Coordinate: link, unite, and harmonize all actions
collectives.
Control: verify that everything happens according to the rules
established and the orders given.
Administrative functions encompass the elements of
administration, that is, the functions of the administrator.
a) Forecast
The forecast answers the question "What can I do?" For Kings.
Ponce is "the element of the Administration in which, based on
the future conditions in which a company will find itself,
revealed by a technical investigation, the determined the
main courses of action that will allow us to carry out the
objectives of the same.
Forecasting has three moments:
The definition of purpose.
The research.
The development of alternatives.
b) Planning
Planning answers the question 'What am I going to do?' It is for
Reyes Ponce "set the specific course of action to be followed,
establishing the principles that will guide it, the sequence
of operations to carry it out and the time determinations and
of resources, necessary for its realization.
The moments of planning are:
Setting a goal
Definition of policies
Setting the respective budget
KOONTZ O’DONNELL
Together with Terry, they support Fayol by saying that forecasting is the foundation of
planning. Consider planning as: 'a function
administrative that consists of selecting from various
alternatives the objectives, the policies, the procedures and the
company programs.
Planning is therefore deciding in advance what to do when,
how, who, because although it is impossible to know the future, not
planning would involve leaving various situations subject to chance,
to chance and this is logically not the best way to
manage a company.
George R. Terry
Planning is the selection and relationship of facts, as well as the
formulation and use of assumptions regarding the future in the
visualization and formulation of the proposed activities that are
create as necessary to achieve the desired results.
PETER DRUCKER
Few companies have a clear idea of their mission.
what causes taking a wrong path that leads to your
worst mistakes, and hence the lack of planning by many
companies.
c) Organization
The organization answers the question, 'How am I going to do it?'
define as "the technical structuring of the relationships that must
exist; functions, levels, and activities of material elements
and humans of a social organism, in order to achieve its maximum
efficiency within the outlined plans and objectives.
The Organization Process includes structures and systems. The
structures define the relationships of authority and communication in
as for functions, levels, hierarchies and positions of the
responsible parties.
Harold Koontz and Cyril O'Donnell
Organizing is grouping the necessary activities to achieve
certain objectives, assign an administrator to each group with the
necessary authority to supervise it and coordinate both in a sense
horizontal as well as vertical the entire structure of the company
d) Integration of Resources
Answer the question 'who am I going to do it with?' 'It is to obtain and'
articulate the material and human elements that the organization and
the planning indicates as necessary for the adequate
functioning of a social organism.
The parts of the integration are:
Recruitment
Selection
Introduction
Training
Development of skills, abilities or favorable attitudes
to the fulfillment of the pursued goal.
e) Address
Answer the question: Is it being done? It is defined as 'the
element of Administration in which realization is achieved
effective of all that was planned, through the authority of
administrator, exercised based on decisions, whether made
directly, now more frequently, delegating that authority and
it is simultaneously monitored that they are fulfilled in the appropriate manner
all issued orders.
Reyes Ponce points out that good management requires knowing
communicate, know how to delegate, exercise a leadership based on
reason and not only in authority, and motivate action and to
compliance with the goal.
c) Control
The control stage answers the question 'what was done?' as it is the
Analysis of results. "It involves the establishment of systems
that allow us to measure current and past results in relation
with the expected ones, in order to know if those have been obtained
I expected to correct, improve, and formulate plans.
Henry Fayol
It consists of verifying whether everything occurs in accordance with the plan.
adopted, with the instructions issued and with the principles
established. Its purpose is to point out the weaknesses and errors to
to be able to rectify them and prevent them from happening again.
George R. Terry
The process of determining what is being carried out,
valuing it and if necessary, applying corrective measures, from
so that the execution develops as planned.
IMPORTANCE OF DIRECTION:
• Implement the established guidelines.
• It influences behavior, motivation, and productivity.
• It is reflected in the achievement of the objectives, the methods of
organization and control systems.
• Establish the necessary communication for operation
of the company.
Basic Principles of Management:
1. Fayol's principles regarding management.
2. Principles proposed by Koontz and O'Donnell.
3. Principles proposed by G. Terry (Fundamentals of the
Administrative Direction.
1. FAYOL'S PRINCIPLES RELATED TO MANAGEMENT.
A) PRINCIPLE OF RESPONSIBILITY AUTHORITY
Managers have to give orders for things to be done.
While formal authority gives them the right to command, the
managers will not always obtain obedience unless they have
also personal authority (Leadership).
B) PRINCIPLE OF DISCIPLINE
Members of an organization must respect the rules and
agreements that govern the company.
This will be the result of good leadership at all levels, of
equitable agreements (such provisions to reward the
superior performance) and penalties for violations, applied
with justice.
C) PRINCIPLE OF UNITY OF COMMAND
Each employee must receive instructions on an operation
particular only to one person.
D) PRINCIPLE OF UNITY OF DIRECTION
Operations with the same objective must be directed
for a single manager who uses a single plan.
E) PRINCIPLE OF CENTRALIZATION-DECENTRALIZATION
Fayol believed that managers must maintain responsibility.
final but they also need to give their subordinate authority
sufficient for them to perform their craft properly.
The problem consists of finding the best degree of centralization.
in each case.
F) PRINCIPLE OF EQUITY
Administrators must be friendly and fair with their
subalterns.
G) PRINCIPLE OF INITIATIVE
Subordinates must be given freedoms to conceive and carry out
he carries out his plans, even when mistakes are sometimes made.
2. PRINCIPLES PROPOSED BY Koontz AND O'Donnell.
A) PRINCIPLE OF DIRECTING THE GOAL
The more capable the administrators are of harmonizing the
personal goals of individuals with the goals of the company,
the more effective and efficient it will be.
B) PRINCIPLE OF HARMONY OF THE OBJECTIVE
The management will be effective as long as it is directed towards achieving
the general objectives of the company.
The company's objectives can only be achieved if the
subordinates are interested in them, which will be facilitated if their
individual objectives and personal interests are satisfied by
achieve the organization's goals and if these do not contradict
to his self-realization likewise, establishes that the objectives of
all departments and sections must be related
harmoniously to achieve the overall objective.
C) PRINCIPLE OF UNITY OF COMMAND
The purpose of this principle is to avoid potential conflicts.
resulting from the simultaneous delegation of the functions of several
superiors in a single subordinate, without any of them
carry out extensive control over the activities.
This principle emphasizes that each subordinate must perform.
accounts to a single superior.
3. PRINCIPLES PROPOSED BY G. TERRY (Fundamentals of the
administrative address.
A) "DIRECTION IS A RELATIONSHIP THAT EXISTS AND IS AFFECTED"
FOR THE BOSS, THE DIRECTED AND THE SITUATION OF THE ORGANIZATION
AND ITS ENVIRONMENT
Behavioral theorists claim that a leader's style
it is oriented towards an employee-centered or centered emphasis
in the position. In the case of being employee-centered, the leader
emphasizes the development of open and friendly relationships with the
employees and is very sensitive to their personal needs and
social. A job-centered orientation is one in which
the leader emphasizes getting the job done through planting,
organization, delegation, decision making, evaluation of
performance and the exercise of a strict administrative control.
B) 'THE ROLE OF THE LEADER AND THEIR LEVEL OF ACCEPTANCE BY THE'
GROUP
Successful leadership depends on the organizational situation and the
leadership style. The organizational situation can have variables such as
like the environment, the values of the managers and the subordinates,
the attitudes and experiences, as well as the nature of work
in particular that must be performed, including time and money.
C) IT HAS A SIGNIFICANT INFLUENCE ON THE DEGREE TO WHICH
THE TASKS ARE DEFINED
The strategic functions of a leader consist of the following:
1.- recognize or awaken in subordinates the need to
results over which the leader has some control.
2.- increase personal results for subordinates
for the achievement of the objective.
3.- make the journey to these results easier to navigate
advising and suggesting.
4.- help subordinates clarify their expectations.
5.- reduce frustrating barriers.
6.- increase opportunities for personal satisfaction
contingent on effective performance.
THE LEADER HAS THE ABILITY TO DETERMINE WHICH
ACTIONS WILL HELP ACHIEVE THE GROUP'S OBJECTIVES
Five leadership styles based on the degree of participation of
employee and at the faculty to make administrative decisions.
1.- AUTOCRAT I. This style recommends that the leader solves
all the problems and made an individual decision
using the information available at the time of the decision.
2.- AUTOCRAT II. This style recommends that the leader obtains from
your subordinates the necessary information and that later they take the
decision personally without involving them in the decisions
alternatives.
3.- CONSULTATIVE I. This style suggests that the leader compares the
information regarding the issue with employees in form
individual, request and obtain suggestions from subordinates
regarding the solution for the decision, and consider carefully
these inputs to make the decision personally.
4.- CONSULTATIVE II. This style recommends that the leader shares the
problems with subordinates as a collective group, and then
I personally made the decision based on the influence,
recommendations and suggestions
