Principles and Practices of Management Essay

Planning is the determination of the course of the butts of a business, division or department to achieve maximal profit efficientness, the establishment of policies and the continuous seeking and finding of new ways to do things. Implementing applies to the doing phases. After plans have been prep bed, effect essential be selected and assigned their jobs they must be trained and motivated to perform properly. Activities must be implemented in terms of the plans ab initio developed. This may include I. Selecting personnelII. Training personnelIII. Motivating personnelIV. Delegation,V. DirectionVI. Coordinating.Controlling refers to the evaluation of the performance of those who atomic number 18 responsible for executing the plans agreed upon. This may include I. Controlling adherence to plans, andII. pass judgment performance2. Principles of ManagementFayol has given fourteen principles of management. These principles are as fallows 1. Division of shapeFayol has advocated division of pop off to take the advantage of specialization. According to him, specialization belongs to the natural roam. The worker always works on the uniform matters, the manager concerned always with the similar matters acquire an ability, sureness, and accuracy, which increase their output. Each change of work brings in it training and adaptation, which scale downs output. Thus, division of work can be applied at all levels in the befool-up. However, he has recognized the limitations of division of work and has advocated that experience and sense of proportion will decide the issue to which division of work can be utilized fruitfully.2. Authority and debt instrumentThe authority and office are related, with the latter the corollary of the former and arising from the former. He finds authority as a continuation of official and personnel factors. formal authority is derived from the managers position and personal authority is derived from intelligence, experience, m oral worth, past services, etc. Responsibility arises out of assigning the work.3. field of forceAll the personnel serving in the organization should be disciplined. Discipline is obedience, application, energy, behavior, and outward mark of respect shown by employees. Discipline can be classified into two types voluntary discipline and command discipline. The former springs form within the individual and are in the nature of extemporary response to a skillful leader. Command discipline stems from a recognized authority and utilizes deterrents to secure shape with a desired action, which is expressed by established customs, rules, and regulations. The ultimate strength of command discipline lies in its certainty of application.4. Unity of commandUnity of command means a person in the organization should receive ordersfrom only one superior. The more completely an individual has a reporting relationship to a single superior, the less the problem of conflict in instructions and th e greater the feeling of personal responsibility for results. The principle of adept of command Is useful in the clarification of authority-responsibility relationship.5. Unity of DirectionUnity of flush means one unit and one plan. According to this principle, apiece group of activities with same objectives with same objective must have one head and one plan. The conformity 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 escape from it.6. Subordination of individual to general interestCommand interest is above the individual interest and when in that location is conflict betwixt these two, the common interest must prevail. However, factors like am bition, laziness, weakness etc. tend to reduce the importance 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 decentralization everything, which goes to reduce it, is centralization. Without victimization the term centralization of authority. This pattern is determined by individual circumstances and should be ground on optimum utilization of all faculties of the personnel.9. Scalar ChainThere should be a scalar chain of authority and talk ranging fromthe highest to lowest positions. It suggests that each communion going up or sexual climax down 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 pa lnk , which is apply to prevent 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. justiceIn running a business a combination of kindliness and justice is needed. Treating employees well is great 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 take up the organization adversely.13. InitiativeAllowing all personnel to show their initiative in some way is a source of strength for the organization. Even though it may well involve a sacrifice of personnel vanity on the part of many managers.14. Espirt de CorpsManagement must foster the morale of its employees. square talent is needed the coordinate effort, encourage keenness, use each persons abilities and rewar d each ones merit without arousing possible jealousness and disturbing harmonious relations.Techniques of Effective CoordinationThe basic 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 specific 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 organisational 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 covering management should practice leadership because without it, no coordination can be achieved. In fact, whatever is necessary for effecti ve 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 horizontal 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 and others make recommendations only. The decisions of the committees are group decisions and the pers ons whose departments are affected by decisions generally constitute the committees. Thus the decisions themselves provide coordination among respective(a) 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 mixed info 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 equal 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 decreed for coordinating some special activities. For example, in a particular throw up, along with various functionaries, a bedevil coordinator is appointed. His bas ic 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 stipulate 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 appreciate the functioning of related departments. However, this method is not free from limitations and shortcomings, and in the organization, favorable climate and milieu need to be created for self-control.Features of an Open Door Organization1) An open door organization is task oriented. The office is clearly defined. 2) The authority (within the related functional area) is also absolute (or nearly so) matching the absolute citation 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 exemption of discretion 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.