Principles and Practices of Management Essay

Planning is the aim of the course of the targets of a business, division or part to achieve upper limit profit effectiveness, 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 atomic number 18d, force mustiness be selected and charge their hypothesizes they must be trained and motivated to perform properly. Activities must be implemented in terms of the plans initi exclusivelyy developed. This whitethorn intromit 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. Appraising performance2. Principles of ManagementFayol has given xiv principles of management. These principles are as fallows 1. Division of workF ayol has advocated division of work to begin the advantage of specialization. According to him, specialization belongs to the natural order. The worker always works on the analogous matters, the manager refer always with the same matters carry an ability, sureness, and accuracy, which increase their proscribedput. Each change of work brings in it pedagogy and adaptation, which reduces output. Thus, division of work arsehole be applied at all levels in the geological formation. However, he has recognized the limitations of division of work and has advocated that experience and smack of proportion will decide the extent to which division of work can be utilized fruitfully.2. Authority and ResponsibilityThe countenance and responsibility are related, with the latter the corollary of the former and arising from the former. He finds federal agency as a protraction of official and personnel factors. Official authority is derived from the managers put and personal authority is derived from intelligence, experience, moral worth, past services, etc. Responsibility arises out of assigning the work.3. crystalliseAll the personnel serving in the governance should be discip retraced. Discipline is obedience, application, energy, behavior, and outward mark of respect shown by employees. Discipline can be classified into two types self-imposed discipline and dominance discipline. The former springs form within the psyche and are in the constitution of spontaneous response to a skillful leader. require discipline stems from a recognized authority and utilizes deterrents to secure compliance with a desired action, which is denotative 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 virtuoso superior. The much completely an individual has a reporting relationship to a item-by -item superior, the less the problem of conflict in instructions and the greater the timbre 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 unity unit and one plan. According to this principle, each throng 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 adept that former is concerned with the go of body corporate the latter is concerned with personnel at all level. Unity of direction is leaved for by go bad 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. subordination of individual to full general interestCommand interest is above the individual interest and when there is conflict between these two, the common interest must prevail. However, factors like ambition, laziness, weakness etc. t destination to reduce the importance of general interest.7. Remuneration of PersonnelRemuneration and methods of payment should be fair and yield maximum possible satisfaction to employees and employers.8. CentralizationEverything, which goes to increase the importance of the subjects role, is decentralization allthing, which goes to reduce it, is centralization. Without using the term centralization of authority. This pattern is determined by individual circumstances and should be establish on optimum utilization of all faculties of the personnel.9. Scalar Chain there should be a scalar chain of authority and discourse ranging fromthe highest to last(a) positions. It suggests that each communicating going up or coming down in the mouth must flow through each position in the line of authority. It can be short-circuited only in special circumstances when its pie-eyed following would be det ermined to the organization. For this purpose, Fayol has suggested gang palnk , which is used to prevent the scalar chain from bogging down action.10. OrderBoth material order and social order are demand. The former minimizes lost judgment of conviction and useless discussion of materials. The latter is achieved through organization and selection.11. EquityIn running a business a combination of kindliness and justice is needed. Treating employees well is weighty to achieve equity.12. Stability of Tenure of PersonnelEmployees work better if job security and career progress are assured to them. An insecure incumbency and a high rate of employee turnover will affect the organization adversely.13. InitiativeAllowing all personnel to show their initiative in most 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 team spirit of its employees. R eal talent 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 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 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 place of interests and outlook in group efforts. Ordway Tead has stated that top management should make leadership because without it, no coordination can be achieved. In fact, whatever is necessary for effective leadership is also required for coordination. Coordination by Effective colloquy chat helps to developing understanding between individuals or groups among whom coordination is to be achieved. by 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 submit 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 do 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 persons whose departments are affected by decisions generally constitute the committees. Thus the decisions themselves provide coordination among various 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 information 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 task the relevance and need of various information for a department. Thus, the coordination is achieved by proviso inter-departmental information. Special CoordinatorsIn some organizations, special coordinators are appointed for coordinate some special activities. For example, in a particular declare oneself, alo ng 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 transfer 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 value the functioning of related departments. However, this method is not free from limitations and shortcomings, and in the organization, well-fixed climate and environment nee d to be created for self-control.Features of an Open Door brass instrument1) An open door organization is task oriented. The obligation is clearly defined. 2) The authority (within the related functional area) is also controlling (or nearly so) matching the absolute character of the accountability. 3) Consultations are minimum and are not compulsive the executive director 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 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 pliancy to the internal shifts in conditions and ex ternal maneuvers of the environmental zone of contract.