Principal of management

 DEFINE MANAGEMENT.
 ROLE OF MANAGEMENT PRINCIPLES.
 FUNCTIONS OF MANAGEMENT.
 MANAGEMENT FUNCTIONS AND DIFFERENT
ORGANIZATION LEVELS.
 According to Henri Fayol fourteen Principles of
Management.
 MANAGERIAL SKILLS AND THE
ORGANIZATION HIERARCHY.
 GOAL OF ALL MANAGERS.
 CONCLUSION.

• Management is the process of designing
and maintaining , and environment in
which individuals working together in
groups accomplish their aims effectively
and efficiently.

• Management is a process, it is a process of carrying
out the essential functions of planning, organizing ,
staffing , leading and controlling.
• Management applies to every kind of organizations
where it is Government profit making or non-profit
making organization.
• It applies to managers at all levels in the
organizations.

• To increase efficiency.
• To crystallize the nature of Management.
• To carry on Researches.
• To attain social objectives.

• PLANNING
• ORGANIZING
• STAFFING
• LEADING
• CONTROLLING

 PLANNING-Planning involves selecting missions and
objectives and the actions to achieve them. It requires
decisions making, that choosing future courses of
action from among alternatives.
 ORGANIZING-Organizing involves establishing a
structure of roles for people to fill in an organization and
ensuring that all the tasks necessary to accomplish goals are
assigned to people who can do them best.
 STAFFING- Staffing involves the process of filling
positions in the organization structure. This is done by
identifying work force requirements, inventorying the
people available, and recruiting, selecting, placing,
promoting, appraising, planning the careers of,
compensating and training or otherwise developing both
candidates and current jobholders to accomplish their tasks
effectively and efficiently.

 LEADING- Leading is the influencing of people so that
they will contribute to the organization and group goals
predominantly, it is concerned with the interpersonal
aspect of managing. All managers would agree that their
most important problems arise from people their
desires and attitudes, their behavior as individuals and
in groups and that effective managers also need to be
effective leaders.
 CONTROLLING- Controlling is the measuring and
correcting of activities of subordinates to ensure that
events conform to plans.

Top Level
Management
Middle Level
Management
First Level Management
Planning LeadingOrganizing Controlling
Top level manager spend more time on planning and organizing then do
lower level managers.

• Technical Skills.
• Human Skills.
• Conceptual Skills.
• Designing Skills.

 TECHNICAL SKILLS:-It is knowledge of and
proficiency in working with tools and specific techniques
on given process and problem.
 HUMAN SKILLS:-It is the ability to work with people. It
is a coperative effort. It is a team work. It is a creations of
an environment in which people feels secure and free to
express their opinion.
 CONCEPTUAL SKILLS:-It is the ability to see the big
pictures to recognize significant elements in a situations
and to understand the relationship among the element
 DESIGNING SKILLS:-It is the ability to solve the
problem in a way that will benefit the enterprise to be
effective managers at higher level in the organization.

Technical Skills
Human Skills
Conceptual and
Designing Skills

• Division of Work - According to this principle the whole work is
divided into small tasks . The specialization of the workforce
according to the skills of a person , creating specific personal and
professional development within the labour force and therefore
increasing productivity; leads to specialization which increases the
efficiency of labour.
• Authority and Responsibility - This is the issue of commands
followed by responsibility for their consequences. Authority means
the right of a superior to give enhance order to his subordinates;
responsibility means obligation for performance.
• Discipline - It is obedience, proper conduct in relation to others,
respect of authority, etc. It is essential for the smooth functioning of
all organizations.

• Unity of Command - This principle states that each subordinate
should receive orders and be accountable to one and only one
superior. If an employee receives orders from more than one
superior, it is likely to create confusion and conflict.
• Unity of Direction - All related activities should be put under
one group, there should be one plan of action for them, and they
should be under the control of one manager.
• Subordination of Individual Interest to Mutual Interest -
The management must put aside personal considerations and put
company objectives firstly. Therefore the interests of goals of the
organization must prevail over the personal interests of individuals.
• Remuneration - Workers must be paid sufficiently as this is a chief
motivation of employees and therefore greatly influences
productivity. The quantum and methods of remuneration payable
should be fair, reasonable and rewarding of effort.

• The Degree of Centralization - The amount of power wielded
with the central management depends on company size.
Centralization implies the concentration of decision making
authority at the top management.
• Line of Authority/Scalar Chain - This refers to the chain of
superiors ranging from top management to the lowest rank. The
principle suggests that there should be a clear line of authority from
top to bottom linking all managers at all levels.
• Order - Social order ensures the fluid operation of a company
through authoritative procedure. Material order ensures safety and
efficiency in the workplace. Order should be acceptable and under
the rules of the company.
• Equity - Employees must be treated kindly, and justice must be
enacted to ensure a just workplace. Managers should be fair and
impartial when dealing with employees, giving equal attention
towards all employees.
• Stability of Tenure of Personnel - Stability of tenure of
personnel is a principle stating that in order for an organization to
run smoothly, personnel (especially managerial personnel) must
not frequently enter and exit the organization.

• Initiative - Using the initiative of employees can add strength and
new ideas to an organization. Initiative on the part of employees is a
source of strength for organization because it provides new and
better ideas. Employees are likely to take greater interest in the
functioning of the organization.
• Esprit de Corps/Team Spirit - This refers to the need of
managers to ensure and develop morale in the workplace;
individually and communally. Team spirit helps develop an
atmosphere of mutual trust and understanding. Team spirit helps to
finish the task on time.

• Productivity.
• Effectiveness.
• Efficiency.

 PRODUCTIVITY:-Successful companies create a
surplus through productive operations. Although there is
complete agreement on the true meaning of productivity,
let us define it as the output-input ratio within a time
period , with due consideration for quality.
 EFFECTIVENESS:-Effectiveness is the achievement of
objectives.
 EFFICIENCY:-Efficiency is the achievement of
objectives.

• From this Principles of Management which
plays an important role in the Organization.
• “In the past the man has been first ; in the
future the system must be first.

Principal of management

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