Principles of Management by fayol for class 11BS
- 1. B U S I N E S S S T U D I E S
- 2. Management Management is the art of getting things done through others
- 4. What is management? Functions of Management 14 Principles of Management Scientific Management Summary Contents
- 5. Management is an art of getting things done through and with the people in formally organized groups. What is management?
- 7. Management Principles Statement of Fundamental truth Developed on the basis of observation and analysis
- 8. Management Principles are fundamental truth derived through continuous observation and analysis of events and act as a guide to thought and managerial action Principles of management
- 9. Nature of Management Principles 1) Empirical in nature 2) Aims at influencing human behavior 3) Relative, not absolute 4) Flexible, not static 5) Universal Applicability
- 10. HENRY FAYOL ( 1841-1925) The father of modern Management Basically a mining engineer Published General and Industrial Management Contributions: Class distinction between technical and managerial skills Identified the functions of management Developed principles of management
- 11. These principles are derived: - 1. On the basis of observation and analysis i.e. practical experience of managers. 2. By conducting experimental studies. There are 14 Principles of Management described by Henri Fayol
- 12. Work of all kinds must be divided & subdivided and allotted to various persons according to their expertise in a particular area. 1. Division of Labor
- 13. Authority refers to the right of superiors to get exactness from their sub-ordinates. Responsibility means obligation for the performance of the job assigned. 2. Authority & Responsibility
- 14. Discipline means sincerity, obedience, respect of authority & observance of rules and regulations of the enterprise. Subordinate should respect their superiors and obey their order. 3. Discipline
- 15. A sub-ordinate should receive orders and be accountable to one and only one boss at a time. He should not receive instructions from more than one person 4. Unity of Command
- 16. People engaged in the same kind of business or same kind of activities must have the same objectives in a single plan. Without unity of direction, unity of action cannot be achieved. 5. Unity of Direction
- 17. An organization is much bigger than the individual . It constitutes therefore interest of the undertaking should prevail in all circumstances. 6. Sub-Ordination of Individual Interest to common goal
- 18. Remuneration to be paid to the workers should be fair, reasonable, satisfactory & rewarding of the efforts. It should accord satisfaction to both employer and the employees. 7. Remuneration
- 19. Centralization means concentration of authority at the top level. In other words, centralization is a situation in which top management retains most of the decision making authority. 8. Centralization
- 20. Scalar chain is the chain of superiors ranging from the ultimate authority to the lowest. Every orders, instructions etc. has to pass through Scalar chain.Gang Plank 9. Scalar Chain
- 21. This principle is concerned with proper & systematic arrangement of things and people. Arrangement of things is called material order and placement of people is called social order. 10. Order
- 22. Equity means combination of fairness, kindness & justice. The employees should be treated with kindness & equity if devotion is expected of them. 11. Equity
- 23. Employees should not be moved frequently from one job position to another i.e. the period of service in a job should be fixed. 12. Stability of Tenure
- 24. Initiative means eagerness to initiate actions without being asked to do so. Management should provide opportunity to its employees to suggest ideas, experiences& new method of work. 13. Initiative
- 25. It refers to team spirit i.e. harmony in the work groups and mutual understanding among the members. Espirit De’ Corps inspires workers to work harder. 14. Espirit De’ Corps
- 26. Principles of management Subordination of individual to group interest Unity of direction Authority and responsibility Principles of management Division of work Discipline Scalar chain Centralizatio n Remuneration of personnel Unity of comman d Order Equity stability Esprit de corps Initiativ e
- 27. Principles of Manage ment Division of Work Authority & Responsibil ity Discipline Unity of command Unity of Direction Subordinat ionof individual interest to general interest Remunerat ion Centralizati on Scalar chain Order Equity Stability Initiative Espirit de corps
- 28. Principles of Manage ment Division of Work Authority & Responsibil ity Discipline Unity of command Unity of Direction Subordinat ionof individual interest to general interest Remunerat ion Centralizati on Scalar chain Order Equity Stability Initiative Espirit de corps
- 29. SCIENTIFIC MANAGEMENT - F. W. Taylor ( 1856 – 1915)
- 31. The Principles of Scientific Management Frederick Winslow Taylor ( 1856 – 1915)
- 32. Scientific Management Frederick Winslow Taylor (1856–1915) -The father of scientific management -Published Principles of Scientific Management -Used scientific method to define the one best way for a job to be done -Putting the right person on the job with the correct tools and equipments -Having a standardized method of doing job -Providing an economic incentive to the
- 33. Scientific Management means knowing exactly what you want men to do and seeing that they do it in the best and the cheapest way
- 34. Replacement of old rule of thumb method Scientific selection and training of workers Co-operation between labor and management Maximum output in place of restricted output Equal division of Responsibility Scientific Management = Principles=
- 35. Managerial decisions should be based on scientific investigation, not on opinion, intuition or rule of thumb Replacement of old rule of thumb method
- 36. Workers should be selected and trained scientifically. Management is responsible for scientific selection, training and development of personnel Scientific selection and training
- 37. There must be a co- operation between workers and management. Work should be carried out by individual in co-operating with each other. Co-operating between labor and Management
- 38. The management and the workers should try to achieve maximum output in place of restricted output. This will be beneficial to both the parties Maximum Output
- 39. The responsibility of both the management and the workers should be clearly defined. Management is responsible for planning and workers should be responsible for the execution of work. Equal division of Responsibility
- 41. Scienti fic Task Setting •Setting the standard task for an average worker in a day – “fair day’s work”
- 42. Work Study •Method Study •Motion Study •Time Study •Fatigue Study
- 43. Functi onal Forem anship •Helps in specialization •A form of organization which involves supervision of a worker by several specialist foremen
- 44. Factory Manager Planning in charge Inst ruct ion Car d Cler k Rou te Cler k Time & Cos t Clerk Disc ipli nari an Production in charge Spe ed Bos s Gan g Boss Rep air Bos s Ins pec tor
- 46. Scienti fic Rate Setting •Wage rates should be fixed on the basis of performance •Introduced Differential piece rate system
- 47. Planni ng the Task •Planning should be separated from the executive function
- 48. Standa rdizati on •Fixation of standard norms of production – for product, raw material , machine , tools and equipments, method of production, working condition
- 49. The Principles of Management are the essential, underlying factors that form the foundations of successful management. These principles serve as guidelines for decisions and actions of managers. S U M M A R Y
- 50. Best Wishes…
- 51. THANK YOU! Created by: Musthafa Thottolil GHSS Mankada