Principles & problems of administration
- 1. Principles and Problems of Adminisrtation Rajinder Kaur Kalra Professor and Head (Retired) PAU Ludhiana 9814067709
- 2. Principles of Administration • Principle of Hierarchy • Principle of Span of control • Principle of unity of command • Principle of delegation of Authority • Principle of responsibility • Principle of two way Communication • Principle of Flexibility • Principle of specialization • Principle of Centralization and decentralization
- 3. Principle of unity of command • The hierarchy of the members in the organization are arranged in a of line positions known as the scalar process where positional authority and responsibility run upward and downward through levels with broad bottom and a single head at the top in order to preserve the unity of command • In an effective organization each worker knows whom he is expected to supervise • Clear line of authority
- 4. Principle of delegation of Authority • In order to run an organization properly authority is delegated by an Officer to his subordinates. It increases the efficiency because decision can be taken at lower levels. Authority should be delegated as far down as possible but the number of levels of authority should be kept at a minimum.
- 5. Principle of Responsibility • When the authority is delegated to the individual, along with it comes responsibility • It will check the misuse of authority. • There should be proper balance between authority and responsibility • The responsibility and authority of each person should be clearly defined in writing • Responsibility should always be coupled with corresponding authority
- 6. Principle of Span of Control • An Officer must be given that much number of persons to supervise which he can do effectively • This number must not be too big or too small • The span of control is such as is needed to attain the quality of decisions which will result in increased effectiveness and efficiency of attaining the organizational objectives
- 7. Principle of two way Communication • Two way channels of communication • Vertical communication • Horizontal communication • Adequate communication results in increased effectiveness and efficiency of attaining the organizational objectives
- 8. Principle of Flexibility • Flexibility of administration helps materially in getting acceptance of change where as rigidity tends to hold procedure while a high degree of flexibility is desirable and contribute to good staff relations and high morale • If practiced in excess it can produce situations in which indecision is apparent and result in frustration
- 9. Principle of Satisfaction • Satisfaction of workers play an important role in achieving the full potential of the organization • The structuring of work relationships should be so planned that the objectives of the organization and individual are realized simultaneously
- 10. Principle of specialization • Refers to people doing what they were hired to do rather than being assigned tasks outside their job descriptions
- 11. Principle of Centralization/ Decentralization • Centralization refers to authority at the top • Decentralization is when responsibility is delegated to various levels
- 12. Principle of Hierarchy • Every administration has a hierarchy that is often represented as a pyramid • The heads of the departments in an organizations make decisions that concern their divisions • Final decision makinghowever rests with the head of the organization
- 13. Problems of Administration 1. Failure to clarify relationships 2. Failure to delegate authority 3. Delegating authority without responsibility 4. Multiple subordination 5. Short-circuiting 6. Giving extra-constitutional authority 7. Formation of clique
- 14. Failure to clarify relationships • This is the chief source of • Friction, • Politics • Inefficiency • Amongst the members of an organization
- 15. Failure to delegate authority • This create the needs for referring • Even the trifling problems • to the upper level • Overburdening the top executive • with details and • slowing down decision-making at the operational levels
- 16. Delegating authority without responsibility • This may lead to • Anarchy • The subordinate should be responsible to the superior for proper use of the delegated authority
- 17. Multiple subordination • The practice of subordinates having • more than one person to report • may lead to breakdown in the • unity of command
- 18. Short-circuiting • Establishing relationship between superior and subordinate • Bypassing one or more levels of administrative hierarchy for communication and action, • May lead to low morale and • Lack of initiative amongst the functionaries • Who have been ignored
- 19. Giving extra constitutional authority • Delegating authority by a superior to some selected subordinates of personal choice • Who are not entitled to it under the rules • May help to develop an autocratic atmosphere • And vitiate the working climate of the organization
- 20. Formation of clique • Developing narrow exclusive circle by a superior with some selected subordinates • May damage the organization to the • extent that it may not be able to • reach its goals
- 21. THANK YOU