By G.K. Sawhney

PRINCIPLES OF MANAGEMENT

PRICIPLES OF MANAGEMENT

A principle is a basic statement or a fundamental truth that provides understanding and guidance to thinking and practice. A principle represents a basic element of knowledge in that it explains the relationship and , helps in predicting what would happen if the principles were applied over the years, a number of principles have been developed in management to aid executive thinking and action , a group of concepts have been developed by experience and responsible research. These principles. As pointed out by j.l massie, are only approximations of generalizations from experience . as such , they should not be treated as rigid and inflexible rules to administrative behavior. The principles , however convenient as a shortened method of thinking, are only guides to action. If they become rules, they lose their utility.

NATURE OF MANAGEMENT PRINCIPLES

MANAGEMENT principles can never be stated as rigorously as that of physical sciences because human beings behave more erratically than physical phenomena. Management principles have been developed out of experience and analysis only the empirical support for most of these principles is woefully inadequate . it the absence of a scientific analysis , these principles must be taken as general ideas on which sound and effective action can be based. They are , thus, not absolure truths our infallible law, manager should no conclude that principle are ever changing . most of the so called golden principle s of management have been replaced. Refinements are taking place continuously.

WHY MANAGEMENT PRINCIPLES ?

According to Terry, principles of management are to a manager as a table of strengths of materials is to a civil engineer. The utility of principles lies in the foundation they provide for its efficient conduct, by making out the basic features that must characterize the practice for management irrespective of where it is occurring , by means of principles of management , manager can avoid fundamental mistakes in his job and foretell the results of his actions with confidence.

According to koontz principles help in the following ways.

1.TO INCREASE EFFICIENCY: principles aid thinking and action . the need for guesswork , haphazard activities is reduced . the problems brought out by rapid changes in the environment can be solved easily ., for example , the principle of span of control tells a manger that he can mange only a limited number of subordinates , say 8 to 10, and thereby helps him predict the result if the principle is not applied.

2.TO CRYSTALLISE THE NATURE OF MANGEMENT: principles crystallize the ever increasing knowledge and thinking in the field of management . without principles , it is not possible to impart knowledge and provide training to managers.

3.TO IMPROVE RESEARCH IN MANGEMENT : management deals with human beings whose behavior is highly unpredictable, principles provide a canopy of broad generalizations. Which help in testing behavior, understanding it and predicting the outcomes for future, the help in improving the fund of tested knowledge and promoting further reea4rch in human behavior .

4.TO ATTAIN SOCIL GOALS: management principal play an important role in improving the quality of life of people and the standard of living . they bring order out o chaos .mangers are able to commit resources to the best possible advantage and employ them in a judicious fashion.

WHAT ARE PRINCIPLES OF MANAGEMENT?

FAYOL S PRINCIPLES: It was Henry Fayol who sated a set of 14 principles of management based on his practical experience as a manager , according to fayol. These principles can be applied in all types., functions , levels and sizes of organizations. For a long time, Fayols list was accepted as complete and comprehensive. a description o f these principles is given below:

FAYOL S FOURTEEN UNIVERSAL PRINCIPLES OF MANAGEMENT

1) DIVISION OF WORK. Specialization of labour is necessary for organizational success.

2) AUTHORITY. The right to give order must accompany responsibility.

3) DISCIPLINE. Obedience and respect help an organization run smoothly.

4) UNITY OF DIRECTION. The efforts of everyone in the organization should be coordinated and focused in the same direction.

5.UNITY OF COMMAND . each employee should receive orders form only one superior.

6.SUBOR DINATION OF INDIVIDUAL INTERESTS OT THE GENERAL INTEREST. Resolving the tug of war between personal and organizational interests in fovour for the organization is of management greats difficulties.

7.REMUNERATION. Employees should be paid fairly in accordance with their contribution .

8.CENTRLISATION. The relationship between centralization and decentralization is a matter of proportion , the optimum balance must be found for each organization.

10.SCALAR CHAIN. Subordinates should observe the formal chain of command unless expressly authorize by their respective superiors to communicate with each other.

11.ORDER. Both material things and people should be in their proper places.

12.EQUITY . fairness that results from a combination for kindliness and justice will lead to devoted and loyal service.

13.STABILITY AND TENURE OF PERONNEL . people need time to learn their jobs .

14.INITIATIVE. one of the greatest satisfactions is formulating and carrying out a plan.ESPRTI DE CORPS. Harmonious effort among individuals is the key to organizational success.

2.MOONEY AND REILEY S STAFF PRINCIPLE: according to this principle, staff units must be created in order to provide service and expert advice to the line managers.

3.TAYLORS PRINCIPLE OF MANAGEMNET BY EXCEPTION: routine work , according to this principle, must be handled by subordinates and management must concentrate on strategic, key and important issues.

4.WEBERS PRINCIPLES: Organization work must be performed according to rules. All administrative actins must be recorded in writing so as to have a ready reference in future. A hierarchy of positions should provide for supervision of each unit by a higher official etc.

5.LIKERTS PRINCIPLE FO SUPPORTIVE REATIONSHIP: according to this principle , managers should provide social, psychological and moral support to subordinates . the purpose should be to improve the subordinates sense of personal usefulness and dignity and secure commitment to organizational goals.

6.HUMAN RELATIONS: human relatitionists( MAYO AND ROETHLISBERGER) and behavioral scientists (MCGREGOR, BENNIS, ARGYRIS) have avoided providing prescriptions and have suggested ideas and concepts to describe some fundamental guides to managerial thought and action. These concept are largely aimed at improving the quality of life rather than achieving organizational goals. The importance for human element is recognized and efforts are made to make human life more interesting meaningful and challenging in an organization.

MODREN ORGANISTION THEORIES AND PRINCIPLES OF MANGEMENT: Systems and contingency theorists advocate that, a manger should know and understand the existence of certain fundamental concepts advanced by theorists from time to time and use them judiciously managers. Should understand that there is a way to apply these concepts. the principles must be applied in a flexible way keeping the changing circumstances in mind.