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Principles of Management

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Principles of Management ­ MGT503
VU
Lesson 3.8
ADMINISTRATIVE VIEW OF MANAGEMENT
1.
The Administrative Management
It is a term used for those early-day contributors who developed and taught principles to be used by
managers, both individually and collectively, to improve the performance of the overall functions of the
organization.
Henri Fayol (1841-1925) a successful French industrialist, developed theories about management he
thought could be taught to those individuals with administrative responsibilities.
Fayol's lasting contribution is the functional approach to management
a.
which is still used today. The major managerial functions, according to
Fayol, were planning, organizing, commanding, coordinating, and
controlling. The functions have been slightly modified several times since
Fayol. In the main, though, they still provide the basic framework for
studying management as witnessed by the organization of this and most
other principles of management texts used today. Like Weber, Fayol's
works were not translated into English for a couple of decades after his
death.
b.
Fayol gives us 14 principles of management which are still being used
nowadays. These principles are given below:
Fayol's 14 Principles of Management
1.
Division of work
Specialization increases output by making employees more efficient.
2.
Authority.
Managers must be able to give order. Authority gives them this right. Along with authority,
however, goes responsibility.
3.
Discipline.
Employees must obey and respect the rules that govern the organization.
4.
Unity of Command
An employee should receive orders from one superior only.
5.
Unity of direction.
The organization should have a single plan of action to guide managers and workers.
6.
Subordination of individual interests to the general interest.
The interests of any one employee or group of employees should not take precedence over the
interests of the organization as a whole.
7.
Remuneration.
Workers must be paid a fair wage for their services.
8.
Centralization.
This term refers to the degree to which subordinates are involved in decision making.
9.
Scalar Chain.
The line term refers to the degree to which subordinates are involved I decision making.
10.
Order.
People and materials should be in the right place at the right time.
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Principles of Management ­ MGT503
VU
11.
Equity.
Managers should be kind and fair to their subordinates.
12.
Stability of tenure of personnel
Management should provide orderly personnel planning and ensure that replacements are available
to fill vacancies.
13.
Initiative.
Employees who are allowed to originate and carry out plans will exert high levels of effort.
14.
Esprit de corps
Promoting team spirit will build harmony and unity within the organization.
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Table of Contents:
  1. HISTORICAL OVERVIEW OF MANAGEMENT:The Egyptian Pyramid, Great China Wall
  2. MANAGEMENT AND MANAGERS:Why Study Management?
  3. MANAGERIAL ROLES IN ORGANIZATIONS:Informational roles, Decisional roles
  4. MANAGERIAL FUNCTIONS I.E. POLCA:Management Process, Mistakes Managers Make
  5. MANAGERIAL LEVELS AND SKILLS:Middle-level managers, Top managers
  6. MANAGEMENT IDEAS: YESTERDAY AND TODAY, Anthropology, Economics
  7. CLASSICAL VIEW OF MANAGEMENT:Scientific management
  8. ADMINISTRATIVE VIEW OF MANAGEMENT:Division of work, Authority
  9. BEHAVIORAL THEORIES OF MANAGEMENT:The Hawthorne Studies
  10. QUANTITATIVE, CONTEMPORARY AND EMERGING VIEWS OF MANAGEMENT
  11. SYSTEMíS VIEW OF MANAGEMENT AND ORGANIZATION:Managing Systems
  12. ANALYZING ORGANIZATIONAL ENVIRONMENT AND UNDERSTANDING ORGANIZATIONAL CULTURE
  13. 21ST CENTURY MANAGEMENT TRENDS:Organizational social Responsibility
  14. UNDERSTANDING GLOBAL ENVIRONMENT WTO AND SAARC
  15. DECISION MAKING AND DECISION TAKING
  16. RATIONAL DECISION MAKING:Models of Decision Making
  17. NATURE AND TYPES OF MANAGERIAL DECISIONS:Decision-Making Styles
  18. NON RATIONAL DECISION MAKING:Group Decision making
  19. GROUP DECISION MAKING AND CREATIVITY:Delphi Method, Scenario Analysis
  20. PLANNING AND DECISION AIDS-I:Methods of Forecasting, Benchmarking
  21. PLANNING AND DECISION AIDS-II:Budgeting, Scheduling, Project Management
  22. PLANNING: FUNCTIONS & BENEFITS:HOW DO MANAGERS PLAN?
  23. PLANNING PROCESS AND GOAL LEVELS:Types of Plans
  24. MANAGEMENT BY OBJECTIVE (MBO):Developing Plans
  25. STRATEGIC MANAGEMENT -1:THE IMPORTANCE OF STRATEGIC MANAGEMENT
  26. STRATEGIC MANAGEMENT - 2:THE STRATEGIC MANAGEMENT PROCESS
  27. LEVELS OF STRATEGIES, PORTERíS MODEL AND STRATEGY DEVELOPMENT (BCG) AND IMPLEMENTATION
  28. ENTREPRENEURSHIP MANAGEMENT:Why Is Entrepreneurship Important?
  29. ORGANIZING
  30. JOB DESIGN/SPECIALIZATION AND DEPARTMENTALIZATION
  31. SPAN OF COMMAND, CENTRALIZATION VS DE-CENTRALIZATION AND LINE VS STAFF AUTHORITY
  32. ORGANIZATIONAL DESIGN AND ORGANIC VS MECHANISTIC VS VIRTUAL STRUCTURES
  33. LEADING AND LEADERSHIP MOTIVATING SELF AND OTHERS
  34. MASLOWíS NEEDS THEORY AND ITS ANALYSIS
  35. OTHER NEED AND COGNITIVE THEORIES OF MOTIVATION
  36. EXPECTANCY, GOAL SETTING AND RE-ENFORCEMENT THEORIES
  37. MOTIVATING KNOWLEDGE PROFESSIONALS LEADERSHIP TRAIT THEORIES
  38. BEHAVIORAL AND SITUATIONAL MODELS OF LEADERSHIP
  39. STRATEGIC LEADERSHIP MODELS
  40. UNDERSTANDING GROUP DYNAMICS IN ORGANIZATIONS
  41. GROUP CONCEPTS, STAGES OF GROUP DEVELOPMENT AND TEAM EFFECTIVENESS
  42. UNDERSTANDING MANAGERIAL COMMUNICATION
  43. COMMUNICATION NETWORKS AND CHANNELS EFFECT OF ICT ON MANAGERIAL COMMUNICATION
  44. CONTROLLING AS A MANAGEMENT FUNCTION:The control process
  45. CONTROLLING ORGANIZATIONAL PERFORMANCE THROUGH PRODUCTIVITY AND QUALITY