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1. IIPS Principles & practices of management(PPM) Assignment Topic – Principles Of Management Guided By: Submitted By : 2013-2014
2. INDEX Sir Henri Fayol Reliance Fresh Introduction to Management Principles of management and its description in brief
3. Sir Henri Fayol Henri Fayol ( 29 July 1841 – 19 November 1925) was a French mining engineer & director of mines who developed a general theory of business administration. Fayol's work was one of the first comprehensive statements of a general theory of management. Fayol was a successful mining engineer and senior executive prior to publishing his principle of administrative science. He was not primarily a theorist , but rather a successful senior a successful senior manager who sought to bring order to his personal experiences. Fayol’s five principle roles of management are still actively practised today he has found “ Plan , Organise, command, co-ordinate and control “ written on more than one manager’s whiteboard during his career. Fayol ideas had a major effect on how mgt functions in most established organisation . In many ways, they are the bible of mgt and the source of idea is even today is certainly used by all managers
4. Reliance fresh is the convenience store format which forms part of the retail business of Reliance Industries of India which is headed by Mukesh Ambani. The company already has in excess of 1000 reliance fresh outlets across the country. These stores sell fresh fruits and vegetables, staples, groceries, fresh juice, bars and dairy products. Rekiance Fresh stores are already selling over 1000 tonnes of fresh products and 250 categories. Reliance fresh is aggressively workink on introducing a pan-india network of retail stores with world class enviroment, state of technology and seamless supply chain.
5. Management Management is a universal phenomenon. It is a very popular widely used term. All organisations whether social or political are involved in mgt as it helps and direct the various efforts towards a definite purpose. It is an art of creating an environ- ment in which can perform and individual can co-operate towards attainment of group goals. “Acco. to H.Fayol , Mgt is To forecast , to plan , to organise , to command, to coordinate and to control ‘ . It establises cause and effect relationship b/w two or more variables under given state. They serve as a guide to thoughts and actions. Thr4 mgt principles are the statement of fundamental truth based on logic which provides guidelines 4 managerial decision making and actions. Hence we can say that good mgt includes both being effective $ efficient i.e; fiiting square pegs in square holes and round ones in round.
6. Principles Of Management 1) Division of work 2) Authority and Responsibility 3) Discipline 4) Unity of Command 5) Unity of Direction 6) Subordination of individual interest to general interest 7) Remuneration of employees 8) Centralisation and Decentralisation 9) Scalar chain 10) Order 11) Equity 12) Stability of personnel 13) Initiative 14) Espirit de Corps
7. Division of work According to this principle, the whole work must be divided into small task or units and instead of assigning the whole work to one person . One task or job should be assigned to one person according to the capability , qualification and experience of the person . When a person is performing a part of job again and again he will become perfect and specialised ine that job and efficiency will improve . This principle is very useful for any ognisation be it private or public. It enhances overall performance of an organisation because specialists perform consistently . For example an orgaisation having different departments.
8. Authority $ Responsibility Authority means power take decision. Responsibility means obligation to complete the job on time. So according to principle there should balance and parity b/w authority and responsibility . Excess of authority may bring negative results and Ecess of responsibility will not allow the worker to complete the work on time. Balance b/w both of them will result in no misuse of authority and it also helps in meeting responsibility on tie without any delay.
9. Discipline Discipline refers to general rules , regulation for systematic working of an organisation. It doesn't mean only rules and regulation but it also means developing commitment in the employees towards organisation . It also means obedience to organisational rules that are necessary for functioning of an organisation. It includes – • Good supervision at all level • Clear and fair agreement • Application of penalties judiciously Employees must honor the commitment made by them and management must meet its promises. On one hand it enforces orderliness and motivates on other side.
10. Unity of Command There should be one & only one boss for every individual employees working in an organisation. If employees get order from 2 superiors at same time then they will get confused and not able to understand that whose orders must be executed . Thus unity of command avoids confusion and conflicts. It also helps in harmonious relations and fixation of responsibility. If this principle is violated then there will be ego clashes as employees should receive order from one boss only. this principle helps to create peace in same level and to subordinate.
11. Unity of Direction Efforts of all the members and employees of an organisation must be directs towards one direction that is achievement of common goal. This helps in bringing unity of action and coordination in an organisation. Each department and groups having common objective must have one head and one plan only. All the units of an organisation should be moving towards the same objectives through coordinated and focused efforts. Positive effects are –  Achievement of organisation goal  Efforts of all the employees get unified towards one direction only.
12. Subordination of individual interest to general int. The interest of an organisation should take priority over the interest of any individual employee. If objectives of both organisation and individual are in different directions then managers must try to reconcile individual interest with organisation goal and if it is not possible then individual goal must be sacrificed for achieving organisational goal. Employees are required to give up carelessness, selfishness, lethargy and personal interest. it ensures no ego clashes as credit goes to group and coordination between individual and organisation.
13. Remuneration of employees The overall pay and compensation should be fair to employees and workers to give them at least a reasonable standard of living. Remuneration paid to employees must be fair because if employees are unpaid they will not be satisfied and an unsatisfied person can never contribute his maximum. Dissatisfaction will lead to increase in employees turnover . This ensures congenial atmosphere b/w the management and workers. In healthy atmosphere , workers put there best efforts to contribute maximum. it ensures smooth functioning and motivates them.
14. Centralisation & Decentralisation Centralisation refers to concentration of authority in few hands at the top level. Decentralisation means evenly distribution of power at every level of management. According to fayol, a company must not be completely centralised or completely decentralised but there must be both depending upon the nature and size of the organisation. A company must be properly balanced i.e.; it should not be completely centralised or decentralised. This principle leads to positive effect that are – I. Fast decision at operational level and strict control by top level II. Benefits of centralisation as well as decentralisation.
15. Scalar Chain Scalar chain means line of authority or chain of superiors from highest to lowest rank. Organisation should have a chain of authority and responsibility that runs from top to bottom and should be followed by manager. Every info. must pass through every key of this chain , no skipping of any one key should be allowed. In case of emergency when information has to be passed so fayol has permitted a short cut in the chain which is called “ gang – plank”. Gang plank permits direct communication between the employees working at the same level of authority without following scalar chain. It leads to systematic flow of chain.
16. Order People and material must be in suitable place at appropriate time for maximum efficiency. In other words, there must be orderliness in the organisation a) Material order – arrangement of things is called material order. It ensures proper & fixed place for various materials , tools , and equipments. b) Social order – arrangement of people is referred to as social order. It ensures proper & fixed place for each employee in an organisation. It results in increase in productivity and efficiency and smoothly functions without hindrance.
17. Equity Good sense and experience are needed to ensure fairness to all employees , who should be treated as fairly as possible. Equity means to be kind, fair , and just treatment to employees. Employees will put their maximum efforts when they are treated with kindness and justice. This will ensure loyalty and devotion. There should be no discrimination against anyone on a/c of sex, religion, language, caste, belief or nationality. If a manager is biased in dealing with employees then they will get dissatisfaction and will not contribute to their maximum capacity. Employees seek to become loyal and devoted if equally treated .
18. Stability of Personnel Employees turnover should be minimized to maintain organisational efficiency. In an organisation the employees should be selected and appointed after following a due and rigorous procedure. Once they are appointed they should be for fixed period. Management must provide the feeling of job security among the employees because with the feeling of insecurity they can’t contribute to maximum. Frequent turnover of employees is bad for organisation and should be done when necessary. Not only turnover but frequent transfer or rotation should be avoided as it takes some time for a person to learn and settle for the job and it also reduces wastage of time and money
19. Initiative Workers should be encouraged to develop and carry out their plans for improvement Initiative means first step with self motivation. Fayol said that employees must be given an opportunity to take some initiative in making and executing a plan. so managers must welcome the suggestion and ideas of employees before framing plan. Employees must be given freedom to come ahead and use their skills to achieve expected goal. Positive effects are – i. Develops feeling of belongingness in employees. ii. Employees achieve target on time if they are set up with their consultation.
20. Espirit De Corps Management should promote a team spirit of unity and harmony among employees. In order to achieve organisational goal, mgt should promote team work and coordination. Espirit De Corps means union is strength. Fayol suggested that every employee in the organisation must consider him as a part of a team and try to achieve team goal because team contribution is always better than individual. The feeling of “I” should be replaced with “WE”. It helps to develop a feeling of mutual trust and understanding and achieve goal with efficiency and effectiveness.

14 Principles of management

14 principles of management are statements that are based on a fundamental truth. These principles serve as a guideline for decision-making and management actions. They are drawn up by means of observations and analyses of events that managers encounter in practice. Henri Fayol was able to synthesize 14 principles of management after years of study, namely:

1. Division of Work

In practice, employees are specialized in different areas and they have different skills. Different levels of expertise can be distinguished within the knowledge areas (from generalist to specialist). Personal and professional developments support this. According to Henri Fayol specialization promotes efficiency of the workforce and increases productivity. In addition, the specialization of the workforce increases their accuracy and speed. This management principle of the 14 principles of management is applicable to both technical and managerial activities.

2. Authority and Responsibility

In order to get things done in an organization, management has the authority to give orders to the employees. Of course with this authority comes responsibility. According to Henri Fayol, the accompanying power or authority gives the management the right to give orders to the subordinates. The responsibility can be traced back from performance and it is therefore necessary to make agreements about this. In other words, authority and responsibility go together and they are two sides of the same coin.

3. Discipline

This third principle of the 14 principles of management is about obedience. It is often a part of the core values of a mission and vision in the form of good conduct and respectful interactions. This management principle is essential and is seen as the oil to make the engine of an organization run smoothly.

4. Unity of Command

The management principle ‘Unity of command’ means that an individual employee should receive orders from one manager and that the employee is answerable to that manager. If tasks and related responsibilities are given to the employee by more than one manager, this may lead to confusion which may lead to possible conflicts for employees. By using this principle, the responsibility for mistakes can be established more easily.

5. Unity of Direction3

This management principle of the 14 principles of management is all about focus and unity. All employees deliver the same activities that can be linked to the same objectives. All activities must be carried out by one group that forms a team. These activities must be described in a plan of action. The manager is ultimately responsible for this plan and he monitors the progress of the defined and planned activities. Focus areas are the efforts made by the employees and coordination.

6. Subordination of Individual Interest5

There are always all kinds of interests in an organization. In order to have an organization function well, Henri Fayol indicated that personal interests are subordinate to the interests of the organization (ethics). The primary focus is on the organizational objectives and not on those of the individual. This applies to all levels of the entire organization, including the managers.

7. Remuneration

Motivation and productivity are close to one another as far as the smooth running of an organization is concerned. This management principle of the 14 principles of management argues that the remuneration should be sufficient to keep employees motivated and productive. There are two types of remuneration namely non-monetary (a compliment, more responsibilities, credits) and monetary (compensation, bonus or other financial compensation). Ultimately, it is about rewarding the efforts that have been made.

8. The Degree of Centralization

Management and authority for decision-making process must be properly balanced in an organization. This depends on the volume and size of an organization including its hierarchy. Centralization implies the concentration of decision making authority at the top management (executive board). Sharing of authorities for the decision-making process with lower levels (middle and lower management), is referred to as decentralization by Fayol. Henri Fayol indicated that an organization should strive for a good balance in this.

9. Scalar Chain

Hierarchy presents itself in any given organization. This varies from senior management (executive board) to the lowest levels in the organization. Henri Fayol ’s “hierarchy” management principle states that there should be a clear line in the area of authority (from top to bottom and all managers at all levels). This can be seen as a type of management structure. Each employee can contact a manager or a superior in an emergency situation without challenging the hierarchy. Especially, when it concerns reports about calamities to the immediate managers/superiors.

10. Order

According to this principle of the 14 principles of management, employees in an organization must have the right resources at their disposal so that they can function properly in an organization. In addition to social order (responsibility of the managers) the work environment must be safe, clean and tidy.

11. Equity

The management principle of equity often occurs in the core values of an organization. According to Henri Fayol, employees must be treated kindly and equally. Employees must be in the right place in the organization to do things right. Managers should supervise and monitor this process and they should treat employees fairly and impartially.

12. Stability of Tenure of Personnel3

This management principle of the 14 principles of management represents deployment and managing of personnel and this should be in balance with the service that is provided from the organization. Management strives to minimize employee turnover and to have the right staff in the right place. Focus areas such as frequent change of position and sufficient development must be managed well.

13. Initiative

Henri Fayol argued that with this management principle employees should be allowed to express new ideas. This encourages interest and involvement and creates added value for the company. Employee initiatives are a source of strength for the organization according to Henri Fayol. This encourages the employees to be involved and interested.

14. Esprit de Corps

The management principle ‘esprit de corps’ of the 14 principles of management stands for striving for the involvement and unity of the employees. Managers are responsible for the development o6f morale in the workplace; individually and in the area of communication. Esprit de corps contributes to the development of the culture and creates an atmosphere of mutual trust and understanding.