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1. Management Concepts

2. Contents
1) Management
2) Development of management principles
3) Principles of Management – Fayol’s 14 Principles
4) Scientific Management
5) Principles of Scientific Management
6) Techniques of Scientific Management

3. 7) Functional Foremanship
8) Criticism of Scientific Management
9) Human Relation Aspects
10) UNDERSTANDING HUMAN BEHAVIOR
11) To Improve Human Relations and its Policy
12) References

4. Management
Management is the administration of an organization, whether it is a business, a not-for-
profit organization, or government body.
Management includes the activities of setting the strategy of an organization and coordinating
the efforts of its employees (or of volunteers) to accomplish its objectives through the
application of available resources, such as financial, natural, technological, and human
resources.
 The term "management" may also refer to those people who manage an organization—
managers.

5. Development of management principles
'A management system is the framework of processes and procedures used to ensure that an
organization can fulfill all tasks required to achieve its
someone in a position of authority there would be organizational anarchy with no structure
and very little, if any focus.
management has four basic functions – planning, organizing, leading and controlling.

8. Principles of Management – Fayol’s 14 Principles
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination individual interests to the collective interests
7. Remuneration

9. 8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. morale

10. Division of Work
This principle of management is based
on the theory that if workers are given
a specialized task to do, they will
become skillful and more efficient in it
than if they had a broader range of
tasks.

11. Authority
•This principle looks at the concept of
managerial authority.
• It looks at how authority is necessary in
order to ensure that managerial
commands are carried out.
•If managers did not have authority then
they would lack the ability to get work
carried out.

12. Discipline
•This principle relates to the fact that
discipline is needed within an
organization for it to run effectively.
•In order to have disciplined workers,
managers must build a culture of mutual
respect and motivation.

13. Unity of command
•There should be a clear chain of
command in place within an
organization.
• An employee should know exactly
whose instructions to follow.

14. Unity of direction
Work should be organized in a way
that means employees are
working in harmony toward a
shared objective or goal using a
shared method or procedure.

15. Subordination individual interests to the
collective interests
•The interests of the organization as a
whole should take precedence over
the interests of any individual
employee or group of employees.
•This encourages a team spirit and
collective mentality of all for one and
one for all.

16. Remuneration
•In order to motivate and be fair to
employees, they should be paid a
reasonable rate for the work they carry
out.
•An organization that underpays will
struggle to attract quality workers who are
motivated.

17. Centralization
•This principle relates to whether decisions
should be made centrally, as in from the
top down, or in a more democratic way,
from the bottom up.
•Different decision making processes are
appropriate for different types of
decisions.

18. Scalar Chain
•This relates to the principle of a clear chain of
communication existing between employees
and superiors.
•The chain should be respected, unless speedy
communication is vital, in which case the
chain may be bypassed if all parties consent.

19. Order
This relates to the proper use of
resources and their effective
deployment in a structured
fashion.

20. Equity
•Managers should behave ethically towards
those they manage.
•Almost every organization in the modern
world will have a written set of policies and
procedures which will outline exactly what is
expected from staff at all levels.

21. Stability of tenure of personnel
•It is seen as desirable within an organization to
have a low staff turnover rate.
• This is due to the benefits that come with having
experienced staff and the time and expense
needed to train new ones.
•
There should be a clear and efficient method of
filling any staff vacancies that arise.

22. Initiative
•Employees that have an input as to how to
best do their job are likely to feel more
motivated and respected.
•Many organizations place a great deal of
emphasis on listening to the concerns of
staff.

23. Morale
•Keeping a high level of morale and team
spirit is an essential part of having the most
productive organization possible.
•Happy and motivated employees are far
more likely to be productive and less
absent.

24. Scientific Management
•Scientific management is a theory of management that analyzes and synthesizes workflows. Its
main objective is improving economic efficiency, especially labor productivity.
•The concept of scientific management was given to improve the productivity, efficiency and
effectiveness in the organization through the application of the proposed scientific principles
and techniques.

25. Principles of Scientific Management
(Suggested by Frederick Winslow Taylor)

26. Science Not Rule of Thumb
•Taylor believed that to perform any task efficiently; there is only one best possible method
which is developed after an in-depth analysis of that job.
•When science is applied instead of the rule of thumb, to any job, it standardizes that work.

27. Harmony Not Discord
•Taylor emphasized on maintaining peace and harmony in the workplace, and there should be no
conflict among the managers and the workers.
• Conflicts only result in negatively, i.e., a decline in the productivity of the organization.

28. Cooperation Not Individualism
•employees in an organization must work together, keeping aside their objectives and ego to
achieve the common goals set by the management.
•There should not be any competition among the workers; instead, they should cooperate at
work.

29. Development of Every Person to His or Her
Greatest Efficiency and Prosperity
•Taylor believed that employees should be given proper training of the task they perform
because no human being is perfect, and there is always a scope of improvement.
•Training and development improve the competency, skills and learning of the workforce.

30. Techniques of Scientific Management

31. Functional Foremanship

32. Criticism of Scientific Management

33. Human Relation Aspects

34. •Relationships between employees and management are of substantial value in any workplace.
•Human relations is the process of training employees, addressing their needs, fostering a
workplace culture and resolving conflicts between different employees or between employees
and management.

35. UNDERSTANDING HUMAN BEHAVIOR
•Mental perceptions are influenced by everything that has passed through an individual's mind.
That includes all of a Mental perceptions may sometimes lead to conflict.
•Person's experiences, knowledge, biases, emotions, values, and attitudes.

36. •An individual's personality is the totality of complex characteristics, including behavior and
emotional tendencies, personal and social traits, self-concept, and social skills.
•The objective of many training sessions for employees and supervisors is to improve a person's
ability to get along with others. A person's personality has a major impact on human relations
skills.

37. To Improve Human Relations and its Policy
1. A sound organizational structure clearly specifying –
a. Duties, functions and responsibilities,
b. Authority and
c. Accountability
2. Adequate conditions of employment such as –
a. Fair wages
b. Good working conditions.

38. 3. Suitable policies for –
a. Scientific and methodical recruitment and selection,
b. Placement and
c. Induction.
4. Education, training and development programmes for all.

39. 5. Real and equal opportunities for advancement to all.
6. Promotion from within as far as possible.
7. Suitable policy for job termination.
8. Personal knowledge about the subordinates.
9. Fairness, impartiality and frankness in the management’s approach.
10. Frankness in dealing.

40. References
Wikipedia
Education.stateuniversity.com
Theinvestorsbook.com
Smallbusiness.chron.com
Encyclopedia.com

41. THANK YOU