Principles and Practices of Management

Ques1 focussing is what watchfulness does. Justify the statement and explain.Ans importation OF MANAGEMENTManagement is the executive function that concerns itself with the carrying out of the administrative policies pose down by administration. Management directs the active operations within the go-ahead and combines the work of the employees with the available capital equipment and materials to produce an acceptable product. Management as vigorous as markets the product or run according to the broad policies established by administration. The Management in addition functions, in carrying out the policies of administration, expand as the gl ar levels of supervision be reached while the administrative function decreases in brilliance.Management is what Management Does tether contrary steps involved in it. Viz. (1) organisation of policy and its translation into plans (2) Execution and implementation of plans and (3) Exercising administrative defy over the plans.These th ree essential assesss of prudence whitethorn be call as Planning, Implementing and Controlling. According to Dr. James Lundy -Management is principally a task of planning, co-coordinating, motivating and controlling the efforts of others toward a specific objective. It involves the combining of the traditional factors of return (land, labor and capital) in an favorimum manner, paying due attention, of course, to the particular destinations of the system. This explanation broadens the scope of precaution and accepts within its orbit, three study circumspection activities to wit (a) Planning (b) Implementing, and (c) Controlling.Planning is the determination of the course of objectives of a business, division or discussion section to achieve maximum profit effectiveness, the establishment of policies and the continuous seeking and determination of new ways to do things. Implementing applies to the doing phases.After plans have been prep bed, personnel moldiness be selec ted and assigned then- jobs they must be trained and motivated to perform veraciously. Activities must be implemented in basis of the plans initially developed. This may include selecting personnel,training personnel, motivating personnel,delegation, direction and co-ordinatingControlling refers to the evaluation of the performance of those who atomic number 18 responsible for executing the plans agreed upon. This may include (i) controlling adherence to plans, and (ii) value performance.Characteristics of Management1. Management is that principal(prenominal) service the principal elements of which argon planning, implementing and controlling.2. Management is an go-ahead to achieve the pre-determined objectives.3. For the doing of the enterprise- finiss, management plans, organizes, co-ordinates, directs and controls the convocation-efforts and hence a group activity.4. Management aims at reaping rich results in economic terms. Management carries with it a major responsi bility for creative action. It is no longer considered as passive or a mere adjustment of resources.5. Management overly implied skill and have sex in fillting things done through mass. Getting the suitable types of people to execute the operations is the signifi bottom of the inningt aspect of management.6. Management is a lore as also an art. As there are definite principles in management, it is an art. Further, it is also a science because by theapplication of these principles predetermined objectives can be achieved.7. Management is also gradually becoming a employment comparable other recognized professions.8. The principles of management have universal application. They are not the monopoly of industry alone, but can be applied in any(prenominal) sphere where group effort is required.9. Although management is a scientific method of getting things done through and with the people, yet the identity of the Thinkers is quite a contrastive from the identity of the Doers.1 0. Management is needed at different levels of an organization.11. Management uses organization for achieving the objectives determined by administration.12. It is not necessary that those who manage may also be the owners of the enterprise.13. teachings of Management are dynamic and not static.Ques 2 Explain the Principles of Management.AnsMANAGEMENT PRINCIPLESManagerial functions are based on certain principles. Principle is a fundamental truth, which establishes cause, and effect kindred of a function, and theory is a sy sourceatic grouping of inter cerebrate principles. The principles of management have a severe impact upon the practice of management in increasing the efficiency of the organization. The unavoidably and importance of management principles can be visualized as keep an eye ons1. To gain Efficiency. The established principles of management provide animal trainers guide rows as how they should work in different stances. These principles increase managerial ef ficiency. Though, there is a serious limitation of management principles, that is, these have to be modified according to piazzas as these deal with pitying beings of diverse personality, these enable a manager to understand the different situation in a better way and save him from costly empiric method.2. To Crystallize the Nature of Management. Lack of understanding of management principles makes it difficult to see the management job andto define the exact scope of managerial functions. Thus, individuals cannot be trained effectively for managerial positions.3. To Carry on Researches. If in any subject certain fundamental principles are developed, the scope and limitations defined, these become the basis for future researches. In the absence of these principles, researches become difficult and future horizons of companionship cannot be expanded. The recent emphasis on management researches has increased the quantum to knowledge in this field.4. To attain Social Objectives . Management itself is part of the nightclub and it takes the inputs from the federation and gives the output to the society. Thus, the standards of the society depend upon the quality of the management. If the management is efficient, the resources of the society are better utilized thereby giving more satisfaction to the society and improving the quality of life of people. In this context, management principles play an important type.Thus, the understanding of management principles enables managers to take a more realistic regard of organizational problems and their solution. Management deals with people in the organization, and the structure and demeanour of the constituent are less complex than the structure and behavior of groups of people. To direct the merciful behavior for objective achievement, some principles are certainly required.Development of management principles would emphatically have an impact on the cultural level of society by increasing efficiency in the use of humans as well as material resources. However, managers, while using management principles in practice, should regulate their validity and applicability before use. For this reason, they should be aware of the fundamental nature of management principles.Nature of Management PrinciplesThe following basic nature of management principles should be kept in mind1. Universality of Principles. Henry Fayol has emphasized that managementprinciples are universal. These can be applied in different organizations business, government, hospital, military, and so forth The basic task before every human organization is to get the desired results through integrated human efforts. Thus, the managers of different managerial levels may use the principles with equal utility. This shows the flexibility of a manager to handle different departments of an organization or the functions of different organizations.2. Dynamic Nature of Principles. Management principles are flexible in nature and chan ge with the changes in the environment in which an organization knows. Others are replacing many of the golden principles of management, which were thought to be very useful at one time, because of changes in the society. Continuous researchers are being carried on to establish principles in the changing society and no principles can be regarded as a final truth. Nothing is immutable in the landslide of management.3. Relative, Not Absolute Principles. Management principles are relative, not absolute and they should be applied according to the need of the organization. Organizations differ in respect of place, time, social, culture, etc. Moreover, individuals working in the same organization also differ. Thus, a particular management principle has different strength in different conditions and the principle should be modified or replaced by another.4. Limitations payable to Human Nature. Management involves the direction of human behavior in the organization. It is also related wi th other human factors- suppliers, customers, owners, government, etc. The complex nature of human behavior has considerably affected the progress of management principles. The principles of other disciplines traffic with human nature such as psychology, sociology, anthropology should also be taken into account.Ques 5 Explain the features of an collapse door organization.AnsOrganization provides the structure, the frame on which rests the management of the enterprise. Like all structures, it upholds the management functions, in their totality and interrelationship, aiding their private road to the appointed goal.PRINCIPLES OF ORGANIZATIONThere are certain basic principles of an organization structure are (i) It should reflect adequately a virile awareness of the dynamic goal of the enterprise.(ii) It should reflect adequate decentralization(iii) The unity of command and line of responsibility should be clear.(iv) The channel of communication should be giving, easy and logical.( v) The span of control should be legitimate (not too wide nor too narrow) without split in the line of control.(vi) The functional levels in the Organization chart should be armed with proper (-delegated) authority, matching their task and responsibility.(vii) The levels in the Chart (the nodes in the Organization net) should illustrate homogenous cohesive units of functions.(viii) The Chart should avoid overlapping of functions and authority.(ix) The channels of communication-vertically and horizontally-should be well laid out.(x) The functional aims of the departments (branches) at different levels should be gaunt up and reflected with precision.(xi) The hierarchical position of the staff functional levels and their structural relationship with the line management levels should be stated without ambiguity.The organizational tree like structure has properties of a living organism. As the branches of a tree stem from the trunk and the twigs spring from the branches, and every bran ch and twig draw assuagement from the roots of the main tree, so in an enterprise the Chief decision maker is the main spring of leading. The other levels provide the feedback and the reciprocal team support. The process is a twain-way one.ORGANIZATION DYNAMICS CLOSED AND OPEN SYSTEMSManagement is a trunk organization is the frame that upholds the system. Enterprise organization must share these features, which are commonplace to all living units. It must be responsive to impulses, both within its own system and from the wider social system outside. A common hazard (and experience) in an organizational traffic circle up is that it tends to degenerate into a stereotype- a stale, repetitive, dead process losing the quality of life. Divide organizational into two types(a) open door organization,(b) closed door organization.An open door organization is one that incorporates the mechanism of change. The business situation and the problems that confront a manager are in a state of flux.Features of an Open Door Organization(1) An open door organization is task oriented. The accountability is clearly defined.(2) The authority (within the related functional area) is also absolute (or nearly so) matching the absolute theatrical role of the accountability.(3) Consultations are minimum and are not compulsive the executive is free to consult and communicate (or otherwise) so long as he performs and delivers the objective.(4) Rules and procedures exist but only as guides- the executives (within their sphere of responsibilities) having wide freedom of adroitness to depart from the rules within the periphery of the broad corporate policies.(5) The accountability is exonerated objective is verifiable- in terms of cost, output target, time and profit. The means are (relatively) unimportant so long as the end is achieved.(6) The managerial behavior is heightsly flexible bending with lithe suppleness to the internal shifts in conditions and external maneuvers of the e nvironmental zone of contract.Ques6. Explain the different approaches to leaders and its role in management.AnsLeadership is interpersonal influence exercised in a situation and directed, through the communication process toward the attainment of a specialized goal or goals (emphasis ours). In the terms of Harold Koontz, leading is influencing people to follow the achievement of a common goal. The two common elements in all these perceptions of leadership are(i) Influencing People(ii) To pursue a common goal.The Trait ApproachTraits are innate, built-in personal qualities. It follows that (by this approach) if a leader is seen to possess certain traits, his leadership might can be read (almost) off a leadership meter. Three necessary and sufficient conditions which must be satisfied if traits should be peculiar determinants of the leadership index. These may be summarized thus(i) The trait quality should follow a descending order as one traverses from the highest (top executive s in leadership position) to the lowest (employees) levels of the enterprise system.(ii) There must be a high correlation between the level of a managers traits and the level of his success.(iii) The correlation between success (achievement) and traits should be higher as one goes up the management hierarchy from bottom (employees) level upward to top executive levels.Common elements of leadership as observed from different surveys and investigations are(a) Intelligence. (b) Confidence. (c) Initiative. (d) Urge for achievement. (e) Strong power need.Attitude Criterion Approach to LeadershipThe leader-attitude approach to leadership studies registers and appraises the variables in terms of attitudes ( taste to or concern from) conditioning leadership behavior and effectiveness. Studies defined two variables (attitudes) which were termed employees orientation and production orientation. A parallel set of excogitations was evolved by Darwin as a result of a number of research studies. They identified the aim of a group as a composite of two elements (group dynamics).(i) Achieving a group goal.(ii) Service of the group itself.The goal-oriented manager will set tasks, improve techniques and productivity and structure his activities toward the group goal. The manager, on the other hand, who concentrates on group service and group maintenance, will be relations oriented, with concern for people, cultivating popular participation, rearing and trusting informal group behaviour, trustful and communicative.Still another parallel concept may be observed under what may be styled haughty Democratic behaviour tapering off into the laissez faire leadership style. In terms of the group dynamics phraseology (discussed above), authoritarian leader style is set parallel to achieving the group goal as against group maintenance or service which approximates to the democratic leader style. The authoritarian leader will steady down and tell his followers what to do the democrati c leaders will opt for a participative style of decision making.