Principles and Practices of Management

Humphrey Mokaya

Definition of Management
For our purposes, management is conceived as:
Taking place within a structured project /organizational setting, with prescribed roles Directed towards the attainment of aims and objectives and outcomes Achieved through the efforts of human capacity Using systems, processes and procedures

Common Activities of Management

Planning- examining the future, deciding on what needs to be achieved and developing an action plan Control-checking actual performance Organizing- providing material and human resources, plus the structure Coordinating- ensuring smooth running of activities Command- ensuring results and maximum return from employees

Division of Labour
Based on the fact that specialization increases efficiency Increases total production by simplifying tasks Improves capacity in concentrated form pegged to individual potential and inclinations Avoids conflicts of interest and duplication of effort

Authority and Responsibility

Refers to the right to give orders and the power to exact obedience Entails being accountable Presupposes that citizens will hold management accountable for the public good Emphasizes that office is not personal property: but that office is held in public trusteeship

Discipline
Implies that members follow the rules and regulations that govern the organization/project Results from exemplary leadership Includes fairness and rewarding superior performance Pegged to willingness to penalize errant behavior

Unity of Command
States that each organization member receives orders from one superior: lessens confusion Is a key instrument in fostering mentoring and coaching in organizations/projects Provides essential impetus for supervision Is central in controlling activities

Unity of Direction
States that different officers should deal with specific issues in organizations Recognizes the fact departments/units may have different procedures and regulations Entails rational planning Is fundamental in ensuring delegation in organizations

Subordination of Individual Interest to Common Good

Argues that the interest of one employee should not prevail over the interests of others Is key to fostering equity and equality in organizations De- emphasizes the generation of sacred cows, the syndrome of sycophancy and the BIG MAN phenomenon

Remuneration
Argues that compensation should be fair both to the employee and the organization/project Asks managers have fair rewards for human capital Is instrumental in motivating workers Is crucial in retaining productive workers Calls upon organizations to reward harmoniously across cadres

Scalar Chain
There should be a clear chain of command from the top to the bottom of the organization/project All employees should follow the chain of command Ensures orderly flow of information and is consistent with the unity of command principle

Order
States that materials and people should be at the right time and place Underpins efficiency in organizational performance Is basic in removing conflicts in work performance Is a factor in forging organizational values, character and image

Equity
Simply asks managers to treat workers equally and fairly Without this principle workers do not feel like they belong which leads to indiscipline and general organizational lethargy

Applies to training, rewards, promotions, transfers, and succession management

Stability of Personnel Tenure

High turn over of employees should be avoided In case there is high turn over investigations should be carried to establish the cause(s)

Initiative and Team Spirit

Managers should give workers freedom to air their views without harassment Managers should be open minded in order to encourage free thinking

Management should encourage team spirit, harmony and a sense of unity

Attributes of good managers

Technical skills- application of specific knowledge to tasks Social and human skills- refers to the interpersonal skills: exercise of judgment Conceptual ability- to review the complexities of the operations of the organization as a whole Meta skills- applied in situation specific skills (larger picture phenomenon)

Factors that influence style of management

The business of the organization and its philosophy The organizational structure Activities and methods of performance The nature and attributes of people employed The level or echelon of the manager in the organization

Roles of managers
Figure head role- manager is the symbol and represents the organizations image Leader role- is in existence by virtue of his position of the organization Liaison role- involves the family in horizontal relationships with individuals and groups within and without of the organization

Contd
Monitor role- seeks and receives information helps the manager to develop an understanding of the workings in the organization Disseminator role- disseminates information within and without of the organization

Contd
Entrepreneurial role- manager plans and initiates change through exploiting opportunities or solving problems Disturbance handler role- manager resolves problems arising from unforeseen circumstance

Contd
Resource allocator role- manager uses authority to decide how resources and effort will be expended Negotiator role- manager negotiates on behalf of the organization with partners outside the organization/project

Questions for discussion

List six major challenges that managers normally encounter while offering services in the public sector. Proffer practical strategies for dealing with each of these challenges.