Management Principles: Mr. M.John Paul

MANAGEMENT
PRINCIPLES
sjcjohn@gmail.com
Mr. M.JOHN PAUL

Author
Mr.M.Johnpaul is faculty of
management studies department,
Sathyabama University, Chennai.
He has sufficient years of working &
teaching experience, after his
graduation from Bharadhidasan
University and Pondicherry
University. He has done his Post
Graduation in Business administration
from Sathyabama University, Chennai.
He has presented the papers on
various topics in national conferences,
and has attended several workshops
on Management & commerce.
From the author’s desk………
Management is universally relevant. The business administration and commerce

curriculum is incomplete without a paper on management. This study material has been
keeping in minds thee needs of the students studying MBA and such similar degree
courses offered by the universities in India.
Important management concepts like planning, organizing, delegation of

authority, communication, motivation etc. Have been explained in simple terms. The
author is confident that the professors and students who find the study material very
useful.
Suggestion for the improvement of this study material is quite welcome.
Mr.M.JOHNPAUL.MBA, MHRM,
FACULTY-Department of management studies,
Sathyabama University,
Chennai-600019
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Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

Management Principle
Introduction to Management
Groups of people working in an organization to develop or appraise or
attain the common goal of the organization by utilizing the available resources
are called Management. In simple terms it means managing the work done by
the people. Just as the mind coordinates and regulates the various activities of
the person, the management coordinates and regulates the activities of various
members of an organization.
Definition of Management
The definitions by some of leading management thinkers and
practitioners are as follows:
(i) “Management is the art of getting things done through the people.”
- Mary Park Flott
(ii) “To manage is to forecast and to plan, to organize to command to
coordinate and to control.” - Henry Fayol
(iii) “Management is the art of knowing what you want to do and then
seeing that it is done in the best and the cheapest way.” – F.W.Taylor.
Need for Management

As the organization grows it faces a lot of problems like shortage of raw
material, labour problem, and misunderstanding among various groups etc. So
there is a need to have a central body or point to a) coordinate the work and b)
remove such hurdles both internally and externally. This center point is called
Management.
Usage of Management
Management is very vital
1) To achieve the common goal.
2) To develop overall activity.
3) To motivate the people.
4) To work efficiency.
5) To control the overall operation.
6) To take up overall planning.
7) To maintain mutual relationship among various levels of management.
8) To increase the profit or gain.
9) To reduce the complexity, difficulties and obstacles.
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Functions of Management (“POSD CORB”)
1) Planning: Planning means forecasting or predicting the future activity in a
specific manner or structure. It is the basic function and essential for all
the organization.
2) Organizing: It is collection or joining of all the resources available within
the organizational and outside, in order to achieve the organizational goal
with efficiency.
3) Staffing: It involves appointing the right man for the right job at the right
time. The management is to analyze the human resource, see if he is
suitable for the job and accordingly allocate the work in the organization.
4) Directing: It is showing the correct path or correct way to achieve the
organizational goal within the stipulated time.
5) Controlling: Controlling as a function involves regulating the person or
examining the person whether he is working in the right way or not. In
order to achieve the common goal as efficient as possible.
6) Coordinating: It is a type of support function. It involves accumulating the
work to achieve the task.
7) Budgeting: It means allocation of the resources. It involves financial
planning for the future activities.
8) Reporting: It is a statement showing the various activities to the top
management. It shows the status of the work done.
Levels of Management
The various levels of management are,
Levels of Management
As authority goes up the level of management, responsibility comes

down. It means that the higher officials are more authority, while major
responsibility are given to middle and lower level.
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Top management: The top management consists of the High officials like
Chairman, Board, CEO, and Managing Director. They have a major role in

making decisions, setting up the various objectives, overall planning of the
organizational goals.
Middle Level Management: While the middle level official include Managers,
Deputy managers, Branch managers etc. They are the key players in
implementing the plans designed by the top management. They also act as a
bridge between the top and lower level management.
Lower Level Management: The lower level mainly includes the workers,
supervisors and other people in the lower cadre. They have more responsibilities
and the need to report the same to their higher officials.
Nature or Characteristics of Management
1. It is a Universal Activity: Management is relevant in every sphere of

activity. It is relevant in army, government, private household work etc.
the work can be done in a more systematic manner with the application of
the techniques of management. The material and human resources can be
effectively handled and the goal can be attained with maximum
efficiently.
2. It is goal oriented: Management focuses attention on the attainment of
specific objectives. For Ex. a business may aim for a particular level of
sales. This can be achieved by proper forecast of sales by planning
production by fixing the targets.
3. It is an Intellectual activity: the practice of management requires
application of mind and intelligence. Every work needs to be properly
planned and Execute work has to be assigned to different Individuals and
responsible have to be fixed on them. Ex. in a manufacturing unit
production finance and marketing are the important activities performed.
It has to work in proper co-ordination with the other departments. Then
only objectives of the firm can be achieved.
4. It is a process: it is process consisting of various stages/ functions.
Planning is the starting point of management and control is its last stage.
5. Management is both art and science: the practice of science needs
knowledge of theory and formulae. But the practice of art requires skill
management is social science. It focuses attention on the behavior of
individuals and groups. The theoretical knowledge may not help always
that time they require skill. Ex if the workers in a factory demand more
pay and threaten to go on strike if their demand is not considered. Here
the skill of the manager will help to avert the strike then it’s theoretical.
6. It is a social process: management deals with the behavior of individuals
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and groups. In a work place individuals work as a team. The behavior of

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an individual is bound to be different while he is part of a group Eg.: an

individual worker may be forced to join a strike program because of the
union.
7. It is an on going activity: it is a continuous process planning, organizing
etc have unlimited use. Management will exist as long as there are human
activities.
8. It is intangible: it is invisible cannot be seen. But it can be felt.
9. Management is a Profession: like medical, law and engineering,
management has also come to be recognized as a profession.
Importance of Management:
1. Achievement of Group Goals: Management enables an enterprise to

achieve its desired objectives through proper planning and control. It
decides what should be done and how. It lays down the long term and
short term goals keeping in mind the resources of the enterprise.
2. Optimum utilization of resources: Materials, machines and money are
the physical factors of production. The efficient use of these resources
depends upon the efficiency and motivation of workers. Management
makes the workers efficient and motivate through training, supervision
and inspiring leadership. Mgrs guide and motivate workers towards best
performance
3. Fulfillment of social obligations: Sound mgt monitors the environment
of business and makes necessary changes in business policies and
practices. So as to keep the customers and workers satisfied.
4. Stability of Management it ensures the survival of an organization in a
fast changing environment. It coordinates the activities of different
departments in an organization and monitors team spirit amongst the
personnel.
5. Human development Management improves the personality and caliber
of people to raise their efficiency and productivity. A good mgr serves as a
friend and guide to his subordinates. He provides vision and confidence.
6. Meets the challenge of change Managers maintain a dynamic equilibrium
b/w and enterprise and its development through innovation and
creativity.
7. Integrate various interests Each person has his own interests. These
interests are different in nature. Management takes steps to integrate
various interests to achieve the objectives of an organization
8. Coordination and team spirit: All the activities of business are grouped
into department wise; mgt coordinates the activities of different
departments and establishes team spirit to achieve the objectives.
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Administration vs Management
Meaning
Administration as a function is concerned with determination of corporate
policies, coordination of the various departments (production, finance,
distribution etc.) of the organization under the control of the executives.
Management is concerned with execution of the policy within the limits
setup by administration and employment of the organization for the particular
objective before it. In other words Management is the doing process and
administration is the thinking process.
Administration Management
1) All the policies are made by the 1) Management has a main function of
Administration. implementing the decisions made by
the Administration.
2) They are the owners / proprietors of 2) They are the managers of the
the company. company.
3) Conceptual, human skills are 3) Technical and human skills are more
necessary. important here.
4) The main functions are planning and 4) The main functions are directing and
controlling. organizing.
5) Level of authority:
Administration mainly comprise of Management mainly carried on by
Top level management. Middle and lower level management.
6) Administration is thus more 6) While management may change
permanent in nature. during the course of running the
organization.
7) Objective:
They are mainly interested in They actually work for remuneration,
 Profitability thus they direct their efforts towards
 Sales volume the attainment of goal.
8) They don’t take part in the day to 8) Managers take part in the day to day
day activity of the organization. activity.
9) Administration is the thinking 9) While the management are the doing
process. process.
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Who is a Good Managers?
Introduction
Managers is a person who has the ability or strength to coordinate,
motivate and guide all the personnel working under him so as to make sure they
attain the organizational goal in the most efficient manner possible.
Qualities of a Good manager

1) Good Education
2) Technical Knowledge
3) Personality
4) Communication skills
5) Honesty
6) Positive thinking
7) Control Management
8) Motivation
9) Guide
10) Leadership qualities
11) Coordinate
12) Decision making (planning, forecasting)
13) Innovative
14) Good analysis
15) Risk taking
Roles of a Manager
1. Interpersonal Roles:
 Figure head role :

Manager performs symbolic duties required by the status of his office,
making speeches, bestowing honors, welcoming official visitors; distributing gifts to
retiring employees are Examples of such ceremonial and social duties
 Leader role:
The manager relationship with his own subordinates. The manager sets an
Example legitimizes the power of subordinates and brings their needs in accord with
those of his organization.
 Liaison role :
It describes a manager’s relationship with the outsiders Eg. Government,
industry groups.
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2. Information Roles:
 Monitor role :
Seeks and collects information to obtain thorough understanding
of organization and environment Eg. Reading periodicals
 Disseminator role:
Transmits information received from outsiders or insiders to
other organization members Eg. forwarding mail.
 Spokes person role :

Transmits information to outsiders on organization plans,
Policies, actions Eg. board meetings , handling mail.
3. Decisional roles:
 Entrepreneurial role :
An initiate change adapting to the environment and supervises
Design of organization. Improvement projects as opportunities arise.
Prepare strategies
 Disturbance handler role :

Responsible for corrective action when organization
faces unexpected crisis.
 Resources allocater role :

responsible for allocation of human monetary and materials
resources .Eg. scheduling , requests.
 Negotiator role :
Responsible for representing the organization in bargaining
and negotiations with others. Eg. Collective bargaining.
EVOLUTION OF MANGEMENT THOUGHT
Management practice is as old as human civilization when people started living together
in groups. For, every human group requires management and the history of human beings
is full of organisational activities. However, the study of how mangers achieve results is
predominantly a twentieth century phenomenon. In the earlier years, management could
not get the attention of researchers because the field of business in which the
management concepts were applied was held low, unworthy of study; indifferent
approach of other social scientists like economists, sociologists, psychologists, etc.,
These factors created the situation where the need for a systematic study of management
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was not felt. The situation continued till the beginning of the twentieth century.
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The situation started changing with the beginning of the 20 th century; specially the world
war I created the situation where people started thinking of solution to the problem of
how limited resources could be applied in better way. The world war II added further
problem to this end. Growing competition and complexity of managing large business
organizations further provided impetus to developing systematic management concepts
and principles. Both these factors- growing competition and complexity in managing
business- have demanded the efficiency in management process which can come not
merely by trial and error methods but by developing and applying sound management
concepts and principles.
These factors emerged gradually which attracted the attention of a wide variety of
intellectuals- economists, sociologists, psychologists, anthropologists, mathematicians,
and management practioners- to study the organizations and processes through which
these organizations could be made more effective. Each of these group of intellectuals
viewed the organizations and the processes therein in a particular way and made
recommendations accordingly.
Another classification of management thought and approaches is in the form of classical,

neoclassical and modern. Classical approach includes scientific management and
administrative/operational management. Neoclassical approach includes human relations
approach, management science approach, contingency approach, and some relavant
portion of the above approaches not included in neoclassical approach. However, this
classification is time-specific because what is modern in today’s context may not remain
the same in future.
EARLY CONTRIBUTIONS
Before the systematic study of management which started close to 19th century,
contributions in the field came from a variety of sources. Those contributions provided
some insights about how resources could be utilized more effectively. However, those
contributions were outside the field of business and other economic organizations.
In the field of business organizations, some stray contributions have come from
Robert Owen, James Watt, Charles Babbage, and Henry Town. Their contributions came
bit by bit and in haphazard manner and have failed to stimulate to study management as a
distinct discipline. However, their ideas created an awareness about managerial problems.
By the end of 19th century, a stage was set for taking systematic study of management
and the beginning was made by Taylor in the early part of 20th century which took the
shape of scientific management.
TAYLOR AND SCIENTIFIC MANAGEMENT

The concept of scientific management was introduced by Fredrick Winslow Taylor in
USA in the beginning of 20th century. This concept was further carried on by Frank and
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Lillian Gilbreth, Henry Gantt, George Berth, Edward Felen, etc.

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Taylor has defined scientific management as follows:
“Scientific management is concerned with knowing exactly what you want your men to
do and then see in that they do it in the best and cheapest way.”
Since Taylor has put the emphasis on solving managerial problems in a scientific way,
often, he is called as father of scientific management and his contributions as the
principles of scientific management. On the basis of his experiments, he published many
papers and books and all his contributions were compiled in his book ‘Scientific
Management’. Taylor’s contributions can be described in two parts: Elements and tools
of scientific management and principles of scientific management.
ELEMENTS AND TOOLS OF SCIENTIFIC MANAGEMENT

Taylor conducted various experiments at his work places to find out how human
beings could be made efficient by standardizing the work and better method of doing the
work. These experiments have provided the following features of scientific management.
1. SEPERATION OF PLANNING AND DOING: Taylor emphasized the separation of

planning aspect from actual doing of the work. Before Taylor’s scientific management, a
worker used to plan about how he had to work and what instruments were necessary for
that. The worker was put under the supervision of a supervisor commonly known as gang
boss. Thus, supervisor’s job was merely to see how the workers were performing. This
was creating a lot of problems, and Taylor emphasized that planning should be left to the
supervisor and the worker should emphasise only operational work.
2. FUNCTIONAL FOREMANSHIP: Seperation of planning from doing resulted into

development of supervision system which could take planning work adequately besides
keeping supervision on workers.
for this purpose, Taylor evolved the concept of functional foremanship based on
specialization of functions.
Workshop manager
Planning incharge Production incharge
Route Instructi Time discipli Speed inspect Mainten Gang

clerk on card and cost narian boss or ance boss
clerk clerk foreman
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worker

In this system, eight persons are concerned with planning: (i) route clerk, (ii) instruction
card clerk, (iii) time and cost clerk, (iv) disciplinarian. The remaining four persons are
concerned with doing aspect of the work. These are: (i) speed boss, (ii) inspector, (iii)
maintenance foreman, and (iv) gang boss. All of them give directions to workers on
different aspects of work.
3. JOB ANALYSIS: Job analysis is undertaken to find out the one best way of doing the
thing. The best way of doing a job is one which enquires the least movements,
consequently less time and cost. The best way of doing the thing can be determined by
taking up time-motion-fatigue studies.
(i) Time study involves the determination of time a movement takes to complete. The
movement which takes the minimum time is the best one. This helps in fixing the fair
work for a period.
(ii) Motion study involves the study of movements in parts which are involved in doing
a job and thereby eliminating the wasteful movements and performing only necessary
movements. This reduces the time taken in performing a work and also the fatigue of
workers.
(iii) Fatigue study shows the amount and frequency of rest required in completing the
work. After a certain period of time, workers feel fatigue and cannot work with full
capacity. Therefore, they require rest in between. When the rest is allowed, they start
working with full capacity.
Thus, job analysis, as given by Taylor, suggests the fair amount of a day’s work requiring
certain movements and rest periods to complete it.
4. STANDARDISATION: As far as possible, standardization should be maintained in

respect of instruments and tools, period of work, amount of work, working conditions,
cost of production, etc. These things should be fixed in advance on the basis of job
analysis and various elements of costs that go in performing a work.
5. SCIENTIFIC SELECTION AND TRAINING OF WORKERS: Taylor has

suggested that workers should be selected on scientific basis taking into account their
education, work experience, aptitude, physical strength, etc. A worker should be given
work for which he is physically and technically most suitable. Apart from selection,
proper emphasis should be given on the training of workers which makes them more
efficient and effective.
6. FINANCIAL IINCENTIVES: Financial incentives can motivate workers to put in

their maximum efforts. If provisions exist to earn higher wages by putting in extra effort,
workers will be motivated to earn more. Taylor himself applied the concept of differential
piece rate system which was highly motivating. To make the differential piece rate
system work, Taylor has suggested that wages should be based on individual
performance and not on the position which he occupies. Further, the wage rate should be
fixed on accurate knowledge and not on estimates.
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7. ECONOMY: While applying scientific management, not only scientific and technical
aspects should be considered but adequate consideration should be given to economy and
profit. For this purpose, techniques of cost estimates and control should be adopted. The
economy and profit can be achieved by making the resources more productive as well as
by eliminating the wastages.
8. MENTAL REVOLUTION: Scientific management depends on the mutual co-

operation between management and workers. For this co-operation, there should be
mental change in both parties from conflict to co-operation. Taylor feels that this is the
most important feature of scientific management because in its absence, no principle of
scientific management can be applied.
PRINCIPLES OF SCIENTIFIC MANAGEMENT

Taylor has given certain basic principles of scientific management. The
fundamental principles that Taylor saw underlying the scientific management may be
given below:
1. REPLACING RULE OF THUMB WITH SCIENCE: Taylor has emphasized that

in scientific management, organized knowledge should be applied which will replace rule
of thumb. While the use of scientific method denotes precision in determining any aspect
of work, rule of thumb emphasizes estimation. Since exactness of various aspects of work
like day’s fair work, standardization in work, differential piece rate for payment, etc., is
the basic core of scientific management, it is essential that all these are measured
precisely and should not be based on mere estimates. This approach can be adopted in all
aspects of managing.
2. HARMONY IN GROUP ACTON: Taylor has emphasized that attempts should be

made to obtain harmony in group action rather than discord. Group harmony suggests
that there should be mutual give and take situation and proper understanding so that
group as a whole contributes to the maximum.
3. CO-OPERATION: Scientific management involves achieving co-operation rather

than chaotic individualism. Scientific management is based on mutual confidence, co-
operation and goodwill. Co-operation between management and workers can be
developed through mutual understanding and a change in thinking.
4. MAXIMUM OUTPUT: Scientific management involves continuous increase in

production and productivity instead of restricted production either by management or by
worker. Therefore, he advised the management and workers to “turn their attention
towards increasing the size of the surplus until the size of the surplus becomes so large
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that it is necessary to quarrel over how it shall be divided.”

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5. DEVELOPMENT OF WORKERS: In scientific management, all workers should be
developed to the fullest extent possible for their own and for the company’s highest
prosperity. Development of workers requires their scientific selection and providing them
training at the workplace. Training should be provided to workers to keep them fully fit
according to the requirement of new methods of working which may be different from
the non-scientific methods.
FOLLOWERS OF SCIENTIFIC MANAGEMENT

Other persons who worked to develop scientific management were Carl George Berth,
Henry Gantt, Frank and Lillian Gilbreth, and Edward Felene to mention a few important.
Berth worked with Taylor and later developed many mathematical techniques and
formulae that made it possible to put Taylor’s ideas into practice. Gantt developed
graphic methods of depicting plans and making possible better managerial control. Frank
and Lillian Gilberth, tried to find out ‘one best way of doing’ under the given set of
realities. Felene invited Gilberth to apply scientific management to manage his
departmental store. The major areas of concern were employee training and evaluation
and human element in business. Later, he created twentieth century Fund, a famous
research organization still in existence.
FAYOL’S ADMINISTRATIVE MANAGEMENT

Perhaps the real father of modern operational management theory is the French
industrialist Henry Fayol. His contributions are generally termed as operational
management or administrative management. Fayol’s contributions were first published in
book form titled ‘administration industrielle at generale’ in French language, in 1916.
However, the book was not made available outside France and was not translated until
1929. Its English version was published in 1949 in the United States of America.
Therefore, in the early period, Fayol’s contributions could not make much impact on the
development of management thought.
He has used the term ‘administration’ instead of ‘management’ emphasizing that
there is unity of science of administration. Therefore, management is a universal
phenomenon. However, he has emphasized that principles of management are flexible
and not absolute and are usable regardless of changing and special conditions.
Fayol defined management as follows:
“To manage is to forecast and to plan, to organize, to coordinate and to control.”

He found that activities of an industrial organization could be divided into six groups:
1. Technical (relating to production);
2. Commercial (buying, selling and exchange);
3. Financial (search for capital and its optimum use);
4. Security (protection of property and person);
5. Accounting (including statistics) and
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6. Managerial (planning, organization, command, coordination, and control).

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He has divided his approach of studying management into three parts: (i) managerial
qualities and training, (ii) general principles of management, and (iii) elements of
management.
MANAGERIAL QUALITIES AND TRAINING
Fayol was the first person to identify the qualities required in a manager. According to
him, there are six types of qualities that a manager requires. These are as follows:
1. Physical (health, vigour, and address);
2. Mental (ability to understand and learn, judgement, mental vigour, and capability);
3. Moral (energy, firmness, initiative, loyality, tact, and dignity);
4. Educational (general acquaintance with matters not belonging exclusively to the
function performed);
5. Technical (peculiar to the function being performed); and
6. Experience (arising from the work).
GENERAL PRINCIPLES OF MANAGEMENT

Fayol has given fourteen principles of management. He has made distinction between
management principles and management elements. While management principle is a
fundamental truth and establishes cause-effect relationship, management element denotes
the functions performed by a manager. While giving the management principles, Fayol
has emphasized two things:
(i)The list of management principles is not exhaustive but suggestive and has discussed
only those principles which he followed on most occasions.
(ii)Principles of management are not rigid but flexible.
Various principles of management are as follows:
1. DIVISION OF WORK: Fayol has advocated division of work to take the advantage
of specialization. According to him,” specialization belongs to natural order. The workers
always work on the same part, the managers concerned always with the same matters,
acquire an ability, sureness, and accuracy which increase their output. Each change of
work brings in it training and adaptation which reduces output…yet division of work has
its limits which experience and a sense of proportion teach us may not be exceeded.” This
division of work can be applied at all levels of the organization.
2. AUTHORITY AND RESPONSIBILITY: The authority and responsibility are

related, with the latter the corollary of the former and arising from it. Fayol finds
authority as a continuation of official and personal factors. Official authority is derived
from the manager’s position and personal authority is derived from personal qualities
such as intelligence, experience, moral worth, past services, etc. Responsibility arises out
of assignment of activity. In order to discharge the responsibility properly, there should
be parity of authority and responsibility.
3. DISCIPLINE: All the personnel serving in an organization should be disciplined.

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Discipline is obedience, application, energy, behavior, and outward mark of respect

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shown by employees. Discipline may be of two types: self-imposed discipline and

command discipline. Self-imposed discipline springs from within the individual and is in
the nature of spontaneous response to a skillful leader. Command discipline stems from a
recognized authority and utilizes deterrents to secure compliance with a desired action,
which is expressed by established customs, rules and regulations. The ultimate strength of
command discipline lies in its certainty of application. Such a discipline can be obtained
by sanctions in the forms of remuneration, warnings, suspension, demotion, dismissal,
etc.
4. UNITY OF COMMAND: Unity of command means that a person should get orders
and instructions from only one superior. The more completely an individual has a
reporting relationship to a single superior, the less is the problem of conflict in
instructions and the greater is the feeling of personal responsibility for results. This is
contrary to Taylor’s functional foremanship. Fayol has considered unity of command as
an important aspect in managing an organization.
5. UNITY OF DIRECTION: According to this principle, each group of activities with

the same objective must have one head and one plan. Unity of direction is different from
unity of command in the sense that the former is concerned with functioning of the
organization in respect of its grouping of activities or planning while the latter is
concerned with the personnel at all levels in the organization in terms of reporting
relationship. Unity of direction provides better coordination among various activities to
be undertaken by an organisation.
6. SUBORDINATION OF INDIVIDUAL TO GENERAL INTEREST: Common

interest is above the individual interest. Individual interest must be subordinate to general
interest when there is conflict between the two. However, factors like ambition, laziness,
weakness, etc., tend to reduce the importance of general interest. Therefore, superiors
should set an example in fairness and goodness. The agreement between the employers
and the employees should be fair and there should be constant vigilance and supervision.
7. REMUNERATION OF PERSONNEL: Remuneration of employees should be fair

and provide maximum possible satisfaction to employees and employers. Fayol did not
favor profit-sharing plan for workers but advocated it for managers. He was also in favor
of non-financial benefits though these were possible only in the case of large-scale
organizations.
8. CENTRALISATION: Everything which goes to increase the importance of

subordinate’s role is decentralization; everything which goes to reduce it is centralization.
In small firms, centralization is the natural order, but in large firms, a series of
intermediaries is required. Since both absolute and relative values of the managers and
employees are constantly changing, it is desirable that the degree of centralization or
decentralization may itself vary constantly.
9. SCALAR CHAIN: There should be a scalar chain of authority and of communication

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ranging from the highest to the lowest. It suggests that each communication going up or
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coming down must flow through each position in the line of authority. It can be short-

circuited only in special circumstances when its rigid following would be detrimental to
the organization. For this purpose, Fayol has suggested ‘gang plank’ which is used to
prevent the scalar chain from bogging down action. His scalar plan and gang plank can be
presented as follows:
B F
C G
D H
E I
In the above figure, A is the top man having immediate subordinates B and L. in turn B
and L are having immediate subordinates C and M. This continues to the level of G and
Q. Ordinarily, the communication must flow from A to B to C to D and so on while
coming from the top to down. Similarly, it must flow from G to F to E and so on while
going up. It means if any communication is going from F to P, it will flow from F to A
via E,D,C and B and coming down to P via L,M,N and O. Fayol suggests that this scalar
chain system takes time, and therefore, can be substituted by gang plank without
weakening the chain of command. In order to maintain authority, it is desirable that
superiors of F and P authorize them to deal directly provided each informs his superiors
of any action taken. Fayol suggested that this system allows F and P to deal in a few
hours with some questions or other via the scalar chain would pass through twenty
transmissions, inconvenience people, involve masses of paper, lose weeks or months to
get to a conclusion less satisfactory than the one which could have been obtained via
direct contact.
10. ORDER: This is a principle relating to the arrangement of things and people. In
material order, there should be a place for everything and every thing should be in its
place. Similarly, in social order, there should be the right man in the right place. This
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kind of order demands precise knowledge of the human requirements and resources of
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the organization and a constant balance between these requirements and resources.
Normally, bigger the size of the organization, more difficult this balance is.
11. EQUITY: Equity is the combination of justice and kindness. Equity in treatment and
behavior is liked by everyone and it brings loyalty in the organization. The application of
equity requires good sense, experience, and good nature for soliciting loyalty and
devotion from subordinates.
12. STABILITY OF TENURE: No employee should be removed within short time.

There should be reasonable security of jobs. Stability of tenure is essential to get an
employee customed to new work and succeeding in doing it well. Unnecessary turnover
is both cause and effect of bad management.
13. INITIATIVE: Within the limits of authority and discipline, managers should
encourage their employees for taking initiative. Initiative is concerned with thinking out
and execution of a plan. Initiative increases zeal and energy on the part of human beings.
14. ESPIRIT DE CORPS: This is the principle of ‘union is strength’ and extension of
unity of command for establishing team work. The manager should encourage spirit de
corps among his employees. The erring employees should be set right by oral directions
and not by demanding written explanations. Written explanations complicate the matters.
ELEMENTS OF MANAGEMENT
Fayol holds that management should be viewed as a process consisting of five elements.
He has regarded these elements as functions of management. These are planning,
organization, commanding, coordination, and controlling. He has regarded planning as
the most important managerial function and failure to plan properly leads to hesitation,
false steps, and untimely changes in directions which cause weakness in the organization.
Creation of organization structure and commanding function is necessary to execute
plans. Coordination is necessary to make sure that every one is working together, and
control looks whether everything is proceeding according to plan. Fayol holds the view
that these functions are required at all levels of management and in all types of
organizations.
CONTRIBUTIONS OF TAYLOR AND FAYOL : A COMPARISON

When we compare the contributions of Taylor and Fayol, we find that both are
complementary to each other and have somewhat similarity. There are some similarity as
well as dissimilarity in the contributions of both.
Similarity:
Both Taylor and Fayol have seen and analysed the problems of management from
practioner,s point of view. Therefore, there must be some similarity between the two. The
similarity exists on the following lines.
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1. Both have attempted to overcome managerial problems in systematic way.

2. Both have developed some principles which can be applied in solving
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managerial problems.

3. Both have emphasized that management actions can be effective if these
are based on sound principles.
4. Both of them have emphasized that managerial qualities are acquirable
and can be acquired through training. Therefore, organizations should
make attempts to develop these.
5. Both have emphasized harmonious relationships between management
and workers for te achievement of organizational objectives.
Dissimilarity:
There is more dissimilarity between the approaches of Taylor and Fayol as compared to
similarity. This is because of the fact that Taylor has concentrated on the shop floor
efficiency while Fayol has concentrated on higher managerial levels. The dissimilarity
between the two is presented below:
Basis of difference Taylor Fayol
1.Perspective Shop floor level Higher management level
2.Focus Efficiency through work Overall efficiency by

simplification and observing certain
standarisation. principles.
3.Orientation Production and engineering

Managerial functions
4.Results Scientific observation and
Personal experiences
measurement
translated into universal
truths.
5.Overall contributions Basis for accomplishment
on the production line Systematic theory of
management.
OTHER ADMINISTRATIVE THEORISTS:

Besides Fayol, contributions have come from other administrative theorists, notable
among them being Max Weber, Sheldon, Mooney, Reiley, Urwick, etc. Weber has given
five features of bureaucracy: Specialisation, hierarchy of authority, rules, impersonality
and trained personnel. Oliver Sheldon has added the concept of ethics and social
responsibility to the scientific study of management. Mooney and Reiley, both executives
at general motors, U.S.A., emphasized basic principles of organization. These principles
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are: coordination principle, scalar principle, functional principle, and staff phase of
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functionalism. They have also emphasized that all organizations, irrespective of the field
of their operation, have some features in common.

MEANING OF AUTHORITY
Authority is the official right of the person to do and make things happens in an
organization. The person vested with authority is known as the ‘Superior’. The person on
whom the authority is exercised is known as the ’Subordinate’. Authority gives the
superior right to give orders, make decision and allocate resources.Authority comes to the
superior by virtue of the official position.
DELEGATION OF AUTHORITY:
Meaning:
In any organization, an individual alone cannot perform all the tasks. He has,
therefore, to assign work to different persons who are engaged for the purpose. For
example, the sales manager of a concern cannot look after sales in different towns and
villages himself. Sales representatives are appointed to assist him in the work. The sales
manager will depute each salesman to a particular place. Assignment of work or
responsibility alone is not enough to make the salesman perform the task. They need to
be given the necessary authority to carry out their responsibilities. ‘Delegation of
authority’ is only the process of transfer of authority by a superior to his subordinate to
enable the latter to perform the task assigned.
Definitions of delegation of authority:
The following are some of the important definitions of delegation of authority:

The process of delegation involves the determination of result expected, the
assignment of task, the delegation of authority for the accomplishment of these tasks and
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the exaction of responsibility for their accomplishment

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-Konntz and O’Donnell

Delegation is the process a manager follows in dividing the work assigned to him
so that he performs that part which only he, because of his unique organisational
placement can perform effectively, and so that he can get other to help him with what
remains
-Allen
PRINCIPLES OF DELEGATION OF AUTHORITY:
The following are the important principles of delegation of authority:
Delegation to go by expected results:

Before delegation authority to his subordinate, the superior must be clear about
the tasks that he wants them to perform so as to realize the expected results. The extent of
authority depends upon the nature and quantum of work to be done. If the tasks to be
performed by the subordinates are not properly determined by the superior, he may not be
able to decide on the extent of authority required.
Responsibility is absolute
A superior can delegate only authority and not responsibility. For the performance
of work by his subordinates the superior is responsible to his own superior. For example,
the sales manager of a concern is responsible, for the performance of the salesman
working under him, to the General Manager. It, therefore, goes without saying that the
superior has to constantly monitor the performance of his subordinates.
Authority to match responsibility

There should always be parity between authority and responsibility, i.e., one must
be equal to the other. If authority given to a subordinate is more that his responsibility,
there may be a tendency to misuse the authority. On the other hand, if responsibility is
more that the authority, the subordinate will not be able no perform the task. It is,
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therefore, necessary that both should be equal.

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Unity of command
This principle says that a subordinate should be assigned duty or responsibility by
one superior only. He is also accountable to that superior alone. For example, a foreman
should work as per the orders received from the production manager and should also
report to him only. A salesman has to carry out the order of sales manager under whom
he works. If two managers command a subordinate, he would not know whose orders he
should carry out
Clarification of the limits of authority:

The subordinate should know the limits of his authority. While delegating
authority to his subordinate, the superior must tell him what he could and could not do.
For example, a salesman, who has to travel to a different place, may have the authority to
stay and have food in a hotel at the cost of his employer. But he would be informal of the
maximum amount allowed per day.
RESPONSIBILITY
‘Responsibility’ is the duty or obligation of a subordinate, to whom some work

has been assigned by a superior, to perform the task required. Responsibility can be given
to human begins only. The existence of superior- subordinate relationship between the
persons concerned is an important condition for the assignment of responsibility. A
production manager, for example, may assign some responsibility to foremen. This he is
able to do because of the official authority he has- to get things done by the foreman. The
foreman, in turn, may assign some work to a worker as he has the authority to do so.
Responsibility may be a continuing obligation of confirmed to a specific

assignment. For example, the responsibility of a foreman to the production manager in a
manufacturing concern is a continuing one. On the other hand, if the production manager
assigns the job of installing a plant to a technician, the responsibility of the latter to the
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former is confined to that work alone.

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The responsibility of a person may be defined in terms of functions or targets as
the case may be. The responsibility of an office manager or a legal officer, for example,
is in terms of functions. The responsibility of a factory worker, on the other hand, is in
terms of targets (output to be produced).
A superior who assigns some responsibility to his subordinate to his subordinate

should also give the latter the requisite authority to perform the task. For example, a
salesman, who has been given a certain sales target to be attained within a specific
period, should be given the authority to draw the necessary cash from the finance
department to meet out the expenses in connection with his travel, stay and food. If the
company gives in a two-wheeler, he needs to be given the cash necessary to meet out the
fuel and maintains expenses. He must also have access to the telephone. The present-day
salesman are given cell-phones or pages
It is clear from the above examples that is not possible for a subordinate to
perform the work assigned unless he is given the necessary authority. It is also important
that authority must match responsibility and vice versa. If authority exceeds
responsibility, there may be misuse of authority. On the other hand, if responsibility
exceeds authority, the subordinate cannot perform the task Assigned successfully. Hence,
the need for parity (equality) between the two.
Planning
 Planning is deciding in advance what to do, how to do it, when to do and

who is to do. it bridges the gap from where we are to where we want to go
– knootz O Donnel
 Planning is deciding the best alternative among others to perform
different managerial operations in order to achieve the predetermined
goal--- Henry Fayol
 Planning is the process of thinking through and making explicit the
strategy, actions, and relationship necessary to accomplish an overall
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objective or purpose. --- Cleland and King

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Nature of Planning: (Characteristics or factors of planning)
 Planning is the primary function of management: planning is the
starting point of management, which gives meaning to all other
managerial activities. For Eg. : Organization set 10,000 no to
produce products.
 It is goal oriented: planning helps to attain the goal is the most
effecting and efficient manner.
 It is all pervasive: planning is done everywhere in all the levels all
the managers and departments.
 It is an intellectual activity: planning is a mental activity. It
involves application of mind and intelligence to attain.
 It is future oriented: planning is required to attain the future goals
of an organization.
 It requires an integrated approach: planning links between the
plans of different departments.
 it is a continuous process : planning is required as long as we live
in the world
Importance of planning (merits and advantages)

1. It focuses on objective: once the objective of the business has been fixed
the next step is to prepare plan for its effective accomplishment. E.g. the
annual target of the production department of a business cannot be
achieved in a week. It should be divided into monthly, quarterly and half
weekly targets etc.
2. It helps to avoid no work or work pressure situations – planning helps to
distribute work evenly throughout the year.
3. It helps to avoid wastage of resources: by planning employees and
executives know before hand what they have to do.
4. It ensures efficiency as well as effectiveness doing right things.
5. It reduces risk and uncertainty – planning is for future and future is
uncertain . But in planning the future uncertainties are anticipated and
adequate provisions are made to overcome.
6. it provides for co-ordination
7. it facilitates control planning without control is useless and control
without planning is meaningless
8. planning provides scope for decentralization
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Process of planning (steps involved in planning / stages involved in planning)
1. Identifying business opportunities: it is necessary to make an analysis of
both the internal and external environment to know the trends in the near
future. Business activities are influenced by internal as well as external
factors, regulations, technological changes, competition etc. the
businessmen therefore have to look for opportunities always by observing
the business environment.
2. Establishment of objectives: planning process is to establish the
organization objectives in tune with the opportunities identified, taking
into account the resources available. The overall objective of the
organization must be stated along the specific objectives of departments
3. Determination of Planning Premises: planning premises are the
assumptions about the future happenings. As planning is for future and
future is uncertain, certain assumptions about the future become
necessary Eg. Employee attitude technology uses, managerial decisions
making process etc. are some of the factors influencing the internal
environment of business. The external environment is like demand, buyer
behavior, competitors action, government regulations, suppliers actions
4. Identifying the alternative course of action: there are always alternative
ways of carrying out any task just as here are different routes to reach a
destination point. To attain the objective of a business different course of
action may be available.
Eg. To maximize profits any of the following method used.
1. large scale production
2. curtailing the cost of production and distribution
3. maximizing sales
4. Increasing the market share and so on.
5. Evaluating alternative courses of action: once the alternative courses of
action are identified, the next step is to evaluate the same. Evaluating
means studying the merits and demerits of each alternative should be
examined carefully to decide on its suitability.
6. Selecting the best course of action: once the alternative course of action
has been evaluated the next step is to select the best. The one finally
selected should help the organization in making an optimum use of the
available resources and help to attain the objective.
7. Formulation of derivative plans: after the basic plan of the organization
has been determined the next step is to prepare the subsidiary plans to
support the basic plan.
8. Periodic evaluation and review: once the implementation of the plan
starts it becomes necessary to evaluate performance of periodic intervals
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to ensure that the activities of the originations precede in the right

direction and as laid down in the plan.
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Classification of plans according to time:
I) long term planning: this plan is usually 5 to 15 years. It is also called as

strategic planning. It prepares the business to face the effects of long term
changes.
a) Introduction of a new product
b) entering a new market
c) changing the technique of production
d) increasing the scale of production
II). Medium term planning: it is known as tactical planning, the period covered
by the medium term plan is usually 1 – 5 years.
The plan is needed for
1. Making additions to an Existing plant.
2. Expanding the factory
3. appointment if additional staff to cope with the volume of work
III). Short term planning: it is known as operational planning

the period covered is less than one year.
- purchase of raw materials
- Arranging for employee training etc.
Limitations of planning:
1. Uncertain Nature: future happenings cannot be accurately foreseen. Eg.
natural calamities, floods earthquake etc.
2. Expensive: preparation and implementation of plan is expensive.
3. Rigidity: strictness and lack of flexibility leads to monotony.
4. loss of initiative :
5. Ignorance of subordinates interests:
Steps to make planning effective:

1. The success of planning depends upon the effectiveness of the forecast. If
the forecast is accurate the plan will be success.
2. Flexibility must be introduced in the plan whenever necessary so that the
employees will work with interest.
3. All the members’ ideas and views taken into consideration for making the
plans then the employees will be interested.
4. The plan should not be prepared to focus on the financial goal alone.
There should be for development of employees.
5. The plan must be realistic. It should take into account the capabilities of
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employees.
6. The plan must be communicated to subordinates.
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Methods of Planning
Objectives
Policies
Procedures
Rules
Strategies
1. Objectives: aims, goals, targets, missions, etc. objective is the destination point.
The important are,
a) profit maximization
b) a higher market share
c) customer satisfaction
d) Product diversification
Advantages of Objectives
a) Objectives give focus to the activities of the organization.
b) Planning depends on the objectives of an organization
c) Integration of the activities of an organization is based on objectives
d) Objectives provide the necessary yardstick for measurement of performance.
Disadvantages of objectives:
a) Certain objectives cannot be measured quantitatively Eg. employee attitude
b) In the name of objective there may be a tendering to exploit its workers this
results frustration among the workers.
Policies:
A policy serves as a valuable guide to the managers when they take certain important
decisions, policies provide ready answers to question pertaining to certain issues. They
prescribe the limits within which the decisions have to be made.
Eg: employee promotion whether seniority or merit or both.
Essentials if a good policy

1. It should be clear and definite; it should not give scope for misinterpretation.
2. The policy should be logical.
3. The policy based on ethical and moral values.
4. Should be fair to all the employees.
5. policy should be revised periodically
Factors determining the formulation of policies:

1. the beliefs and value of the owners of business
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2. government regulations, Availability of funds

3. technology to adopted, Market trends
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4. reactions of trade unions, General business environment

Merits of policies:
1. policy guide managers to take bold decisions
2. they save time by providing a ready solution to certain problems
3. they ensure consistency in decision making
4. policies prevent the managers from misusing their authority
Limitations of policies:
1. Policies cannot provide solutions to all organizational problems
2. Policies provide guidelines not solutions.
3. It is necessary to review the policy periodically otherwise it becomes outdated.
4. We cannot blindly apply the policies.
5. policies do not allow the managers to think originally
Kinds of Policies:
1. Formulated Policy: a formulated policy is one which is specified by the
organization for providing guidelines to its members. Every organization formulates
various policies on different aspects. This policy flows from higher level to lower
levels in an origination.
2. Implied Policy: sometimes policies may not be clearly stated and the actions of
managers particularly at the higher levels provide guidelines for actions at lower
levels. These actions might constitute the policy. Sometimes the organization has
clearly expressed policies for its image, but it is not able to enforce these. In such a
case the action of a decision maker depends on his own guidelines and prejudices.
3. Imposed Policy: this arises from the influence of some outsider agencies. Such
agencies may be government which provides policies for all public sector
organizations. These agencies may either provide complete guidelines on a subject
matter or provide a broad framework for devising specific policies. For Eg. in public
sector commercial banks recruitment and selection is done by banking service
commission and individual banks do not have and control.
4. Appealed Policy: an appealed policy arises from the appeal made by a subordinate a
manger to his superior fro deciding an important case. The need for such an appeal
may arise because the particular case has not been covered by any policy. The appeal
is then taken upward and the decision is made on the case sets precedent which
becomes policy providing guidelines for deciding similar cased in future.
Procedures:
A procedure will lay down the manner in which certain work has to be performed. It
prescribes sequence of operations to be carried out to completer a given task.
Advantages:
1. It prescribes the sequence of operations to be performed.
2. They facilitate systematic performance of the work.
3. They ensure that the work proceeds in the right direction.
4. Procedures ensure consistency and uniformity of action
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5. It secures proper coordination.

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Disadvantages:
1. The procedural formalities make delay in the performance of the work.
2. A few procedures result in confusion.
Rules: Rules are the do`s and don’ts. They are always rigidly enforced. There is always a
fine or penalty for the violation of rules. Eg. no smoking in the workplace.
Wear uniform while in the factory.
Strategies: means plan of action to counter the opponents attack. It is a tactics adopted
to counter competitor’s actions. Organization adopt strategy when they are in crisis.
1. Fall in sales.
2. Competitive pressures
3. Trade union demands etc.
Types of strategies:
1. Stability Strategy: an organization that has a stable environment. Limited number of

products, customers, suppliers and competitors they follow stability. The organization is
satisfied with its existing level of activities and wants the same to continue.
2. Growth Strategy
An organization that wants to raise its level of performance may adopt growth strategy.
1. Development of new products for existing markets
2. Creation of new customers for existing products
3. Development of new products for new markets
3. Vertical integration strategy A business enterprise itself may decide to produce the
raw materials needed for production to ensure continuous supply and it will decide to
start its own sales outlets to serve its customers better. It is called vertical integration
strategy.
4. Merger Strategy: The organization may combine production and sales and thereby
derive the benefits of economies of large scale operations that is called merger strategy
5. Product elimination strategy The organization may eliminate products that have
become unpopular with the buyers and bring only losses so product elimination strategy
is adopted.
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ORGANISATION
MEANING
The word organization has come from the word organism which means a
structure of interrelated and interdependent parts.
The part or components of organization consist of men, machines,
materials, methods, money, functions, authority and responsibility.
The task of organization is to unite or integrate these components
effectivelt for the purpose of attaining the common goal.
DEFINITIONS
According to Allen, “Organization is the process of identifying and

grouping the work to be performed, defining and delegating responsibility and
authority, and establishing relationships for the purpose of enabling people to
work most effectively together in accomplishing objectives.”
According to Wheeler, “Organization is the structural framework of

duties and responsibilities required of personnel in performing various futions
within the company”.
According to Haney, “Organization is a harmonious adjustment of

specialized parts for the accomplishment of some common purpose or
purposes”.
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PRINCIPLES OF ORGANISATION:
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A sound organization structure should adhere to the following principles:
o Objective- The various activities performed in an organization should

help to attain the goal of the enterprise. The goal of each individual and
department must synchronise with that of the concern.
o Division of work-The total work of the enterprise should be divided into

identifiable functions like productions, purchases, marketing, finance, etc.,
for better performance and control. This leads to specialization.
o Authority and responsibility:-authority is the official right of a manager.

Responsibility is the duty of a subordinate, to whom some work has been
assigned, to report to the superior on the work done.
o Delegation-It means transfer of authority by a superior to his subordinate.

A subordinate to whom some work has been given must also be given the
necessary authority to carry out the task. Delegation results in a vertical
flow of authority from the top level to the organization structure.
o Balance- Authority and responsibility must always be equal. If

responsibility exceeds authority, the subordinate will not be able to
perform the task. On the other hand, if authority exceeds responsibility,
there will be misuse of authority.
o Responsibility is absolute- responsibility is never delegated. For the

performance of his subordinates, a superior is accountable to his own
superior.
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o Unity of command-It means that subordinate should get orders from one
superior only and is accountable o him alone. Dual subordination results
in confusion and leads to indiscipline.
o Distinction between line and staff functions-Line functions are

concerned with the performance of the basic activities of the business.
Production and sales are the line functions of a manufacturer. Staff
functions are of a supportive nature. Purchases, Personnel, etc., are staff
functions. The staff managers can only advise on certain matters. They
cannot take the final decision.
o Simplicity-The organization structure must not be a complicated one. It

should have only few levels of authority so that there is free flow of
communication between persons.
o Flexibility-The organization structure should not be rigid. It should be

capable of being adjusted according to the required change in future.
Importance of Organization:
 Vital for implementing plans: organization follows planning,
organization assigns work to superiors and subordinates. Achieves
organization goals.
 Specialization: the entire work is divided based on the nature of
work, this results in specialization.
 Optimum use of resources: right men are recruited for the right job
and materials are kept at the right place and made available at the
right time.
 Team work: A series of operations will have to be carried out to
complete any task. A number of people will be performing these
operations. It is necessary for them to work as a team and with
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proper understanding.
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 Communication relationship: a subordinate as pr the instructions
given to him by his superior. Once the work has been completed he
has to report to his superior.
 Creativity: organization provides scope for the individuals to Eg.
habit their creative skills .
 Coordination: the activities performed by different department are
interrelated and interdependent.
 Continuity: the men may come and go, machine may be replaced ,
materials may be purchased whenever necessary all these activities
go on in an organization on a continuous basis. Organizations
ensure that there is no disruption of work due to non availability of
men, machinery, material as and money.
Formal Organization Vs Informal organization
Formal Organization: it is deliberately and consciously created for the

accomplished of the enterprise objectives. It provides for official relationships
between the individuals . the communication channel in formal. It has well
established rules of procedures.
Informal organization: it is the outcome of personal and social relationships

between the individuals in an organization. It develops spontaneously as a result
of interactions between friendship, identical taste etc.
Formal Organization Informal Organization

 It is consciously and deliberately  It arises spontaneously
created.
 Authority and responsibility are  It is only personal factors such
vital for its functions. as friendship, trust, confidence
 Rules and regulations are that are important.
important  Personal relationship between
 It can be shown an organization individuals is more important.
chart.  It cannot be shown
 Authority flows downwards  There is no flow of authority
and responsibilities flow
upwards.
 It is created only to attain the  It is created to fulfill the social
organization objectives. needs of an individual
 Designations and official  Designation and official
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positions are very important. positions are unimportant

 It is permanent and stable  It is unstable.
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Forms of organization
 Line organization: It is known as military organization. Here the

superior at the top makes decisions and communicates his decisions
and assigns certain work to his immediate subordinate. There is a
vertical downwards flow of authority and an upward flow of
responsibility in such an organization.
General Manager
Production Manager
Asst Production Manager
Foreman
Workers
Merits:
1. There is no complicated relationship in this organization . it can easily be
understood by anyone.
2. It clearly defines the authority and responsibility of each individual.
3. Each person knows clearly whom he should report to and who should
report to him.
4. There is unity of command i.e. a subordinate gets orders from one
superior only.
5. It provides scope for better supervision. This ensures greater discipline.
Demerits:
1. It lacks specialization. The line manger is responsible for both planning
and execution of the work assigned to him. Eg. production manager is
responsible for attaining the production targets and also for quality
control.
2. the line managers are overburdened with lot of work. Eg. the marketing
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manager has to monitor sales and assess the performance of the sales man,
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take care of advertisement and sales promotion he will become physically
and mentally tired.
3. It is always downward communication as result the subordinates may
loose initiative.
4. The line managers enjoy monopoly in the matter of decision making.
5. Line organization has been found to be very good for small organization
that employs few workers.
 Line and staff organization: in this kind of organization staff

experts are specialists in specific areas, assist the line personnel.
The experts do not have the powers to command and subordinates
other than those who are under their direct control . they can
advice the line personnel on certain matters. They do not have
authority to take decision on vital issues. It is for the line manager
to decide whether to accept the suggestion of the staff specialist or
not.
The staff experts provide relief to the line personnel when the latter are over
burdened with work.
Merits
1. Staff experts provide support to the line personnel. This provides line
executives to perform well.
2. The line executive gets relief from work burden.
3. The suggestion given by the staff experts helps to take better decisions.
4. As every executive performs only a specific task he is able to do it with full
concentration.
Demerits:
Conflicts often arise between the line and staff executives.
1. The staff experts do not have the authority to make decisions they can only
advice .
2. The line and the staff pattern of the organization would enhance the cost of
cooperation. 35
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GM
Purchase Finance Human

manager manager Resource
manager
Plant Supervisor
Service Mgr Office spare
Foreman 1 Foreman 2 Foreman 3
 Functional Organization
It is suitable for large scale organization. There will be separate departments to
look after different lines of activities. Ex. the purchase department will take care
of all matter pertaining to purchase. The production department will take of all
production related activities. Each department will be headed by a manager and
will work according hierarchy.
Board of Directors
MD
Production Marketing Personal

Manager Manager Manager
Foreman 1 Foreman 2 Sales officer 1 Sales officer 2 Officer 1
Officer 2
Workers Sales Representatives

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Advantages
1. it promotes specialization, each department specialize in a particular line
of work
2. each functional head looks after specific activities so no burden.
3. Better control.
4. each individual concentrates on a particular task so maximum efficiency
Disadvantages:
1. more number of departments and divisions
2. difficult to control and co ordinate
3. delay in arriving in decisions
4. Expensive to adopt.
 Committee organization: Committee Organization is a group of

persons entrusted with a certain tasks. The committee organization
members are expected to discuss certain problem and come with a
solution.. Eg. board of directors in a company. The committee may
meet at regular intervals and discuss the progress of work at a
various levels.
Types of committees:
A) Standing Committee: is never dissolved, there may be changes in

membership. The committee remains always. Eg.. The board of directors
in a company.
B) Temporary Committee: this one is created for a specific purpose. As soon
as the purpose has been accomplished the committee stands dissolved. Eg.
if there is a strike in the organization it forms a committee.
C) Executive Committee: a Executive committee is one that has powers to
make important decisions for the enterprise. Eg. board of directors.
D) Advisory Committee: this committee can only make suggestions. It does
not have the powers to make decisions.
E) Formal committee: this is one that is constituted as per the values and
policies of the organization. It has hierarchy. It functions according to the
lines of authority.
F) Informal committee: this is the one that is not constituted as per the rules
and policies of the organization. Such a committee is the outcome of
informal meetings of the workers to discuss their work related problems.
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Advantages:
1. Scope for group judgment
2. Secure proper co ordination
3. Committee members feel motivated when they participate in the
discussion
4. Committee functions as a democratic organization.
5. Problems that cannot be solved by individual will have to be referred to a
committee.
Disadvantages:
1. Expensive
2. More time for discussions
3. Sometimes compromise decision made.
 Project Organization: It may be successfully adapted if it is

necessary to manage a small number of large projects each project
team has specialists in different fields. The project manager co
ordinates the activities of the team members.
Advantages:
1. it can be designed to suit individual projects
2. it makes use of specialized knowledge and skill wherever required.
3. it fixes responsibility on individuals on the work done by them.
Disadvantages:
1. The project manager may have tough time dealing with specialists from
different fields.
2. Decision making is difficult.
3. The time within which the project has to be completed will put pressure
on every individual.
 Matrix Organization:
Suitable where a large number of small projects will have to be managed. A
matrix organization is also known as a multiple command system as it has two
chains of command, ie the flow of authority is both vertical and horizontal .
separate departments are established for each specified task. These departments
have to share the resources with the rest of the organization.
Advantages:
1. It offers the benefits of unity command.
2. It gives motivation for the personnel.
3. It promotes communication.
Disadvantages:
It goes against the principles of unity of command
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Dual command may result in confusion.

Quick decisions may not be possible.
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It gives scope for the conflicts.

ORGANISATION STRUCTURE:
An organization structure explains the position and official relationships

between the various individuals working in an organization. It helps to
understand an organization better. It provides answer to the following questions:
 Who is the top-most official in an organization?
 Who are the department heads? What are their functions?
 Who are the subordinate staff in each department? Etc.
ORGANIZATION CHART:
General Manager
Production manager Marketing manager
Foreman 1 Foreman 2 Asst.marketin Asst.marketing

g manager1 manager2
Worker1 Worker2 Worker1 Worker2
Salesman1 Salesman2 Salesman Salesman2

1
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Diagrammatic presentation of the organization structure is what is known
as an 'organization chart'. It may show the names, designations and functions of
the personnel in an organization. A specimen of an organization chart is given
above .
Merits of an organization chart:
The merits of an organization chart may be stated as follows:
1. It shows the official positions of each individual in an organization.

2. From the organization chart, it is possible to make out who the superiors and
subordinates are.
3. It gives identity to the personnel in an establishment.
4. It helps an outsider to understand the different designations in an organization.
Drawbacks of an organization chart:
The limitations or drawbacks of an organization chart are given below:
1. An organization chart can only show the formal or official relationships in an

organization. It cannot depict the informal or personal relationships between the
individuals.
2. It may, sometimes, promote ill-feelings among the personnel in an organization.
An individual, who has been indicated in the chart as a subordinate, may not be
able to take it in the true spirit.
3. Often, the organization chart is not updated in accordance with the changes in
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position taking place in the organization from time to time.

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DEPARTMENTATION:
Departmentation is the process of dividing and grouping the activites and

employees f an enterprise into the departments. The total work of an enterprise is divided
into functions and sub-functions. Later, these are grouped together to form different
departments.
In manufacture concern, the total work may be divided into the following functions:
i. Purchase
ii. Production
iii. Marketing
iv. Personnel and
v. Finance
Each of these functions will be entrusted to different departments. For example, the
production department will look after production and related maters; the marketing
department will look after marketing and other related matters and soon.
The activities normally performed by the different departments in a businedd

enterprise may be stated as follows:
1. Purchase Department–
i. Purchase of raw materials.

ii. Maintenance of necessary records pertaining to materials.
iii. Stores control, etc.
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2. Production Department –
i. Manufacture.
ii. Quality control.
iii. Plant maintenance, etc.
3. Marketing Department –
i. Departmention of sales targets.

ii. Appointment of dealers and distributors.
iii. Advertisement and sales promotion.
iv. Monitoring the performance of salesman, etc.
4. Personnel Department–
i. Recruitment and selection of employees.

ii. Training
iii. Wage administration, etc.
5. Finance Department–
i. Provision of working capital and also

ii. Fixed capital for all other departments.
The concept of departmentation may be explained by means of a chart:

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BASIS OF DEPARTMENTATION
Dividing and grouping of activities and employees may be done by following any of the
patterns given below:
1. Departmentation by functions
2. Departmentation by products
3. Departmentation by Territory
4. Departmentation by Customers
5. Departmentation by Numbers and Time
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Departmentation by function:
The most popular basis of departmentation is the one, done according to the major
functions of an enterprise. As mentioned earlier, in a manufacturing concern, production,
marketing, finance and personnel are the major functions. In a trading concern, buying,
assembling and selling are the important functions. Separate departments will be
established to perform these functions. Each major function may be divided into sub-
functions. Marketing, for example, may be further divided into advertising, sales
promotion, packing, market research, monitoring sales personnel and so on.
Functional departmentation by a concern selling cars may be shown by means of

a chart:
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Advantages of departmentations by functions:

The following are some of the merits of functional departmentation:
1. It is the most natural approach to divide the activities and employees of an

enterprise.
2. It recognizes the importance of the basic activities of a concern.
3. It provides sample scope for specialization.
4. As there are separate departments to look after all key activities of an enterprise,
duplication of work is avoided.
5. It makes assessment of the performance of subordinate easier.
Drawbacks
The following are some of the limitation of functional departmentation:
1. It increases the responsibilities of the departmentation heads.

2. It gives too much importance to specialization. Even within a department, each
employee may specialize only in a particular job. As a result, he may be
indifferent to the total work of his department.
3. Functional departmentation increases the need for inner-dependence among
different departments. This may, sometimes, result in conflicts between
departments.
4. The autonomy enjoyed by each department may give the departmental head
undue authority. This may be used against the interests of the subordinates.
5. It may also be difficult to secure proper co-ordination between the different
departments. One department may not understand the needs of another. For
example, if the production department does not complete the production schedule
as planned, it may be difficult for the sales department to execute the sales orders.
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Departmentation by products

This approach is suitable for those concerns that market different lines of
products. There may be separate divisions to look after the production, finance, personnel
and marketing needs of each product line of the enterprise. For example, Godrej Ltd., is
manufacturing different lines of products-soaps, locks, refrigerators, furniture, etc. There
separate divisions to look after each product line of the company.
The idea of product departmentation by Godrej Ltd., may be presented by means

of a simple chart:
Advantages of product departmentations:

46
The following are the merits of product departmentation:

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1. Each division focuses attention on the production and marketing of a specific
product line.
2. It fixes responsibility on individual departments or divisions for the promotion of
specific product lines.
3. It helps to reduce the problem of co-ordination as each division looks after all
activities concerning a product.
4. It is also possible to evaluate the performance of each division am dthe
contribution it makes to the growth of the entire business enterprise.
5. Departmentation by product is the most suitable approach in the cash of an
enterprise undertaking diversification of activities.
Drawbacks
The following are the disadvantages of product departmentation:
1. Each division must have all the necessary facilities in order to be self-sufficient.
This increases the cost of operations.
2. The top management may find it difficult to exercise control over the various
divisions and their activities.
3. There may also be duplication of certain activities.
Departmentation by Territory
This approach is suitable for such organization as bank, insurance companies,

transport companies etc., whose activities are spread over the different parts of the state
or country. Under territorial departmentation, division of activities is done region-wise or
branch-wise. The activities of Indian Railways are divided region-wise.
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The idea of territorial departmentation may be explained by means of chart:

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Merits of territorial departmentation:
The merits of territorial departmentation may be stated as follows:
1. It enables the organization to cater to the needs of the customers in different

places.
2. Obviously, this approach provides scope for geographical expansion of business.
3. It is possible for the business to gain intimate knowledge of the customers in each
place.
Limitations
Territorial departmentation, however, suffers from the following limitations:
1. It makes it difficult for the head office to exercise effective control over the zonal
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or branch offices.
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2. It becomes necessary to employ more managerial and subordinate staff to manage
the regional offices.
3. It is also important that the staff who are posted to the various regional offices are
familiar with the regional language, customs and habits of the people living there.
Departmentation by Customers
In the case of departmentation by customers, the division of activities is done

based on the needs of the customers. The depositors of a commercial bank are segregated
on the basis of the nature of their deposit account, i.e., fixed deposit account, recurring
deposit account, savings bank deposit account etc. this has been explained by means of a
chart below:
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Merits
The advantages of departmentation by customers are given below:
1. The business is able to fulfil the specific needs of the customers.

2. It offers scope for specialization as well.
3. It also makes it possible for the business to maintain good rapport with different
classes of customers.
Disadvantages
Some of the drawbacks of departmentation by customer are as follows:
1. Certain departments may not be active at all due to lack of clients.

2. There is also a possibility of under-utilisation of men, machines and other
resources in certain departments due to a fall in demand.
3. There is also scope for duplication of activities.
Departmentation by number and time
In the case of departmentation by numbers, grouping of activities is done based on

the number of persons engaged for the purpose. In the army, for example, the fighting
troops are classified into battalions, brigades, etc., based on the number of person
prescribed for each unit.
Departmentation by time is relevant in the case of those concern that work 24

hours a day and as a result may require additional sifts to cope with the volume of wotk.
There may be separate departmentation to look after each shift.
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SPAN OF MANAGEMENT
Span of management refers to the number of subordinates a manager can
effectively handle, manage. A manager will be able to perform his basic work
of guiding his subordinates and making them work only if he has the right
number of such subordinates under him.
Example:Classteacher–students,family–children
What if too many subordinates are placed under a manager?

 it may result in loss of control
 cannot make a correct assessment of the performance of subordinate
 it may affect the communication
 Manager may not able to guide where they face problems.
 An idle span will frustrate the manager.
 manager may be affected by physical health and mental abilities
 Conflicts may arise between manager and subordinates.
What if the number of subordinates is too low?

 The manager potentials cannot be fully utilized.
 The good of the organization cannot be effectively accomplished.
CENTRALISATION:
MEANING:
Centralization refers to systematic and consistent retention or
concentration of authority for decision making at higher levels of management.
CONCEPT:
Centralization of authority is that philosophy of top management
of an enterprise; under which maximum authority for management of the
enterprise is kept by top management with itself; and minimum authority for
management is pushed down the management hierarchy i.e. is managers at
middle and lower levels.
MERITS OF CENTRALISATION:
1. CONSISTENCY IN DECISION MAKING:
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Centralization leads to consistency in decision-making;

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because decisions are taken by a small group of managers at upper levels of

management. Accordingly, there are lesser problems of co-ordination.

2. STRONG TOP MANGEMENT:
Centralization of authority strengthens top management; and
it is a position to provide out-standing leadership to the whole enterprise by
virtue of its vast authority.
3. LOWER COST OF ADMINISTRATION:
In a centralized set up of the organisation, cost of
administration is lesser; because the enterprises can operate with a limited
number of managers. This is a good advantage pf centralization, in the present-
day-times characterized by highly inflationary conditions.
4. BROAD APPROACH TO MANAGING:
In centralization, the top management has a broad outlook to
managing; as it takes decisions from the system’s perspective – viewing the
functioning of the organization as a whole.
5. DISCOURAGING INTER-DEPARTMENTAL CONFLICTS:
Centralization discourages inter-departmental conflicts;
because major decisions of departments are taken at upper levels of management
with an orientation towards departmental co-operation.
6. NATURE DECISION-MAKING:
In centralization, upper management, because of its experience,
wisdom and broad outlook, is more mature in decision-making. Such decisions
carry the chance of being least risky.
7. RETENTION BY TOP MANAGEMENT.
In centralization, top management retains tight control over the
whole organization, because of its vast powers.
8. OPTIMUN UTILISATION OF RESOURCES:
Under centralization, there is an optimum utilization of
organisational resources, because of rational allocation of scarce resources among
different uses.
9. EFFICIENT HANDLING OF EMERGENCIES:
In centralization, there is an efficient handling of emergency by
top management; and it can overcome organisational crises in an intelligent and
planned manner.
10. SUITABLE IN THE PRESENT-DAY ENVIRONMENTAL SCENARIO:
Centralization is highly suitable for tackling present-day
environmental scenario; which is highly volatile and turbulent. Under these
circumstances, top management can take sound decisions in consultation with
specialists, from various fields.
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DEMERITS:
1. HEAVY BURDEN ON TOP MANAGEMENT:
There is heavy burden of management work on top management;
as it has to do strategic planning, policy formulation and controlling over the
whole organization.
2. ORGANISATIONAL GROWTH RETARDED:
Centralization retards the growth of organization. Strategies of
diversification, expansion programmes cannot be practical for organization; as
top management, already over-burdened with normal management work, can
hardly find time to think in these directions.
3. LOWER STATUS OF LOWER LEVEL MANAGERS:
Centralization decreases the status of over level managers. As
such, they have less motivation to work, because of the non-fulfillment of their
ego needs.
4. AUTOCRATIC MANAGEMENT:
Centralization may lead to autocratic management, in the
organization. Top management with unrestricted powers may not hesitate to
impose its autocratic policies and leadership styles on the whole organization i.e.
it may misuse its powers.
5. INITIATIVE DISCOURAGED:
Centralization discourages the exercise of initiative on the part of
lower level managers. Their creativity and innovative skills have no scope, in the
organization.
6. DELAYED DECISION MAKING:
In centralization, there is delayed decision making; because of top
management is burdened with many organisational issues and cannot pay timely
attention to decision-making.
7. INFERIOR DECION MAKING:

There is inferior decision making by top management. This may
seem paradoxical; but it is true in the sense that top rank managers are much
remote to the situational factors, in the context of which decisions have to be
made.
8. MANAGERIAL DEVELOPMENT RETARDED:
Centralization retards managerial training and developmental
process. Under this philosophy, lower rank managers have little chance of
development; because their roles in organisational life are routinised and they
have nor or little freedom to exercise initiative and take bold decisions, in an
unrestricted manner.
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9. MANAGEMENT BY EXCEPTION RETARDED:
Centralization retards the policy of management by exception;
under which top management must concentrate its attention only on strategic
issues. However, under centralization, this policy is not possible; as top
management has to attend to all aspects of managing, because of reservation of
substantial decision making with itself.
10. EGOISTIC PLANNING:
As a matter of great men psychology, top management, sometimes,
may indulge in egoistic planning for ambitious purposes: without caring for the
attainment of enterprise objectives.
DECENTRALISATION
MEANING:
Decentralization means systematic dispersal of authority in all

departments and at all levels of management.
CONCEPT OF DECENTRALIZATION:
Decentralization of authority is that philosophy of management of an

enterprise; under which maximum authority of the management of the
enterprise is dispersed (or distributed) among managers of middle and specially,
lower levels, and minimum authority is kept by the top management, in reserve,
to be exercised by it itself.
DEMERITS:
1. LACK OF CONSISTENCY IN DECISION MAKING:

There is a lack of consistency in decision-making; because a large
number of managers at lower levels may decide the same issue in diverse
manners – despite operating within the organizational policy framework.
Accordingly, problems of co-ordination are accentuated.
2. WEAK TOP MANAGEMENT:
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Top management is rather weak; as most of its powers to given away

among lower levels of management. It is not in a position to provide
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outstanding leadership to the organization; because of its reduced.

3. HIGHER COST OF ADMINISTRATION:
The cost of administration is higher; because to operate the
decentralized units, a large number of managers are necessitated.
4. NARROW APPROACH TO MANAGING:

The managers of decentralized units have, usually, a narrow outlook
to managing. For them, their own departmental interests are supreme-as against
the overall interests of the whole organization.
5. ENCOURAGING INTER-DEPARTMENTAL CONFLICTS:
Decentralization encourages inter departmental conflicts; because
different departmental managers take decisions in their own unique manners
and style, by virtue of, their vast powers and hell care for departmental co-
ordination and co-operation.
6. RISKY DECISION-MAKING:
Lower level managers, because of its experience, wisdom and narrow
are less mature in decision making. Sometimes, under decentralization such
risky decisions might be taken as might endanger the very survival of the
business enterprise.
7. LOSS OF CONTROL BY TOP MANAGEMENT:
Top management’s control over the organization is loosened; as its
substantial powers are passed on to the lower levels of management.
8. OPTIMUM UTILISATION OF RESOURCES:

There may be, at times, less than optimum utilization of resources;
because the same set of activities may be duplicated in various decentralized
units-leading to wastage of precious organizational resources.
9. INEFFICIENT HANDLING OF EMERGENCIES:

Lower level management may be frightened by emergencies and run
the seek the shelter and guidance of top management for handling emergency
situations. Failure to effectively deal with emergencies by lower level
management, may tell upon the survival and prosperity of the whole enterprise.
10. UNSUITABLE IN THE PRESENT-DAY ENVIRONMENT SCENARIO:
Present-day environment scenario makes decentralization impractical.
For taking sound decisions under these circumstances, top management cannot
provide specialists to every Tom, Dick and Harry managers at lower levels in the
organizations; because of financial implications.
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MERITS:
1. LIGHT BURDEN ON TOP MANAGEMET:

There is light burden on top management; as much of the management
work is passed on to lower levels of management.
2. ORGANISATIONAL GROWTH FACILITATED:
Decentralization facilitates organizational growth. Dynamic and talented
managers at lower levels coupled with power, can easily conceive of and
implement growth strategies, of course, in consultation with top management. In
fact, a trend towards decentralization has gained momentum to cope with
requirements of growth.
3. HIGHER STATUS OF LOWER LEVEL MANAGERS:

Decentralization adds to the status of lower level managers. In fact,
every thing which goes to increase is a measure of decentralization. With
enhanced status, lower level managers have more motivation to work.
4. DEMOCRATIC MANAGEMENT:
Decentralization leads to democratic features in organizational
functioning. In fact, under decentralization, management decision making
power gets divided among a large number of lower rank managers. This
phenomenon puts restraints over the dictatorial use of powers by the top
management.
5. INITIATIVE ENCOURAGED:
Decentralization encourages the exercise of initiative on the part of lower
level managers. They can think out and execute their innovative plans, for the
overall betterment of organizational life. Their creativity and innovative skills
have full scope in the organization. That is why, many decentralized enterprises
have progressed a lot, in some cases.
6. QUICK DECISION MAKING:
There is quick decision making. For one thing, lower level managers have
comparatively limited managerial work, as they have to attend to only their own
departmental problems. And for another, they need not seek approval of upper
management for decision making on issues, for which authority has been
decentralized to them.
7. SUPERIOR DECISION MAKING:
Decision making is superior, in the sense that lower level managers are
close to other situational factors, in the context of which decisions have to be
made. In fact, they practically deal with situational factors and develop a better
56
sense of their appreciation and tackling.

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8. MANAGERIAL DEVELOPMENT FACILITATED:
Decentralization is a systematic way of training and developing managers
for higher management positions. This philosophy more or less does away with
the problem of managerial succession.
9. MANAGEMENT BY EXCEPTION FACILITATED:
Decentralization facilitates the policy of management by exception. By
retaining authority for strategic decision making with itself, top management can
decentralize substantial authority for operational management purposes to lower
levels managers.
10. RATIONAL PLANNING:
Rational planning is done by lower level managers. They have
comparatively little ambition and ego and care more for attainment of their
departmental objectives through designing and implementing rational plants.
MBO (MANAGEMENT BY OBJECTIVE)
MEANING:
MBO is a management system in which each member of

organization effectively participates and involves himself. This system gives full
scope and to the individual strength and responsibility.
DEFINITION:
George S. Ordiorne
“The system of management by objectives can be described as a
process whereby the superior and subordinate managers of an organization
jointly identify its common goals, define each individual’s major areas of
responsibility in terms of results expected of him, and use these measures as
guides for operating the unit and assessing the contribution of each of its
members”.
Koontz and weihrich

“MBO is a comprehensive managerial system that integrates many
key managerial activities in a systematic manner and that is consciously directed
toward the effective and efficient achievement of organizational and individual
objectives”.
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S.K. Chakravarthy
“MBO is a result oriented non-specialists, operational managerial
process for the effective utilization of material, physical and human resources of
the organization by integrating the individual with the organization and
organization with the environment”.
FEATURES OF MBO:
1. IT IS NOT ONLY A TECHNIQUE BUT ALSO A PHILOSOPHY:

The philosophy of MBO and its concepts guides and influences every
aspect of management. MBO is an approach which includes of management.
2. SETTING OBJECTIVES:
The assumption of MBO is that employee participation and
involvement in goal setting which leads too better commitment and motivation
towards the achievement of organizational objectives. It lay emphasis on
participate decision making.
MBO approach has various objectives of the organization and of
individuals is collectively decided by superiors and subordinates. These
objectives become the targets which are to be achieved by various persons in the
organization. The review of objectives also done collectively.
3. PROVIDES EVALUATION AND MECHANISM:
MBO is a systematic approach to managing an organization where in
all key personnel are expected to contribute to achieve the overall goals. It
attempts to blend and balance the goals of all key personnel. It provides
evaluation mechanism through which the contribution of each individual is
measured.
4. CREATES LINKAGE BETWEEN ORGANIZATIONAL GOALS AND

INDIVIDUALS GOALS:
MBO creates linkage between organizational goals and individuals
goals. The performance targets are derived from the overall objectives of the
organization.
5. REWARDS ARE GOVERNED BY THE RESULTS ACHIEVED:

The performances of employees are periodically evaluated in the light
of predetermined targets. MBO emphasis on improving future performance.
Rewards are governed by the results achieved.
6. CONTINUOUS PROCESS:
MBO is a continuous process or a never ending process. The
continuous nature of MBO process not only ensures sustained concentration of
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efforts towards organizational goals, it also helps in modifying the goals to suit
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the changing conditions.

SIGNIFICANCE AND ADVANTAGES OF MBO:
1. TARGETED PLANNING:
MBO results in verifiable goals which can easily be translated into
action plans. The objective setting process of MBO leads to an integrated
hierarchy of objectives throughout the organization.
2. PARTICIPATION AND COLLABORATION:
Under MBO objectives of each department are consistent with the
overall objectives of the organization. Managers at all levels understand fully
their role in total organization. There is active participation and collaboration
among the various levels of the organization.
3. MOTIVATION:
Managers at all levels are involved in goal setting. As a result they are
more committed to the goals of the organization. Rewards are linked with
performance. Employees are allowed considerable discretion in setting
individual targets which provides them psychological satisfaction.
4. EFFICIENT COMMUNICATION:
There is frequent interaction between superiors and subordinate which
leads to mutual faith and understanding among them. It improves the work
climate in the organization and leads to better communication.
5. TRAINING AND DEVELOPMENT:
MBO provides opportunity to subordinate executives to participate in
decision making process. This helps in developing their conceptual and human
skills. MBO enables an organization to fully utilize the ability of its members.
MBO helps in identifying the areas in which employees need further training.
6. PERFORMANCE APPRAISAL:
MBO provides objective yardsticks for systematic evaluation of performance.
The performance of subordinates in monitored more effectively due to periodic
review of progress. The greatest advantage of MBO is perhaps that it makes it
possible for a manager to control his own performance.
LIMITATIONS OF MBO
1. DIFFICULTY IN TEACHING MBO PHILOSOPHY:

The success of MBO depend its proper understanding by
managers. When managers are clear about this concept only then they can
explain to subordinates how it works, why it is being done, what will be the
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expected results, how it will benefit participants, etc. this philosophy is based on
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self direction and self control and aims to make managers professionals.

2. FAILURE TO PROVIDE GUIDELINES TO GOAL SETTERS:
If goal setters are not given proper guidelines for deciding their
objectives for deciding their objectives then MBO will not be a success. The
managers who will guide in goal setting should themselves understand the
major policies of the company and the role to be played by their activity. They
should also know planning premises and assumptions for the future. Failure to
understand these vital aspects will prove fatal for this system.
3. DIFFCULTY IN SETTING GOALS:
The main emphasis in MBO technique is on setting objectives.
The setting of objectives is not a simple thing. It requires lot of information for
arriving at the conclusions. The objectives should be verifiable so that
performance may be evaluated.
Some objectives may not be verifiable, precaution should taken in defining such
objectives. The objectives should not be set casually otherwise MBO may prove
liability for the business.
4. EMPHASIS ON SHORT TERM OBJECTIVES:
In most of the MBO programmes there is a tendency to set short
term objectives. Managers are inclined to set goals for a yeanor loss and their
trust is to give undue importance to short term goals at the cost of long term
goals. They should achieve short term goals in such a way that they help in the
achievement of long term goals also. There may be possibility that short term
and long term objectives may be incompatible because of specific problems. So
proper emphasis should be given to both short term and long term objectives.
5. DANGER OF INFLEXIBILTY:
There is a tendency to strict to the objectives even if there is a need
for modification. Normally objectives will cease too be meaningful if they are
often changed, it will also be foolish to strive for goals which have become due to
revised corporate objectives.
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MBE (MANAGEMENT BY EXCEPTION)
MEANING:
Management by exception is a system of identification and communication that
signals to the manager when his attention is needed and implies the use of management by exception
particularly in controlling aspect. Thus it can be stated that MBE is a controlling technique.
ADVANTAGES:
 Executives are left with more time to tackle bigger and tougher issues, as the
details of small problems are left to the subordinates.
 There is better utilization of management talent across the organization as even
the subordinates get to implement their own decisions and solve problems in their
own way, however small they may be.
 It increases the span of management and delegation of authority is improved.
 It provides greater opportunities and thus increases confidence and motivation.
 It uses the latest knowledge on trends, history and business data.
 It forces every manager to be thorough and precise and also up-to-date with all
relevant information.
 It helps to identify problems before they become big.
 It also prevents last minute run and panic.
 Qualitative and quantitative yardsticks can be established judging the situation
and people.
 It increases chances of better performance appraisal and hence improves
motivation.
 Communication is improved between different segments of an organization.
 This focus on results causes it identify any problem in any part of the
organization.
 Better organizational cohesiveness and achievement of objectives.
LIMITATIONS:
 Newly established organizations and organizational with a dynamic
environment cannot adopt the techniques easily.
61
 Establishing standards i.e., both qualitative and quantitative takes a lot of time
Page
and involves lot of effort and precision (accuracy).

 Proper and knowledgeable subordinates need to be found, which is a difficult
process.
 Subordinates act out of over-confidence and think they can handle bigger
problems too. Thus often tougher problems go unreported and by the time it
comes to the superior. It is too late and hence very difficult to set things.
PROCESS OF MBE
 Measurement
 Projection
 Selection
 Observation
 Comparison
 Decision making
Measurement:
By assigning values to past and present performances, exceptional areas can be
identified.
Projection:
All the values that are meaningful too the organizational objectives are to be extended to
see future requirements.
Selection:
This involves the criteria and method which management will use to follow the progress
path towards organizational objectives.
Observation:
Current performances are observed and measured so that managers are aware of the
current state of affairs in the organization.
Comparison:
It involves the evaluation of the actual performance against planned performance,
identifying the exceptions that require attention and reporting the variations to the
management.
Decision making:
This involves prescribing the action that must be taken in order to bring performance
back into control or to adjust expectations to reflect changing conditions within and
outside the organization or to exploit opportunity. 62 Page

COMMUNICATION
Meaning
The word ‘communication’ has been derived from the Latin word
‘communis’
which means common. Communication, thus, is the process of sharing facts
ideas and opinions in common manner. Communication is said to take place
when an individual conveys some information to another.
Definition
According to Haimann,” Communication is the process of passing
information and understanding from one person to another”.
-
According to Allen,” Communication is the sum of all the things one
person does when he wants to create understanding in the minds of others”.
According to F.G.Meyer,” Communication is the intercourse by words,

letters or message, intercourse of thoughts or opinions”.
Nature of communication
The following characteristics of communication explains its nature
1. Two-ways process
2. Knowledge of language
3. Meeting of minds necessary
4. The message must have substance
5. Communication may be made through gesture as well
6. Communication is all-pervasive
63
7. Communication is a continuous process

Page
8. Communication may be formal or informal

Importance of communication
1. Helps in planning
2. Vital for decision making
3. Facilities delegation
4. Facilities effectives leaderships
5. Helps to motivate.
6. Helps in co-ordination.
7. Aid to job-satisfactions
8. Helps to save time and effort
9. Aid to public relations
TYPES OF COMMUNICATION
Communication may be classified into the following types:

1. Based on relationships
i. Formal.
ii. Informal.
2. Based on the its Flow of Direction
i. Upward.
ii. Downward.
iii. Sideward.
3. Based on the method used
i. Oral
ii. Written
iii. Gestural
64
Page

Types of communication
Based on Based on Flow Based on

Relationships of Direction Method Used
Formal Informal Upward Downward Sideward Oral Writ Gest

ten ural
1. BASED ON RELATIONSHIPS
FORMAL COMMUNICATION
 It is the outcome of formal organization.

 It follows the hierarchy.
 Policy manuals, orders, circulars, notices, etc., are some of the
examples of
formal communication.
Features of formal communication

1. It follows the hierarchy (the scalar chain)
2. The information is always authentic
3. It is always in written forms.
4. It is binding on the receiver.
65
5. Proof of receiving the information is obtained.

Page

Merits of formal communication
The following are the advantages of formal communication:
1. It is official and therefore reliable.
2. It is proper and systematic.
3. If fixes responsibility on the sender as well as the receiver.
4. It is possible to locate the source of information.
5. It serves as evidence in future.
Demerits of formal communication

The following are the limitations of formal communication:
1. It is slow.
2. It establishes only impersonal link with the receiver.
3. Sending formal communication requires the preparation of reports,
circular, notices, etc.,
4. It has more number of processes.
5. It is time taking method.
INFORMAL COMMUNICATION
Informal communication is the result of casual or personal contact between

the individual in an organization. The news spreads like fire. Informal
communication is also known as ’grapevine’
The grapevine spreads in a manner zigzag.
Features of Informal communication

The important characteristics of informal communication are given below:
1. It is usually verbally transmitted.
2. It does not follow the scalar chain.
66
3. It starts binding the receiver.

Page
4. There is no proof of receiving the information.

Merits of formal communication
The advantages of formal communication are given below:
1. It is fast
2. There is free and frank expression of views.
3. It has personal touch
4. It provides mental relief to employee to await a formal
announcement.
Demerits of formal communication

The following re some of the drawbacks of informal communication
1. It gives scope for rumors
2. The information is not authentic.
3. It origin cannot be traced.
4. It leads out information that should be kept confidental.
67
Page

2. BASED ON THE ITS FLOW OF DIRECTION
UPWARD COMMUNICATION
It takes place when a subordinate conveys some information to his

superior.
General
Manager
Production
Manager
Foreman
Worker
68
Page

DOWNWARD DIRECTION
It takes place when a superior conveys certain information to his superior.
General
Manager
Production
Manager
Foreman
Worker
SIDEWARD COMMUNICATION
It takes place when the executives or subordinate operating at the same
level exchange information. Such communication may be necessary to secure
better co-ordination between the individuals and the departments. This has
been explained below with the diagram.
Production Marketing Personnel Finance

Manager Manager Manager Manager
69
Page

3. BASED ON METHOD USED
Oral communication
Written communication
Gestural communication
PROCESS OF COMMUNICATION
Sender : He is the person who sends the message

Message : It is the subject matter of communication. It may consist of certain
facts, ideas, opinions etc.
Encoding : Translating the message into machine language
Channel : It is the medium through which the message is sent to the receiver.
The channel may be formal or informal. The method of communication may be
oral or written.
Receiver : He is the person who receives the message.
Decoding : Converted into machine language into meaningful statements.
Feedback : It is the reaction, response or reply by the receiver
Sender Message Encoding Channel Receiver Decoding
Feedback
70Page

Barriers to communication:
 Personal barriers
1. Lack of command over language: if a person is poor in conveying his
ideas verbally or in writing due to lack of command over language then
the com will be failure
2. Lack of self confidence
3. Lack of good vocabulary
4. Lack of fluency in language
5. Illegible handwriting
6. Lack of attention or interest
7. Tendency to make premature conclusions
8. Lack of confidence in the other party
9. Improper state of mind
10. Faulty pronunciation
11. limited retention capacity- memory
 Technical or mechanical barriers

1. Distortion- In case of telephone conversation, cross talk can lead to
distortion. In case of cell phone bad signal will create distortion. When a
person uses mike in a meeting then electrical disturbance
2. Filtering: when a message passes through different individuals it may be
altered or twisted by persons for personal gain. This is due to long chain
of communication.
3. Overloading: for Example the hard disc in the computer has its own
storage space, accordingly we should send.
4. Faulty equipment: this can be affected due to fault on the equipment. For
Eg. if the telephone or the fax is out of order it will affect transmission.
 Organizational Barriers
1. Inadequate facilities: organization Expected to give number of devices for
communication like phone, cell, fax, internet and so on. Organization
which is not giving these facilities becomes ineffective communication.
2. Too much reliance on formal communication: organization depends on
formal communication. It results in delay in sending and receiving any
information.
3. Status patterns: the Executives by their position in the organization. Enjoy
greater comforts. Like separate air-conditioned room, personal phone,
special furniture and so on. It makes a distance from their subordinates.
4. Procedure delay: unwanted procedures laid down in certain organization
contribute to delay in sending and receiving information.
71
Page

Measures to overcome barriers.
1. Overcoming personal barriers – by developing language.
2. Shorter communication channels- in order to avoid delay.
3. Use of electronic devices – fax, internet, mobile.
4. Removing mechanical defects - proper working conditions.
5. Development of listening habits - both the parties.
6. Organizing frequent meeting and conferences - to express their views.
7. mutual trust – confidence
72
Page

Management Principles: Mr. M.John Paul

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MANAGEMENT

Mr. M.JOHN PAUL

From the author’s desk………

Management is universally relevant. The business administration and commerce

Important management concepts like planning, organizing, delegation of

Suggestion for the improvement of this study material is quite welcome.

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

Need for Management

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

As authority goes up the level of management, responsibility comes

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

Nature or Characteristics of Management

1. It is a Universal Activity: Management is relevant in every sphere of

and groups. In a work place individuals work as a team. The behavior of

an individual is bound to be different while he is part of a group Eg.: an

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

1. Achievement of Group Goals: Management enables an enterprise to

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

Qualities of a Good manager

 Figure head role :

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

 Spokes person role :

 Disturbance handler role :

 Resources allocater role :

EVOLUTION OF MANGEMENT THOUGHT

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

Another classification of management thought and approaches is in the form of classical,

TAYLOR AND SCIENTIFIC MANAGEMENT

Lillian Gilbreth, Henry Gantt, George Berth, Edward Felen, etc.

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

ELEMENTS AND TOOLS OF SCIENTIFIC MANAGEMENT

1. SEPERATION OF PLANNING AND DOING: Taylor emphasized the separation of

2. FUNCTIONAL FOREMANSHIP: Seperation of planning from doing resulted into

Planning incharge Production incharge

Route Instructi Time discipli Speed inspect Mainten Gang

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

4. STANDARDISATION: As far as possible, standardization should be maintained in

5. SCIENTIFIC SELECTION AND TRAINING OF WORKERS: Taylor has

6. FINANCIAL IINCENTIVES: Financial incentives can motivate workers to put in

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

8. MENTAL REVOLUTION: Scientific management depends on the mutual co-

PRINCIPLES OF SCIENTIFIC MANAGEMENT

1. REPLACING RULE OF THUMB WITH SCIENCE: Taylor has emphasized that

2. HARMONY IN GROUP ACTON: Taylor has emphasized that attempts should be

3. CO-OPERATION: Scientific management involves achieving co-operation rather

4. MAXIMUM OUTPUT: Scientific management involves continuous increase in

that it is necessary to quarrel over how it shall be divided.”

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

FOLLOWERS OF SCIENTIFIC MANAGEMENT

FAYOL’S ADMINISTRATIVE MANAGEMENT

“To manage is to forecast and to plan, to organize, to coordinate and to control.”

6. Managerial (planning, organization, command, coordination, and control).

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

MANAGERIAL QUALITIES AND TRAINING

GENERAL PRINCIPLES OF MANAGEMENT

2. AUTHORITY AND RESPONSIBILITY: The authority and responsibility are

3. DISCIPLINE: All the personnel serving in an organization should be disciplined.

Discipline is obedience, application, energy, behavior, and outward mark of respect

shown by employees. Discipline may be of two types: self-imposed discipline and

Mr.M.John Paul ,Department of Management studies ,Sathyabama University, Chennai.

5. UNITY OF DIRECTION: According to this principle, each group of activities with