became its general manager in 1880.

He wrote a monograph in French in

1916, entitled General and
Industrial Administration which was translated into English in 1929.
It is in four parts of which the first part deals with classification of
business activities as
technical activities (manufacturing or production), commercial
activities (buying, selling and
exchange), financial activities (raising and optimum use of capital),
accounting activities (recording,
costing and statistics), security activities (protection of persons and
property), and administrative or
managerial activities.
Second part contained basic functions of management performed by
the managers in all types
of organizations. In this way he identified five elements or functions
of management process:
Planning, organizing, commanding, coordinating and controlling.
Third part consists of 14 principles of management as general
guides to the management
process and management practice. These are as under.
1) Division of Work
Division of work in the management process produces more and better work
with the same
effort. Various functions of management like planning, organizing, directing
and controlling cannot be
performed efficiently by a single proprietor or by a group of directors. They
must be entrusted to
specialists in related fields.
2) Authority and Responsibility
As the management consists of getting the work done through others, it
implies that the manager
should have the right to give orders and power to exact obedience. A
manager may exercise formal
authority and also personal power. Formal authority is derived from his
official position, while personal
power is the result of intelligence, experience, moral worth, ability to lead,
past service, etc.
Responsibility is closely related to authority and it arises wherever authority
is exercised. An individual,
19
who is willing to exercise authority, must also be prepared to bear
responsibility to perform the work in
the manner desired. However, responsibility is feared as much as authority is
sought after.
3) Discipline

Discipline is absolutely essential for the smooth running of business. By

discipline we mean, the
obedience to authority, observance of the rules of service and norms of
performance, respect for
agreements, sincere efforts for completing the given job, respect for
superiors, etc.
4) Unit of Command
This principle requires that each employee should receive instructions about
a particular work
from one superior only. Foyal believed that if an employee was to report to
more than one superior, he
would be confused due to conflict in instructions and also it would be difficult
to pinpoint responsibility
to him.
5) Unity of Direction
It means that there should be complete identity between individual and
organizational goals on
the one hand and between departmental goals inter se on the other. The
should not pull in different
directions.
6) Subordination of Individual Interest to General Interest
In a business concern, an individual is always interested in maximizing his
own satisfaction
through more money, recognition, status, etc. This is very often against the
general interest, which lies
in maximizing production. Hence the need to subordinate the individual
interest to general interest.
7) Remuneration
The remuneration paid to the personnel of the firm should be fair. It should
be based on general
business conditions, cost of living, and productivity of the concerned
employees and the capacity of the
firm to pay. Fair remuneration increases workers efficiency and morale and
fosters good relations
between them and the management.
8) Centralization
If subordinates are given more role and importance in the management and
organization of the
firm, it is decentralization but if they are given less role and importance, it is
centralization. The
management must decide the degree of centralization or decentralization of
authority on the basis of the
nature of the circumstances, size of the undertaking, and the type of
activities and the nature of
organizational structure. The objective to pursue should be the optimum
utilization of all faculties of the

personnel.
20
9) Scalar Chain
Scalar chain means the hierarchy of authority from the highest executive to
the lowest one for the
purpose of communication. It states superior subordinate relationship and
the authority of superiors in
relation to subordinate at various levels. As per this principle, the orders or
communications should pass
through the proper channels of authority along the scalar chain. But in case
there is need for swift
action, the proper channels of authority may be short-circuited by making
direct contact (called gang
plank) with the concerned authority.
10) Order
To put things in an order needs effort. Disorder does not need any effort. It
evolves by itself.
Management should obtain orderliness in work through suitable organization
of men and materials. The
management should observe the principles of right place for everything and
for every man.
11) Equity
Equity means equality of fair treatment. Equity results from a combination of
kindness and
justice. Employees expect management to be equally just to everybody. It
requires managers to be free
from all prejudices, personal likes or dislikes. Equity ensures healthy
industrial relations between
management and labour which is essential for the successful working of the
enterprise.
12) Stability of Tenure of Personnel
In order to motivate workers to do more and better work, it is necessary that
they should he
assured security of job by the management. If they have fear of insecurity of
job, their morale will be
low and they cannot give more and better work. Further, they will not have
any sense of attachment to
the firm and they will always be on the lookout for a job elsewhere.
13) Initiative
Initiative means freedom to think out and execute a plan. The zeal and
energy of employees are
augmented by initiative. Innovation, which is the hallmark of technological
progress, is possible only
where the employees are encouraged to take initiative. According to Fayol,
initiative is one of the

keenest satisfactions for an intelligent man to experience, and hence, he

advises managers to give their
employees sufficient scope to show their initiative. Employees should be
encouraged to make all kinds
of suggestions to conceive and carry out their plans, even when some
mistakes result.
14) Esprit De-Corps
This means team spirit. Since Union is strength, the management should
create team spirit
among the employees. Only when all the personnel pull together as a team,
there is scope for realizing
the objectives of the concern. Harmony and unity among the staff are a great
source of strength to the
21
undertaking. To achieve this, Fayol suggested two things. One, the motto of
divide and rule should be
avoided, and two, verbal communication should be used for removing
misunderstandings
Fourth part of monograph deals with managerial qualities and skills,
which should be
possessed by the managers. These are as: Physical qualities
(health, vigour, personality), Mental
ability (abilities to understand and learn, to make decisions and
creativity, etc.), Moral education
(Loyalty, dignity, ethical values, etc), General education, Special
knowledge and experience
(knowledge arising out of practice).
1.10. 2. Behavioral or neo-classical approach
Behavioural approach was evolved gradually over many years. This is based
on strong conviction
that successful management depends on the ability of managers to
understand the work, and
background, needs, values, perceptions and personality of people. This
approach will be studied on the
following two phases, namely, Human Relation movement and
Behavioural science approach.
a) Human Relation Movement
Under this approach Elton Mayo, Mary Parker, Follet, and Douglas McGregor
have been the
main contributors to this approach. Among the above contributors Elton
Mayos Hawthorne studies is
very popular.
b) Behavioural Science Approach
In view of certain inadequacies and drawbacks associated with human
relation approach, many

other social and behavioural scientists for undertaking and analyzing human
behaviour methodically
made concerted efforts. The term behavioural approach may be defined as
systematic and scientific
analysis of human behaviour with a view to determine causes of working
behaviour of an individual.
This approach is also known as Organizational behaviour
Approach. It includes an interdisciplinary
approach of studying human behaviour consisting of psychology, sociology,
physical and biological and
cultural variables of individuals. For this approach, different views were
developed by various
behavioural scientists such as Douglas, McGregor, Abraham Maslow, Chester
Bernard, Renis Likert and
Herbert Simon.

1.10.2.1. Elton Mayos theory of Hawthorne experiment

George Elton Mayo (1880 1949) was regarded as the Founder and
father of Modern
sociological and psychological Industrial research.
Elton mayo was born in 1880 in Adelaide in Australia. He got a basic degree
from Adelaide
University. He worked as a teacher initially. Then, he was advised to study
psychology. He had become
22
a lecturer at the university of Queensland after completion of Master degree
in psychology. Elton Mayo
went to the United States of America in 1922, and joined as a researcher at
the Wharton Business School
of Pennsylvania University. Later on he was selected in the Graduate school
of Business at Harvard
University in 1926. He was a professor of Industrial Research at Harvard
University. He retired in 1947
and died in 1949. During his career he has published many books and
papers.
Hawthorne experiments were conducted at the Hawthorne plant of the
Western Electric
Company in Chicago from 1924 1932. Hawthorne plant was manufacturing
telephone systems and its
parts. Nearly 30,000 employees worked during this experiment period. The
company provides all
facilities to employees upto their satisfaction level. But the productivity of
the employees was not to the
expectations of management. So, in 1924, the management requested
National Academy of Sciences to
investigate the reasons for dissatisfaction of employees and decrease in
productivity. On this basis,

Prof.Elton Mayo and his team conducted research. The objective of the
experiment was to find out the
behaviour and attitude of employees under better working
conditions. The results of these
experiments have been published into six volumes. They are the Human
problems of Industrial
civilization, The social problem of an industrial civilization, The industrial
worker, Leadership in a free
society, Management and worker and Management and morale.
Based on the problems, Prof.Elton Mayo and his team conducted researches
in four phases. They
are:
Illumination experiments (1924 1927)
Relay Assembly Test room experiment (1927 1928)
Mass interviewing programme (1928 1930)
Bank wiring observation room experiments (1931 1932).
1. Illumination experiments
This research was conducted to determine the effects of changes in lighting
on productivity. The
basic assumption of this research was that high lighting leads to productivity.
This experiment was
conducted for two and a half years. Under this experiment, two groups were
formed namely,
experimental group and control group. In the case of experimental group,
variations in lighting were
made periodically and the results were observed and recorded. In the case of
control group, there is no