TOPIC:

Management (Henri Fayol’s 14 Principles of Management)

BRIEF DISCUSSION:

Management involves coordinating and overseeing the work activities of others so

that their activities are completed efficiently and effectively.

Henri Fayol’s 14 Principles of Management

1. Division of Work – When employees are specialized, output can increase

because they become increasingly skilled and efficient.

2. Authority – Managers must have the authority to give orders, but they must also

keep in mind that with authority comes responsibility.

3. Discipline – Discipline must be upheld in organizations, but methods for doing so

can vary.

4. Unity of Command – Employees should have only one direct supervisor.

5. Unity of Direction – Teams with the same objective should be working under

the direction of one manager, using one plan. This will ensure that action is properly

coordinated.

6. Subordination of Individual Interests to the General Interest – The

interests of one employee should not be allowed to become more important than

those of the group. This includes managers.

7. Remuneration – Employee satisfaction depends on fair remuneration for

everyone. This includes financial and non-financial compensation.

8. Centralization – This principle refers to how close employees are to the

decision-making process. It is important to aim for an appropriate balance.

9. Scalar Chain – Employees should be aware of where they stand in the

organization's hierarchy, or chain of command.

10. Order – The workplace facilities must be clean, tidy and safe for employees.

Everything should have its place.

11. Equity – Managers should be fair to staff at all times, both maintaining

discipline as necessary and acting with kindness where appropriate.

12. Stability of Tenure of Personnel – Managers should strive to minimize

employee turnover. Personnel planning should be a priority.

13. Initiative – Employees should be given the necessary level of freedom to create

and carry out plans.

14. Esprit de Corps – Organizations should strive to promote team spirit and unity.

REFLECTION:

In this lesson, I had some realizations “14 principles of management‟ as

proposed by Henri Fayol. It can be brazenly said that they are needed in Startup

organizations as they are being applied in others. It can also be argued that due to

occurrence of diverse managerial styles, some of this principle have been subject to

alteration and redefining, but with the aim of making them better and more effective

to organisations upon application. All organizations tend to have something similar

amongst themselves in some way, which is management practice. it doesn‟t matter

whether profit is made or not, the size of the organization or industry they belong.

What makes them differ, is the approach toward managing such organization. A

startup organization is not any different from other organizations and therefore, the

need for the application of the 14 principles in their managerial practice is

paramount. This paper however, has presented an application of each of Fayol‟s 14

principles and its consequences of which certain recommendations have been further

suggested in order to further improve managerial practices in startup organizations.

SOURCES OR REFERENCES:

https://www.mindtools.com/pages/article/henri-fayol.htm
TOPIC:

Planning (Top 7 Decision-making Tips for Managers)

BRIEF DISCUSSION:

Planning is the process of thinking about the activities required to achieve a desired

goal. It is the first and foremost activity to achieve desired results. It involves the

creation and maintenance of a plan, such as psychological aspects that require

conceptual skills.

Top 7 Decision-making for Managers

1. Reframe the problem

Backing up is sometimes the best way to move forward. When you are presented

with a problem, step back and think about its full context. Try to see the issue from

as many perspectives as possible. That will help ensure you are not emphasizing one

aspect and neglecting others.

2. Make evidence-based decisions

The aim of evidence-based management (EBM) is to use scientific evidence when

making decisions, rather than simply trusting one's instincts.  Like most people, you

probably tend to use your judgement and to base your decisions on what is familiar. 

But experiences that you have had at other companies or in different circumstances

may not apply to the situation at hand.

4. Get an outside perspective...but trust yourself

Make it a habit to ask others for information and opinions.  Be open-minded.  Get a

wide range of views, so you can see an issue from as many perspectives as possible.

5. Develop an eye for risk

It's possible to train yourself to look for all types of risks.  Whenever you make a

decision, ask yourself:  If I make the wrong decision, how will I know it?

6. Let go of past mistakes

People have a tendency to make choices that justify past experiences, even when a

previous decision has not worked out as well as they'd planned.  We also tend to

spend time and money fixing past problems, when it would be more useful to

acknowledge the mistake and move on.

7. Be honest with yourself

Before gathering evidence to make a decision, take time to review your own

motivations.  Is your mind already made up? 

REFLECTION:

Sources or References:

https://www.bdc.ca/en/articles-tools/entrepreneurial-skills/be-effective-

leader/pages/7-decision-making-tips-managers.aspx
TOPIC:

Fundamentals of Organizing

BRIEF DISCUSSION:

Organizing is the development of organizational resources to achieve strategic

goals or the process of creating an organization’s structure.

Organizational structure is the formal framework by which job tasks are divided,

grouped, and coordinated.

6 Elements involved in Organizational Design

1. Work specialization – the degree to which organizational tasks are

subdivided into individual jobs also called divison of labor.

2. Chain of command – an broken line authority that links all individuals and

specifies who reports whom.

Authority – the rights inherent in a managerial position to tell people what

to do and to expect them to do it.

Line authority – a form of authority in which individuals in management

positions have the formal power to direct and control immediate

subordinates.

Staff authority – a form of authority granted to staff specialists in their

areas of expertise.

Responsibility – the obligation to perform any assigned duties or the duty

to perform the tasks or activities an employee has been assigned.

Unity of command – a person should report to only one manager.

 Accountability – the fact that the person with authority and responsibility

are subject to reporting and justifying task outcome to those above them in

the chain of command.

Delegation – the process managers use to transfer authority and

responsibility to position below them in hierarchy.

3. Span of control – number of employees that a manager can efficiently and

effectively manage or the number of organizational members who report to a

manager.

Tall Structure or Narrow Span of Control

- means one manager supervises a small number of members

- organizations have many levels

Flat Structure or Wide Span of Control

- means one manager supervises many members

- organizations have few levels

4. Centralization/Decentralization

Centralization – the degree to which decision making is concentrated at a

single point in the organization

Decentralization

 the degree to which decisions are made by lowered- level employess

 distinct trend toward decentralized decision making

5. Formalization – the degree to which jobs within the organization are

standardized

 standardization – removes the need for employees to consider

alternatives
  extend to which employees behavior is guided by rules and procedures

 employee allowed minimal discretion in highly formalized jobs

6. Departmentalization – the basis on which individuals(position) are grouped

into total organizations

REFLECTION:
TOPIC:

Staffing

BRIEF DISCUSSION:

Staffing is the process of hiring eligible candidates in the organization or company for

specific positions. In management, the meaning of staffing is an operation of recruiting

the employees by evaluating their skills, knowledge and then offering them specific job

roles accordingly. Let us find out more about what is Staffing and what it entails along

with its functions and characteristics. Staffing can be defined as one of the most

important functions of management. It involves the process of filling the vacant position

of the right personnel at the right job, at right time. Hence, everything will occur in the

right manner.

Functions of Staffing

1. The first and foremost function of staffing is to obtain qualified personnel for

different jobs position in the organization.

2. In staffing, the right person is recruited for the right jobs, therefore it leads to

maximum productivity and higher performance.

3. It helps in promoting the optimum utilization of human resource through

various aspects.

4. Job satisfaction and morale of the workers increases through the recruitment

of the right person.

5. Staffing helps to ensure better utilization of human resources.

6. It ensures the continuity and growth of the organization, through development

managers.

REFLECTION:

Sources or References:

https://www.toppr.com/guides/business-studies/staffing/introduction-to-staffing-

and-its-meaning/
TOPIC:

Motivation (Abraham Maslow's hierarchy of needs theory)

BRIEF DISCUSSION:

One of the most popular needs theories is Abraham Maslow's hierarchy of

needs theory. Maslow proposed that motivation is the result of a person's attempt

at fulfilling five basic needs: physiological, safety, social, esteem and self-

actualization. According to Maslow, these needs can create internal pressures that

can influence a person's behavior.

Physiological needs are those needs required for human survival such as air,

food, water, shelter, clothing and sleep.

Safety needs include those needs that provide a person with a sense of security

and well-being. Personal security, financial security, good health and protection from

accidents, harm and their adverse effects are all included in safety needs.

Social needs, also called love and belonging, refer to the need to feel a sense of

belonging and acceptance. Social needs are important to humans so that they do

not feel alone, isolated and depressed. Friendships, family and intimacy all work to

fulfill social needs.

Esteem needs refer to the need for self-esteem and respect, with self-respect

being slightly more important than gaining respect and admiration from others.

Self-actualization needs describe a person's need to reach his or her full

potential. The need to become what one is capable of is something that is highly

personal.
REFLECTION:

Sources or References:

https://study.com/academy/lesson/the-needs-theory-motivating-employees-with-

maslows-hierarchy-of-needs.html
TOPIC:

Motivation (Theory X and Theory Y by Douglas McGregor)

BRIEF DISCUSSION:

Theory X and Theory Y were first explained by McGregor in his book, "The Human

Side of Enterprise," and they refer to two styles of management – authoritarian

(Theory X) and participative (Theory Y).

Theory X managers tend to take a pessimistic view of their people, and assume

that they are naturally unmotivated and dislike work. As a result, they think that

team members need to be prompted, rewarded  or punished constantly to make

sure that they complete their tasks.

This style of management assumes that workers:

 Dislike their work.

 Avoid responsibility and need constant direction.

 Have to be controlled, forced and threatened to deliver work.

 Need to be supervised at every step.

 Have no incentive to work or ambition, and therefore need to be enticed by

rewards to achieve goals.

According to McGregor, organizations with a Theory X approach tend to have several

tiers of managers and supervisors to oversee and direct workers. Authority is rarely

delegated, and control remains firmly centralized. Managers are more authoritarian

and actively intervene to get things done.

Theory Y managers have an optimistic, positive opinion of their people, and they use

a decentralized, participative management style. This encourages a

more collaborative , trust-based  relationship between managers and their team

members.

People have greater responsibility, and managers encourage them to develop their

skills and suggest improvements. Appraisals are regular but, unlike in Theory X

organizations, they are used to encourage open communication rather than control

staff.

Theory Y organizations also give employees frequent opportunities for promotion.

This style of management assumes that workers are:

 Happy to work on their own initiative.

 More involved in decision making.

 Self-motivated to complete their tasks.

 Enjoy taking ownership  of their work.

 Seek and accept responsibility, and need little direction.

 View work as fulfilling and challenging.

 Solve problems creatively and imaginatively.

Theory Y has become more popular among organizations. This reflects workers'

increasing desire for more meaningful careers  that provide them with more than

just money.
It's also viewed by McGregor as superior to Theory X, which, he says, reduces

workers to "cogs in a machine," and likely demotivates people in the long term.

REFLECTION:

Sources or References:

https://www.mindtools.com/pages/article/newLDR_74.htm
TOPIC:

Motivation (Theory Z by Professor Ouchi)

BRIEF DISCUSSION:

Theory Z represents a humanistic approach to management. Although it is based on

Japanese management principles, it is not a pure form of Japanese management.

Instead, Theory Z is a hybrid management approach combining Japanese

management philosophies with U.S. culture. In addition, Theory Z breaks away from

McGregor's Theory Y. Theory Y is a largely psychological perspective focusing on

individual dyads of employer-employee relationships while Theory Z changes the

level of analysis to the entire organization.

According to Professor Ouchi, Theory Z organizations exhibit a strong, homogeneous

set of cultural values that are similar to clan cultures. The clan culture is

characterized by homogeneity of values, beliefs, and objectives. Clan cultures

emphasize complete socialization of members to achieve congruence of individual

and group goals. Although Theory Z organizations exhibit characteristics of clan

cultures, they retain some elements of bureaucratic hierarchies, such as formal

authority relationships, performance evaluation, and some work specialization.

Proponents of Theory Z suggest that the common cultural values should promote

greater organizational commitment among employees. The primary features of

Theory Z are summarized in the paragraphs that follow.

REFLECTION:
Sources or References:

https://www.referenceforbusiness.com/management/Str-Ti/Theory-Z.html