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’ve learned that the Henri Fayol’s 14 Principles of

Management are very important, especially on group tasks. It is very important

because now, sooner or later, we will need these principles to help you understand

the real world or meaning of management.

First, the division of labor. In every group activities, Fayol’s the division

of labor must be applied so that the work will be finished earlier. Second, authority.

Authority is very important because it will make the group make as one. Third,

discipline. Members must know how to discipline themselves to make an effective

output. Fourth, unity of command. There must be only one who commands the

members so that the output would be very nice.

Fifth, unity of direction. There should be only one path where members follows the

leader. Sixth, Subordination of Individual Interests to the General Interest. We must

think the interests of the people instead of the interest of a person. Seventh,

remuneration. Remuneration talks about the money and everyone deserves to

receive some of it. Eighth, centralization where there is a decision-making. Ninth,

scalar chain, it is like the chain of command. Tenth, order. Order is very important

so that the output is very pleasant to our eyes. Eleventh, equity. Leaders must be

equal to its members. There should not be favoritism. Thirteenth, initiative. Any

members of the group should be initiative. Initiative does not need supervisions.

Last is the Esprit de Corps. Fighting spirit so that the team members will strive

harder.

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.

3. Challenge the status quo

People tend to choose the status quo over change, to stay in their comfort zone. 

But being comfortable with an approach may not be enough to justify it.  Question

whether you would choose a course of action if you weren't already following it. 

Examine your options as realistically as possible.  Don't overstate the cost or the

effort involved in making a change.

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:

Planning must be the first step when doing an activity. One thing I’ve

learned from Sir Glenn is, “if Plan A fails, do the Plan B, and if it fails again, repeat it

until Z.” Planning begins with determination of objectives.

It highlights the purposes for which various activities are to be undertaken.

In fact, it makes objectives more clear and specific.

Planning helps in focusing the attention of employees on the objectives or

goals of enterprise.

Without planning an organization has no guide.

Planning compels manager to prepare a Blue-print of the courses of action to

be followed for accomplishment of objectives.

Therefore, planning brings order and rationality into the organization.

Sources or References:

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

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

https://www.managementstudyguide.com/planning_advantages.htm
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:

The greatest advantage of organizing information within a company is

the efficiency of the resources. An organized professional will spend less time

correcting mistakes, searching for information and fixing any clutter. The time saved

means more time for doing productive things and more resources for other projects,

therefore more money. Apart from the positive impact on time management,

organizing information will make it more comfortable for employees to share any

information with each other, thus working better as a team.

For any business, organizing information is all about keeping things in

proper order such that the path from inquiry to result is clear and time-efficient.

Information, in the business’ world, comes from various sources and takes lots of

forms: employee records, news, internal meetings minutes or political context. A

company’s information portfolio is the key action influencer in any matter concerning

the company, so understanding the data and filtering the noise is essential to

management.

Sources or References:

https://xwiki.com/en/Blog/top-5-benefits-of-organizing-information-within-your-

company
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:

When a small business is properly staffed, employees are able to

complete the duties and responsibilities of their jobs in a timely manner. Small

businesses that are overstaffed lose money by employing too many individuals to

accomplish the various tasks required to keep the company running efficiently. In

contrast, a company that fails to identify efficient staffing levels and hires too few

employees’ risks overworking current employees. This can lead to poor job

performance and high attrition rates, resulting in wasted resources related to

training and finding new employees.

For a small business, attracting and retaining customers is an integral

part of success in the marketplace. With proper staffing levels, small businesses can

make sure customer needs are met or exceeded. Inadequate staffing levels can

leave employees unable to meet customer needs, resulting in dissatisfied customers

or clients, which can negatively affect the bottom line.

Sources or References:

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

and-its-meaning/

https://smallbusiness.chron.com/advantages-staffing-properly-25379.html
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:

All individuals have their needs, which they strive to satisfy in order to

survive. There are some aspects where people have different level of needs but also

have same level of needs. It is beyond just food, water, and shelter, which are the

basics, it also includes physical and non-physical elements need ed for

human growth and development. Abraham Maslow had come to formulate a

hierarchical structure of all the needs that a man must acquire in order to be

considered as fulfilled or self-actualized. Through this theory, we are able to identify

the most basic human needs.

Maslow’s original hierarchy of needs consists of five stages or levels

of needs that are listed in an ascending order. Basic needs to be at the very bottom,

which is the physiological needs. Maslow considered these needs to be very basic

and an essential for every human being. The next level of needs was the safety

needs which encompass both financial and personal security as well as health and

the well-being of an individual. As the pyramid advances, there are other greater

needs. As soon as both the physiological and safety needs are somewhat satisfied, a

person starts looking for love and affection and belongingness needs

Sources or References:

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

maslows-hierarchy-of-needs.html

https://www.scribd.com/document/284047204/Reaction-Paper-on-Maslow-s-

Hierarchy-of-Needs
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:

X-Theory is regarded as the means to supervise and control the

workers. Decision making in all fields is entrusted with the managers. Workers are

allowed to express their suggestions and emotion. But the decisions are taken by

managers and workers should follow the decisions.

Theory is just opposite to X-Theory. So, X-Theory is considered as

traditional theory and Y-theory as modern theory. Y theory emphasizes the

importance of workers in the accomplishment of enterprise objectives.

McGregor’s assumptions about human behavior are rather realistic; as

in practice we usually find people corresponding to Theory ‘X’ or Theory ‘ Y’

ideologies. This is the common observation of many of us.

Sources or References:

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

http://www.simplinotes.com/theory-x-theory-y/
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:

Proponents of Theory Z suggest that it leads to improvements in

organizational performance. The following sections highlight the development of

Theory Z, Theory Z as an approach to management including each of the

characteristics noted above, and an evaluation of Theory Z. Realizing the historical

context in which Theory Z emerged is helpful in understanding its underlying

principles. The following section provides this context.

In order to make employees loyal and committed to the organization,

there must exist a strong bond (strong connection) between organization and

employees.

Sources or References:

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

http://www.yourarticlelibrary.com/organization/motivation-organization/william-

ouchis-theory-z-features-and-evaluation-theory-of-motivation/69814
TOPIC:

Staffing (Recruitment)

BRIEF DISCUSSION:

With any recruiting method, hiring from outside an organization

instead of promoting from within the company carries both advantages and

disadvantages. Let's explore some of the advantages:

 When an organization recruits externally, it opens the organization up to a

larger pool of applicants, which increases its chance of finding the right

person for the job.

 External recruitment provides an opportunity for a fresh outlook on the

industry that a company may need to stay competitive.

 Bringing in fresh talent from the outside can help motivate the current

employees to produce and achieve more in hopes of obtaining the next

promotional opportunity.

 Looking outside the organization also allows a company to target the key

players that may make its competition successful. Hiring a candidate with

a proven track record for the competition allows the company to get an

insider's view as to what the competition is doing to be successful. This

gives the organization a chance to stay a step ahead of the competition.

 Hiring an external candidate also opens up many opportunities to find

experienced and highly-qualified and skilled candidates who will help a

company meet its diversity requirements.

REFLECTION:

When a small business is properly staffed, employees are able to

complete the duties and responsibilities of their jobs in a timely manner. Small

businesses that are overstaffed lose money by employing too many individuals to

accomplish the various tasks required to keep the company running efficiently. In

contrast, a company that fails to identify efficient staffing levels and hires too few

employees’ risks overworking current employees. This can lead to poor job

performance and high attrition rates, resulting in wasted resources related to

training and finding new employees.

For a small business, attracting and retaining customers is an integral

part of success in the marketplace. With proper staffing levels, small businesses can

make sure customer needs are met or exceeded. Inadequate staffing levels can

leave employees unable to meet customer needs, resulting in dissatisfied customers

or clients, which can negatively affect the bottom line.

Sources or References:

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

and-its-meaning/

https://study.com/academy/lesson/external-recruitment-advantages-disadvantages-

methods.html
TOPIC:

Staffing (Training and Development)

BRIEF DISCUSSION:

Training is a program that helps employees learn specific knowledge

or skills to improve performance in their current roles. Development is more

expansive and focuses on employee growth and future performance, rather than

an immediate job role.

Good training and development programs help you retain the right

people and grow profits. As the battle for top talent becomes more competitive,

employee training and development programs are more important than ever.

Hiring top talent takes time and money, and how you engage and develop that

talent from the time they are first onboarded impacts retention and business

growth. According to the 2019 Workplace Learning Report from LinkedIn, 82% of

L&D professionals say that their executives actively support employee engagement

in professional learning, and 59% say they will spend more on their online learning

budget.

REFLECTION:

Training presents a prime opportunity to expand the knowledge base

of all employees, but many employers in the current climate find development

opportunities expensive. Employees attending training sessions also miss out on

work time which may delay the completion of projects. However despite these

potential drawbacks, training and development provides both the individual and
organisations as a whole with benefits that make the cost and time a worthwhile

investment. The return on investment from training and development of employees

is really a no brainer.

Sources or References:

https://2020projectmanagement.com/resources/project-management-training-and-

qualifications/the-importance-of-training-and-development-in-the-workplace