REPUBLIQUE DU CAMEROUN REPUBLIC OF CAMEROON

Paix-Travail-Patrie Peace-Work-Fatherland
***** *****
MINISTRE DE MINISTRY OF HIGHER
L’ENSEIGNEMENT SUPERIEUR EDUCATION
***** *****
GULF FIELD UNIVERSITY GULF FIELD UNIVERSITY
INSTITUTE OF PETROLEUM, INSTITUTE OF PETROLEUM,
MINING AND MANAGEMENT MINING AND MANAGEMENT
SCIENCE SCIENCE
***** *****
IT’S POSSIBLE

DEPARTMENT OF PETROLEUM
LOGISTICS

PRINCIPLES OF MANAGEMENT

ACADEMIC
YEAR
2020/2021

Presented by Supervisor

KOUAMEN KEVIN Mr EVARISTUS

 ACKNOWLEDGEMENT
I wish to express sincere appreciation to Mr Evaristus for his advice and
encouragement towards the conception and writing of this book. The persistent
support and contributions of some relatives and colleagues and students of gulf
field university motivated me to strive to complete this work amidst several
problems.

I am responsible for the entire text in the book and any short comings such as
errors, omissions and organizational weakness of this book, is my responsibility. I
will accordingly be most delighted to welcome suggestions, further criticisms, and
comments that can be used to revise and improve on the content and quality of
the book.

Finally, I thank God Almighty for guiding and sustaining us throughout the
process.

KOUAMEN KEVIN

+237 693-642-996

+237 652-283-711
 TABLE OF CONTENT

Acknowledgement..........................................................................................................................

Introduction………………...............................................................................................................................

Definition of Management……………………………………………………………………………………………………………………..

Fourteen
 PRINCIPLES OF MANAGEMENT

INTRODUCTION;

Definition: Management has been defined by several theorists in their own

way. Henri Fayol defined management as, “Management is to forecast, to plan, to
organize, to command, to coordinate and control activities of others.” In simple
terms, management is a means of organizing and delegating the work that needs to
be done among people who can do it, and then ensuring that said work is done
diligently and timely.

You will see management in almost all walks of life. Sometimes you will be
managing things without actually realizing it. The simplest example is, being the
class representative. There are so many things a class representative has to manage.
An efficient class representative is the one who knows how to delegate duties and
take command of the situation.

Principles of Management teaches management principles to tomorrow’s business

leaders by weaving three threads through every chapter: strategy, entrepreneurship
and active leadership.

We all know that management is an art of getting things done, by others. No one
excels in this art like our mothers, which is why they are the best managers around!
On a more serious note, it has often been debated whether the study of management is
an art or science. One of the earliest scientists of management Henri Fayol has laid
down 14 principles of Management. But before you learn these principles you need to
first understand the basic concept of management and its principles.

The Principles of Management are the essential, underlying factors that form the
foundations of successful management. According to Henri Fayol in his
book General and Industrial Management (1916), there are 14 'Principles of
Management'.

1. Division of Work - According to this principle the whole work is divided

into small tasks. The specialization of the workforce according to the skills
of a person, creating specific personal and professional development within
the labour force and therefore increasing productivity; leads to
specialization which increases the efficiency of labour.
2. Authority and Responsibility - This is the issue of commands followed by
responsibility for their consequences. Authority means the right of a
superior to give enhance order to his subordinates; responsibility means
obligation for performance.
3. Discipline - It is obedience, proper conduct in relation to others, respect of
authority, etc. It is essential for the smooth functioning of all organizations.
4. Unity of Command - This principle states that each subordinate should
receive orders and be accountable to one and only one superior. If an
employee receives orders from more than one superior, it is likely to create
confusion and conflict.
5. Unity of Direction - All related activities should be put under one group,
there should be one plan of action for them, and they should be under the
control of one manager.
6. Subordination of Individual Interest to Mutual Interest - The
management must put aside personal considerations and put company
objectives firstly. Therefore the interests of goals of the organization must
prevail over the personal interests of individuals.
7. Remuneration - Workers must be paid sufficiently as this is a chief
motivation of employees and therefore greatly influences productivity. The
quantum and methods of remuneration payable should be fair, reasonable
and rewarding of effort.
8. The Degree of Centralization - The amount of power wielded with the
central management depends on company size. Centralization implies the
concentration of decision making authority at the top management.
9. Line of Authority/Scalar Chain - This refers to the chain of superiors
ranging from top management to the lowest rank. The principle suggests
that there should be a clear line of authority from top to bottom linking all
managers at all levels.
10.Order - Social order ensures the fluid operation of a company through
authoritative procedure. Material order ensures safety and efficiency in the
workplace. Order should be acceptable and under the rules of the company.
11.Equity - Employees must be treated kindly, and justice must be enacted to
ensure a just workplace. Managers should be fair and impartial when
dealing with employees, giving equal attention towards all employees.
12.Stability of Tenure of Personnel - Stability of tenure of personnel is a
principle stating that in order for an organization to run smoothly, personnel
(especially managerial personnel) must not frequently enter and exit the
organization.
 13.Initiative - Using the initiative of employees can add strength and new
ideas to an organization. Initiative on the part of employees is a source of
strength for organization because it provides new and better ideas.
Employees are likely to take greater interest in the functioning of the
organization.
14.Esprit de Corps/Team Spirit - This refers to the need of managers to
ensure and develop morale in the workplace; individually and communally.
Team spirit helps develop an atmosphere of mutual trust and understanding.
Team spirit helps to finish the task on time

Key Roles

Fayol also divided the management function into five key roles

 To plan and forecast/Planning

 To organize/Organizing
 To command/Commanding, Leading
 To coordinate/Coordinating
 To control/Controlling
Importance of Principles of Management

Before we learn anything, it is always good to understand why is it important to

know it? Running an organization is a huge task. At times it can be daunting if you
do not know where to begin. The principles of management help the organization
create a coherent management structure which is the backbone of running a
successful organization.
The principles work as a guidance and reference for the management on how to
handle certain situations or manage the organizational structure and chain of
command.

CHARACTERISTICS / NATURE / FEATURES OF MANAGEMENT

The main characteristics of management are as follows:

I. Management is an activity: Management is an activity which is concerned with

the efficient utilization of human and non-human resources of production.
II. Invisible Force: Management is an invisible force. Its existence can be felt
through the enterprise or institution it is managing.
III. Goal Oriented: Management is goal oriented as it aims to achieve some
definite goals and objectives. According to the Haimann, “Effective management
is always management by objectives”. Managers and other personnel officers apply
their knowledge, experience and skills to achieve the desired objectives

IV. Accomplishment through the efforts of Others: Managers cannot do

everything themselves. They must have the necessary ability and skills to get work
accomplished through the efforts of others.
V. Universal activity: Management is universal. Management is required in all
types or organizations. Wherever there are some activities, there is management.
The basic principles of management are universal and can be applied anywhere
and in every field, such as business, social, religious, cultural, sports,
administration, educational, politics or military.
IX. Need at all levels: According to the nature of task and scope of authority,
management is needed at all levels of the organization, i.e., top level, middle and
lower level.
X. Integrated process: Management is an integrated process. It integrates the
men, machine and material to carry out the operations of the enterprise efficiently
and successfully. This integrating process is result oriented.
VI. Art as well as Science: Management is both an art and a science. It is a science
as it has an organized body of knowledge which contains certain universal truths
and an art as managing requires certain skills which apply more or less in every
situation.

FIVE FUNCTIONS OF MANAGEMENT

Henri Fayol gained world-wide fame for his 14 general principles of management.

He distinguished six general activities for industrial enterprises: technical,
commercial, financial, security, accounting and managerial. He defined five
functions of management for the management component and these are still seen
as relevant to organizations today. These five functions focus on the relationship
between personnel and its management and they provide points of reference so that
problems can be solved in a creative manner.

1. Planning

Planning is looking ahead. According to Henri Fayol, drawing up a good plan of

action is the hardest of the five functions of management. This requires an active
participation of the entire organization. With respect to time and implementation,
planning must be linked to and coordinated on different levels. Planning must take
the organization’s available resources and flexibility of personnel into
consideration as this will guarantee continuity.

2. Organizing

An organization can only function well if it is well-organized. This means that

there must be sufficient capital, staff and raw materials so that the organization can
run smoothly and that it can build a good working structure. The organizational
structure with a good division of functions and tasks is of crucial importance.
When the number of functions increases, the organization will expand both
horizontally and vertically. This requires a different type of leadership. Organizing
is an important function of the five functions of management.

3. Commanding

When given orders and clear working instructions, employees will know exactly
what is required of them. Return from all employees will be optimized if they are
given concrete instructions with respect to the activities that must be carried out by
them. Successful managers have integrity, communicate clearly and base their
decisions on regular audits. They are capable of motivating a team and
encouraging employees to take initiative.

4. Coordinating

When all activities are harmonized, the organization will function better. Positive
influencing of employees behaviour is important in this. Coordination therefore
aims at stimulating motivation and discipline within the group dynamics. This
requires clear communication and good leadership. Only through positive
employee behaviour management can the intended objectives be achieved.
5. Controlling

By verifying whether everything is going according to plan, the organization

knows exactly whether the activities are carried out in conformity with the plan.

Control takes place in a four-step process:

1. Establish performance standards based on organizational objectives

2. Measure and report on actual performance
3. Compare results with performance and standards
4. Take corrective or preventive measures as needed.

Universality of Management
Often, we hear the statement that the activity of management is ‘Universal’.
Universality proposes that the field of management is applicable to government,
business, university and other non-profit organizations like clubs, cinema theatres,
hospitals, etc. The manager uses the same managerial skills and principles in each
managerial positions held in such organizations. The management problems that
these diverse organizations face are alike, and the duties of their managers are
equally similar.Universality implies transferability of managerial skills across
industries, countries. In fact, management is one of the important exports of the
international firms.
Arguments in Favour of Universality of Management
1. Similar Functions
Quite often, it is wrongly thought that management exists only in a business and
not in other enterprises. However, the fact is, that while acting in their respective
managerial capacities not only the company President but also the office supervisor
perform the basic functions of management. The difference lies only in things like
broadness of the objectives, the importance of the decisions taken, the
organizational relationships affected, etc. Managers perform essentially the same
functions irrespective of their level in the organization, industry or country.

2. Universal Principles
Classical writers like Fayol, Urwick, and others believed that there are certain
principles in management that are universally applicable. They are:

 the principle of departmentation,

 principle of division of labour,
 principle of span of control,
 the scalar principle, ( The principle of power sharing)
 principle of unity of command, etc.
These principles have been translated into practice for a long time and have found
universal expression irrespective of the nature and level of management in
organizations.

3. Same Fundamentals
Management occurs in parks, hospitals, farms, universities, cities, police agencies,
churches, air ports, community organizations, industries, etc. The fundamentals
governing the management of a business, a church or a university are same. The
difference lies only in the techniques employed and practices followed.

All managers are accountable for performance of other people. They plan, make
decisions, organize work, motivate people and implement controls and so on. With
a view to achieve objectives, the techniques used should vary based on situational
factors like culture, tradition, attitude, etc. Same is the case with management
practices also.

4. Practical Evidence
Management is found in all the functions, levels and sizes of organizations. As
observed by Peter F. Drucker,

Arguments Against Universality of Management

1. Impossibility of Complete Substitutability
It is true that the manager’s job has become most universal at the upper levels of
organizations. The higher, one moves in an organization, the more he performs the
common functions of management like planning, organizing, directing and
controlling and the less he moves, the less he is involved in day-to-day technical
matters. The relationship between performance and functions entrusted becomes
more intense as one moves lower down the order.

2. Varying Organizational Philosophies

As pointed out by Dale Yoder, no individual could be a good administrator in
religious, academic, military, and business institutions of both communist and
democratic countries. This is because, the philosophies which underlie each are
drastically different and one person could not encompass so much. For instance, in
one concern, the emphasis may be profit maximization and in the other, the
emphasis may be social responsibilities. Such conflicting demands affect
managerial actions and what a manager could apply with success in one concern
may not find a meaningful expression in the other concern where the underlying
philosophy is different.

3. Impossibility of Universal Principles

Classical management principles were written by practitioners in management and
were based on their personal experience only. They have only made an attempt to
pass on their ideas as universal truths. These principles are vague and too general
and, therefore, are very difficult to apply to a specific organization. They often
overlap and are sometimes incompatible with one another. Thus, the statement of
‘Universal Principles‘is quite unblessed.
4. Management is an Output of the Culture
Managers have to operate within the broad constraints operating in an economy
like culture, tradition, organizational philosophies, etc. Managerial behaviour in a
deeply traditional, religious economy is bound to be different from the advanced
and scientifically-oriented economy. It is fruitful to search for a common set of
‘principles’ where managers have to operate in highly diverse cultures.

EFFECTIVE MANAGER

In any business, your employees are often one of the most important assets. They
are responsible for the business functioning on a day-to-day basis. It’s therefore
crucial for those in managerial positions to understand their staff and support them.
As a result, you can help to maintain happy, hardworking and loyal employees.

Being a perfect manager isn’t always easy. There are many bad leadership
mistakes you will need to avoid along the way. However, to help you become an
effective manager for your team, here are 12 behaviours and characters you need to
ensure you have. If you don’t possess all these qualities right now, that doesn’t
automatically mean you’ll always be a bad boss.
Not everyone is a born leader, but being aware of these qualities and working hard
at them is certainly a key step towards developing your skills as a more effective
manager:

Leadership

In order to be an effective manager, you need to be able to lead your employees in

an efficient manner. A lot of responsibility comes with being a manager, and being
able to lead a team is required.

Experience

If you don’t have experience working in a professional environment and leading a

team, it will be hard to step up as a manager. A great way to gain experience in a
management role is to volunteer, either within your field or with a nonprofit. Ask
to help manage and produce events, whether it’s raising money for an organization
or organizing an event.

Communication

Being able to communicate with your team is required when being an effective
manager. This not only means communicating job responsibilities and
expectations, it means listening to your team and working with them to produce
results within their position.

Knowledge

Experience as a manager is a must but so is knowledge. There are many different

degrees offered for managers, including a bachelor’s degree in business or
a master’s degree in leadership or project management. You can also get
a certificate in project management, entrepreneurship, ethics, or human resource
management.
Organization

If you aren’t organized in your position, there’s a good chance that the employees
you manage won’t be either. There are many resources online that can inspire you
to get organized. You can also buy a personal planner or download an app on your
phone that can remind you of meetings, tasks you need to complete every day, etc.

Time Management

Another key factor in being a successful manager is time management. If you’re

late every day, your employees might think it’s acceptable to also be late. Time
management is also important when it comes to prioritizing your day, making sure
you have time to communicate with your employees, and accomplishing goals
throughout the week.

Reliability

A manager that is leading a team has to be reliable. This means being available for
your employees, getting things done that you said you would, and supporting your
team however needed.

Delegation

If you don’t know how to delegate projects and tasks, your role as a manager will
be a lot more difficult. Don’t be afraid to ask your employees to help complete a
task. You might think it’s easier to do everything yourself, but this will add more
time to your already busy schedule, and you won’t be allowing your employees to
do what they were hired to do.

Confidence
To be an effective manager, you need to be confident in your abilities, experience,
and decisions. This doesn’t mean you have to be arrogant or feel that you’re better
than your employees. But you’re in a management role for a reason, so be proud
and be an inspiration to your team.

Respect for Employees

If you don’t respect your employees, there will definitely be tension in your
workplace. Be cognizant of their time and abilities, be able to listen and
communicate with them, and be a resource of knowledge and guidance.

THE MANAGER AND HIS DUTIES

Traditionally, the manager's job description and duties and responsibilities include:

Plan: planning the operation and function of the area over which the manager is
assigned responsibility in a way that accomplishes the goals for which he or she is
responsible in the workings of a total organization.

A manager is responsible for overseeing and leading the work of a group of

people." But, he or she is also responsible for leadership over a segment of work, a
sub-section of the organization's results, or a functional area with or without
reporting staff. 

Traditionally, the manager's job description and duties and responsibilities include:

 Plan: planning the operation and function of the area over which the
manager is assigned responsibility in a way that accomplishes the goals for
which he or she is responsible in the workings of a total organization.
 Organize and Implement: organizing the production of the work, and the
workforce, training, and resources necessary to do the work, in a way that
accomplishes the desired and required outcomes to meet the goals.
 Direct: providing the employees and their resources with enough guidance,
direction, leadership, and support necessary to ensure that they are able to
accomplish their goals.

 Monitor: following up to ensure that the plan to achieve the goals is being
carried out in such a way that its accomplishment is assured.
 Evaluate: reviewing and assessing the success of the goal, the plan, and the
allocation of the employees and their resources using solid, reliable
measurements.
 Performing other responsibilities as assigned by the president, vice
president, or director to whom the manager reports. These responsibilities
are diverse and far-reaching in most organizations and depend on the
organization's goals and objectives.