PRINCIPLES OF MANAGEMENT

UGBS 104
GROUP WORK(GROUP E)

MEMBERS ID SCORE
ACHEAMPONG 10971413 10
STANLEY
GIFTY AWUKU 10982597 10
FREDRICA 10970048 10
BOAFO
ESTHER FUAH 10968554 10
KWARTENG 10938417 10
JOSEPH
HELENA OSEI- 10967637 10
ANSAH
WILSON 10971611 10
MAKAFUI
JUDE ANKRAH 10969330 10
ALBERTA 10952386 10
ASIESI
AZUNGAH JOY 10978462 10
 DIVISION OF WORK
The methods used to manage, or get things done via others—
individually, in groups, or in organizations—are referred to as
management principles. The official definition of management
principles is the planning, organizing, and controlling of the operations
of the fundamental components of resources, such as people, materials,
machines, methods, money, and markets, as well as the provision of
direction, coordination, and leadership to human efforts in order to
achieve the goals of the enterprise. P-O-L-C, which stands for planning,
organizing, leading, and controlling, is a framework that is frequently
used while discussing or studying management principles. Henry Fayol
contributed a fresh perspective on the idea of management. He
established a broad idea that is applicable to every division and level of
management. The administrators of an organization use the Fayol theory
to plan and control its internal operations. He focused on achieving
management effectiveness. Henri Fayol listed a few management
principles, including the division of labor, unity of command, staff
tenure stability, initiative, and promoting harmony.
As a group, we have been tasked to explain a principle of
management and division of work was decided on. The process of
dividing anything into parts or fragments is known as division.
In order to handle each component with comfort and efficiency, it is
important to break a particular activity or task into manageable bits or
components. It is preferable to delegate a specific task to one person
rather than a whole workload. Before allocating a work to someone, be
sure that person has the necessary skills, knowledge, and abilities to do
the assignment effectively and efficiently. When a person performs the
same work repeatedly, he obtains specialization in that task and can
accomplish it with greater ease while minimizing resource and time
waste. This point was stressed since specialization and waste
minimization are critical to the success of any firm. He believed that
every task should be broken down into the smallest feasible component
before being handed to an individual in order to achieve success and
specialization. Large firms, for example, are divided into distinct
divisions to recruit people for other tasks. An excellent graphic designer
does not need to understand accounting because their roles are distinct,
and they will not be working on accounting responsibilities. Building
necessitates a variety of talents that are seldom mastered by a single
person. A house, for example, requires electricity, plumbing, interior
design, and engineering. These are all distinct talents that must be
learned and practiced. To ensure the highest quality and safety of the
building, different employees can focus on their jobs.
This principle has several advantages/benefits, which are described
below:
Greater Efficiency: Workers' efficiency is increased by division of
labor for two reasons. First, each employee is allocated a position that
matches his or her talents, experience, training, and aptitude. Higher
production results from the appropriate guy in the right role. Second,
because of division of labor, a worker is always repeating his task. He
becomes an adept at doing the job. Repetitive work enhances his
dexterity and talents. When employees concentrate on a single activity,
they may master it and enhance their production times. Switching
between tasks, such as finding new materials, booting up equipment, and
moving around a workspace, can take time. Eliminating these activities
by having workers execute a single job can help the team build the final
product faster overall. Workers can also participate in activities in which
they are proficient.
Time Management: Because tasks are separated, several processes
may be carried out concurrently by different people/groups. It aids in
avoiding time and effort waste caused by switching from one sort of job
to another. Because the worker does not have to switch from one
procedure to another, production is faster. Furthermore, division of labor
encourages skill specialization, which boosts worker efficiency. The
concept's significance stems from its efficacy. A person would be
burdened if resources and labor were not properly distributed. Expecting
a person to be dexterous in all duties is not only unrealistic, but also
immoral. As a result, a division of labor based on expertise is critical.
Increased Productivity: Productivity means getting more out of the
same amount of effort. When employees are focused solely on a specific
task, they can conquer it more easily and become more efficient in less
time. As a result, they become more productive in their field.
In fact, most organizations prefer to use the division of labor for
productivity reasons. When employees are assigned tasks that are best
suited to their abilities, they become more efficient and effective,
complete tasks in less time, and waste of resources is minimized. When
they become productive, the overall performance of the organization
improves.
Having discussed the benefits of division of work, this principle also
has drawbacks.
Absence of accountability: It might be difficult to assign blame when
each individual is simply a small element of a larger chain. When a task
fails, determining what went wrong can be time-consuming. At the same
time, it becomes simpler for some people to slack off. When one
individual creates X amount of output, it is easily quantifiable. However,
when they are part of a larger process, measuring the ultimate output is
challenging. As a result, some employees may not accept as much
responsibility for task failure.
Interdependence: When tasks are divided acc
departments/employees, a level of dependency is generated. For
example, the making of a basic pencil is divided into multiple steps.
Someone has to mine the granite, someone else has to cut the wood,
someone else has to make the rubber, and someone else has to put it all
together. Nobody knows exactly how the pencil is created, but everyone
is participating in the process. At the same time, the final result is
dependent on timely material supply. If one portion of the process is
disrupted, whether by a strike or a natural calamity, the entire chain can
come apart.
 Repetition or monotony: Because a worker in the division of labor
performs the same job daily, the job becomes tedious and dull to him,
which may lead to a lack of interest in the job being done. His desire and
ambition to study and accomplish something new dwindles, resulting in
mental tiredness, which eventually degrades job quality. To counteract
this circumstance, some new form of job must be assigned, which may
bring a sense of freshness to the worker's mental position.
To summarize, division of labor is critical in the management
process and the pace of output in the economy. It enables workers to
specialize in their areas of expertise, resulting in more efficient and
dependable job production for the economy. Without a question, the
division of labor has a lot of disadvantages. However, the benefits have
outweighed the drawbacks. By reducing the number of hours worked
each week and giving workers more free time, the negative effects can
be reduced. Both the ability and the will to abolish this system have been
lost. Keep in mind that the Division of Labor is advantageous to the
producers, the employees, and society at large.