PRINCIPLE & PRACTICE OF
MANAGEMENT
• Annisa Nufus H (073.15016)
• Hans Kristian
• Molyvia Stevany (073.15.064)
• Regita Cahyani (073.015.080)
• Roland Aprilando
• Sathio Z. (073.015.085)
• Siti Alya Putri (073.15.087)
• Sulaeman (073.15.089)
• Abraham Evodie (073.15.102)
• Ravi Fatahilah Y.
• Fadhil Zuhayr
• Clara Suci R (073.15.103)
1. The aims of management in the achievement of a given purpose or
task throught effective and economical activities or operation of
persons associated in an interprise or organisation, can be attained
only if there is willing co-operation from co-ordinated activity a m o n g
those persons.

2. However sound the framework provided b y the policy, plans and

organisation structure of the enterprise, effective management
implies a responsibility for delibrate and continuous co-ordination,
and specific mechanism to this end m a y be required.

3. The effectiveness of operations and the maintenance of co-

operation a m o n g members of an organisation is in part determined
b y the personal and social contentment derived b y them from their
participant in the tasks of the enterprise.

4. Co-ordination of operations requires balance of activities as well as

unification ; it can be most effectively attained b y direct continuous
contact a m o n g the persons concerned, starting at an early stage of
their activities, and proceeding with due regard to the relevant facts.
5. The issue of instructions (command) and the supervision of
operations are a m o n g the channels throught which the element of
motivation is carried into effect.
6. Communiations (instructions, etc) should flow along the lines of
responsibility and relationship set out in the organisation structure.

7. High morale (will to work) a m o n g members of an organization is

promoted by:
• Keeping the informed of matters concerning the activites of the
organization
• Consulting them in regard to its regulation and further
development
• Fostering in them a sense of self responsibility the performance of
their tasks
• Affording them opportunities for self-development, compatible
with the purpose and interests of the organization Encouraging
them to continue to its effectiveness and
• development apart from the performance of their allotted tasks’
Fostering their responsible participation in its management
8. high morale is in part determined b y the confidence and respect felt
b y subordinates for their superiors; outstanding a m o n g the factors
promoting such confidence and respect is an unquestioned basis of
fairness and objectivity in dealings with subordinates.

9. Mambers of an organisation can not be expected to develop a spirit

of willing co-operation in its purposes and tasks, unless they are
able to anticipate reasonable security of tanure of their
membership of that organisation.

10.discipline means acceptance of the necessary rules or regulations

of the enterprise, and is the natural concomitant of high morale: the
for special provisions for "The Maintenance of Discipline" is an
indication that morale is not adequate.

11.Discipline, is a reflection of high morale, is the best attained b y

fostering the sense of responsibility of subordinate ー b y enlisting
their co-operation in the formulation of the code of regulation and
b y providing for independent review in case of alleged grievance
or dispute as to the application of that code.
12. However democrats its principles and structure, the level of
morale of an organisation (its "tone") is largely a reflection of
the human attitude and outlook of its chief executive.
THANK YOU
for your time!