Principal of management

Assignment No:-1

The Profile of Effective Manager

Sameer Ashok Kadam

MFM 1017
EFFECTIVE MANAGEMENT
Developing effective management skills to deal with specific challenges and problems of
each organization is the urgent needs of many businesses and organizations in the global
competitive environment, rapid changing of technology and environment. The new tendency
of training and development of successful organizations over the world today is developing
effective skills in dealing with specific challenge of their own organization to reach their own
mission and objectives in the new organization that characterized by networked, flat,
flexible, diverse, global organization.

“Effective Management Skills” to help people and organization improving their own
effectiveness and efficiency.Globalisation and rapidly developing technology shows
we are in a period of intense competition. Proper management is vital in these
complex environments. The quality of manager and effective management styles
can determine the culture of the organisation, the productivity of its staff, and,
ultimately, success or failure. A manager should have the ability to direct,
supervise, encourage, inspire, and co-ordinate, and in doing so facilitate action
and guide change.  Managers develop their own leadership qualities and those
of others. Management utilises planning, organisational and communications
skills.  These skills are important in leadership also, but even more so are
qualities such as integrity, honesty, courage, commitment, sincerity, passion,
determination, compassion and sensitivity.

An effective manager should have the following skills.

1. Creative Problem Solving Skills.: (1) Describing and analyzing a problem, (2)
Identifying causes of a problem, (3) Developing creative options and choosing the best
course of action, and (4) Implementing and evaluating effective and efficiency of the
decision.
2. Communication Skills: (1) Listening skills, (2) Presentation skills, (3) Feedback Skills,
(4) Report writing skills.
3. Conflict Management Skill: (1) Identifying sources of conflict – functional and
dysfunctional conflicts, (2) Understanding personal style of conflict resolution, (3)
Choosing the best strategy for dealing with a conflict, and (4) Developing skills in
promoting constructive conflicts in organization and teams.
4. Negotiation Skills (1) Distinguishing distributive and integrative negotiations, position
and principle negotiation, (2) Identifying common mistakes in negotiation and ways to
avoid them, (3) Developing rational thinking in negotiation, and (4) Developing effective
skills in negotiation that benefits all parties involved.
5. Self-Awareness and Improvement: (1) Understanding the concept of self-
management, (2) Evaluate the effectiveness of self-management, (3) Developing
creative and holistic thinking, (4) Understanding the importance of emotions in works as
well in self-development, (5) Understand of self-motivation, and (6) Effectively managing
self-learning and change.
There are certain other qualities required for a good manager to
manage his staff.

Planner:
A Manager has to take a long-term view; while a team member will be working towards known
and established goals, the manager must look further ahead so that these goals are selected
wisely. By thinking about the eventual consequences of different plans, the manager selects the
optimal plan for the team and implements it. The manager ensures that work is not repeated nor
problems tackled too late, and that the necessary resources are allocated and arranged.

Provider:
The Manager has access to information, which the team needs. The role of a manager is
important because authority, which the manager holds uniquely within the team and the
manager, must exercise the power for the benefit of the team for the effective productivity.

Protector
In any company, there are problems, which can deflect the work force. The
manager should be there to guard against these and to protect the team. If a new
project emerges which not given an impossible deadline. If someone in your team
brings forward a good plan, you must ensure that it receives a fair hearing and that
your team knows and understands the outcome. If someone is in your team has a
problem at work, you have to deal with it.

Inspires a Shared Vision

An effective manager is often described as having a vision of where to go and the

ability to articulate it.

Qualities of a Manager

Good Communicator

The ability to communicate with people is the most important skill by managers and team
members. The Manager is also the team's link to the larger organisation. He must have the
ability to effectively negotiate and use persuasion when necessary to ensure the success of the
team and project. Through effective communication, manager support individual and team
achievements by creating guidelines for accomplishing tasks and for the career advancement of
team members.

Enthusiasm

If Managers are negative - they bring staffs down. Manager with enthusiasm, with a bounce
in their step, with a can-do attitude.Many people tend to follow people with a can-do attitude.
Enthusiastic Managers are committed to their goals and express this commitment through
optimism.
Competence

Managers will be chosen based on their ability to successfully lead others rather than on
technical expertise, as in the past. Having a winning track record is the surest way to be
considered competent. Expertise in management skills is another dimension in competence.
The ability to challenge, inspire, enable, model and encourage must be demonstrated if
managers are to be seen as capable and competent.

Ability to Delegate Tasks

Trust is an essential element in the relationship of manager and his or her team. You
demonstrate your trust in others through your actions - how much you check and control their
work, how much you delegate and how much you allow people to participate.

Team-Building Skills

A team builder can best be defined as a strong person who provides the substance that holds
the team together in common purpose toward the right objective. In order for a team to progress
from a group of strangers to a single cohesive unit, the leader must understand the process and
dynamics required for this transformation. He or she must also know the appropriate leadership
style to use during each stage of team development.

Communicate the big picture.

If you want your employees to work hard and be committed to your business, you have to keep
them in the loop. Open communication helps foster loyalty and gives employees a sense of
pride. It helps them understand how their work contributes to the company's success.

Delegate work and responsibilities.

Some employees, share their workload with them and assign the work according to people's
strengths and weaknesses, and let employees develop their own good work habits and abilities.

Help employees set goals.

Setting deadlines and goals helps keep employees focused, busy and motivates them to do
their work. Talk to each of your employees about the company's goals, and work with them to
set individual goals directly linked to your business's mission. Make sure employees understand
their professional growth path in the company.
Effective dealing of Problems.

The first step in dealing with a problem employee is to identify the trouble. Many times, a simple,
honest talk with an employee will dissolve issues such as occasional tardiness or minor attitude
problems. Coaching requires a manager to work one-on-one with problem employees or to
assign another employee to work with the employee to overcome their shortcomings. The
mentor should provide the employee with feedback and solutions for improving their
performance.

Poor performance.

Poor performance is not always due to a lack of skills; the employee may simply be
disorganized or sloppy. These habits can usually be corrected with proper guidance. If
performance difficulties relate to a lack of skills, consider coaching or additional training.

Job incompatibility.

In some cases an employee becomes a problem because their skills aren´t compatible with
their assigned tasks or regular duties. In this case, offering the employee additional training or
assigning them a different set of tasks is usually the most appropriate course of action.

Create an effective message.

Consider the specific informational needs of executives, middle managers, supervisors and
employees, and tailor your message to fit each audience. An effective message should also
explain how your employees´ day-to-day duties directly affect the company´s performance and
should touch on the values and pride of the employees.

Listen to your employees.

Employee feedback is critical in managing change. Holding focus groups with employees is a
great way to gauge reaction and monitor the progress of change. You also can encourage
employees to provide feedback through email or the company intranet. Communication is the
cornerstone to successful change management.

To be an effective manager you must know yourself, your strengths and your weaknesses, and
those of the people around you.  You must know your objectives and have a plan of how to
achieve them.  You must build a team of people that share your commitment to achieve those
objectives, and you must help each team member to achieve their best which will be able to
attain a common goal.
Principal of management

Assignment No:-2
14 Henri Fayol Principal
of
Management

Sameer Ashok Kadam

MFM 1017
 14 Principles of Management

In 1961, Henri Fayol provided a list of 14 principal in his book titled ‘Industrial and
General Administration’. Fayol was of the opinion that all manager in all organization,
whether large or small, need to follow the principales of in managerial business affairs.

The 14 principles are as follows:

1. Division of work

The work in an organization must be divided among individuals and departments.

Division of work leads to specialization. It results in improvement in quality, increase in
quantity, and reduction in cost. Specialization also leads to innovation.

2. Authority and Responsibility

Fayol stressed that there should be a balance between authority and responsibility.
Authority must be equal to responsibility. If authority is more than responsibility, then a
manager may misuse it.

3. Discipline

Fayol stressed the need for in an organization. Discipline need to flow from top
level to lower lever in the organization. It involves application and dedication on the part
of the employees. It also involves outward marks of respect.

4. Unity of command

A subordinate should receive order from only one superior. In turn, the
subordinate should report only to one superior. Lack of unity of command is like “too
many cook spoils the soup.” Unity of Command also makes it easier to fix responsibility
for mistakes.
5 .Unity of Direction

There should be the same direction to all employees doing similar activities. A
Particular activity must be directed with the help of a single plan. 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 Interest

The interest of organization should be primary and that of an employee.The

management must put aside personal considerations and put company objectives first.
The interests 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. Sharing of authority with lower levels is called decentralization.
The organization should strive to achieve a proper balance.

9. Scalar Chain

Scalar Chain 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 – for the purpose of proper
communication.

10. Order

Fayol stated that there should be order in the organization. The management
should obtain orderliness in work through suitable organisation of men and materials.

11. Equity

Equity mean social justice. All member of the organization should be given fair
and just treatment, depending upon the performance. Employees must be treated
kindly, and justice must be enacted to ensure a fair workplace. Managers should be fair
and impartial when dealing with employees.
12. Stability of Tenure

Employees should not be kept temporary for a long period of time. The period of
service should not be too short and employees should not be moved from positions
frequently. Employees cannot render useful service if they are removed before they
become accustomed to the work assigned to them. Job security to win their loyalty to
the organization

13. Initiative

The superior must sacrifice his own vanity to encourage and inspire those under
him to show initiative. Initiative on the part of employees is a source of strength for the
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

It is the team spirit that result in loyalty, dedication and commitment of

employees. 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 can be used to initiate .
 Principal of management

Assignment No:-3
How to Build an Effective Team

Sameer ashok kadam

MFM 1017
 How to Build an Effective Team

A team is an energetic group of people, committed to achieving a common

objective, who work well together, enjoy doing so, and produce high quality
results.

Team building is a process designed to create a work climate where members

can achieve work satisfaction by directing their energy, creativity and imagination
toward improving their work and work environment.

Experience has demonstrated that successful teams are empowered to

establish some or all of a team's goals, to make decisions about how to
achieve these goals, to undertake the tasks required to meet them and to be
mutually accountable for their results.

There are several characteristics of an effective team. These include:

 Clear purpose - The vision, mission, goal or task of the team has been defined
and is now accepted by everyone. This is an action plan.

 Informality - The climate tends to be informal, comfortable and relaxed. There

are no obvious tensions or signs of boredom.

 Participation - There is much discussion and everyone is encouraged to

participate.

 Listening - The members use effective listening techniques such as questioning,

paraphrasing and summarizing to get out ideas.

 Civilized disagreement - If there is disagreement, the team must be comfortable

with this and show no signs of avoiding, smoothing over or suppressing conflict.

 Consensus decisions - For important decisions, the goal is substantial but not
necessarily unanimous agreement through open discussion of everyone's ideas,
avoidance of formal voting or easy compromises.

 Open communication - Team members feel free to express their feelings on the
tasks as well as on the group's operation. There are few hidden agendas.
Communication takes place outside of meetings.
  Clear roles and work assignments - There are clear expectations about the
roles played by each team member. When action is taken, clear assignments are
made, accepted and carried out. Work is fairly distributed among team members.

 Shared leadership - While the team has a formal leader, leadership functions
shift from time to time depending on the circumstances, the needs of the group
and the skills of the members. The formal leader models the appropriate
behavior and helps establish positive norms.

 External relations - The team spends time developing key outside relationships
and mobilizing resources, then building credibility with important players in other
parts of the organization.

 Style diversity - The team has a broad spectrum of team-player types, including
members who emphasize attention to task, goal setting, focus on process and
questions about how the team is functioning.

 Self-assessment - Periodically, the team stops to examine how well it is

functioning and what may be interfering with its effectiveness.

There are several Benefits of an effective team. These include:

Benefits

– Increased productivity, efficiency

– Increased trust, respect
– Better serve “customers” – internal and external
– Greater stability, security
– Achievement of business objectives and personal goals
– Willingness to take risks, try new things
– Greater comfort level
– Clarification of goals, roles, procedures, relationships
– Create collaboration and reduce competition
– Better able to handle change