Management

Management
By
Mr. Pathan A.B.
Lecturer,
MGM`s Polytechnic, Aurangabad

1. Scientific Management by F W Taylor
2. Principles of Management by Henry
Fayol

Scientific Management By
F W Taylor
Scientific
management
also
called Taylorism, it was a theory
of
management
that
analyzed
and synthesized workflows.


Its main objective was improving
economic efficiency.


It was one of the earliest
attempts to apply science
to
the engineering of processes and to
management.


The main characteristics or features of scientific
management are as follows:
1. Approach: It is a systematic, analytical and objective
approach to solve industrial problems.

2. Economy: The basis of scientific management is economy.
For implementing economy, all the unnecessary elements of
production are eliminated and a sincere effort is made to
achieve optimum production at the minimum cost.
3. A Definite plan: The main characteristic of scientific
management is that before starting and work there must be a
definite plan before as and the work is to be done strictly
according to that plan.
4. Discards old methods: It discards the age old methods of
rule of thumb and hit or miss approach.

5. Techniques: It implies scientific techniques in methods of
work, recruitment, selection and training of workers.
6. Attempts: It attempts to develop each man to his greatest
efficiency and prosperities.
7. Method: It attempts to discover the best method of doing a
work at the cheapest cost.

8. A definite Aim: It is another main characteristic of scientific
management. Scientific management is the process of
organizing, directing, conducting and controlling human
activities. Hence there must be a definite aim before the
managers, so that the human activities be organized directed
conducted and controlled for achieving that aim or aims.

9. changes in attitude: It involves a complete change in
the mental attitude of workers as well as the
management.
10. A Set of Rules: There must be a set of rules in
accordance with the laid plan so that the objectives can
be achieved.
According to F.W. Taylor, It is no single element but
rather the whole combination that constitutes the
scientific management

Henri Fayol
(Istanbul, 29 July 1841 –
Paris, 19 November 1925)
 He was a French Mining

Engineer and director of mines
who developed a general theory
of business administration.
He and his colleagues
developed this theory
independently of scientific
management.


He was one of the most
influential contributors to
modern concepts
of management.


14 Principles of Management
1. DIVISION OF WORK: Work should be divided among
individuals and groups to ensure that effort and attention are
focused on special portions of the task.
Fayol presented work specialization as the best way to use the
human resources of the organization.
2. AUTHORITY: The concepts of Authority and responsibility
are closely related. Authority was defined by Fayol as the right
to give orders and the power to exact obedience.
Responsibility involves being accountable, and is therefore
naturally associated with authority. Whoever assumes
authority also assumes responsibility.
3. DISCIPLINE: A successful organization requires the
common effort of workers. Penalties should be applied
judiciously to encourage this common effort.

4. UNITY OF COMMAND: Workers should receive orders from
only one
manager.
5. UNITY OF DIRECTION: The entire organization should be
moving towards a common objective in a common
direction.
6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE
GENERAL INTERESTS: The interests of one person should not
take priority over the interests of the organization as a
whole.
7. REMUNERATION: Many variables, such as cost of living,
supply of qualified personnel, general business conditions,
and success of the business, should be considered in
determining a worker’s rate of pay.

8. CENTRALIZATION: Fayol defined centralization as lowering
the importance of the subordinate role. Decentralization is
increasing the importance. The degree to which centralization
or decentralization should be adopted depends on the specific
organization in which the manager is
working.

9. SCALAR CHAIN: Managers in hierarchies are part of a chain
like authority scale. Each manager, from the first line
supervisor to the president, possess certain amounts of
authority. The President possesses the most authority; the
first line supervisor the least. Lower level managers should
always keep upper level managers informed of their work
activities. The existence of a scalar chain and adherence to it
are necessary if the organization is to be
successful.
10. ORDER: For the sake of efficiency and coordination, all
materials and people related to a specific kind of work should
be treated as equally as possible

11. EQUITY: All employees should be treated as equally as
possible.
12. STABILITY OF TENURE OF PERSONNEL: Retaining
productive employees should always be a high priority of
management. Recruitment and Selection Costs, as well as
increased product-reject rates are usually associated with
hiring new workers.
13. INITIATIVE: Management should take steps to encourage
worker initiative, which is defined as new or additional work
activity undertaken through self direction.
14. ESPIRIT DE CORPS: Management should encourage
harmony and general good feelings among employees. Team
spirit helps develop an atmosphere of mutual trust and
understanding

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