Principles Of Management Pdf In Hindi. There are 14 Principles of Management described by Henri Fayol. Mike Knudstrup is a management professor at beautiful. Principles Of Management Pdf In Hindi. Management Theories and Principles Their Application in. HENRI FAYOL’S 14 Principles of Management.

1. Henri Fayol 14 Principles Of Management Book
2. What Is Management

“Time is required for an employee to get used to a new work & succeed to doing it well but if he is removed before that he will not be able to render worthwhile services”. • As a result, the time, effort and money spent on training the worker will go waste. • Stability of job creates team spirit and a sense of belongingness among workers which ultimately increase the quality as well as quantity of work. • Scalar Chain • Fayol defines scalar chain as ’The chain of superiors ranging from the ultimate authority to the lowest”. • Every orders, instructions, messages, requests, explanation etc. Has to pass through Scalar chain. • But, for the sake of convenience & urgency, this path can be cut shirt and this short cut is known as Gang Plank.

Should be delegated to the subordinates.

And, because it is an error of a subordinate to depart needlessly from the lines of authority, the chain should be short-circuited. Order: Breaking this principle into material order and social order, Fayol thinks of it as a simple edge for everything. This organization is the principle, which refers to arrangement of things and persons in an. Equity: Fayol perceives this principle as one of eliciting loyalty and devotion from personnel with a combination of kindliness and justice in managers while dealing with subordinates. Stability of Tenure of Personnel: Finding that instability is both the cause and effect of bad management, Fayol points out the dangers and costs of unnecessary turnover. Initiative: Initiative is conceived as the process of thinking out and executing a plan.

This principle suggests that decision-making should be centralised. This means that decision-making and dishing-out of orders should come from the top management (central) to the middle management, where the decisions are converted into strategies and are interpreted for the line staff who execute them (decentralisation).

Trade unionism by staff is, therefore, an element of the democratisation of industrial organisations and government establishments because it accommodates the opinions and interests of the worker in certain management decisions (; ). Thus, the use of staff groups or unions is an informal control system. It can help organisations to maintain discipline. One hidden advantage managements that adopt this system have is that they save cost and time ab-initio allotted to managerial discipline. Likewise, in library and information centres, this informal system of discipline can be adopted. Librarians are to become less formal in discipline rather than trying to enforce institutional rules and regulations at all cost.

No; it is true that plans are different, and in this case, one is set for how to register users and the other strategizes how to lend out library materials to people and ensure that they return them, or be responsible for not returning them on time or at all. Yet, that does not call for a separation in the job in terms of headship. Rather, what library managers should insist on is that department goals and plans should be pursued in an orderly manner so that staff will not have to get a special head for each plan of group activity. This approach to management is already in place in most libraries in Africa where few hands are used to deliver multiple tasks due to shortages of staff ( & ).

Thus, in large and small organisations, it is not unusual for a staff member to receive instructions from superiors outside his/her immediate units/sections or departments ( ). In a library, the officer in-charge of cataloguing can instruct the Porter not to allow visitors into the cataloguing workroom; the circulation head can at the same time tell the Porter to watch out for a particular library user at the exit point of the reading hall. These are two different orders from different departments. The Porter, by this, would not say that he cannot take orders from any of them save the Chief Librarian or that only one of them should instruct him and not the two. The Porter may not effectively watch out for the suspected user and at the same have his eyes on the cataloguing workroom wing. However, tact is required as he/she is not expected to flagrantly flout the directives of superiors. The point being stressed is that in modern libraries and information centres, it has become conventional for staff to take orders from multiple bosses even as the primary job is discharged (; ).

Subordination of Individual Interest to General Interest: In any group, the interest of the group should supersede that of the individual. When the interests differ, it is the function of the management to reconcile them. Remuneration of Personnel: Fayol perceives that remuneration and methods of payment should be fair and also should be able to afford the maximum satisfaction to employee and employer.

First, every worker should be asked to complete 20 lecture stands. The second method can be distributing different parts of the lecture stand-legs, top board, centre support, assembling and polishing-to all the five workers in a manner that only one worker does the same job for all the 100 lecture stands. Here, Fayol’s indication is to the second way to do this job and not the former one.

• Order • This principle is concerned with proper & systematic arrangement of things and people. • Arrangement of things is called material order and placement of people is called social order. • Material order- There should be safe, appropriate and specific place for every article and every place to be effectively used for specific activity and commodity. • Social order- Selection and appointment of most suitable person on the suitable job. There should be a specific place for every one and everyone should have a specific place so that they can easily be contacted whenever need arises. • Discipline • According to Fayol, “Discipline means sincerity, obedience, respect of authority & observance of rules and regulations of the enterprise”.

• As a result, the time, effort and money spent on training the worker will go waste. • Stability of job creates team spirit and a sense of belongingness among workers which ultimately increase the quality as well as quantity of work. • Scalar Chain • Fayol defines scalar chain as ’The chain of superiors ranging from the ultimate authority to the lowest”. • Every orders, instructions, messages, requests, explanation etc. Has to pass through Scalar chain.

Views on the definition and scope of management include: General and Industrial Management by Henri Fayol (1967-12-01) 1752. Principles of management by henri fayol pdf Click here for a 14 day free trial: Bestselling Books: PRINCIPLES OF MANAGEMENT BY HENRI FAYOL PDF He had been principles of management by henri fayol pdf managing. Download Principles of Management PPT & PDF. Nov 19, 2013  Video embedded  Go Premium for only $9.99 a year and access exclusive ad-free videos from Alanis Business Academy. Breeze, John D., and Frederick C.

• Fayol advised that management should provide opportunity to its employees to suggest ideas, experiences& new method of work. • It helps in developing an atmosphere of trust and understanding. • People then enjoy working in the organization because it adds to their zeal and energy. • To suggest improvement in formulation & implementation of place. • They can be encouraged with the help of monetary & non-monetary incentives. • Fair Remuneration • The quantum and method of remuneration to be paid to the workers should be fair, reasonable, satisfactory & rewarding of the efforts.

In other words, authority and responsibility go together and they are two sides of the same coin. Discipline This third principle of the 14 principles of management is about obedience. It is often a part of the core values of a in the form of good conduct and respectful interactions.

However, even these ad agencies are known to maintain discipline in the way the ad executive interacts with the customers or the way they carry out their work. Discipline is a part of the and of the organization itself. • Are your employees disciplined?

Henri Fayol 14 Principles Of Management Book

On the contrary, if some decision helps the manager personally but results in a great loss to the company, then such a decision should never be taken. For example, a purchase manager of a company has to purchase 100 tonnes of raw material.

Today's managers have access to an amazing array of resources which they can use to improve their skills. But what about those managers who were leading the way forward 100 years ago?

For instance, a staff member permitted to leave office early to pick up her children from school will be glad and, more often than not, reciprocate by a commitment to work during the periods she will be at work. On the contrary, a member that is not permitted to attend to such personal needs and is regimented to the opening and closing hours of work at the library may sit back in his office all day achieving nothing.

• But, for the sake of convenience & urgency, this path can be cut shirt and this short cut is known as Gang Plank. • A Gang Plank is a temporary arrangement between two different points to facilitate quick & easy communication as explained below: In the figure given, if D has to communicate with G he will first send the communication upwards with the help of C, B to A and then downwards with the help of E and F to G which will take quite some time and by that time, it may not be worth therefore a gang plank has been developed between the two.• Gang Plank clarifies that management principles are not rigid rather they are very flexible.

• It helps in developing an atmosphere of trust and understanding. • People then enjoy working in the organization because it adds to their zeal and energy. • To suggest improvement in formulation & implementation of place. • They can be encouraged with the help of monetary & non-monetary incentives. • Fair Remuneration • The quantum and method of remuneration to be paid to the workers should be fair, reasonable, satisfactory & rewarding of the efforts. • As far as possible it should accord satisfaction to both employer and the employees. • Wages should be determined on the basis of cost of living, work assigned, financial position of the business, wage rate prevailing etc.

Of factors like size of business, experience of superiors, dependability & ability of subordinates etc. • Anything which increases the role of subordinate is decentralization & anything which decreases it is centralization. • Fayol suggested that absolute centralization or decentralization is not feasible. An organization should strike to achieve a lot between the two.

The right to give orders and the power to exact obedience. No slacking, bending of rules. Unity of command.

Thus, every individual must work together to gain synergy and establish cordial relations with each other. Thus, Henry Fayol emphasized on the managerial activities and classified these further into five sub-activities Viz. Planning, Organizing, Directing, coordinating and controlling and for the better understanding of these he had proposed 14 principles of management.

Henry Fayol’s 14 Principles of Management • Division of Work: The work should be divided among the individuals on the basis of their specializations, so as to ensure their full focus on the effective completion of the task assigned to them. • Authority and Responsibility: The authority and responsibility are related to each other. Authority means the right to give orders while the responsibility means being accountable. Thus, to whomsoever the authority is given to exact obedience must be held accountable for anything that goes wrong. • Discipline: The individuals working in the organization must be well-disciplined. The discipline refers to the obedience, behavior, respect shown by the employees towards others. • Unity of Command: According to this principle, an individual in the organization must receive orders from only one supervisor.

There should be no place for misunderstanding. People then enjoy working in the organization & offer their best towards the organization. • Centralization & De-Centralization • Centralization means concentration of authority at the top level.

This may not be in the interests of the library given the saying that “two ideas are better than one” (http://idioms.thefreedictionary.com/). More so, it is the junior staff members that interact with the practical jobs daily and are likely to regularly have something new in the field to teach the head. Obviously then, there is need for a managerial amendment on this principle. The emphasis should no longer be on power to command subordinates.

• There should be a balance between the two i.e. They must go hand in hand. • Authority without responsibility leads to irresponsible behavior whereas responsibility without authority makes the person ineffective. • Principle of One Boss • A sub-ordinate should receive orders and be accountable to one and only one boss at a time. • In other words, a sub-ordinate should not receive instructions from more than one person because - - It undermines authority - Weakens discipline - Divides loyalty - Creates confusion - Delays and chaos - Escaping responsibilities - Duplication of work - Overlapping of efforts • Therefore, dual sub-ordination should be avoided unless and until it is absolutely essential.

4) Unity of command When we discussed authority in the above point, we said that authority should lie with only certain people. Similarly, the authority flows down the chain only when there are a limited number of people associated with the authoritative person.

But also, there are other goals from departments and units, sometimes differing from each other. This is in line with the job specifications and peculiar work routines of each of the various sub-systems that make up the library (; ). However, the activities of each department or unit are aimed at supporting the library’s central objective of providing information services to users. And for each of the departments to attain its goals, they set and implement multiple plans (not one plan).

Likewise, in the case of people, a right man should be in the right job. • Equity: All the employees in the organization must be treated equally with respect to the justice and kindliness. • Stability of Tenure: The employees should be retained in the organization, as new appointments may incur huge selection and training cost. • Initiative: The manager must motivate his subordinates to think and take actions to execute the plan. They must be encouraged to take initiatives as this increases the zeal and energy among the individuals. • Esprit de Corps: This means “unity is strength”.

Same goes for Facebook and apple as well. As the employees are encouraged to take initiative, the level of these companies is high.

Therefore, management principles are the statements of fundamental truth based on logic which provides guidelines for managerial decision making and actions. These principles are derived: - • On the basis of observation and analysis i.e. Practical experience of managers. • By conducting experimental studies. There are 14 Principles of Management described by Henri Fayol. • Division of Labor • Henri Fayol has stressed on the specialization of jobs.

These ’s are given their own decision making power. Similarly, most small businesses will share authority in a decentralized manner to get the work done faster. However, it completely depends on the business and the sector in question on whether to use centralization or not. • Is your organization centralized or decentralized? • Which of the centralization tactics will help you? 9) Scalar chain Scalar chain is confusing for many people, but let me break it down simply for you.

This is good to an extent. In library and information centres, there are such divisions of work. The Readers’ Services Department of the library (variously called User Services, Customer Services, Public Services, etc.) also divides its vast jobs into departments and units. Not only has this point been substantiated by other writers, it has also been proved to be applicable to Technical Services Departments (; ). Fayol, no doubt, was accurate in his division of work principle in the sense that all jobs cannot be done together by all staff at the same time. Besides, efficiency and effectiveness of work are better achieved if one staff member is doing one thing at a time and another doing a different thing, but all leading to the same collective goal, at the same time. By this, work output can be increased at the end of a given time, especially in a complex organisation where different kinds of outputs altogether count for the general productivity of the organisation.

• It helps in developing an atmosphere of trust and understanding. • People then enjoy working in the organization because it adds to their zeal and energy. • To suggest improvement in formulation & implementation of place.

• Do you have employees or managers who are placing personal interest above company’s interests? • How would you change or tackle these sub ordinate interests? 7) Remuneration Now, naturally when you are expecting your employees to be disciplined, you want unity of direction and command, then you have to remunerate the employees so that they are less likely to shift to the competition and more likely to concentrate on the jobs they have in hand. As per Henri fayol’s 14 principles of management, employees should be remunerated fairly to keep their motivation levels high. This remuneration may be monetary or non monetary. The monetary compensation includes incentives, bonus or other financial compensation. The non monetary compensation may include rewards or recognition.

Nov 19, 2013  Video embedded  Go Premium for only $9.99 a year and access exclusive ad-free videos from Alanis Business Academy. Principles Of Management Pdf principles of management by henri fayol pdf In Hindi. Fayol’s ideas have become a Pdf/.pdf. HENRI FAYOL PRINCIPLES MANAGEMENT OF BY PDF He had been managing. About henri fayol principles in hindi pdf. “Henri Fayol: Nov 19, 2013  Video embedded  Go Premium for only principles of management by henri fayol pdf $9.99 a year and access exclusive ad-free videos from Alanis Business Academy. PDF PRINCIPLES OF HENRI BY FAYOL MANAGEMENT More about Henri Fayol.

These are two different orders from different departments. The Porter, by this, would not say that he cannot take orders from any of them save the Chief Librarian or that only one of them should instruct him and not the two. The Porter may not effectively watch out for the suspected user and at the same have his eyes on the cataloguing workroom wing. However, tact is required as he/she is not expected to flagrantly flout the directives of superiors. The point being stressed is that in modern libraries and information centres, it has become conventional for staff to take orders from multiple bosses even as the primary job is discharged (; ). Library and information centres are established to collect and manage the universe of information sources and provide information services to their users.

What Is Management

It is necessary to distinguish between the meaning of the unity of command and the unity of direction. Unity of command means that there should be only one manager at a time to give command to an employee, while the unity of direction means that there should be only one manager exercising control over all the activities having the same objective.