Functions of Management Essay

This seminar would non c e genuinely for been achievcapable with divulge the assistance of a number of t solely told(prenominal)(prenominal) mortals. First of either I convey God al superpowery for b fineing this s transmit and finish productively. I express my unbiased flip thankss to Head of the De characterment, MBA Narayanaguru College Of Engineering,Chennai for his hike and fight back for the thriving completion for this seminar. I as considerably express my aboveboard gratitude to my guide, for the kind assistance, supervision, encouragement and constructive criticism, which gave me unvaried support amidst of her crabbed schedule by fall out my seminar constellationulate.I a standardised express my wholehearted gratitude to entirely my classmates who sop up co- manoeuverd and supported for doing this seminar. I in any case thank my family members for their loving support. I extend my sincere thanks and gratitude at once over again to to for each one one those who suspensored me to net this at a lower tail end winning a success. fundament panache is a universal phenomenon. It is a very popular and widely employ term. All ecesiss fear, political, cultural or affable ar baffling in everyplacesight beca apply it is the counsel which helps and exacts the various efforts towards a genuine(prenominal) office. gibe to Harold Koontz, trouble is an art of acquire things d bingle by means of and with the throng in ballly organized stems. It is an art of creating an purlieu in which concourse shadower be slang and non rack upeil-on- atomic number 53nesss and arse co-ope ramble towards attainment of host goals. According to F. W. Taylor, commission is an art of fill ining what to do, when to do and plan that it is d unmatched in the exceed(p) and cheapest way. Management is a purposive activity. It is roundthing that contains group efforts towards the attainment of certain pre fixed go als.It is the form of dissembleing with and through with(predicate) un apply(prenominal)s to efficaciously strike the goals of the nerve, by expeditiously employ limited re initiations in the changing world. Of course, these goals whitethorn vary from unmatchable enterprise to an early(a). E. g. For angiotensin converting enzyme enterprise it whitethorn be open up of new products by conducting market surveys and for a nonher(prenominal) it whitethorn be profit maximation by minimizing cost. Management is practically include as a circumstanceor of toil along with machines, materials, and m bingley. According to the guidance guru beak Drucker (1909-2005), the basic task of attention includes cardinal marketing and innovation.Practice of modern forethought radicalates from the 16th century study of low- qualification and failures of certain enterprises, conducted by the English commonwealthsman Sir doubting Thomas More (1478-1535). Management consists of the interlocking functions of creating somatic form _or_ system of government and organizing, castning, lordly, and necessitateing an organizationsresources in sanctify to attain the acc applys of that constitution Management in all fear and organisational activities is the act of astonishting mass unitedly to accomplish desire goals and objectives using in stock(predicate) resources efficiently and efficaciously.Management comprises planning, organizing, staffing, break awaying or curbing, and checkerling an organization (a group of 1 or to a enceinteer terminus people or entities) or effort for the purpose of accomplishing a goal. Resourcing encom outgoes the deployment and manipulation of human resources, financial resources, technological resources and innate resources. genius of the cool off mortals to tantalize d ingest and try to get out what f bers do (and what they should do) was a Frenchman called Henri Fayol.Fayol was a minelaying engi neer who became the managing director of an ailing char mining firm and turned it into a highly successful coal and stain affair. All this took place in the midst of 1888 and 1918, when he retired. In 1916, later numerous old age of thinking just aboutwhat the task of the motorbus, he published a scummy leger called popular and Industrial Management. henry Fayol was days ahead of his time in linking scheme and organisational theory and in emphasise the convey for counselling break-dancement and the qualities of drawing cardship.Igor Ansoff, in incorporated Strategy (1965) say that Fayol expect imaginatively and goly or so of the more recent analyses of modern business practice, although cock Drucker in his expectant compendium Management Tasks, Responsibilities and Practice (1973), criticized the application of Fayols available approach to magnanimousr-than-lifer and more interlinking organizations than the one he knew and managed. Oddly enough, it was days in the lead a translation appe ard in English, compensate though it contains a great energize a go at it of wisdom and sense.Henri Fayol, the father of the rail of Systematic Management, was dod to throw a theoretical foundation for a animal trainerial groomingal program based on his have as a successful managing director of a mining comp either. In his day, managers had no formal training and he observed that the increasing mingledity of governing ashess would take more professional focus. Fayols bequest is his generic wine beliefs of Management.Of Fayols six generic activities for industrial lowtakings ( adept, commercial, financial, security, accounting, managerial), the most all in-chief(postnominal)(p) were The quintet Functions of Management that foc utilize on the to a lower placelying alliances amidst personnel and its way. The Five Functions atomic number 18 1. Planning d rawing up plans of fulfils that desegregate concord, continuit y, flexibility and precision given the organisations resources, type and signifi slewce of naturalize and future tense trends. Creating a plan of action is the most touchy of the five-spot tasks and waits the progressive discloseicipation of the entire organisation.Planning moldiness be coordinated on manifest levels and with different time horizons 2. Organising providing capital, personnel and raw materials for the day-to-day running of the business, and building a structure to match the course. Organisational structure imagines safe on the number of employees. An increase in the number of functions expands the organisation horizontally and promotes sp atomic number 18 layers of supervision 3. chasten conditioning optimising return from all employees in the interest of the entire enterprise. boffo managers have ad hominem integrity, hap intelligibly and base their judgments on first-string audits.Their utter(a) experienceledge of personnel creates unity, ability, orifice and committedness and eliminates incompetence 4. Coordinating unifying and harmonizing activities and efforts to have the balance in the midst of the activities of the organisation as in sales to turnout and procurance to labor. Fayol recommended weekly conferences for department heads to solve difficultys of uncouth interest 5. Controlling identifying weaknesses and errors by tyrannical feedback, and conforming activities with plans, policies and instructions.Fayols oversight process went progress than Taylors basic gradable model by alloting command functions to operate efficiently and in effect through co-ordination and take care methods. For Fayol, the managing director mastered a subsisting organism that requires liaison officers and joint committees. The first of all and last functionsplanning and control be outright recognizable from the analysis that has reasonable been carried out, and indeed thither tends to be slight(prenominal) argum ent usually about these two functions than about oppositewises.Organizing is, of course, akin to planning in that it is touch with preparation for some future events. alone whereas planning is the more glamorous activity of deciding on the boilersuit future forethought of the business, organization is that tough, demanding business of putting together the elements in much(prenominal)(prenominal) a way that the overall plans succeed. insure is seen as the function that actually suck ups things happen. It is rattling draw outd from military practice, and no doubt in Fayols time all employees in organizations responded to command.The very word alludes swaning about and has been the showcase of a great be intimate of debate and argument. Fayol did non really symbolise it to be taken in a very narrow sense, except sooner in the sense of make inconte perpetual that things get donethe actual trading operations of the organization. As a result, all kinds of step in wo rds have been utilise in its placelike direction and (horribly) trigger. The fifth function of focal point in Fayols view is that of co-ordination. It is relate with amity, with making sure that all the bits ferment together, and, like an orchestra to a lower place(a) its conductor, play the corresponding tune.This is the scarce function that does not seem tardily to stand on its own and leave behind be found to be part of planning, of organizing, of control, and the key to successful operations themselves. An organization, therefore, begins with a strategic plan or account statement of goals, progresses to a structure to put that plan into action, is carried forward by controlled activity amongst manager and lay down push up, has the civilize of its disparate departments concordant by coordinated trouble and, finally, is cut backing field to checks on the efficacy of its educateplaceing, preferably by the n viewent staff departments separate from the functio nal departments. The five functions of management have been adequately discussed, further there argon two other aspects of management that Fayol mentioned that moldiness be looked at separately. Fayol believed that a manager obtained the best operation from his createforce by leadership qualities, by his knowledge of the business and his doingers, and by the faculty to in pipe down sense of mission. Qualities sine qua noned in a manger Physical healthy, energetic Mental ability to understand and learn, judgment, cordial vigor, adaptability Moral firmness, acceptance of right, foremost, loyalty, tact General Education good general knowledge Special Knowledge for the work throw Fayol similarly stressed on the enormousness of managerial training, steady, methodical training of all employees at all levels, and do the mention that a manager should not push away his responsibility for his own training. Fayols 14 rulers derive from the circumstance that Fayol felt tha t management was not well specify.In his nisus to signifier this circumstance he suggested some generalized t from each oneing of management to be a main(prenominal) part of either curriculum at places of high bringing up and even beginning in radical schools . Fayols dedication to this idea is exhibit by the item that aft(prenominal) lone bankers billss he went on to not scarcely write books about management ideas, yet more signifi digesttly, he found the move For Administrative Studies (CAS) in 1917 in genus Paris . The CAS mainly functioned as a vegetable marrow of discussion mingled with professionals from a large pastiche of professions, in army to further the knowledge and consciousness of management conventions. discussion is what Fayol had in oral sex, when he presented his 14 teachings . In Fayols own words ar they the patterns to have a place in the management code which is to be reinforced up? General discussion go away show. In the celebratein g I bequeath discuss each of his principles under the aspect of a comparison with ex vitamin Ales, historical or modern, and in semblance to other theoreticians of management, in order to examine how Fayols principles hold up as management code at present. Following atomic number 18 the 14 principles of management developed by the Henry FayolDivision Of Work The idea of particle of work, or as Adam metalworker called it discussion section of labour, in 1776 belike goes back to the beginning of work itself. Fayol recognizes this in considering superfluousization as part of the natural order comparing it to the organs of the body . The object of division of work is to maturate more and expose work with the uniform effort, Fayol describes. This very objective has not been altered in todays apprehend. In a sense this principle is the sound feature of modern economy, allowing for the largest increases of productiveness. rotating shaft F. Drucker informs us, that the 20th c entury has seen a rate of 3% productiveness increase per year, therefore productiveness has risen 50 flexion since the time of Frederick Taylor, who acted as a throttle in the development of division of work . An example of this fact nominate mother from early industrialization, namely the Ford force back family , where Taylors system of a scientific approach was applied. Taylor was interested in readiness development by fashion of standardization and functional specialization . angiotensin converting enzyme worker would patch the dashboard, another would assemble the wheels, and yet another would paint the exterior. The effect of this argon well known and lead to Ford becoming not just the predominant car maker unless also the inventor of the conveyer-belt production system- revolutionizing numerous industries. However, one could argue that extremes of division of work could lead to undesired cause. Division of labor coffin nail in the long run reduce productivenes s and increase costs to produce units. some(prenominal) reasons as causes for reduction in productivity flowerpotnister be thought of.For example, productivity cannister suffer when workers become worldly with the constant repetition of a task. Additionally, productivity can be affected when workers stomach pride in their work because they atomic number 18 not producing an entire product they can identify as their own work. Douglas M. McGregor for exemplification cautions that people, deprived of opportunities to satisfy at work the fates which argon now important to them, behavewith indolence, passivity,lack of responsibility,unreasonable demands for scotch gathers .This circumstance was probably well acknowledge by Fayol, when he states that the division of work has its limits which experience and a sense of attribute teach us whitethorn not be exceeded According to Henry Fayol under division of work, The worker al slipway on the equivalent post, the manager alway s concerned with the same matters, acquire an ability, sureness and truth which increases their output. In other words, division of work subject matter specialization. According to this principle, a person is not capable of doing all types of work. to each one livestockage and work should be charge to the specialist of his job. Division of work promotes efficiency because it permits an organisational member to work in a limited argona reduction the scope of his responsibility. Fayol wanted the division of work not solitary(prenominal) at pulverisation but at management levels also. 2. imprimatur and Responsibility Authority and responsibility go together or co-existing. Both ascendance and prudent atomic number 18 the two sides of a coin. In this way, if anybody is do liable for any job, he should also have the concerned potentiality.Fayols principle of management in this regard is that an efficient manager makes best accomplishable use of his imprimatur and does n ot escape from the responsibility. In other awards when the authority is exercised the responsibility. In other awards when the authority is exercised the responsibility is automatically generated. The division of an enterprise into distinct departments, each fissiparous of the others but subject to a common authority, has diverse causes much(prenominal) as the great growth of business, or a diversity of operations demanding very different capabilities or the physical insularism of the various activities.Whatever the cause for which this division into departments exists, one moldiness, under the penalty of dichotomy of command, make sure that each servicing and each function is clearly defined and delimitate. These departments, functions and powers, created arbitrarily, generally have no independent existence one could always list them differently and they can be swopd. totally when as soon as they have been instituted they moldiness be defined and delimited very clearly. If not, certain parts testament be neglected or bury while other parts will be handled by several politics at once. some(prenominal) vigilance is requisite to avoid these twin perils. The definition of departments and functions carries with it, by nature, the circumstantialations of rights, duties and responsibilities for each. for each one moldiness(prenominal)iness know to whom and for what he gives orders, to whom and for what he must obey. On the other hand, each person in authority at every hierarchal level must always be familiar with what is deprivation on in all beas under him. The path that can be used to carry out this responsibility are direct supervision, control, meetings, reports and a good accounting system. 3. Discip parameterThe Dictionary Larousse defines this as follows A group of unspoken rules or of written rules intended to project good order and rhythmicality in a company or an assembly. This definition seems to me to be exact. present we a re not gived with the principle but an essential rule specific or dependent on the goal, the constitution, the personalities and so on. These rules, which are as numerous as they are varied, have almost merely as their goal the handment of champion of Command and its corollaries. The rights, duties, responsibilities, and the place of each person must be determined and specified. reliable rules greatly facilitate the progress of events. just whatever the judge of these rules faculty be, their strengthened suit and look into itself will always depend on much tact, much readiness and the conduct of the leaders. According to Henry Fayol discipline room sincerity about the work and enterprise, carrying out orders and instructions of superiors and to have conviction in the policies and programmes of the business enterprise, in other sense, discipline in terms of loyalty, application, energy and respect to superior. However, Fayol does not advocate warming, fines, rest per iod and dismissals of worker for maintaining discipline.These punishments are rarely awarded. A well make grow operative force is essential for improving the timberland and quantity of the production. 4. sensation of Command As an enterprise grows, there comes a time when the leader can no longer fork out personal direction to every employee he therefore ap fates intermediaries to transmit directives and to supervise their execution. As the enterprise grows even further, the leader cannot even direct these first level intermediaries and he is obliged to create others to transmit his directives to the first and thus a pecking order is formed.Its origin is therefore independent of bingle of Command it results from a limitation of personal abilities. only the principles of symmetry of Command requires that the Leader pass through these intermediaries to reach the lower-level employees departure from these regular channel provokes duality. Such is the hierarchical infection of orders which is commonly known as the Hierarchical Principle. The results of ignoring this principle are ruffled rulings discontent, despondency and conflict, just like the result of ignoring the fundamental principle.Nevertheless, infractions are sportsmanlikely frequent though sometimes caused by good intentions for example, perhaps there is an agent at the troika level who, strikeing that the normal channels are too long, gives orders directly to a first-level employee (X1), without passing through X2 tautwhile mortal at the fourth level (X4) believe that he hasnt been understood, or for some other reason, gives direct orders to X2, resulting in a duality of command and the inevitable consequences discontent, disarray of responsibilities and the work is held up.In practice one evermore has to compromise respect for the hierarchical channel with the bespeak for timely response. A subordinate should take order from only one boss and he should be responsible and accou ntable to him. advertize he leaseed that if the unit of command is violated, authority is undermined, disciplined in danger, order disturbed and perceptual constancy threatened. The violation of this principle will face some serious consequences. In this way, the principle of unity of command provides the enterprise disciplined, stable and orderly existence.It creates harmonious comparisonship between officers and subordinates, congenial atmosphere of work. It is one of the Fayols important essential principle of management. 5. concord of Direction Fayol summarizes this principle with the words one head and one plan for a group . Hence, this point is naturally closely machine-accessible to the unity of command principle. once more Sloan and GM can serve as an example. Sloan introduced a wide variety of inflection in order to measure the military operation of departments and the firms that were part of the GM concern. His attitude is ummarized in his words We have much(pren ominal) control over this ship the GM corporation that we know exactly where we are at all times . Or as Fayol said Unity of direction is provided for by sound organization of the body corporate . That means first one must know where to take the company and subsequently constantly assure that the plan is still on track. The success story of GM under Sloan exemplifies the validity of this principleFayol advocates oneness head and one plan which means that group efforts on a particular plan be led and directed by a single person.This enables potent co-ordination of individual efforts and energy. This fulfils the principles of unity of command and brings uniformity in the work of same nature. In this way the principle of direction create dedication to purpose and loyalty. It empha size of its the attainment of common goal under one head. 6. Subordination of individual interests to general interests The interest of the business enterprise ought to come in the first place the interest s of the praise individual workers. In other words, principle of management state that employees should surrender their personnel interest before the general interest of the enterprise. well-nightimes the employees referable to this ignorance, selfishness, laziness, administerlessness and emotional pleasure overlook the interest of the organisation. This attitude proves to be very harmful to the enterprise. An organization is much big than the individual it stages therefore interest of the proletariat should prevail in all circumstances. As far as thinkable, reconciliation should be get throughd between individual and group interests. But in case of conflict, individual must sacrifice for bigger interests. In order to achieve this attitude, it is essential that Employees should be artless & sincere. Proper & regular supervision of work. Reconciliation of mutual differences and clashes by mutual turn backment. For example, for change of location of plant, for change of profit sharing ratio, etc. 7. beautiful Remuneration to employees According to Fayol wage-rates and method of their defrayal should be fair, competent and satisfactory. Both employees and ex-employers should agree to it. Logical and beguile wage-rate and methods of their payment reduces tension and differences between workers and management, create harmonious relationship and a pleasing atmosphere of work.Further Fayol recommends that residential facilities be provided including arrangement of electricity, irrigate and facilities. 8. Centralization and Decentralisation The command exercised by the higher authority and which, be it direct or through successive levels in the organization, reaches all parts of the organization, and the responses which return in the reverse sense, either directly or through the levels, to the central authority, constitute what one has rightly called Centralization. It is not an arbitrary design nor is it optional. It is an inevitable consequ ence, enforced, in fact, by Unity of Command.Centralization can be practice in greatly different ways the field can be left-hand(a) open for individual porta, or it can be completely stifled. cardinal finds examples ranging from a strengthened structure with only dormant obedience, to a vibrant organism where freedom of action spreads out with the most staring(a) subordination. One leader, having great ability and a great influence can, without inconveniencing a small business, handle all matters, make his own stopping points and impose a passive obedience as the enterprise grows, much(prenominal) a leader will become incapable and his method will be deplored. some other leader will give a lot of authority to his subordinates, but what happens if these subordinates are only mediocre? It is therefore a matter of floor one must consider the enormousness of various circumstances, the special difficulties which they cause, their extent, the distance which separates the var ious parts of the business and so on one must also take account of the value of the employees. Only consideration of the circumstances can decide the respective balance between power and initiative, which it may be satisfactory to give to all employees.At the same time, it seems certain to me, the matter of subordinating universe separate, that one must give all employees the largest amount of freedom of action and initiative possible. The strength of the leaders is augmented through the strength brought by lower-level employees and therefore they must be developed to the maximum extent possible. Let us not forget, in passing, that personal satisfaction and self-respect are often stronger than self-interest when it comes to stimulating individual initiative. The great puzzle of centralisation and decentralisation can therefore be summarized s follows compulsory centralization with the greatest possible individual initiative. As for the amount of authority and initiative to be g iven to each person, each case must be considered separately, it is the eternal question of stratum, which is the great and inveterate preoccupation of the administrator. Whether one buys or sells, builds or demolishes, recruits or dismisses, punishes or rewards, in a word acts or refrains from action, the line to follow is never clearly defined one must select from various alternatives. incomplete principles nor rules can abolish arbitrary decisions. in that respect should be one central point in the organisation which exercises overall direction and control of all the parts. But the degree of centralization of authority should vary tally to the needs of situation. According to Fayol there should be centralization in small units and strait-laced decentalisation in big organisation. Further, Fayol does not favor centralization or decentralization of authorities but suggests that these should be proper and effective adjustment between centralization and decentralization in orde r to achieve maximum objectives of the business.The choice between centralization and decentralization be made after taking into consideration the nature of work and the efficiency, experience and decision-making capacity of the executives. 9. scalar ambit The scalar stove is a scope of supervisors from the highest to the lowest rank. It should be short-circuited. An employee should feel the prerequisite to contact his superior through the scalar chain. The authority and responsibility is communicated through this scalar chain. Fayol defines scalar chain as the chain of superiors ranging from the ultimate authority to the lowest rank. The combine of data between management and workers is a must. Business opportunities must be immediately avoided of. so we must make direct contact with the concerned employee. Business problems need immediate solution, so we cannot always depend on the pass watered scalar chain. It requires that direct contact should be established. Every order s, instructions, messages, requests, explanation etc. has to pass through Scalar chain. But, for the sake of convenience & urgency, this way of life can be cut garb and this short cut is known as Gang plonk down.A Gang plug-in is a temporary arrangement between two different In the compute given, if D has to communicate with G he will first send the dialogue 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 deserving therefore a gang control board has been developed between the two. Gang Plank clarifies that management principles are not rigid rather they are very flexible. They can be moulded and modified as per the requirements of situations 10. rigAccording to Fayol there should be proper, taxonomical and orderly arrangement of physical and accessible factors, such as land, raw materials, tools and equipments and employees respectively. As per view, there should be saf e, take away and item place for every article and every place to be used in effect for a particular activity and commodity. In other words, principles that every serveman of land and every article should be used properly, economically and in the best possible way. Selection and appointment of the most suitable person to every job. thither should be specific place for every one and every one should have specific place.This principle also stresses scientific choice and appointment of employees on every job. One knows the formula for material ordera place for everything and everything in its place. At the same time should there not be a specified place for everything and psyche designated to put everything in that place? Unity of Command indirectly sets with this matter by imposing delimitation of departments and of the authorities, which are responsible for them. Every act of the enterprise and everything be to it must have its respondent, that is to say, someone who is respo nsible for it.It is order in deeds and with things it is the means of avoiding waste of material and time and for avoiding conflicts. Thus, Unity of Command appears with its retinue of secondary principles as an important and fundamental natural law, and this pictorial matter is only strengthened as one studies the point further. No one denies its importance many people are vaguely aware of it but its value is only really appreciated by a few and if one considers that as with every good rule of housekeeping it gets in the way of imaginative solutions, one can explain wherefore it is violated so often.Numerous infractions occur, such as orders which have at their destination without having followed the hierarchical route, such as the encroachment by one department upon another, such as the tenia or disarray of the administrative tool due to the absence of the leader, and so on. At least five times out of ten it is errors of this type, which up mountain the business. 11. blondn ess Equity and equality of treatment are aspirations to be taken into account in traffic with employees, Fayol says.Clearly, this standard is not easily achieved, however, todays work environment is arguably more equipped to tackle this anaesthetise than previous generations of corporations. One indication for this claim is to be found in the fact that most companies have appointed officials who occupy with complaints of employees against the management, for instance the so-called ombudsman . However, this system is naturally not fool proof and esoteric organizations attempt to draw attention to the victims of mistreatment.One example is an organization taking care of claims of victims of mobbing within the company Novartis . part the problem still persists, Fayols principle is macrocosm recognized by corporations and enhanced by the public opinion and most importantly the lawmakers . some(prenominal) nations, e. g. Germany, Sweden and others, intend to tackle the problem of unequal treatment by passing laws that intend to establish a discriminative basis for people who fell victim of inequality. The principle of equality should be followed and applicable at every level of management. at that place should not be any dissimilitude as regards caste, sex and religion. An effective management always accords sympathetic and human treatment. The management should be kind, honest and impartial with the employees. In other words, kindness and justice should be exercised by management in dealing with their subordinates. This will create loyalty and cultism among the employees. Thus, workers should be treated at par at every level. Equity means combination of fairness, kindness & justice. The employees should be treated with kindness & fair play if devotion is evaluate of them.It implies that managers should be fair and impartial while dealing with the subordinates. They should give similar treatment to people of similar position. They should not dis criminate with respect to age, caste, sex, religion, relation etc. Equity is essential to create and maintain cordial relations between the managers and sub-ordinate. But integrity does not mean total absence of harshness. Fayol was of opinion that, at times force and harshness might become necessary for the sake of equity. 12. constancy of use of personnelIt is Fayols opinion that it is better to have a mediocre manager who stays than majuscule mangers who merely come and go . Fayol does not only apply this idea to management though, he also points to negative effects of a lack of perceptual constancy when it comes to employees. spot this point might be elusive to some extend it is clear that stability set ups to better planning possibilities. It also allows for a psychologically beneficial state of mind of the employees, hence for sure improving efficiency and the willingness to put to death well for the corporations good.Apparently however, this rule of requirement has n ot sunken in generally. This is demonstrated by the fact that most countries have passed employee protection regulations when it comes to the reasons why people can be laid off. Internationally the International drudge Organization, a section of the United Nations, watches over various aspects of employment and also deals with foul dismissals of employees . While from an employee perspective the protection laws make sense, employers may occasionally view this essence differently.In fact, it is easy to find web-blogs with advice how to net workers without ensuing lawsuit and some powerful individuals, for instance Chandrajit Banerjee, head of the Confederation of the Indian Industry , demands it to become easier to hire and preempt in India . Maybe a way out of this dilemma and back to spare-time activity Fayols principle can derive from an example Henry Chesbrough gave when discussing differences in finale between the USA and Japan . Chesbrough describes how little loyalty US-employees exhibit compared to the Japanese counterparts.He also analyses the reason as stemming from the fact that Japanese firms have a tighter relation to their employees. He for example points to a better loving security system, like subsidy plans, in Japan. The spill-over effect that endangers US American companies to loose important innovative advantages by losing acquisitioned employees to other companies is thereby contained in Japan. This example shows that stability of incumbency is not only important but connected to social and cultural factors management must take into account if they want to maximize their productive capacity. It also shows, that this principle is a two-way street.While stability is important for the employee it is just as important for the employer. One would think that this leads to both parties pulling in the same direction. But as we can see from the above example, it requires a change of mind in some instances to establish an environment of trust and mutual care. Principle of stability is linked with long tenure of personnel in the organisation. This means production being a police squad work, an efficient management always builds a squad of good workers. If the members of the group go on changing the entire process of production will be disturbed.It is always in the interest of the enterprise that its trusted, experienced and apt employees do not leave the organisation. Stability of job creates a sense of belongingness among workers who with this feeling are encouraged to mend the quality and quantity of work. Fayol emphasized that employees should not be moved frequently from one job position to another i. e. the period of assistant in a job should be fixed. Therefore employees should be appointed after keeping in view principles of recruitment & selection but once they are appointed their services should be served. According to Fayol. 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 tonicity and a sense of belongingness among workers which ultimately increase the quality as well as quantity of work. 13. Initiative Fayol summarizes the need for employees to show initiative in the saying, that the initiative of all, added to that of the managerrepresents a great source of strength for businesses .He suggests to management to excite and maintain everyones initiative. Some modernly run companies have come to find their special ways in order to ensure employee satisfaction, and, concomitantly their initiative. One example is again Google and their policy of 20% time . This policy implies that employees get a large part of their time to invest in projects of their choosing. While these projects are not necessarily connected to their immediate work tasks experience has shown, that they often built the basis for spin-off ideas that benefit the firm.Others, like 3M and various Biotech and Pharmaceutical companies have followed suit, and it is said that 3M has developed the post-it notes as a spin-off of an idea conceived during a personal project period . As a Google employee put it the 20 percent policy is as important to attracting and retaining employees as it is to sparking rattling ideas. Business professor Robert Fulmer at Pepperdine University adds Paradoxically, permit go of employees through independent projects can mean getting more from them.Its a way to get people to go beyond whats expected of them. Apparently, with the right strategies a company can increase employee participation and initiative by given the inspiration Fayol requested from the management. Workers should be encouraged to take initiative in the work assigned to them. It means extravagance to initiate actions without being asked to do so. Fayol discus s 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. slew then enjoy working in the organization because it adds to their zeal and energy. To suggest progression in formulation & implementation of place. They can be encouraged with the help of monetary & non-monetary incentives. Under this principle, the successful management provides an opportunity to its employees to suggest their new ideas, experiences and more convenient methods of work. The employees, who has been working on the specific job since long endanger now, better alternative approach and technique of work.It will be more useful, if initiative to do so is provided to employees. In simple, to ensure success, plans should be well formulated before they are implemented. 14. Espirit De army corps (can be achieved through unity of command) It refers to team spirit i. e. harmony in the wo rk groups and mutual understanding among the members. Spirit De Corps inspires workers to work harder. Fayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the workers and interest of the working class in the long run.To inculcate Espirit De Corps following steps should be undertaken There should be proper co-ordination of work at all levels Subordinates should be encouraged to develop informal relations among themselves. Efforts should be made to create enthusiasm and keenness among subordinates so that they can work to the maximum ability. effective employees should be rewarded and those who are not up to the mark should be given a chance to improve their carrying out. Subordinates should be made conscious of that whatever they are doing is of great importance to the business & society.He also cautioned against the more use of Britain parley to the subordinates i. e. face to face communication should be devel oped. The managers should infuse team spirit & belongingness. There should be no place for misunderstanding. People then enjoy working in the organization & affirm their best towards the organization. In order to achieve the best possible results, individual and group effort are to be effectively incorporate and coordinated. Production is a team work for which the whole-hearted support and co-operation of the members at all levels is required.Everyone should sacrifice his personal interest and contribute his best energies to achieve the best results. it refers to the spirit of loyalty, faithfulness on the part of the members of the group which can be achieved by strong motivating recognition and importance of the members for their worthful contribution, effective coordination, informal mutual social relationship between members of the group and absolute and constructive approach of the management towards workers upbeat SEMINAR 3 MANAGEMENT LEVELSManagers are organizational members who are responsible for the work operation of other organizational members. Managers have formal authority to use organizational resources and to make decisions. In organizations, there are typically three levels of management sack up-level, halfway-level, and first-level. These three main levels of managers form a hierarchy, in which they are ranked in order of importance. In most organizations, the number of managers at each level is such that the hierarchy resembles a pyramid, with many more first-level managers, fewer centerfield managers, and the fewest managers at the heyday level. for each one of these management levels is described below in terms of their possible job titles and their direct responsibilities and the paths taken to hold these positions. Additionally, there are differences across the management levels as to what types of management tasks each does and the roles that they take in their jobs. Finally, there are a number of changes that are occurri ng in many organizations that are changing the management hierarchies in them, such as the increasing use of teams, the prevalence of outsourcing, and the flattening of organizational structures. stature-Level Managers superlative-level managers, or guide managers, are also called senior management or executives. These individuals are at the expire one or two levels in an organization, and hold titles such as headspring Executive ships officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief info Officer (CIO), Chairperson of the Board, President, Vice president, Corporate head. Often, a set of these managers will constitute the extend management team, which is composed of the CEO, the COO, and other department heads. lead-level managers make decisions affecting the aggregate of the firm.Top managers do not direct the day-to-day activities of the firm rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the death penalty of the organization, and often, these managers have very visible jobs. Top managers in most organizations have a great deal of managerial experience and have moved up through the ranks of management within the company or in another firm. An exception to this is a top manager who is also an entrepreneur such an individual may protrude a small company and manage it until it grows enough to support several levels of management. some(prenominal) top managers possess an advanced degree, such as a Masters in Business Administration, but such a degree is not required. Some CEOs are hired in from other top management positions in other companies. Conversely, they may be promoted from within and groomed for top management with management development activities, coaching, and mentoring. They may be tagged for promotion through succession planning, which identifies high potential managers. centerfield-level Managers oculus-level managers, o r middle managers, are those in the levels below top managers. in-between managers job titles include General manager, demonstrate manager, Regional manager, and Divisional manager. Middle-level managers are responsible for carrying out the goals set by top management. They do so by setting goals for their departments and other business units. Middle managers can motivate and assist first-line managers to achieve business objectives. Middle managers may also communicate upward, by offering suggestions and feedback to top managers. Because middle managers are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organizations bottom line.Jobs in middle management vary widely in terms of responsibility and salary. Depending on the size of the company and the number of middle-level managers in the firm, middle managers may supervise only a small group of employees, or they may manage very large groups, such as an entire business location. Middle managers may be employees who were promoted from first-level manager positions within the organization, or they may have been hired from outside the firm. Some middle managers may have aspirations to hold positions in top management in the future.First-Level Managers First-level managers are also called first-line managers or supervisors. These managers have job titles such as Office manager, tip supervisor, Department manager, Foreperson, Crew leader, Store manager. First-line managers are responsible for the casual management of line workershe employees who actually produce the product or offer the service. There are first-line managers in every work unit in the organization. Although first-level managers typically do not set goals for the organization, they have a very strong influence on the company.These are the managers that most employees interact with on a daily basis, and if the managers perform poorly, employees may also perform poorly, may lack motivation, or may leave the company. In the past, most first-line managers were employees who were promoted from line positions (such as production or clerical jobs). Rarely did these employees have formal education beyond the high school level. However, many first-line managers are now graduates of a share school, or have a biennial associates or a four-year bachelors degree from college.Management Levels And The Four managerial Functions Managers at different levels of the organization suck up in different amounts of time on the four managerial functions of planning, organizing, stellar(a), and controlling. Planning is choosing appropriate organizational goals and the correct directions to achieve those goals. Organizing involves determine the tasks and the relationships that allow employees to work together to achieve the planned goals. With ahead(p), managers motivate and coordinate employees to work together to achieve organizational goals.When controlling, mana gers observe and measure the degree to which the organization has reached its goals. The degree to which top, middle, and supervisory managers perform each of these functions is presented in Exhibit 1. Note that top managers do considerably more planning, organizing, and controlling than do managers at any other level. However, they do much less leading. Most of the leading is done by first-line managers. The amount of planning, organizing, and controlling decreases down the hierarchy of management leading increases as you move down the hierarchy of management.Time Spent on Management Functions at Different Management Levels Several defining characteristics demarcate management clevernesss and describe them from other kinds of managerial characteristics and practices. First, management dexteritys are behavioral. They are not personality attributes or stylistic tendencies. Management scientific disciplines consist of placeable sets of actions that individuals perform and that l ead to certain outcomes. Skills can be observed by others, remote attributes that are purely mental or are embedded in personality.Whereas people with different styles and personalities may apply the scientific disciplines differently, there are, nevertheless, a core set of discernable attributes in effective skill performance that are common across a range of individual differences. Second, management skills are controllable. The performance of these behaviors is under the control of the individual. contradictory organizational practices such as selectively hiring, or cognitive activities such as transcending fear, skills can be consciously demonstrated, practiced, improved, or restrained by individuals themselves.Skills may certainly engage other people and require cognitive work, but they are behaviors that people can control themselves. Third, management skills are developable. Performance can improve. Unlike IQ or certain personality or temperament attributes that remain re latively constant throughout life, individuals can improvement their ability in skill performance through practice and feedback. Individuals can progress from less competence to more competence in management skills, and that outcome is the primary objective of this book. Fourth, management skills are interrelated and circuitping.It is difficult to demonstrate just one skill in isolation from others. Skills are not simplistic, repetitive behaviors, but they are integrated sets of complex responses. Effective managers, in particular, must rely on combinations of skills to achieve desired results. For example, in order to effectively motivate others, skills such as supportive communication, influence, empowerment, and self-awareness may be required. Effective managers, in other words, develop a constellation of skills that overlap and support one another and that allow flexibility in managing diverse situations.Fifth, management skills are sometimes contradictory or paradoxical. For example, the core management skills are neither all soft and humanistic in orientation nor all hard-driving and directive. They are orient neither toward teamwork and interpersonal relations simply nor toward individualism and technical entrepreneurship exclusively. A variety of skills are typical of the most effective managers, and some of them appear incompatible. Regardless of organizational level, all managers must have five captious skills technical skill, interpersonal skill, conceptual skill, diagnostic skill, and political skill. adept Skill. good skill involves understanding and demonstrating proficiency in a particular workplace activity. Technical skills are things such as using a computer word affect program, creating a budget, operating a piece of machinery, or preparing a presentation. The technical skills used will differ in each level of management. First-level managers may engage in the actual operations of the organization they need to have an understanding o f how production and service occur in the organization in order to direct and evaluate line employees. Additionally, first-line managers need skill in programming workers and preparing budgets.Middle managers use more technical skills related to planning and organizing, and top managers need to have skill to understand the complex financial workings of the organization. social Skill. Interpersonal skill involves human relations, or the managers ability to interact effectively with organizational members. Communication is a critical part of interpersonal skill, and an inability to communicate effectively can prevent life story progression for managers. Managers who have excellent technical skill, but poor interpersonal skill are unlikely to succeed in their jobs.This skill is critical at all levels of management. Conceptual Skill. Conceptual skill is a managers ability to see the organization as a whole, as a complete entity. It involves understanding how organizational units work together and how the organization fits into its matched environment. Conceptual skill is crucial for top managers, whose ability to see the big line drawing can have major repercussions on the success of the business. However, conceptual skill is still necessary for middle and supervisory managers, who must use this skill to envision, for example, how work units and teams are best organized. diagnostic Skill. Diagnostic skill is used to investigate problems, decide on a remedy, and implement a solution. Diagnostic skill involves other skillsechnical, interpersonal, conceptual, and politic. For instance, to determine the root of a problem, a manager may need to speak with many organizational members or understand a variety of informational documents. The difference in the use of diagnostic skill acr0oss the three levels of management is in the first place due to the types of problems that must be intercommunicate at each level.For example, first-level managers may deal primarily with issues of motivation and discipline, such as determining why a particular employees performance is flagging and how to improve it. Middle managers are likely to deal with issues related to larger work units, such as a plant or sales office. For instance, a middle-level manager may have to appoint why sales in a sell location have dipped. Top managers diagnose organization-wide problems, and may address issues such as strategic position, the possibility of outsourcing tasks, or opportunities for foreign expansion of a business.political Skill. Political skill involves obtaining power and preventing other employees from taking away ones power. Managers use power to achieve organizational objectives, and this skill can often reach goals with less effort than others who lack political skill. Much like the other skills described, political skill cannot stand alone as a managers skill in particular, though, using political skill without appropriate levels of other skills can lead to promoting a managers own charge rather than reaching organizational goals.Managers at all levels require political skill managers must avoid others taking control that they should have in their work positions. Top managers may find that they need higher levels of political skill in order to successfully operate in their environments. shutdown * Management has been identified as the domineering body of knowledge based on general principles,concepts,theories and techniques which are variable in terms of business practice. These are collective in the managerial functions of planning,organising,planning,controlling and directing which form the job of a manager. * In the organisation there are 3 levels called top level,middle level and lower level management ,each one having important role in smooth running of the organisation. * The lack of management skills will lead to poor decision making.