Management Principles are the statements of fundamental truth based on logic which provides guidelines for managerial decision making and actions. There are 14 Principles of Management described by Henri Fayol. Fayol‟s five functions of management and his 14 principles of management lead to an organizational structure that is administrative, hierarchical, bureaucratic, and oriented towards command and control. It has a simple objective of minimizing. Among the several management principles postulated is the Henri Fayol‟s „14 principles of management‟ (Witzel, 2003) Henri Fayol was nicknamed the father of modern management due to the popularity and wide.

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

The interests of the organisation supersede every other interest of staff, individuals, or groups. Imperatively, employees must sacrifice all their personal interests for the good of the organisation. In other words, organisations should not tolerate any staff that are not committed to the organisation’s objectives and order even if it is to the detriment of personal and family interests. This is one hard way of pursuing organisational or corporate success. It may have worked before now, but it is not ideal any longer due to a series of reasons.

It is believed also that every organisation on the globe today is influenced by Fayol’s principles of management given their applicability to burgeoning administrative formation without which there will be no organisation - as a group of people pursuing a collective goal. It is on this premise, therefore, that this paper is set to critically analyse the implications of Fayol’s 14 principles of management as culled from his 1949 publication ( ) with a view to highlighting their implications to the administration of library and information centres. Henry Fayol’s first principle for management states that staff perform better at work when they are assigned jobs according to their specialties.

This is one internal point against the staff of libraries staying put in a specific job element for a long time and, for others, all through their service time. After all, teaching and learning in library and information science is generalized in content and scope and thus tends to produce men and women who can take up any job design in the practice of librarianship. So, library managers who allow staff to remain on a given job schedule on the excuse of specialisation may be dwindling job efficiency. Secondly, judging from observations of the twenty-first century management style, generalisation of job design is advocated contrary to specialisation. Studies conducted in service rendering organisations show how managers in Western countries design jobs to suit all staff ( ).

Each employee can contact a manager or a superior in an emergency situation without challenging the hierarchy. Especially, when it concerns reports about calamities to the immediate managers/superiors. Order According to this principle of the 14 principles of management, employees in an organization must have the right resources at their disposal so that they can function properly in an organization. In addition to social order (responsibility of the managers) the work environment must be safe, clean and tidy.

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. If a psychological test is conducted on this case, the result may likely show that the latter staff member achieved nothing in the office, not primarily because he wanted to pay back the manager by not working, but more because he was not able to concentrate at work and even when he tried he could not focus because of where his mind was; this is especially so if the family need for which the excuse is denied is crucial. Productive library administrators ensure that an environment is created for staff to have a sense of appreciation, especially when they have some personal needs. Staff with such a sense of appreciation or recognition tend to put in their best in the discharge of their work and pursuit of the library’s corporate goals ( ).

If the company is, equity will automatically be maintained. 12) Stability of tenure One of the critical things in Henri fayol’s 14 principles of management was stability of tenure, or attrition of employees. In essence, Henri fayol said that an organization has a better chance to grow faster if its employees are stable. Naturally, if there is high attrition in the organization, then there will be a lot of time wasted in training and, costs will go up and stability of tenure will not be observed.

Result It leads to better superior sub-ordinate relationship. It leads to smooth running of the enterprise. Therefore it is obvious that they are different from each other but they are dependent on each other i.e.

So, while some managers quickly conclude erroneously that unions exist to fight management and make unnecessary demands, library and information managers should note that such groups can help the system to achieve order and maintain discipline. This out-weighs or counter-balances the fears of their existence. This principle states that employees should receive orders from and report directly to one boss only. This means that workers are required to be accountable to one immediate boss or superior only. Orders-cum-directives emanate from one source and no two persons give instructions to an employee at the same time to avoid conflict. And, no employee takes instructions from any other except from the one and only direct supervisor. This tends to be somehow vague.

Scalar Chain: Fayol thinks of the scalar chain as a line of authority, a chain of superiors from the highest to the lowest ranks. 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.

It is necessary for sound organization. Advantage It avoids conflicts, confusion & chaos. It avoids duplication of efforts and wastage of resources. Result It leads to better superior sub-ordinate relationship.

• Are your employees happy with the monetary remuneration and is it as per industry standards? • Are offering non monetary remuneration from time to time to keep employees motivated? 8) Centralization Centralization is the amount of control that is lying with people in an organization. If there are select group of people who have control (for example – in large corporates), then this is known as centralization. On the other hand, if there are a higher percentage of people in the organization having control (for example – in small businesses), then this is known as decentralization. Organizations have to balance centralization and decentralization both. Most top companies have strategic business units which are also a form of decentralization.

With this style, managers and their deputies act more as coordinators rather than dictators. Hence, library and information centres may not need the control-freak type of headship but preferably an orchestra-kind of leadership. Such leadership style will accommodate ideas, innovativeness, meaningful contributions, and freedom of expression from the junior staff, which research has shown to have positive contributions to the growth and success of an organisation ( ). This principle advocates for clearly-defined rules and regulations aimed at achieving good employee discipline and obedience.

• Simply said, the more the stability of tenure, the more the profit • High attrition means a lot of cost towards training and development • If tenure is stable, means your employees are happy and the company will develop faster as you have trained employees handling the work. 13) Initiative It sounds too good when we think that a company has innovated and brought a new to the market. But many a times, we question, why companies are not regularly innovating.

All activities must be carried out by one group that forms a team. These activities must be described in a plan of action. The manager is ultimately responsible for this plan and he monitors the progress of the defined and planned activities.

This is correct and quite crucial to organisational success. In library and information centres, such is the case also. The Librarian-in-Charge is responsible for the affairs of the library and has corresponding authority to oversee it. Likewise, his or her deputies, departmental heads, and unit officers are accorded the same in their respective capacities. This makes the work flow smoothly.

• Authority refers to the right of superiors to get exactness from their sub-ordinates whereas responsibility means obligation for the performance of the job assigned. • 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.

What Is Management

This means that workers are required to be accountable to one immediate boss or superior only. Orders-cum-directives emanate from one source and no two persons give instructions to an employee at the same time to avoid conflict. And, no employee takes instructions from any other except from the one and only direct supervisor. This tends to be somehow vague.

In other words, organisations should not tolerate any staff that are not committed to the organisation’s objectives and order even if it is to the detriment of personal and family interests. This is one hard way of pursuing organisational or corporate success. It may have worked before now, but it is not ideal any longer due to a series of reasons.

In case these things are not allowed the sales manager cannot be held responsible for not (3) Discipline: Discipline is essential for any successful work performance. Fayol considers discipline to mean obedience, respect for authority, and observance of established rules. Discipline can be established by providing good supervision at all levels, clearly explaining the rules, and implementing a system of reward and punishment.

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.

If there are many superiors giving orders to the same employee, he will not be able to decide as to which order is to be given priority. He thus finds himself in a confused situation. Such a situation adversely affects the efficiency of the subordinates. On the other hand, when there are many superiors, every superior would like his orders to be given priority. This ego problem creates a possibility of clash. Consequently, their own efficiency is likely to be affected. (5) Unity of Direction: Unity of direction means that there should be one head for one plan for a group of activities having the same objective.

An organisation can be defined as a group of people who collectively undertake certain actions such as planning, arranging, coordination, structuring, administration, organizing, management, logistics, and the like, in order to achieve a pre-determined goal. An online business dictionary (www.businessdictionary.com) affirms that the word organisation is synonymous with words such as: firm, business, company, institution, establishment, corporation, etc. Hence, an organisation can be a business or a government department. In other words, organisations can be private or public; small, medium or large-scale; profit or non-profit oriented. They can also specialize in different endeavours such as manufacturing, repackaging, sales, services, and so on. Library and information centres, as distinct departments of government and non-government institutions, are prime examples of service providing organisations. They are public-service kind of institutions and are comprised of men and women of defined and related knowledge backgrounds, who collectively pursue a goal of providing information services to particular groups of people at different places and times. Adobe cs5 serial number free.

• It implies that managers should be fair and impartial while dealing with the subordinates. Star plus serial prithviraj chauhan songs download. • They should give similar treatment to people of similar position. • They should not discriminate with respect to age, caste, sex, religion, relation etc.

By implication therefore, staff are assigned permanent duties and are made to report to that duty every day. However, as observed in recent library practices, some proactive librarians act contrary to this as they, from time to time, reshuffle staff in a way that takes staff to fresh duties. Critically, the era of staff staying put in a particular office or duty-post is nowadays obsolete given the nature of contemporary society. This points to the fact that current management practices in libraries no longer support that method ( ) and the reasons are clear. First, in the library and information science profession, the practice of specialisation in one area or aspect is not clearly defined in the first instance. For instance, this is evident in the professorial titles accorded to professors in the library and information science discipline.

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. • He recommended that work of all kinds must be divided & subdivided and allotted to various persons according to their expertise in a particular area. • Subdivision of work makes it simpler and results in efficiency.

Fayol 14 Principles Of Management

First, and have shown that employees can do better at work when they are valued and shown a reasonable sense of belonging. Second, organisations are compliant to the inconsistency of change. They change their objectives as situations warrant and need their staff to adapt fast to the changes. And, one of the fastest ways to get staff to adapt and comply with organisational changes is to invest in the staff. Thus, staff training and retraining, which is at most times cost-effective for management, is not only an investment in the staff for the organisation to reap but also a commitment to staff personal development. During such training sessions, staff enjoy several benefits such as job security, payment of salaries, full sponsorship, and other allowances that makes staff happy and motivated to put in their best when they return from the training programme. The application of this principle should not be frustrated in library and information centres.