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Principal of management and functions .pdf
- 1. GURU GHASIDAS UNIVERSITYBILASPUR ( C.G ) DEPARTMENT OF MANAGEMENT STUDIES PRESENTATION ON = MANAGEMENT PRINCIPAL & FUNCTION SUBMITTED TO - DR. KALPANA RAO
- 2. ADITYA KUMAR SINGH JATINKUMAR ARYAN SINGH RANA AYAN VERMA Group MEMBERS
- 3. MANAGEMENT PRINCIPLES &FUNCTION SUBTOPIC - HUMAN RELATION MOVEMENT & CONTROLLING PROCESS & TECHNIQUE t h e m e
- 4. INTRODUCTION What is management? = Management is the process of getting things done with the aim of achieving goals effectively and efficiently .
- 5. • IT HELPSIN ACHIEVING GROUP GOALS. • IT INCREASES EFFICIENCY. • IT CREATES THE DYNAMIC ORGANIZATION . IMPORTANCE OF MANAGEMENT • IT HELPS IN ACHIEVING PERSONAL OBJECTIVES . • IT HELPS IN DEVELOPMENT OF SOCIETY .
- 6. • MANAGEMENT ISGOALORIENTED PROCESS . • MANAGEMENT IS ALL PERVASIVE . • MANAGEMENT IS MULTIDIMENSIONAL . • MANAGEMENT IS CONTINUOUSLY PROCESS. • MANAGEMENT IS GROUP ACTIVITY. CHARACTERISTICS • MANAGEMENT IS DYNAMIC FUNCTION. • MANAGEMENT IS IS INTANGIBLE FORCE .
- 7. • THE HIERARCHYOF MANAGEMENT POSITIONS FROM TOP TO BOTTOM IS CALLED LEVEL OF MANAGEMENT. LEVELS OF MANAGEMENT
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- 10. PRINCIPLES OF MANAGEMENT MANAGEMENTPRINCIPLES - Principal of management are broad and general guidelines for a decision making and behaviour of managers. • THEY ARE NOT RULE ,THEY ARE A GUIDE TO ACTION . • FLEXIBLE • HAVE TO APPLIED CREATIVITY AS THEY DEAL WITH HUMAN BEHAVIOUR • HAVE PACE WITH CHANGING ENVIRONMENT
- 11. FAYOL'S PRINCIPLES OFMANAGEMENT Henri Fayol was a pioneering French management theorist known as the father of modern management, who first gave universal principles and functions of management—planning, organizing, commanding, coordinating, and controlling—that apply to all organizations . HENRI FAYOL
- 12. 3 MAIN CONTRIBUTIONOF HENRI FAYOL 1 . Activities of an industrial organisation could be divided into six groups. 1. Technical 4. Security 2. He is the first to identify four function of management. 1. Planning 2. Organisation 3. Directing 4. Controlling 3. He not only identify management as a separate fuild of endeavour but also developed 14 principles . 2. Financial 5. Managerial 3. Commercial 6. Accounting
- 13. FAYOL’S 14 PRINCIPLES 1.DIVISION OF WORK 2. AUTHORITY AND RESPONSIBILITY 3. DISCIPLINE 4. UNITY OF COMMAND 5. UNITY OF DIRECTION 7. REMUNERATION 8. CENTRALIZATION 9. SCALAR CHAIN 10. ORDER 11. EQUITY 12. STABILITY OF TENURE OF PERSONNEL 13. INITIATIVE 6.SUBORDINATIONOFINDIVIDUALINTEREST TO GENERAL INTEREST 14. ESPRIT DE CORPS MANAGEMENT PRINCIPLES DEVELOPED BY HENRI FAYOL
- 14. FAYOL'S 14 PRINCIPLES Fayol’s14 Principles of Management Division of Work: Specialize, maximize efficiency. Authority & Responsibility: Right to command, duty to deliver. Discipline: Respect rules, maintain order. Unity of Command: One boss, no confusion. Unity of Direction: Shared goal, single plan. Subordination of Individual Interest: Team first, self second. Remuneration: Fair pay, motivated staff. Centralization: Power balanced for best results. Scalar Chain: Clear hierarchy, smooth flow. Order: Everything, everyone in their right place. Equity: Treat fairly, build loyalty. Stability of Tenure: Job security, steady growth. Initiative: Encourage ideas, empower action. Esprit de Corps: Strength in teamwork, shared spirit.
- 15. HUMAN RELATION MOVEMENT TheHuman Relation Movement began in the early 20th century. It emphasized the importance of human behavior, needs, and attitudes in the workplace. Developed as a reaction against the classical theories focused only on efficiency. Showed that employees are motivated not only by money but also by social and emotional factors.
- 16. Elton Mayo -Conducted Hawthorne Experiments (1924-1932); found that productivity rises when workers feel valued. Mary Parker Follett - Focused on teamwork, coordination, and cooperation; believed in 'power with people, not power over people. Douglas McGregor - Introduced Theory X & Theory Y, describing two views of employees: negative vs positive KEY CONTRIBUTION
- 17. Human needs andmotivation are central to productivity. Informal groups influence workplace behavior. Good communication improves morale and cooperation. Leadership style affects employee satisfaction. Respect and recognition increase performance. MAJOR FINDINGS / PRINCIPLES
- 18. Shift from mechanicalcontrol to human-centered management. Birth of Human Resource Management (HRM). Focus on employee welfare, motivation, and teamwork. Encouraged participation and open communication. Foundation for modern organizational behavior studies. IMPACT ON MANAGEMENT
- 19. The Human RelationsMovement revolutionized management by valuing people. Inspired modern HR practices and positive work culture. Still relevant in leadership, teamwork, and motivation. "When people feel respected, they work not just for salary - but for success." CONCLUSION
- 20. CONTROLLING PROCESS &TECHNIQUES What is controlling ? Koontz & O’Donnell: “Controlling is the measurement and correction of performance to ensure that enterprise objectives are being accomplished.” In Simple Words: It means checking if the work is going as planned or not. Controlling = Checking performance + Finding deviations + Correcting them .
- 21. Controlling in Action:A Café Manager's Story 1 Target Sell 500 coffees daily 2 Actual Achieved only 420 daily 3 Investigation Discovered late supplier deliveries 4 Action Switched to reliable supplier 5 Result Sales back on target at 500+ This real-world example shows how controlling transforms potential failure into success through systematic problem-solving.
- 22. Why Controlling Mattersto Your Business Achieve Goals Keeps teams focused on what matters most Reduce Waste Catches inefficiencies before they become costly problems Boost Performance Clear feedback motivates employees to excel Better Planning Past data informs smarter future decisions
- 23. PROCESS OF CONTROLLING 1️⃣Setting Performance Standards Define clear goals & benchmarks Basis for measuring performance . 2️⃣ Measuring Actual Performance Collect data on actual results Use reports, observations, or statistics . 3️⃣ Comparing Performance with Standards Identify gap between actual & expected results . 4️⃣ Analyzing Deviations Find reasons for major differences Apply “Management by Exception” 5️⃣ Taking Corrective Action Solve problems & prevent future issues Example: Training, new plan, or better equipment
- 24. Key Takeaways "What getsmeasured, gets managed." — Peter Drucker 1 Controlling keeps your organisation aligned with strategy and responsive to change 2 The five-step process provides a reliable framework for any business situation 3 Modern tools amplify your ability to monitor and respond in real time
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