Tag: Principles

  • Direction: Meaning, Definition, Nature, and Importance

    Direction: Meaning, Definition, Nature, and Importance

    Direction: Before studying this article Content you will learn about what is it? – 1) Meaning, 2) Definition, 3) Nature, 4) Importance, and 5) Principles of Direction. Also, each one explains it, Explain Principles for Achieving Effective Direction in Management!

    Learn, Explain each, Direction: Meaning, Definition, Nature, and Importance.

    These Common questions are very asked by readers:

    First, What is the Meaning of Direction? Second, What is the Definition of Direction? Third, What is the Nature of Direction? Forth, What is the Importance of Direction? Final, What are the Principles of Direction?

    Directing: A basic management function that includes building an effective work climate and creating an opportunity for motivation, supervising, scheduling, and disciplining.

    Meaning of Direction:

    Planning and organizing provide a foundation for the organization and direction initiate action towards the achievement of the goals. Having appointed the workforce, managers ensure they work to achieve the organizational standards of performance and in the course of doing so, satisfy their personal wants and needs also. They act as catalysts for achieving organizational and individual goals.

    They act as agents who influence the behavior of employees to achieve the organizational goals and also ensure that organizational plans and policies satisfy the interests of the workforce. Managers, thus, direct employees’ behavior towards organizational and individual/group goals.

    Definition of Direction:

    Directing is “A managerial function that involves the responsibility of managers for communicating to others what their roles are in achieving the company plan.” — Pearce and Robinson.

    It is “Getting all the members of the group to want and to strive to achieve objectives of the enterprise and the members because the members want to achieve these objectives.” — Terry and Franklin.

    It is important to create an environment in which people work as active group members to achieve organizational goals. Also, Managers use behavioral sciences to influence the behavior of the workforce. They remain in constant touch with the employees to ascertain their needs and forces that drive them to work. The motivational factors (monetary and non-monetary) that influence an individual to work are analyzed while directing them to action.

    Hersey and Blanchanrd define management as “the process of working with and through individuals and groups and other resources to accomplish organizational goals”.

    Nature of Direction:

    The following points highlight the nature of direction:

    Process of action:

    Direction initiates an action at the top level of the organization and flows down the hierarchy. It follows that subordinates have to be directed by their superiors only.

    On-going process:

    Directing is not an intermittent function of management. It is a process of continuously guiding the behavior of others.

    Not supported by rules:

    Since the behavior of people cannot be predicted through mathematical or statistical tools, the function of directing is based on behavioral sciences. It is not supported by rules or regulations.

    Directing is situational:

    Managers influence the behavior of employees according to the situation. Also, directions change from situation to situation. Factors like environment, nature of workers, group behavior, attitude towards work, etc. affect directing.

    Behavioral science:

    Since directing deals with human behavior, managers study different aspects of human psychology to understand how to influence their behavior.

    Understand group behavior:

    No person can work alone. While working in the organization, he becomes part of the informal groups (formed based on the common interests of individuals). Also, the behavior of a person is different as an individual and a member of the group. It is, therefore, essential that managers understand the nature of group behavior to direct effectively.

    Participative:

    Direction initiates action on the part of employees. To ensure greater participation of workers in carrying out the organizational activities, they should take part in the meetings to discuss various direction policies.

    Pervasive:

    Managers at all levels in all functional areas direct their subordinates. As well, Top managers guide middle and lower-level managers who further direct supervisors and workers. It is performed at every level of management. Every person in the organizational hierarchy is superior to some and subordinate to others except those at the top and the bottom. Direction maintains and strengthens superior-subordinate relationships and inspires everyone in the organization to have a common vision, that is, contribution to organizational goals.

    Importance of Direction:

    Direction puts plans into action.

    Well executed direction function has the following merits:

    Initiates action:

    Direction initiates an action that motivates people to convert the resources into productive outputs. It gives substance to managerial functions of planning, organizing, staffing, and controlling. Also, People learn to manage the resources in the most effective way that results in their optimum utilization.

    Creates a sound work environment:

    If directions are issued in consultation with employees (participative); it creates an environment of understanding where people work to their maximum potential, willingly and enthusiastically to contribute towards organizational goals.

    Develops managers:

    Managers who are personally motivated to work can also direct others to work. Also, Managers develop their skills and competence to direct others to follow. If managers and employees work in harmony, it promotes the skills of the employees and develops managers to assume responsibilities of higher levels in the organization. As well as, Motivation, leadership, and communication help in bringing people together. They exploit employees’ talent to the fullest and also provide scope for their skill enhancement. This is beneficial for both the employees and the organization. Direction, thus, prepares future managers.

    Behavioral satisfaction:

    Since direction involves human behavior and psychology, employees feel behaviorally satisfied and personally inspired to achieve organizational goals.

    Increase in productivity:

    Personally satisfied employees contribute towards the output and efficiency of the organization. Also, Direction gets maximum out of subordinates by exploiting their potential and increasing their capabilities to work.

    Achieves coordination:

    Directing aims at continuous supervision of activities. Also, they achieve coordination by ensuring that people work towards planned activities in a coordinated manner. It integrates the actions of employees that increase their understanding of mutual interdependence and their collective effort to achieve the organizational goals. Also, helps to harmonize individual goals with organizational goals.

    Facilitates control:

    Coordination brings actual performance in conformity with planned performance. The controlling function is, thus, facilitated through the effective direction.

    Facilitates change:

    Direction helps in introducing change in the organization structure and adapting the organization structure to the external environment. As well as, Organisation operates in society as an open system and has to accept social changes for its survival and growth. Also, People are not easily receptive to changes. Direction helps in changing the attitude of people towards change and accepts it as a way of life.

    Facilitates growth:

    An organization open to change is responsive to growth. Also, Direction harmonizes physical, financial, and human resources balance various parts of the organization, and create commitment amongst people to raise their standards of performance.

    Direction Meaning Definition Nature and Importance Image
    Direction: Meaning, Definition, Nature, and Importance; Image from Pixabay.

    Principles of Direction:

    Direction function deals with people. Understanding the behavior of people is a complex phenomenon, and directing them to contribute to organizational goals with a common vision is, thus, a complex task. Related question – What are the Principles of Direction?

  • Explain Principles for Achieving Effective Direction in Management

    Explain Principles for Achieving Effective Direction in Management

    Around the area, this question very common, What are the Principles of Direction in Management? and What are the Principles of Direction? These principles very Helpful for achieving effective direction in management are: 1) principle of harmony of objectives, 2) principle of the scalar chain, 3) principle of unity of command, 4) principle of unity of direction, 5) principle of effective communication, 6) principle of direct supervision, 7) principle of effective leadership and 8) Principle of follow-up! Also learned, The Principles of Effective Directing or Direction.

    How to explain Principles for Achieving Effective Direction in Management?

    An effective direction is instrumental in enhancing the contribution of subordinates towards the attainment of organizational goals. Also, they help in decreasing cost and increasing efficiency of workers and serves the interests of both the workers as well as the enterprise. Related question – What is the Importance of Directing? with Aspects or Elements explain it!

    Following are the important principles that help achieve effective direction:

    The Principle of the harmony of objectives:

    An organization aims at achieving the predetermined objectives with the help of people. With different techniques of direction, management should try to integrate the organizational and individual objectives. Also, the interest of the group must always prevail over individual interests. A manager must try to reconcile the personal interest of the subordinates with the common interest. Harmony of objectives makes the task of direction easy.

    The Principle of scalar chain:

    Scalar chain means that chain of subordinates and superiors ranging from top to the lowest ranks. This chain clearly establishes superior-subordinate relationships and the scope of authority clearly define. For carrying the function of direction successfully a clear scalar chain is immensely helpful.

    The Principle of unity of command:

    A Principle of unity of command means that a subordinate should get orders and instructions from one boss only. The employee will confuse if he has to report to more than one superior. In the absence of unity of command, authority undermine, discipline weakened, Loyalty divided and confusion and delays in work are frequent.

    The Principle of Unity of direction:

    For ensuring effective direction, there should be one head and one plan for a group of activities having the same objectives. This principle clearly lays down that the efforts of all the members should direct by a single head for the accomplishment of the objectives of the organization.

    The Principle of effective communication:

    Communication is an important instrument for effective direction. Without communication, the function of direction cannot perform. Two-way communication provides an opportunity to the subordinates a chance to express their feelings and the superior to know the feelings of the subordinates. A well-knit system of communication provides for the free flow of ideas, information, suggestion, complaints, and grievances.

    The Principle of direct supervision:

    The function of direction becomes more effective if the supervisor maintains direct and personal contact with his subordinates. As well as, Direct supervision infuses a sense of participation among the subordinates and encourages them to give their best to attain the organizational goals. It also boosts the morale of the employees, increases their loyalty, and provides the superior with immediate feedback about their performance.

    The Principle of effective leadership:

    Effective leadership is the essence of the function of direction. Also, the superior must possess the qualities of a good leader if he is to get the work done by the subordinates. Effective leadership is also helpful in winning the confidence of the subordinates.

    The principle of follow-up:

    A manager or the superior has to monitor or follow-up on the performance of the subordinates constantly to ensure that the worker performs as per the plans made. He should keenly observe the subordinates at work and correct them wherever they go wrong.

    Principles of Direction:

    Direction function deals with people. Also, Understanding the behavior of people is a complex phenomenon; and, directing them to contribute to organizational goals with a common vision is, thus, a complex task.

    However, the following top 11 principles help managers perform the complex function of direction:

    Appropriate selection of employees:

    The direction is related to the function of staffing. While selecting employees, managers should ensure that people can adjust to the organization structure and willingly carry out the directions of the superiors. As well as, Chances of demotions and separations should reduce to as low as possible. It is easy to direct people who are committed to their task and see organizational goals as a means to achieve individual goals.

    Participation:

    Since direction influences the behavior of others, managers follow the principle of participation (while preparing the directives). If those who carry out the directions participate in making policies regarded directions (motivational plans, leadership styles, communication pattern); the direction function will be able to accomplish its purpose effectively.

    Communication:

    To make direction effective, managers ensure a two-way flow of communication between them and the employees. Also, Employees should allow expressing their feelings to superiors. An effective system of communication ensures the passing of orders and instructions by superiors which smoothly carry by subordinates and expressing problems and grievances by subordinates to superiors which solve by the superiors. The direction function aims at maximizing the interest of not only self but also others in the organization.

    Counseling and guidance:

    When employees face problems in carrying out their tasks, managers provide them the necessary counseling and guidance. This makes direction effective as employees can approach the superiors for counseling whenever required. Subordinates must carry out the instructions the way they intend by the superiors. There should be a complete understanding of communication between the superiors and subordinates. As well as, Doubts and queries of subordinates should clear by superiors through proper guidance and counseling.

    Unity of command:

    The basic principle that makes direction effective is one boss for one subordinate i.e., all directions, orders and instructions should come from one boss. If a subordinate receives instructions from more than one superior, he may not be able to carry out the instructions of any of them. This will create confusion and conflicts to the dissatisfaction of both, the superiors and subordinates.

    However, in the contemporary business environment characterized by extreme specialization, it may not always be possible to follow the principle of unity of command. The functional organization, project organization, matrix organization have the system of dual command and even multiple commands. The direction function should ensure that employees can maintain balance amongst the instructions issued by bosses of different functional areas. Also, the Direction function cannot perform in an environment of restrictions. There are different techniques of direction (authoritative, participative, free reign) that follow depending upon the need of the situation.

    Unity of direction:

    One plan or related set of activities should have one head. All activities related to marketing must head by the marketing manager and those related to personnel should head by the personnel manager. This avoids duplication of actions and instructions and results in optimum use of scarce resources.

    Synthesis of conflicting objectives:

    Every group of people, whether owners, managers, or workers have a personal interest as supreme while carrying out the organizational activities. This can lead to conflicting interests which may hamper organizational growth. Effective directions, motivation, guidance, and counseling make people understand that their goals are subordinate to organizational goals.

    This enables different groups of people to move in the same direction. The conflicting objectives are, thus, synthesized into a single plan, one objective, one direction, and one goal, that is, to maximize the organizational goals. If subordinates view organizational interest as supreme, the organization also takes care to look after the interest of subordinates.

    Direct supervision:

    Direct supervision of employees helps them know deviations in their performance and ways to remove them. This also maintains direct contact between superiors and subordinates and increases interest in their work and confidence and loyalty in their supervisors.

    Contribution:

    Direction aims at getting maximum contribution from employees by exploiting their talent to the best. If employees have the potential to contribute more than their present performance, direction helps in enhancing the contribution towards organizational objectives.

    Use of informal organization:

    Though directions are issued in a formal organization structure, managers should make use of informal organization also to speed up the process of direction. Information travels faster amongst informal groups and directions can be effectively carried out because people can freely interact with each other.

    Follow-up:

    Managers should receive constant feedback on their directions to know whether or not employees are working according to their directions. If employees have problems, they should solve their problems and if the need arises, even revise the directions.

    Explain Principles for Achieving Effective Direction in Management
    Explain Principles for Achieving Effective Direction in Management; Image from Pixabay.

  • The Principles of Effective Directing or Direction!

    Learn, Explain the Principles of Effective Directing or Direction!

    The Directing is the main function of the Management. The following are the basic principles of effective directing or direction: Harmony of Objectives, Unity of Command, Unity of Direction, Direct Supervision, Participative or Democratic Management, Effective Communication, and Follow-Up. Management is the art of getting things done through others. One of the main functions of a manager is to direct subordinates effectively. Directing is concerned with carrying out the desired plans. It initiates organized and planned action and ensures effective performance by subordinates towards the accomplishment of group activities. Also learned, Importance of Directing, Now Discuss of The Principles of Effective Directing or Direction!

    The direction is called management in action. In the words of Theo Haimann, “In order to make any managerial decision really meaningful, it is necessary to convert it into effective action, which the manager accomplishes by directing. Without this managerial function nothing or at best very little is likely to come about. Related question: What are the Techniques of Directing?

    Planning, organizing, and staffing can be considered preparatory managerial functions the purpose of controlling are to find out whether or not the goals are being achieved. The connecting and actuating link between these functions is the managerial function of directing, which means the issuance of directives and the guidance and overseeing of subordinates.”

    The Principles of Effective Directing or Direction:

    Effective direction leads to the greater contribution of subordinates to organization goals. The directing function of management can be effective only when certain well-accepted principles are followed.

    The following are the basic principles of effective directing or direction:

    • Harmony of Objectives,
    • Unity of Command,
    • Unity of Direction,
    • Direct Supervision,
    • Participative or Democratic Management,
    • Effective Communication, and
    • Follow-Up.

    Now Explain:

    1. Harmony of Objectives:

    It is an essential function of management to make the people realize the objectives of the group and direct their efforts towards the achievement of their objectives. The interest of the group must always prevail over individual interest. The principle implies harmony of personal interest and common interest. Effective direction fosters the sense of belongingness among all subordinates in such a way that they always identify themselves with the enterprise and tune their goals with those of the enterprise.

    2. Unity of Command:

    This principle states that one person should receive orders from only one superior, in other words, one person should be accountable to only one boss. If one person is under more than one boss then there can be contradictory orders and the subordinate fails to understand whose order to be followed. In the absence of unity of command, the authority is undermined, discipline weakened, loyalty divided and confusion and delays are caused.

    3. Unity of Direction:

    To have effective direction, there should be one head and one plan for a group of activities having the same objectives. In other words, each group of activities having the same objectives must have one plan of action and must be under the control of one supervisor.

    4. Direct Supervision:

    The directing function of management becomes more effective if the superior maintains direct personal contact with his subordinates. Direct supervision infuses a sense of participation among subordinates that encourages them to put in their best to achieve the organizational goals and develop an effective system of feedback of information.

    5. Participative or Democratic Management:

    The function of directing becomes more effective if the participative or democratic style of management is followed. According to this principle, the superior must act according to the mutual consent and the decisions reached after consulting the subordinates. It provides the necessary motivation to the workers by ensuring their participation and acceptance of work methods.

    6. Effective Communication:

    To have effective direction, it is very essential to have an effective communication system which provides for free flow of ideas, information, suggestions, complaints, and grievances.

    7. Follow-up:

    In order to make direction effective, a manager has to continuously direct, guide, motivate and lead his subordinates. A manager has not only to issue orders and instructions but also to follow-up the performance so as to ensure that work is being performed as desired. He should intelligently oversee his subordinates at work and correct them whenever they go wrong.

  • What are the Principles of Learning in Training?

    What are the Principles of Learning in Training?

    Learning principles in training and development. Since training is a form of education some of the principles that emerge from learning theory can logically apply to training. Learning is the human process by which skills, knowledge, habits, and attitudes acquiring and utilizing in such a way that behavior modifying. Also, Discussion of the main Nature of Planning! The principles of learning in training provide additional insight into what makes people learn most effectively. The principles have been discovered, tested, and used in practical situations. Also learn, the Principles of Scientific Management, What are the Principles of Learning in Training?

    Learn and Explain, learning principles in training and development

    Meaning of Training: Organize an activity aimed at imparting information and/or instructions to improve the recipient’s performance or to help him or she attain a required level of knowledge or skill. Training is teaching or developing in oneself or others, any skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one’s capability, capacity, productivity, and performance. It forms the core of apprenticeships and provides the backbone of content at institutes of technology.

    The following learning principles in training and development should satisfy by a good training program:
    • Practice – Employees learn faster when theory and practice go hand in hand. Employees under training should allow to participate in actual work performance. 
    • Active Process – The individual learns better when more of his senses are utilized in the efforts and he becomes more involved in the process of learning.
    • Guidance – Learning is more efficient if it is not by trial and error but by guidance from the expert. Guidance can speed the learning process and provide feedback as well.
    • Trainee Readiness – People who are not ready to learn will not learn. Consequently, an effective training program must comprise individuals who are ready to learn the skill at hand. Determining trainee readiness involves examining certain important issues.
    • Motivation – The trainee must motivate to improve his skills or knowledge by increasing compensation, promotion, recognition, etc.
    • Relevance – Most trainees quickly develop the perception of whether training is relevant. If trainee perceives that the instruction will help them on the job, they are much more likely to be receptive to the training. If they do not perceive they are more likely to demonstrate active or passive resistance in the training.
    • Reinforcement – Reinforcement is another critical principle of learning. It involves the process of providing financial rewards or non-financial incentives such as praise or recognition. Reinforcement can often encourage trainees to become more interested and involved in the training.
    • Standard of performance – The standard of performance must be set for the learner. The standard provides goals and gives a feeling of accomplishment when the employees achieve them.
    • Feedback – To understand the potentialities and limits of improvement of an employee the progress of his training must receive from time to time.
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  • What is Building and Principles of Organizational Commitment?

    What is Building and Principles of Organizational Commitment?

    First learn, Continuance Commitment! Organizational commitment is different from continuance commitment. Whereas organizational commitment is an emotional bond to the organization, continuance commitment is a calculative attachment. Employees have high continuance commitment when they do not particularly identify with the organization. Where they work but feel bound to remain there because it would be too costly to quit. Also learn, Explain are Evolution, Elements of an Organizational Climate!

    Learn, Understanding of Building and Principles of Organizational Commitment!

    In other words, they choose to stay because the calculated (typically financial) value of staying is higher than the value of working somewhere else. You can tell someone has a high calculative commitment when she or he says, “I hate this place but can’t afford to quit!” This reluctance to quit may be due to the risk of losing a large bonus by leaving early or because the employee is well established in the community.

    The building of Organizational Commitment!

    There are almost as many ways to build organizational loyalty as topics in this textbook, but the following list is most prominent in the literature:

    Justice and support:

    Employee loyalty is higher in organizations that fulfill their obligations to employees and abide by humanitarian values, such as fairness, courtesy, forgiveness, and moral integrity. These values relate to managers’ need to continually pay attention to the fairness of their decisions. Such as the distribution of rewards and resources. The more justice employees perceive, the higher their loyalty to the organization. Similarly, organizations that support employee well-being tend to earn higher levels of loyalty in return.

    Shared values:

    The definition of organizational commitment refers to a person’s identification with the organization, and that identification is highest. When employees believe their values are congruent with the organization’s dominant values. Values congruence makes employees feel more comfortable with corporate decisions.

    Trust:

    Trust is defined as a psychological state comprising the intention to accept vulnerability based on positive expectations of the intent or behavior of another person. A Trust means putting faith in the other person or group. It is also a reciprocal activity: To receive trust, you must demonstrate trust.

    Employees identify with and feel obliged to work for an organization only when they trust its leaders. This explains why layoffs are one of the greatest blows to employee loyalty: By reducing job security, companies reduce the trust employees have in their employer and the employment relationship.

    Organizational comprehension:

    Organizational commitment is a person’s identification with the company, so it makes sense that this attitude is strengthened. When employees understand the company, including its past, present, and future. Thus loyalty tends to increase with open and rapid communication to and from corporate leaders, as well as with opportunities to interact with coworkers across the organization.

    Employee involvement:

    Employees feel that they are part of the organization when they contribute to decisions that guide the organization’s future. This employee involvement also builds loyalty because giving this power demonstrates the company’s trust in its employees.

    Organizational commitment and job satisfaction represent two of the most often studied and discussed attitudes in the workplace. Each is linked to emotional episodes and cognitive judgments about the workplace and relationships with the company.

    Emotions also play an important role in another concept that is on everyone’s mind these days: stress. Indeed, managing work-related stress is central to managing employee well-being. Over the next few pages, we will examine the stress process, its causes, and, most important, how to improve employee well-being by managing work-related stress.

    Principles of Organizational Commitment!

    The Following Principles are three types in the base of Organizational Commitment. Also, want to know about, What are Dimensions of Organizational Climate?

    Behavioral Principles!

    There is mostly the practice of literature in this area. It is the specific content that tries to find someone committed to making a group rather than being a member or a supporter. Adainika Tella et al., Writing about the library in Nigeria, citing many behavioral factors in making a committed person. This is the variety of work on work, “role ambiguity,” the attitude of colleagues and friends, the attitude of choice for the organization, and the skill variety. These roles begin to point to independence, but the lack of expertise and interesting, rewarding labor.

    Social Identification Theory!

    Social identity is a simple catch that everyone wants to increase their self-worth by connecting to a specific organization or group for the people. This behavior does not rule out the attitude but rather seeks to get behind this specific material for this type of commitment. Identity theory argues that there is a positive self-concept-a group that is linked to your very own person, making it partial to at least in part by having positive associations. An example can be for a man working for a social service organization. The group can strong positive social organizations, which, in turn, reflect on this work as a man.

    Self-classification Theory!

    The self-classification approach is that they themselves have created. Through these organizational relationships and people can see themselves at many different levels. You can see yourself as a person, but in this part, is associated with social groups who relate to you. Then you are a “subdued person” or a person. Whose identities are working in such a fixed position or as a living in a certain area, these social contacts get out of the running? The point is that organizational commitment is largely based on how a person has created his identity. Groups that are part of this identity to which it belongs, you can expect a great deal of commitment.

    What is Building and Principles of Organizational Commitment - ilearnlot
    What is Building and Principles of Organizational Commitment?

    Reference

    1. Continuance Commitment – #wisdomjobs.
    2. Build OC – #wisdomjobs.
    3. Principles OC – #hihow.win.
    4. Photo Credit URL – #mr-marinegroup.

  • What are the Principles of Scientific Management?

    What are the Principles of Scientific Management?

    What are the Principles of Scientific Management? Here are Principles by Frederick Winslow Taylor!

    The Principles of Scientific Management (1911) is a monograph published by Frederick Winslow Taylor. This laid out Taylor’s views on principles of scientific management, or industrial era organization and decision theory. Taylor was an American manufacturing manager, mechanical engineer, and then a management consultant in his later years. The term “scientific management” refers to coordinating the enterprise for everyone’s benefit including increased wages for laborers although the approach is “directly antagonistic to the old idea that each workman can best regulate his own way of doing the work.” His approach is also often referred to as Taylor’s Principles or Taylorism.

    Important Principles of Scientific Management

    The scientific management approach propounded by F.W. Taylor is based on the following four principles:

    (1) Science, Not Rule of Thumb

    This principle says that we should not get stuck in a set routine with the old techniques of doing work, rather we should be constantly experimenting to develop new techniques which make the work much simpler, easier and quicker.

    (2) Harmony, Not Discord

    As per this principle, such an atmosphere should be created in the organization that labor (the major factor of production) and management consider each other indispensable.

    Taylor has referred to such a situation as a ‘Mental Revolution’. Taylor firmly believed that the occurrence of a mental revolution would end all conflicts between the two parties and would be beneficial to both of them.

    (3) Cooperation, Not Individualism

    According to this principle, all the activities done by different people must be carried on with a spirit of mutual cooperation. Taylor has suggested that the manager and the workers should jointly determine standards. This increases involvement and thus, in turn, increases responsibility. In this way, we can expect miraculous results.

    (4) Development of Each and Every Person to His / Her Greatest Efficiency and Prosperity

    According to this principle, the efficiency of each and every person should be taken care of right from his selection. A proper arrangement of everybody’s training should be made.

    It should also be taken care that each individual should be allotted work according to his ability and interest. Such a caring attitude would create a sense of enthusiasm among the employees and a feeling of belongingness too.

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    Other’s Principles of Scientific Management

    Development of Science for each part of men’s job (replacement of rule of thumb)

    This principle suggests that work assigned to any employee should be observed, analyzed with respect to each and every element and part and time involved in it. This means replacement of odd rule of thumb by the use of the method of inquiry, investigation, data collection, analysis, and framing of rules. Under scientific management, decisions are made on the basis of facts and by the application of scientific decisions.

    Scientific Selection, Training & Development of Workers

    There should be the scientifically designed procedure for the selection of workers. The physical, mental & other requirements should be specified for each and every job. Workers should be selected & trained to make them fit for the job. The management has to provide opportunities for development of workers having better capabilities. According to Taylor, efforts should be made to develop each employee to his greatest level and efficiency & prosperity. 

    Co-operation between Management & workers or Harmony, not discord

    Taylor believed in co-operation and not individualism. It is only through co-operation that the goals of the enterprise can be achieved efficiently. There should be no conflict between managers & workers. Taylor believed that interest of employer & employees should be fully harmonized so as to secure mutually understanding relations between them. Best Characteristics and Qualities of a Good Leader. 

    Division of Responsibility

    This principle determines the concrete nature of roles to be played by different level of managers & workers. The management should assume the responsibility of planning the work whereas workers should be concerned with the execution of the task. Thus planning is to be separated from execution. What is Relationship Between Controlling and Planning? 

    Mental Revolution

    The workers and managers should have a complete change of outlook towards their mutual relation and work effort. It requires that management should create suitable working condition and solve all problems scientifically. Similarly, workers should attend their jobs with utmost attention, devotion, and carefulness. They should not waste the resources of an enterprise. Handsome remuneration should be provided to workers to boost up their morale. It will create a sense of belongingness among worker. They will be disciplined, loyal and sincere in fulfilling the task assigned to them. There will be more production and economic growth at a faster rate.

    Maximum Prosperity for Employer & Employees

    The aim of scientific management is to see maximum prosperity for employer and employees. It is important only when there is the opportunity for each worker to attain his highest efficiency. Maximum output & optimum utilization of resources will bring higher profits for the employer & better wages for the workers. There should be maximum output in place of restricted output. Both managers & workers should be paid handsomely. Also, read it International and Comparative Human Resource Management.

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    Reference

    1. Principles of Scientific Management – http://www.yourarticlelibrary.com/management/4-important-principles-of-scientific-management/885
    2. Other’s Principles of Scientific Management – http://www.managementstudyguide.com/principles_scientificmanagement.htm

  • How to Set Your Organize Priorities?

    How to Set Your Organize Priorities?

    There are specific skills and steps that you can learn to effectively manage multiple priorities and to actually assess which activities you need to work on first then next in order to tame your daily and weekly schedule. I’ve tried to organize the best time management advice I can find into one place and make it “research administrator-friendly.”

    The ability to prioritize is highly important in terms of achieving your goal. It helps you to identify and focus only on the essential tasks. It frees you from falling into procrastination or getting distracted by less important tasks. By harnessing this skill, you will be less stressed and a lot more organized and put-together.

    To become proficient in prioritizing, you can start by applying former U.S. President Dwight D. Eisenhower’s Urgent/Important Principle.

    Eisenhower’s Urgent/Important Principle

    In 1954, he mentioned that there are “two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent.” In this sense, these two concepts can be defined as follows:

    Important tasks are those whose results lead to the achievement of our personal or professional goals.

    Urgent tasks require your immediate attention. However, they are typically related to the goal of someone else (such as your boss). Nevertheless, we focus on them more because there are negative consequences to not doing them right away.

    At this point, you may want to reflect on three things.

    First, identify which tasks or activities are most important to you. Are they in line with your goal? How far along are you in terms of accomplishing it?

    Second, look back on how you spend your time each day. Do you focus on what is urgent? Were you able to find time for what is important?

    Finally, consider how you can make time for what is important and still be able to do what is urgent. Alternatively, think about whether you can sacrifice what is urgent for what is important.

    One strategy that can help you focus on the important tasks first is to do them at the start of your day. The reason why this is effective is that you would still make time for what is urgent later on in the day. After all, you will always find a way to do what is urgent to avoid the consequence.

    Make sure to write down all your thoughts until you can flesh out a concrete plan out of them.

    The Pareto Principle

    It is easy to prioritize when you are in control of your time and resources. However, things take a more challenging turn when you are faced with many issues that will force you to make quick decisions.

    If ever you find yourself in this situation, then you can take a page out of Italian economist Wilfredo Pareto. According to him, eighty percent of the effects of most events come from twenty percent of the causes. To make his point clear, he explained two examples.

    The first one is that 80 percent of the properties in his homeland are owned by only 20 percent of the population. The second, on which his principle is initially based, is that 20 percent of the pea-pods in his garden held 80 percent of the peas produce.

    To this day, the Pareto Principle is being used by many professionals to gauge almost anything, such as by stating that 80 percent of a corporation’s sales come from only 20 percent of its products.

    Going back to the concept of Prioritization, you can apply the Pareto Principle by applying the following steps:

    1. Identify the main problems.

    Take note of every issue that is holding you back from achieving your goal or task. If you are working as a team, consult each member to get their own insights. You might also need to consult your progress chart.

    1. Determine the main cause of each problem.

    According to the concept of Root Cause Analysis, there are three common root causes behind any problem. These are Physical Causes, Human Causes, and Organizational Causes.

    When something breaks down or fails to operate due to some tangible or observable aspect, then it is due to a Physical Cause. One example is you being unable to finish a three-page report due tomorrow because your laptop computer crashed.

    If a person failed to do something, or did something wrong, then the problem is from a Human Cause. An example would be your co-worker failing to send you an email of the survey results for your report tomorrow.

    In situations where, despite the effectiveness of tools and the efficient skills of the people involved, the process itself caused the problem, then it is considered to be due to an Organizational Cause. One example is the pyramid scheme, in that the products are effective and the salespeople are passionate and trained. Yet, the system itself fails to be sustainable.

    Based on this perspective, it is easy to identify the root cause of some problems. However, if you find it a challenge to do so, then you should ask yourself these questions to help you deduce the issue until you can identify the root cause.

    What happened?

    How did it happen?

    Why did it happen?

    Will it happen again?

    Why or why not?

    1. Rearrange the problems in order of priority.

    After you have identified the root cause for each problem, you should then create another list of the same problems. Only this time, you will be enumerating them based on how important it is for them to be solved. This way, you will instantly know which one to focus on solving first before you move on to the second, third, and so on.

    1. Come up with the solutions.

    Now that you have analyzed and organized all the problems, the final step is to solve each of them. Start with the most important problem to be solved, and then brainstorm on the best steps to take to address it.

    Now that you know how to apply Eisenhower’s Urgent/Important Principle and Pareto’s Principle, you can choose from a variety of time management tools in organizing all this information. A simple chart on a spreadsheet should do the trick, and it can look something like this:

    Eisenhower’s Urgent/Important Principle

    Today’s List of Tasks

    Important Tasks Urgent Tasks

    Task 1 – 8:00 am to 9:30 am Task 1 – 11:00 am to 12:00 am

    Task 2 – 10:00 am to 10:30 am Task 2 – 1:00 pm to 3:00 pm

    Pareto’s Principle

    Ranking Problem Root Cause Solution:

    1 Problem A Root Cause A Solution A

    2 Problem B Root Cause B Solution B

    3 Problem C Root Cause C Solution C

    By using these tools, you will surely be able to get more tasks done throughout your day. Of course, this does not mean that these tools alone will enable you to focus on getting the job done. There will be times when we fail to focus on a task because of unexpected occurrences and distractions. However, you can overcome these challenges by improving your ability to concentrate. The next chapter can provide you with tips and strategies on how to do just that.

  • What are the Principles of Directing?

    What are the Principles of Directing?

    Learn, Explain, What are the Principles of Directing?

    First, Some know about of Directing; Directing is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. The direction is said to be consisting of human factors. 

    What is a Directing? A basic management function that includes building an effective work climate and creating an opportunity for motivation, supervising, scheduling, and disciplining.

    The Meaning of Directing!

    Directing means giving instructions, guiding, counseling, motivating and leading the staff in an organization in doing work to achieve Organisational goals. Directing is a key managerial function performing by the manager along with planning, organizing, staffing and controlling. From top executive to supervisor performs the function of directing and it takes place accordingly wherever superior-subordinate relations exist. Directing is a continuous process initiated at the top level and flows to the bottom through organizational hierarchy.

    In simple words, it can describe as providing guidance to workers is doing work. In a field of management, the direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. According to Human, “Directing consists of process or technique by which instruction can be issued and operations can carry out as originally planned” Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards the accomplishment of organizational goals.

    Now, Here are Principles of Directing:

    The Following are the Principles of Directing:-

    I. Harmony of objectives:

    Individuals have their own objectives. An organization also has its own objectives. The management should coordinate the individual objectives with Organization objectives. Direction should be such that individuals can integrate their objectives with Organization objectives.

    II. Maximum individual contribution:

    Every member’s contribution is necessary for the organization’s development. Hence the management should adopt a technique of direction which enables maximum contribution by the members.

    III. Unity of direction or command:

    An employee should receive orders and instructions only from one superior. If not so, there would be indiscipline and confusion among the subordinates and disorder will ensue.

    IV. Efficiency:

    The subordinates should participate in the decision-making process so that they would have a sense of commitment. This will ensure implementation of decisions and will increase the efficiency of subordinates.

    V. Direct supervision:

    Managers should have the direct relationship with their subordinates. Face to face communication and personal touch with subordinates will ensure successful direction.

    VI. Feedback: 

    The Direction does not end with issuing orders and instructions to subordinates. Suggestions given by subordinates are necessary for the development of management. So the development of feedback system furnishes reliable ideas to the management.

    VII. Effective communication:

    The superior must ensure that plans, policies, and responsibilities are fully understood by the subordinates in the right direction.

    VIII. Appropriateness of direction technique:

    There are three direction techniques available to the management. They are authoritarian, consultative and free rein. But the direction techniques should select according to the situation.

    IX. Effective control:

    The management should monitor the behavior and performance of subordinates to exercise effective control over them. Effective control ensures effective direction. Also, What are Nature and Characteristics of Leadership?

    X. Comprehension:

    The extent of understanding by subordinates is more important than what and how orders are communicating to them. This is very useful in the proper direction of subordinates.

    XI. Follow through:

    A direction is a continuous process. Mere issuing orders or an instruction is not an end itself. The direction is necessary. Hence the management should watch whether the subordinates follow the orders and whether they face difficulties in carrying out the orders or instructions.

    Also, Some extra info on Directing!

    Directing is a process of the top-down approach. It is a vertical process in which orders come from the top for the subordinates to follow. Directing is person-centric. That’s why we often see that one boss is very effective because of his proper directions and the other one is not so effective because of his wrong way of handling things.

    Also, the direction is a management function performing by top-level officials of management. Directing, through the top-down approach, is actually a two-way approach, i.e. orders come top down, and the feedback goes bottom up. The direction is necessary to achieve proper implementation of goals. Direction consists of processes and techniques utilized in issuing instructions and making certain that operations are carried out as originally planned.

    Also, like to read it; The definitions of all the Seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling.

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  • What are the Principles of Coordination? Explains

    Principles of Coordination; First. Some Discuss Coordination – The effectiveness of a system relates to its ability to fulfill its functional requirements. When a system consists of a set of collaborating agents, the overall performance may depend more on their ability to work together than on optimizing individual behavior. The goal of an agent is often at odds with the interest of the collective. The limitations of centralized control for complex systems suggest the need for decentralized coordination. This can achieve by having each agent take explicit account of the cost of engaging in an activity as well as a measure of reward for competent behavior.

    Here are Explains, What are the Principles of Coordination? 10 types of Principles.

    The consideration of payoffs and penalties leads to an economic perspective of multi-agent systems. In consequence, it is possible to draw on previous work in diverse fields, ranging from game theory to welfare economics and social policy. The promise and limitations of the explicit valuation approach examine. To illustrate, the behavior of collaborative systems can interpret in terms of games of strategy; this approach permits a better understanding of the conditions for globally optimal behavior, as well as strategies for their attainment. The notions of agents and the explicit valuation of action are versatile concepts. One indication of the versatility lies in the fact that these concepts cover as a special case the idea of genetic algorithms as a mechanism for learning systems.

    Now, Here are Principles of Coordination;

    Simplified organization:

    Authority, responsibility, duty, and other job descriptions should clearly describe by the organization. Also, Coordination may be simple and easy when all duties and power simplify.

    Harmonized programs and policies:

    An organization must set the programs and policies. These programs and policies must harmonize. Harmonized policies help to make coordination effective.

    Well, the designed system of communication:

    Without effective communication coordination and harmonizing activities is not possible. Therefore, the communication system must well design.

    Voluntary cooperation:

    Are voluntarily cooperated when all behave voluntarily cooperated, then only coordination can be successful.

    Coordination through supervision:

    Supervisors are the most important actor to coordinate the workers and their work. Mainly in all organization supervisors coordinate the resources and activities.

    Continuity:

    It is a never-ending process. When it is done continuously, the resources are not used effectively and they cannot contribute.

    Direct contact:

    Direct contact is necessary for effective coordination. Face to face contact may provide more effectiveness. Direct personal contact removes misunderstanding and conflict between departments or between personnel. It involves direct face to face communication, personal discussion, settlement of differences, exchanges of ideas between the personnel.

    Clearly defined goals:

    Organizational goals and other departmental goals must clearly define otherwise it isn’t easy to coordinate the resources and activities.

    Effective leadership:

    Leadership must be effective. As well as, It helps o increase the confidence of employees and it develops the morale of workers. Also, Effective leadership helps ineffective coordination.

    Continuous Process:

    Coordination is a continuous process and must go on all the time. In contrast to the principle of continuity, the difference of opinions and information gap may appear and misunderstanding in interdepartmental operations may crop up in the absence of coordination. By keeping the process of coordination as a continuous flow of information, sound coordination can be ensured in an enterprise.

    Notes: Here are you have read it Principles of Coordination. And, Maybe You will read it; The definitions of all the Seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. You will be reading this post about; What are the Functions of the Organization. Do you read it What is a Management and Organization?, Next Notes of Article Importance with Techniques of Coordination.

  • 14 Principles of Organization

    14 Principles of Organization

    Explain is, What are 14 Principles of Organization?

    Meaning of Organization: “An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment”. A group of people, the structures in a specific way to achieve a series of shared goals. Relationships within an organization are determining by its structure and are typically based on role and function. As the external environment can affect, and affected by organizations, they are considering open systems. Also learn, 14 Principles of Management by Henri Fayol, 14 Principles of Organization!

    Now, here are Fourteen types Principles of Organization!

    In the base on school level Principles, you have also read it previous Principles of Organization: 

    I. The principle of unity of objectives:

    Organizational goals, departmental goals, and individual goals must be clearly defined. All goals and objectives must have uniformity. When there is contradiction among different level of goals desired goals can’t achieve. Therefore, the unity of objectives is necessary

    II. The principle of specialization:

    Sound and the effective organization believes in an organization. The term specialization is related to work and employees. When an employee takes the special type of knowledge and skill in any area, it is known as specialization. The modern business organization needs the specialization, skill, and knowledge of this desired sector of the economy and thus, efficiency would establish.

    III. The principle of coordination:

    In an organization many types of equipment, tools are using. Coordination can obtain by group effort that emphasizes on a unity of action. Therefore, coordination facilitates several management concepts

    IV. The principle of authority:

    Authority is the kind of right and power through which it guides and directs the actions of others so that the organizational goals can achieve. It’s also related to decision making. It is vesting in a particular position, not to the person because authority is given by an institution and therefore it is legal. It generally flows from higher level to lowest level of management. There should be an unbroken line of authority.

    V. The principle of responsibility:

    An Authentic body of an organization is top-level management, top-level management direct the subordinates. Departmental managers and other personnel take the direction from top level management to perform the task. Also, Authority is necessary to perform the work .only authority is not provided to the people but the obligation is also provided. So the obligation to perform the duties and task is known as responsibility. Responsibility can’t delegate. It can’t avoid.

    VI. The principle of delegation:

    A process of transferring authority and creation of responsibility between superior and subordinates to accomplish a certain task is called delegation of authority. Authority is only delegated, not responsibilities at all levels of management. The authority delegated should equal to the responsibility

    VII. The principle of efficiency:

    In the enterprise, different resources are using. Therese resources must use in an effective manner. When the organization fulfills the objectives with minimum cost, it is effective. The organization must always concentrate on efficiency.

    VIII. The principle of unity of command:

    Subordinates should receive orders from the single superior at a time and all subordinates should be accountable to that superior. More superior leads to confusion, delay and so on.

    IX. The principle of the span of control:

    Unlimited subordinates can’t supervise by the manager, this principle thus helps to determine numerical limit if subordinates to supervised by a manager. This improves efficiency.

    X. The principle of balance:

    The functional activities their establishment and other performances should balance properly. Authority, centralization, decentralization must balance equally. This is a very challenging job but efficient management must keep it.

    XI. The principle of communication:

    Communication is the process of transformation of information from one person to another of different levels. It involves the systematic and continuous process of telling, listening and understanding opinions ideas, feelings, information, views etc, in the flow of information. Effective communication is important

    XII. The principle of personal ability:

    For the sound organization, human resources are important. Employees must be capable. Able employees can perform higher. Mainly training and development programs must encourage to develop the skill in the employees

    XIII. The principle of flexibility:

    Organizational structure must be flexible considering the environmental dynamism. Sometimes, dramatically change may occur in the organization and in that condition, an organization should be ready to accept the change

    XIV. The principle of simplicity:

    This principle emphasizes the simplicity of organizational structure, the structure if the organization should be simple with a minimum number of levels, so that its member and understand duties and authorities.

    Notes: Here are you have read it 14 Principles of Organization. And, Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. you will be reading this post about; What are Functions of Organization, do you read it about Organization.

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