ELEMENTS OF MANAGEMENT
Activities like, planning, organizing, controlling, coordinating and motivating are described as the
fundamental functions of “Process of Management” or “Management Process”. These are the basic
five elements of Process of Management Process.
Planning: Planning is the first and foremost function of the management process. It is the thinking
process to determine the proposed course of action, what, how, when, where and who has to perform
the work or things to be done.
Organization: Organization as a process institutes the harmonious co-adjustment between the
different factors of production as land, labor, capital of the business enterprise, so that ultimate goal
is achieved.
Staffing: Staffing is the process of deciding the number and quality of manpower needed by an
organisation. To achieve its objectives efficiently recruiting, selecting, training, developing and
appraising the newly recruited as well as the existing staff is the main focus of the unit. It can be seen
as the function of „Human Resource Manager‟ but at a very smaller level.
Directing: Directing is primarily concerned with supervision, regulation, inspiration, inspection
and guidance of the activities of the employees in such a manner so as to achieve the pre determined
goals of the organisation smoothly.
Control: Control is that process which keeps the whole system in check so that it moves as per the
pre designated parameters or verifying the total movement of the business enterprise as per the plan
and adopting corrective measures thereon for any deviation.
Apart from the above mentioned five elements, other two elements which are adopted
by several managers are as follows:
Motivation: Motivation as such, deals with the human part of the system where inspiration to
perform as per the objectives of the industrial or business enterprise to get the goals achieved is
provided. A way to encourage the human factor to give their best for the achievement of
predetermined goal.
Coordination: Coordination is an understood agreement to achieve predetermined goal of
business enterprise utilizing all the factors of production. This lubricates all the concerned activities
towards facilitation of work and achieving the desired result. “All these elements will be dealt in with
detail in the fore coming posts.”
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14 Principles of Management (Fayol)
This article explains the administrative theory of the 14 Principles of
Management by Henri Fayol in a practical way. After reading you will understand the
basics of this powerful management tool.
Introduction 14 principles of Management
In the last century, organizations already had to deal with management in practice. In
the early 1900s, large organizations, such as production factories, had to be managed
too. At the time there were only few (external) management tools, models and methods
available.
14 Principles of Management of Henri Fayol
14 principles of Management are statements that are based on a fundamental truth.
These principles of management serve as a guideline for decision-making and
management actions. They are drawn up by means of observations and analyses of
events that managers encounter in practice. Henri Fayol was able to synthesize 14
principles of management after years of study.
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1. Division of Work
In practice, employees are specialized in different areas and they have different skills.
Different levels of expertise can be distinguished within the knowledge areas (from
generalist to specialist). Personal and professional developments support this. According
to Henri Fayol specialization promotes efficiency of the workforce and increases
productivity. In addition, the specialization of the workforce increases their accuracy and
speed. This management principle of the 14 principles of management is applicable to
both technical and managerial activities.
2. Authority and Responsibility
In order to get things done in an organization, management has the authority to give
orders to the employees. Of course with this authority comes responsibility. According
to Henri Fayol, the accompanying power or authority gives the management the right to
give orders to the subordinates. The responsibility can be traced back from performance
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and it is therefore necessary to make agreements about this. In other words, authority
and responsibility go together and they are two sides of the same coin.
3. Discipline
This third principle of the 14 principles of management is about obedience. It is often a
part of the core values of a mission and vision in the form of good conduct and
respectful interactions. This management principle is essential and is seen as the oil to
make the engine of an organization run smoothly.
4. Unity of Command
The management principle „Unity of command‟ means that an individual employee
should receive orders from one manager and that the employee is answerable to that
manager. If tasks and related responsibilities are given to the employee by more than
one manager, this may lead to confusion which may lead to possible conflicts for
employees. By using this principle, the responsibility for mistakes can be established
more easily.
5. Unity of Direction
This management principle of the 14 principles of management is all about focus and
unity. All employees deliver the same activities that can be linked to the same
objectives. 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. Focus
areas are the efforts made by the employees and coordination.
6. Subordination of Individual Interest
There are always all kinds of interests in an organization. In order to have an
organization function well, Henri Fayol indicated that personal interests are subordinate
to the interests of the organization (ethics). The primary focus is on the organizational
objectives and not on those of the individual. This applies to all levels of the entire
organization, including the managers.
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7. Remuneration
Motivation and productivity are close to one another as far as the smooth running of an
organization is concerned. This management principle of the 14 principles of
management argues that the remuneration should be sufficient to keep employees
motivated and productive. There are two types of remuneration namely non-monetary
(a compliment, more responsibilities, credits) and monetary (compensation, bonus or
other financial compensation). Ultimately, it is about rewarding the efforts that have
been made.
8. The Degree of Centralization
Management and authority for decision-making process must be properly balanced in an
organization. This depends on the volume and size of an organization including its
hierarchy.
Centralization implies the concentration of decision making authority at the top
management (executive board). Sharing of authorities for the decision-making process
with lower levels (middle and lower management), is referred to as decentralization
by Henri Fayol. Henri Fayol indicated that an organization should strive for a good
balance in this.
9. Scalar Chain
Hierarchy presents itself in any given organization. This varies from senior management
(executive board) to the lowest levels in the organization. Henri Fayol ‟s “hierarchy”
management principle states that there should be a clear line in the area of authority
(from top to bottom and all managers at all levels). This can be seen as a type of
management structure. 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.
10. 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
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properly in an organization. In addition to social order (responsibility of the managers)
the work environment must be safe, clean and tidy.
11. Equity
The management principle of equity often occurs in the core values of an organization.
According to Henri Fayol, employees must be treated kindly and equally. Employees
must be in the right place in the organization to do things right. Managers should
supervise and monitor this process and they should treat employees fairly and
impartially.
12. Stability of Tenure of Personnel
This management principle of the 14 principles of management represents deployment
and managing of personnel and this should be in balance with the service that is
provided from the organization. Management strives to minimize employee turnover and
to have the right staff in the right place. Focus areas such as frequent change of position
and sufficient development must be managed well.
13. Initiative
Henri Fayol argued that with this management principle employees should be allowed to
express new ideas. This encourages interest and involvement and creates added value
for the company. Employee initiatives are a source of strength for the organization
according to Henri Fayol. This encourages the employees to be involved and interested.
14. Esprit de Corps
The management principle „esprit de corps‟ of the 14 principles of management stands
for striving for the involvement and unity of the employees. Managers are responsible
for the development of morale in the workplace; individually and in the area of
communication. Esprit de corps contributes to the development of the culture and
creates an atmosphere of mutual trust and understanding.
Scope and Importance of School Organization
A. Relationship between Organization, Administration and Management
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1. Organization
It refers to the form of the enterprise or institution and the arrangement of the human and material resources
functioning in a manner to achieve the objectives of the enterprise. It represents two or more than two people
respectively specializing in functions of each perform, working together towards a common goal as governed by
formal rules of behavior.
2. Administration
It is concerned with the determination of corporate policy and the overall coordination of production,
distribution and finance.
3. Management
It refers to the execution of policy within the limits which are established by administration and the employment
of the organization as required.
Relationship
Sheldon states, “Organization is the formation of an effective machine; management, of an effective executive;
administration, of an effective direction. Administration defines the goal; management strives towards it.
Organization is the machine of management in its achievement of the ends determined by Administration.
B. Scope and Importance of School Organization
The scope of school organization is very vast. It includes; efficiency of the institution, securing benefits of the
school through practical measures, clarification of the functions of the school, coordination of the educational
programmes, sound educational planning, good direction, efficient and systematic execution. It provides close
collaboration and sense of sharing responsibilities, organized purpose and dynamic approach.
Any organization plays a vital role in the life of human being. It plays different functions like; brings efficiency,
guide pupil to receive right direction from the right teachers, enables the pupil to get profit from their learning,
bring coordination of the student-teacher-parents-society. It provides well defined policies and programmes,
favorable teaching learning situation, growth and development of human beings, make use of appropriate
materials, effective development of human qualities, execution of the programmes, arrangement of the
activities, efforts for attainment of the objectives etc.
In school organization, there is a great role of economy, men, and material to achieve the desired objectives.
Following there is a great role of different subject which is called the scope in the school organization.
1. Role of School Plant
It is a comprehensive term which means, building, playground, furniture, equipment, library, laboratory etc. all
those physical facilities which are required for achieving various objectives of the school organization
constitutes the school plant. Optimum utilization of school plant helps in achieving fruitful results and desired
objectives.
2. Role of Curricular and Co-Curricular Activities
Kerr defined curriculum as, “all the learning which is planned and guided by the school whether it is carried on
in a group or individually, inside the school or outside it”. He further states that it can be divided into four inter-
related components i.e., curriculum objectives, knowledge, learning experiences and curriculum evaluation.
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Curricular activities involves games, sports, scouting, hiking, debates, essay writing, workshops, symposiums,
naat competitions, role playing, discussion, seminars which play their important role for comprehensive
development of the personality of the child.
3. Role of Human Resources
Human resources of the school are students, teaching staff and non-teaching staff. There is no betterment
without teacher in the school. Proper planning and organization of teaching learning activities can only be
achieved through Cooperation, willingness, involvement, fellow feelings and devotion of teachers, students,
librarians, assistants, peons, etc.
4. Role of Financial Resources
Utilization and development of financial resources have its great importance in school organization. School
organization requires proper budgeting, accounting and audit system because these are beneficial for making
transparent policies, plans, rules and regulation.
