PRINCIPLES OF MANAGEMENT: X & Y Theory of Douglas Mc Gregor

During the course the development of scientific management different scientists working in the management field left their footprints, which are still followed.  One of the prominent management expert was Professor Douglas Mc Gregor.

Approach adopted by Professor Douglas Mc Gregor was totally different at that time because he was a decisive advocate to the humanitarian thinking towards the workers & employees. 

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MOTIVATION: PRINCIPLES OF MANAGEMENT / MANAGEMENT PROCESS

Motivation is a very important activity of Management Process. Motivation basically is an urge from inside the worker or employee to perform efficiently and to the best of their individual capacity.

Motivation generally breaks the inertia of employee having an internal feeling & thought to perform minimum activities

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DIRECTION : PRINCIPLES OF MANAGEMENT: MANAGEMENT PROCESS

Direction is a major activity of Management Process. It is regarded heart of administrative behavior of management.

This is one of the basic art of getting thing performed by human beings. Direction involves set of steps and activities to direct in a proper and systematic order and course.

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STAFFING: PRINCIPLES OF MANAGEMENT / MANAGEMENT PROCESS

PRINCIPLES OF MANAGEMENT: MANAGEMENT PROCESS: - Element - Staffing

Another important activity of Management Process is Staffing.

Staffing is basically selection, training, development and assessment of the human factor present in any unit or organization. A unit or organization is composed of

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ORGANISATION: MANAGEMENT PROCESS / ELEMENT OF MANAGEMENT

Organization is another major important activity of Management Process.

Organization, itself is a group of dedicated people regarding certain specific pre stipulated set of Goals in an industrial or business enterprise.

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Management: Scientific Technique of Management

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Principle: COOPERATION, NOT INDIVIDUALISM

‘Cooperation’ means acting jointly, or a union towards achieving the same result. Taylor emphasized that the workers and the management should act jointly and in unison to achieve the organizational objectives. Management as well as the employees are basically the two important component of the organization and without them the organization cannot work properly.

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Principle: HARMONY, NOT DISCORD.

In every organization there are two groups of people i.e. “workers’ and ‘management’ and both always feel dissatisfied with each other. Workers always feel that they are overburdened and are underpaid. Management always feels that workers are good for nothing and are paid unnecessarily.

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Principle: SCIENCE, NOT RULE OF THUMB.

Rule of Thumb is the basic principle of scientific management as formulated by Taylor. The idea of scientific management originates from science and as is this principle. For managing activities in a scientific manner we have to start with understanding, analyzing and applying scientific methods and techniques. This principle is all about the use and application of scientific methods and techniques in performing the activities.

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SCIENTIFIC PRINCIPLES OF MANAGEMENT

F.W. Taylor introduced the concept of scientific management in which he stated that management is a true science which depends upon cause and effect relationship and clearly defined laws and principles. He is of the opinion that management should be carried out in a much more scientific way so that organizations can achieve maximum results by utilizing their available resources, skills and capabilities, it will also minimize the wastage of resources or the chances of their remaining idle.

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F. W. TAYLOR

Fredrick Winslow Taylor was born in the year 1856 in U.S.A. and is considered as the ‘Father of Scientific Management’ for his contribution in the field of management. He was the one who first organised and presented a scientific approach to management.

He was a great scholar from U.S.A. He started his career in the year 1875, as an apprentice at an age of 19 in a small machinery factory in Philadelphia. In the year 1878, he started working for ‘Midvale Steel works’ as a Mechanical Engineer, and was promoted to the post of ‘Gang boss’ within two years, 4 years later he was again promoted to the post of ‘Chief Engineer’. While working in the company he joined evening classes and got degree of ‘Master of Engineering’.

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Principle: ESPIRIT DE CORPS

'ESPIRIT DE CORPS' here means team spirit and team work. This principle emphasizes on team work. 'UNITY IS STRENGTH' is the essence of this principle. Fayol suggested that there should be a team spirit in the organisation and all the employees must consider themselves as member of the organisation.

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Principle: INITIATIVE

‘Initiative’ means to start, to begin or to instruct in a project. Here, in this principle fayol suggested that each employee should be given an opportunity to take some initiative in framing the functional plan as well as in determining the steps to be taken at each level for proper execution of the plan.

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Principle: STABILITY TO TENURE OF PERSONNEL

'STABILITY' means no frequent change, termination and transfer etc. It means that, in an organisation whenever an employee is appointed for a job, he/she shouldn't be removed from that position frequently. The management of the organisation should ensure that there must be stability in the job and frequent changes and shuffling of position should be avoided.

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Principle: EQUALITY

“EQUALITY” is the condition or quality of being equal. It means the applicability of same rules and regulations for all employees in the organization irrespective of their religion, sex, caste, colour, creed, language, nationality, grade, position etc. This principle is based on the basic thought that “all employees of the organization are equal”. This principle states that each and every employee in the organization should be treated with equality and in a just and fair manner. There should not be any discrimination on any ground with any employee of the organization. The Executive Officer must be fair and unbiased while dealing with his subordinates.

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Principle: ORDER

Principle: ORDER

Here the word Order does not mean any command but is used in different context. “Order” means right arrangement of things and activities. In other words, order is a normal, correct, or fit condition.

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Principle: SCALAR CHAIN

Scalar chain is the formal line of authority which moves from highest to lowest rank in a straight line. This chain specifies the route through which the information is to be communicated to the desired location/person.

Fayol emphasized that every information in the organization must flow according to this chain to facilitate clear communication of orders of the superiors and feelings of the subordinates. This chain must be strictly followed in the organization. Fayol also stated that there should be no overlapping of steps during the communication process.

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Principle: CENTRALISATION AND DECENTRALISATION

When the power to take decision rests with the top management it is called as ‘Centralisation’.

When the power to take decision is given to the person performing the job it is called as ‘Decentralisation’.

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Principle: REMUNERATION OF PERSONALS

Every individual joins the organization with the main aim of earning his bread and butter. The wages or salary which he earns for his work helps him to fulfill the basic and other needs of life. The wages or salary must be in equality with the work done by him so that he gets satisfied and can perform better.

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