Principles and practices of management.

Assignment ADL-01

Assignment 'A'

1)The schools of management thought are theoretical frameworks for the study of
management. Each of the schools of management thought are based on somewhat
different assumptions about human beings and the organizations for which they work.Over
time, management thinkers have sought ways to organize and classify the voluminous
information about management that has been collected and disseminated. These attempts
at classification have resulted in the identification of management schools.Disagreement
exists as to the exact number of management schools. Different writers have identified as
few as three and as many as twelve. According to me Five major schools of management
thoughts
(1) the classical school, (2) the behavioral school, (3) the quantitative or management
science school, (4) the systems school, (5) and the contingency school.

Three schools of management discussed below:

Emphasis
Begining Managing workers and organizations more
CLASSICAL SCHOOL
yr efficiently.
Scientific Management 1880s
Administrative
1940s
Management
Bureaucratic
1920s
Management
The classical school is the oldest formal school of management thought.The classical
school of thought generally concerns ways to manage work and organizations more
efficiently. Three areas of study that can be grouped under the classical school are
scientific management, administrative management, and bureaucratic management.

Scientific management was introduced in an attempt to create a mental revolution in

the workplace. It can be defined as the systematic study of work methods in order to
improve efficiency. Scientific management had a tremendous influence on management
practice in the early twentieth century. Although it does not represent a complete theory
of management, it has contributed to the study of management and organizations in
many areas.
Administrative management focuses on the management process and principles of
management, provides a more general theory of management.

Bureaucratic management focuses on the ideal form of organization.Max Weber was

the major contributor to bureaucratic management.Weber concluded that many early
organizations were inefficiently managed, with decisions based on personal relationships
and loyalty. He proposed that a form of organization, called a bureaucracy, characterized
by division of labor, hierarchy, formalized rules, impersonality, and the selection and
promotion of employees based on ability, would lead to more efficient management.also
contended that managers' authority in an organization should be based not on tradition or
charisma but on the position held by managers in the organizational hierarchy.
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BEHAVIORAL SCHOOL Understanding human behavior in the organization.
Human Relations 1930s
Behavioral Science 1950s

The behavioral school of management thought developed, in part, because of perceived

weaknesses in the assumptions of the classical school. The classical school emphasized
efficiency, process, and principles. Some felt that this emphasis disregarded important
aspects of organizational life, particularly as it related to human behavior. Thus, the
behavioral school focused on trying to understand the factors that affect human behavior
at work.
According to the human relations school, the manager should possess skills for
diagnosing the causes of human behavior at work, interpersonal communication, and
motivating and leading workers. The focus became satisfying worker needs. If worker
needs were satisfied, wisdom held, the workers would in turn be more productive.

The behavioral science school was a natural progression of the human relations
movement. It focused on applying conceptual and analytical tools to the problem of
understanding and predicting behavior in the workplace.The behavioral science school has
contributed to the study of management through its focus on personality, attitudes,
values, motivation, group behavior, leadership, communication, and conflict, among other
issues.
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CONTINGENCY 1960s Applying management principles and processes as

SCHOOL dictated by the unique characteristics of each situation

The contingency school focuses on applying management principles and processes as

dictated by the unique characteristics of each situation. It emphasizes that there is no one
best way to manage and that it depends on various situational factors, such as the
external environment, technology, organizational characteristics, characteristics of the
manager, and characteristics of the subordinates.It has been applied primarily to
management issues such as organizational design, job design, motivation, and leadership
style.
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According to me Behavioral school theory is Important, as it deals with Human relation
and Behavioral science.It focused on trying to understand the factors that affect human
behavior at work.If worker needs were satisfied, taken care well, the workers would in
turn be more productive.This school focuses on issues of communication, leadership,
motivation, and group behavior,which in long run is very productive.If the Relationship
with workers are well and organisation understands the behaviour of workers its much
easier to proceed with other theories of management.

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2)
Fayol was one of the most influential contributors to modern concepts of management
14 general principles of management by henri Fayol Follows:

1. Division of work. also reffered as specialisation of labour, it encourages continuous

improvement in skills and the development of improvements in methods.
 2. Authority. Managers must be able to give orders and have the power to exact
obedience.
3. Discipline Employees must obey and respect the rules of the organisation.
4. Unity of command Every employee should receive and follow orders from only one
superior.
5. Unity of direction. Each group which have the same objective in an organisation
should be directed by one superior following one plan.
6. subordination of individual interests to the general interest The interests of any
one employee should not be given priority over the interests of the organisation
as a whole.
7. Remuneration Employees must receive fair payment for services.
8. Centralization It refers to the degree to which subordinates or employees are
involved in decision making.
9. Scalar Chain The line of authority from top management to the lowest ranks
represents the scalar chain.
10. Order All material and personels should be in the right place at the right time.
11. Equity Managers should be fair to their subordinate.
12. Stability of tenure High employee turnover is inefficient.Management should have
proper planning to ensure that replacements are available to fill vacancies.
13. Initiative Employees who are allowed to think out a plan and carry out plans will
exert high levels of effort.
14. Espirit de corps Having harmony and unity within the organisation by
promoting team spirit will strengthen the organisation.
All principles of Fayol are important in its own respect as without principles one is in
darkness and chaos.According to me Principle of Discipline is most Important.
Dicipline is absolutely essential for the smooth running of business and without discipline
no enterprise could prosper.As clearly defined limits of acceptable behaviour are
absolutely
necessary so that everyone in an organisation knows what can and cannot be done.when
a rule is violated.It should be enforced equally and fairly by a superior who is competent
and able to apply discipline.so discipline requires good superiors at all levels.
To conclude i would say discipline is most important principle given by fayol,in order to
follow other principles discipline is must other wise it will be a chaos.
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3)
Decision making is most critical managerial task.Its a cognitive process leading to the
selection of a course of action variations.Its a psychological construct.it means that
although we can never "see"a
decision we can say from observable behaviour that decision has been made.A manager
has to go through structured approach involving following steps for decision making.

A>Recognize and select the problem:-Everyone must understand the problem.this

sometimes takes time to articulate and define.make use of collective knowledge and
experience to make a more considered decision.

B>Examine the problem and generate potential decision:-This step requires

collecting data which provides the facts needed rather than opinions.the 3 most common
ways during the meeting are brainstorming,buzzgroup and discussion groups.Once
alternative have been identified the board needs to consider the implication and
consequences of each.
C>Select and plan the decision to be implemented :- Plan for implementation need
to consider what resources are required.specific action plan must be identified with start
to finish dates and presented to next higher manager for approval.

D>Decide and implement :-Once there is approval for plan implement the decision and
there should be regular review of the decision implemented inorder to overcome practical
difficulties arising.

E>Evaluating the decision :- The project must be monitored to check the problem been
solved or not? Specifying what worked well and what could be done better another time.

So Its very critical task as there can be lot of pitfalls during decision making leading to
wrong decision like :
1)Identifying wrong problem
2)Listening to only one source or too many sources.
3)over shooting on the out come
4)Bad timing.
so its hard task taking right decision which can effect the whole organisation..

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4)The purpose of communication is to get your message across to others clearly and
unambiguously doing this involves efforts from both the sender and receiver of the
message.
Infact communication is only sucessful when both sender and receiver understands same
information as a result of communication process.Sender and receiver both bears equal
responsibility.

In a communication processs which consist of (Sender-encoding-channel-

decoding-receiver-feedback-context).Many sender continue to struggle,unable to
communicate their thoughts and ideas effectively.Getting your message across you must
understand what your message is and how it will be perceived.As an effective
sender/communicator your goal should be to lessen the frequency of problem at each
stage of communication process.

After the message go thorugh the communication process and gets to receiver(person
or group for whom the communication effort is intended.).receiver decodes or makes out
meaning of message.
It need to be done carefully.just as confusion can arise from encoding it can also arise
from decoding .this happens when receiver dosent have enough knowledge to understand
the message.
The receiver decodes the message and sends the feedback.The Receiver becomes sender
and sender becomes Receiver.so both bear equal responsibility.
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5)
The planning process is an integral part of the entire management process.Very simply
put,planning is setting the direction for some system and then guiding the system to
follow the direction.
The saying :"If you fail to plan,you plan to fail",without a plan managers are set up to
encounter error,waste and delays.A plan on other hand helps managers organise
resources and activities efficienlty and effectively to achieve goals.So i agree that planning
is charting the future course of action at present.
Advantages of planning is as management process:
Gives an organization a sense of direction.>> Without plans and goals, organizations
merely react to daily occurrences without considering what will happen in the long run. For
example, the solution that makes sense in the short term doesn't always make sense in
the long term. Plans avoid this drift situation and ensure that short-range efforts will
support and harmonize with future goals.

Focuses attention on objectives and results.>>>> Plans keep the people who carry
them out focused on the anticipated results. In addition, keeping sight of the goal also
motivates employees.

Establishes a basis for teamwork>>. Diverse groups cannot effectively cooperate in

joint projects without an integrated plan. Examples are numerous: Plumbers, carpenters,
and electricians cannot build a house without blueprints. In addition, military activities
require the coordination of Army, Navy, and Air Force units.

Helps anticipate problems and cope with change.>> When management plans, it
can help forecast future problems and make any necessary changes up front to avoid
them. Of course, surprises — such as the 1973 quadrupling of oil prices — can always
catch an organization short, but many changes are easier to forecast. Planning for these
potential problems helps to minimize mistakes and reduce the “surprises” that inevitably
occur.

Provides guidelines for decision making.>>> Decisions are future-oriented. If

management doesn't have any plans for the future, they will have few guidelines for
making current decisions. If a company knows that it wants to introduce a new product
three years in the future, its management must be mindful of the decisions they make
now. Plans help both managers and employees keep their eyes on the big picture.

Serves as a prerequisite to employing all other management functions>>.

Planning is primary, because without knowing what an organization wants to accomplish,
management can't intelligently undertake any of the other basic managerial activities:
organizing, staffing, leading, and/or controlling.
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Assignment 'B'

1)We can define Management as a "process of bringing about improvement in

knowledge,skill,habits and attitudes of employees in an organization.
Through the functions of management the above definition can be achieved.
When an organisation go through the planning process it helps building employees team
work effort in achiveing a goal which in a way is improving the attitude and habbit of
employee.
Organising function focus is on division, coordination, and control of tasks this helps in
specialisation of employees in there job area leading to improvement in there knowledge
and skill.
Directing helps in influencing employees behavior through motivation, communication,
group dynamics, leadership and discipline. The purpose of directing is to channel the
behaviour of all personnel to accomplish the organization's mission and objectives while
simultaneously helping them accomplish their own career objectives.
so we can say that management brings a lot of changes and improvement in employees.
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2) Planning is a crucial activity, for it designs the map that lays the groundwork for the
other functions. The plan itself specifies what should be done, by whom, where, when, and
how. All businesses — from the smallest restaurant to the largest multinational
corporation — need to develop plans for achieving success. But before an organization can
plan a course of action, it must first determine what it wants to achieve.

Various types of Plans :

1. Purpose : -During planning, planners have in mind (consciously or unconsciously)
some overall purpose or result that the plan is to achieve.
2. Objectives : -Based on the analysis and alignment to the overall mission of the
system, planners establish a set of goals that build on strengths to take advantage
of opportunities, while building up weaknesses and warding off threats.
3. Strategies - The particular strategies (or methods to reach the goals) chosen
depend on matters of affordability, practicality and efficiency.
4. Policies - General statements that guide decision-making. Policies encourage
discretion and initiative within limits.
5. Procedures - A procedure is a set of step-by-step directions that explains how
activities or tasks are to be carried out.
o Rules - A rule is an explicit statement that tells an employee what he or
she can and cannot do. Rules are “do” and “don't” statements put into place
to promote the safety of employees and the uniform treatment and behavior
of employees
o Programs - Complex of goals, policies, procedures, rules, tasks,
assignments steps to be taken, resources to be employed and other
elements necessary.
o Budget - Statement of expected results expressed in numerical terms i.e.,
numerical program

Steps in the Planning Process: Planning process involves four steps :

1. Assess Current Conditions: Determine the current situation, including
examination of re- sources, market trends, economic indicators, and competitors.
2. Determining Goals and Objectives: Goals are future states or conditions that
contribute to the fulfillment of the organization's mission. Objectives are short-
term, specific, measurable targets that must be reached to accomplish
organizational goals.
3. Establishing an Action Plan: An action plan is a specific set of behavior that will
lead to the attainment of an objective.
4. Resource allocation: Resources include people, money, and time.
o TFP - (Total Factor Productivity) is a measure of a firm's effectiveness in
using its resources to create product values.
o A budget is a predetermined amount of resources allocated to an activity
which includes budgeting organizational resources for each step in the
process.
5. Implementation: The commitment of organizational resources through the
delegation of tasks, objective-driven actions, and feedback of data.
 6. Control the Implementation: The continuous management of plans to ensure
that they meet objectives in the correct time horizon
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3)Departmentalization is grouping activities and people into departments, can also

say basis by which jobs are grouped together.It helps to expand organizations and
increases the efficiency of each department since the employee get specialisation in that
particular department by working in same department for long.
Various forms of departmentalization seen in industry are:
• Functional departmentalization - Grouping activities by functions performed.
Activities can be grouped according to function (work being done) to pursue
economies of scale by placing employees with shared skills and knowledge into
departments for example human resources, IT, accounting, manufacturing,
logistics, and engineering. Functional departmentalization can be used in all types
of organizations.
• Product departmentalization - Grouping activities by product line. Tasks can
also be grouped according to a specific product or service, thus placing all activities
related to the product or the service under one manager. Each major product area
in the corporation is under the authority of a senior manager who is specialist in,
and is responsible for, everything related to the product line. LA Gear is an
example of company that uses product departmentalization. Its structure is based
on its varied product lines which include women’s footwear, children’s footwear and
men’s’ footwear.
• Customer departmentalization - Grouping activities on the basis of common
customers or types of customers. Jobs may be grouped according to the type of
customer served by the organization. The assumption is that customers in each
department have a common set of problems and needs that can best be met by
specialists. The sales activities in an office supply firm can be broken down into
three departments that serve retail, wholesale and government accounts.
• Geographic departmentalization - Grouping activities on the basis of territory.
If an organization's customers are geographically dispersed, it can group jobs
based on geography. For example, the organization structure of Coca-Cola has
reflected the company’s operation in two broad geographic areas – the North
American sector and the international sector, which includes the Pacific Rim, the
European Community, Northeast Europe, Africa and Latin America groups.
• Process departmentalization - Grouping activities on the basis of product or
service or customer flow. Because each process requires different skills, process
departmentalization allows homogenous activities to be categorized. For example,
the applicants might need to go through several departments namely validation,
licensing and treasury, before receiving the driver’s license
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Case study.

1) Mr. bansal satisfied the Esteem needs and self actualization needs of full time
employee which offer creative and challenging work and offer responsibility of an
important job.
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2)Maslow identified five levels of human needs as follows:

Higher level Needs To satisfy and offer

Self-actualization needs Creative and challenging work

Participation in decision making

Job flexibility and autonomy

Esteem needs Responsibility of an important job

Promotion to higher status job

Praise and recognition from boss

Lower Level Needs To Satisfy and offer

Social needs Friendly coworkers

Interaction with customers

Pleasant supervisor

Safety needs Safe working conditions

Job security

Base compensation and benefits

Physiological needs Rest and refreshment breaks

Physical comfort on the job

Reasonable work hours

Maslows ideas can help managers understand and satisfy the needs of employees.
As in case of mr Bansal i feel and think he applied Maslows hiearchy of needs which turned
out to productive and positive.
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3)He used social needs strategy which satisfy and offer friendly co-worker,interaction with
customers,pleasant supervisor which mr Bansal was, resulted in productivity gains and
positive change in employee attitude.
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ASSIGNMENT 'C'

1) C> Conceptual skill

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2)B>Open communication and effective delegation.
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3)C>A system which is selfsufficient and self regulatory.
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4)A>It has been reduced to writing.
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5)C>Right man for the right job.
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6)A>Planning the future of the organization.
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7)B>Synergy
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8)D>Sale
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9)D>Developing of alternate strategies during planning 10.
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10)D>Is an artificial person,invisible,intangible and existing only in contemplation of law.
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11)B>50 % listening
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12)D>Could be constructive or Destructive.
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13)B>Analysing of requirement of updating technology.
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14)D>neither of the above.
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15)D>Latent conflict
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16)A>Negotiation
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17)B>Superior-subordinate Appraisal
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18)C>Spread the message of stress awareness.
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19)D>All of the above.
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20)C>Taining.
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21)D>All of the above
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22)A>Authority
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23)A>Mentoring
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24)A>Helping the employee to grow and develop
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25)marketing synergy
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26)C>Managers with authority to direct operations in their spheres of activity.
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27)B>The attributes of person in terms of education , training expenses,abilities,skills &
aptitude.
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28)D>All of the above.
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29)A>Average behaviour.
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 30)C>Allowing past performance to influence how present performance is evaluated
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31)D>KRAs
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32)D>succession Planning
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33)C>Training
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34)C>The Minimum Wages Act,l948
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35)A>motivation
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36)B>Voluntary Retirement Scheme
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37)B>disciplinary proceeding.
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38)A>Noise
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39)C>Inwards
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40)C>Welcoming
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