Principles of Management

Concept of Scientific Management

Scientific management is an attitude and philosophy which discards the traditional method of hit and miss, rule of thumb, trial and error of managing work and workers. It is concentrated in development and application of problem solving approach. Scientific management is a process of directing human efforts and it employs two factors: scientific method and management specialists.

The factors of scientific methods involve

1. observation,
2. measurement,
3. experiment, and
4. interference.

The management specialist can be defined as one who specializes in the application of modem scientific method to the solution of the problem. It implies the existence of a specific body of knowledge and orderly discipline to solve any problem.

Taylor’s Scientific Management

Principles: Frederick Winslow Taylor, who is also known as the father of scientific management, was one of the prominent scholars to introduce scientific system of management. According to him, “scientific management means knowing exactly what men want to do and seeing that they do in the best and cheapest way.” He emphasized that the management should not use the rule of thumb. Taylor stressed the following principles as the part of scientific management:

1. science, not rule of thumb
2. harmony not discord
3. cooperation not individual
4. development of each person to his maximum efficiency and prosperity
5. maximum output in place of restricted output
6. equal division of responsibility between management and workers
7. mental revolution of both management and workers

Limitations The common limitations of scientific management propounded by FW Taylor are

1. focus of mechanistic approach
2. ignores human relation approach
3. employees feel monotony,
4. more work load,
5. lack of initiation and
6. no focus on group work.

Fayol’s Principles of Management

Principles: Henry Fayol was a French industrialist. In 1916, he published a book known as Administration Idustrielle Generate” His book was translated into English in 1929 as “General and Industrial Administration. He has suggested fourteen principles for the efficient management of the organization. They are

1. division of work
2. discipline,
3. unity of command,
4. authority and responsibility,
5. unity of direction,
6. remuneration of personal,
7. subordination of individual interest to general Interest,
8. centralization,
9. scalar chain,
10. order,
11. equity,
12. stability of tenure
13. initiative
14. Esprit de corps

Contribution: Henry Fayol, tried to develop a comprehensive conceptual framework and general organisation and management that are applicable to all organization. He studied management from wider perspectives which involve humanism and social awareness along with business efficiency. He has given conceptual framework of management consisting of fourteen principles of universally applicable.

Comparison between Taylor and Fayol

Taylor and Fayol are both management scholars complementary to each other. They tried to develop a rationale and systematic basis of management. Fayol was a management philosopher and therefore his ideas are a combination of humanism and social awareness with business efficiency. On the other hand, Taylor was a management engineer. He concentrated on raising efficiency at the shop floor level A comparison between the contribution of Taylor and Fayol reveals that Fayol’s theory is more comprehensive and more widely applicable than that of Taylor.

Max Webers’s Bureaucracy Theory

Concept: Max Weber developed a theory of bureaucracy. Bureaucracy is a form of organization characterized by division of labor, a clearly defined hierarchy, details rules and regulations, and impersonal relations. There should be hierarchy of authority involving superior-subordinate relationships and chain of command. Clear cut division of work based on competence and functional specialization. All employees should be responsible to their immediate superiors.

Principles: The major principle of bureaucracy theory of management are

1. formal rules and procedures,
2. functional specialization,
3. well-defined hierarchy of authority
4. supervision by a higher authority,
5. technical competence for employment and promotion,
6. all decision should be recorded and
7. interpersonal relation.

Advantage: The advantages of bureaucratic theory are

1. focus on chain of command
2. proper division of work,
3. specific procedures,
4. relationship based on position,
5. focus on technical competency,
6. job security

Disadvantages: The disadvantages of bureaucratic theory are

1. rigid rule and regulation,
2. ignores innovation,
3. lack of effective communication,
4. problem of role conflict,
5. ignores informal relationship