For more information What is IPM?
Principles of management ppt 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 s, 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. Thanks to scientists like Henri Fayol the first foundations were laid for modern scientific management. These first concepts, also called principles of management are the underlying factors for successful management.
Henri Fayol explored this comprehensively and, as a result, he synthesized the 14 principles of management. 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, namely: 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.
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 Fayolthe accompanying power or authority gives the management the right to give orders to the subordinates.
The responsibility can be traced back from performance 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.
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.
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.
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. 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. Remuneration Motivation and productivity are close to one another as far as the smooth running of an organization is concerned.
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. 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 managementis referred to as decentralization by Henri Fayol.
Henri Fayol indicated that an organization should strive for a good balance in this. Scalar Chain Hierarchy presents itself in any given organization. This varies from senior management executive board to the lowest levels in the organization. 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.Quality Management “It costs a lot to produce a bad product.” Norman Augustine The Quality Gurus – Edward Deming The Quality Gurus – Joseph Juran Six Sigma Quality A philosophy and set of methods companies use to eliminate defects in their products and processes Seeks to reduce variation in the processes that lead to product defects The name “six sigma” refers to the variation that.
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This is “Introduction to Principles of Management”, chapter 1 from the book Management Principles (v. ). For details on it (including licensing), click here. This book is licensed under a Creative Commons by-nc-sa license. Training Training & Development Definition “The systematic acquisition of attitudes, concepts, knowledge, roles, or skills, that result in improved performance at work.”.
Chapter 2: Personality, Attitudes, and Work Behaviors Learning Objectives Define what personality is and how it affects work behaviors Understand the role of values in determining work behaviors. Transforming Enterprise IT Speaker Name/Title Date * * COBIT products have been organised into three levels designed to support: • Executive management and boards • Business and IT management • Governance, assurance, control and security professionals This COBIT-based product diagram presents the generally applicable products and their primary audience.
There are also derived products.