Bee0000122 Management 101/102 27/09/2021

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BEE0000122

MANAGEMENT 101/102
27/09/2021
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Fayol was an engineer who ascended through the ranks of France's Compagnie de
Commentry-Fourchambault-Decazeville mining enterprise to become its manager
near the end of the industrial revolution. The faltering business thrived under his
leadership.
Administration Industrielle et Générale, his work on corporate management
theory, was published. J. A. Coubrough translated the work into English in 1930,
and J. Storrs published it in 1949 under the title General and Industrial
Management. It has been re-edited on a regular basis since then, most recently
by Wren and Sasaki in 2004. 1
Fayol speaks about management principles, but these concepts are difficult to
comprehend if we forget that their author spent 30 years as the managing
director of the Commentry-Fourchambault et Decazeville Company, a huge
mining and steel company. Fayol derived his idea from his daily management
experience, with a concern for thinking like that of the science who knows that a
theory, if it is true, corresponds to a large number of practical cases.
Fayol’s Administrative Principles
Administrative duties, according to Fayol, are managerial talents. He wrote about
his experiences managing a workforce in his 1916 book "Administration
Industrielle et Générale."
Fayol's book, together with his 14 Principles of Management, paved the way for
Administrative Theory to emerge. It takes a top-down approach to the
organization, laying out methods for managers to get the most out of their staff
and operate a successful corporation.
14 Principles of Management by Fayol
Division of Work - Assign each employee a task that they can master. Employees
become more skilled, confident, and efficient as a result of their increased
productivity. Multitasking is still frowned upon by experts nowadays.
Authority - Managers must have the authority to issue commands and
understand that with that authority comes responsibility. Fayol contends that a
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manager's intelligence, experience, and ideals should command respect in
addition to his or her rank.
Discipline - Everyone should adhere to the set of rules. You may help by making
agreements between the company and its employees visible to all.
Unity of Command - According to Fayol, "an employee should only get orders
from a single supervisor." Authority, discipline, order, and stability would be
jeopardized otherwise.
Unity of Direction - Teams with the same goal should be led by a single manager
and follow a single strategy. "The condition fundamental to unity of action,
coordination of strength, and concentration of effort," Fayol noted.
Collective Interest Over Individual Interest - Individual Interests Should Be
Prioritized Over Team Interests - Individuals, including managers, should prioritize
team interests over personal ones.
Remuneration - Employee satisfaction is dependent on equitable remuneration
for all employees, both financial and non-financial. Pay should be fair and reward
"well-directed labor," according to Fayol.
Centralization - Balance centralized decision-making (from the top) with allowing
people to make their own decisions. "A place for everyone and everyone in his
place," wrote Fayol.
Scalar Chain - Employees should be aware of their position in the organization's
hierarchy and who to contact within a chain of command. The now-familiar
organization chart was suggested by Fayol as a means for staff to comprehend the
structure easily.
Order - According to Fayol, a successful social order is formed by "the right man in
the right place." When it came to materials, he followed the same rule: the right
one, in the right place. According to academics, this notion foreshadowed the
efficient production method of Just in Time (JIT).
Equity - Through a "combination of kindness and justice," managers should be fair
to all employees. The squad will "carry out its duty with... commitment and
loyalty" only then.
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Personnel Tenure Stability - To improve efficiency, organizations should minimize
employee turnover and position changes. People are happier and more
productive when they feel safe and competent in their employment.
Initiative - Employee initiative should be encouraged to establish and carry out
improvement strategies. "At all levels of the organizational hierarchy, employees'
zeal and energy are boosted by initiative," wrote Fayol.
Esprit de Corps - Team Spirit, Unity, and Morale - Organizations should attempt to
foster a sense of belonging, unity, and morale among their employees.
BEE0000122
MANAGEMENT 101/102
27/09/2021
Henry Laurence Gantt (May 20, 1861 – November 23, 1919)
He was a mechanical engineer and management consultant from the United
States who was most recognized for his contributions to the development of
scientific management. In the 1910s, he developed the Gantt chart.
Gantt charts were used on significant infrastructure projects like as the Hoover
Dam and the Interstate highway system, and they are still used today to manage
projects and programs.
According to Gantt theory, a Gantt chart is a bar chart that depicts the passage of
time through the phases of a project, according to Gantt theory. Depending on
the project manager's and team's requirements, the charts might be basic or
elaborate.
When analyzing projects, Henry Gantt's management theory recommends using
both resources and time. How many personnel will be required to finish the
project in light of this?
Scientific management, as defined by Henry Gantt, is a theory that uses
benchmarks to ensure that a project is completed efficiently. What are your
project's milestones and deadlines?
In a thread that runs back to Owen and forward with Mayo to the current day, his
approach to the foreman as teacher distinguishes him as an early contribution to
human behavioral philosophy.
His attitude to the firm's social obligation distinguishes him as one of the original
proponents of corporate social responsibility. He will be remembered, though, as
the inventor of the Gantt Chart.
Gantt Charts have been applied to all kinds of projects to illustrate how
scheduling may be best achieved.
To illustrate a Gantt chart, we take the mini-project of redecorating an office with
the steps of:
(1) Establishing the terms of reference and standards of quality, cost and time.
(2) Informing all appropriate personnel and customers.
(3) Arranging alternative accommodation.
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(4) Preparing the office.
(5) Redecorating.
The Gantt Chart provided a graphic means of planning and controlling work and
led to the development of PERT (Program Evaluation and Review Technique)
diagrams.
BEE0000122
MANAGEMENT 101/102
27/09/2021

Frederick Winslow Taylor (March 20, 1856 – March 21, 1915)


Frederic Winslow Taylor was a mechanical engineer who worked in the United
States of America. His methods for increasing industrial efficiency were well-
known.
One of the first management consultants, he was a pioneer in the field.
In 1911, Taylor published The Principles of Scientific Management, which was
named the most significant management book of the twentieth century by
Fellows of the Academy of Management in 2001.
His groundbreaking work in applying engineering principles to factory work paved
the way for the birth and growth of industrial engineering as a discipline. Taylor
rose to prominence in scientific management, and he was particularly proud of his
achievements; yet, he made his fortune patenting steel-process advances. Taylor
was a tennis player who represented the United States at the national level.
"The Principles of Scientific Management," published in 1909, was Taylor's first
book. He claimed that increasing productivity might be achieved by optimizing
and simplifying tasks. He also promoted the concept of collaboration between
workers and managers. This was a significant departure from previous business
practices. At the time, the factory manager had little contact with the workers
and left them to generate the required product on their own. There was little
uniformity, and the major reason for employees was often to keep their jobs, thus
there was no incentive to work as swiftly or effectively as possible.
Because Taylor thought that money motivated all workers, he pushed the concept
of "a fair day's compensation for a fair day's work." To put it another way, if a
person didn't accomplish enough in a day, he didn't deserve to be paid as much as
a highly productive worker.
Taylor’s four (4) Principles.
 Use the scientific method to investigate work and identify the most
effective way to complete specific activities instead of working by "rule of
thumb," or simple habit and common sense.
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 Rather than assigning workers to any position, match them to their jobs
based on their capabilities and motivation, and train them to perform as
efficiently as possible.
 Worker performance is monitored, and directions and supervision are given
to ensure that they are operating in the most effective manner possible.
 Assign work to managers and workers so that the managers may spend
their time planning and training while the workers can focus on their jobs.
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MANAGEMENT 101/102
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Frank Bunker Gilbreth (July 7, 1868 – June 14, 1924)
Frank Bunker Gilbreth was an American engineer, consultant, and author who
was best known as the father and principal protagonist of the film Cheaper by the
Dozen. He was an early champion of scientific management and a pioneer of time
and motion studies.
He and his wife Lillian Moller Gilbreth were both industrial engineers and
efficiency experts who contributed to the study of industrial engineering in areas
like motion analysis and human factors.
Frank and Lillian Gilbreth, husband and wife, believed in workplace regulation
and consistency. Rather than fostering a large corporation with many moving
components, they prioritized efficiency.
According to Frank, "The most common misunderstandings concern the goals of
scientific management. Its primary goal is to eliminate waste and achieve
worthwhile intended objectives with the least amount of time and effort
possible."
The couple placed high value on efficiency when managing an organization.
Management Theory by Frank and Lillian Gilbreth
Reduce the number of motions in a task.
The phrase "therbligs," or elemental motions essential for occupational duties,
was coined by Frank and Lillian. They analyzed how activities were done using
these 18 units, such as searching for an object with eyes or hands, gripping an
object with hands, assembling and dismantling two components, and so on.
They'd then figure out which motions were necessary and eliminate any that
weren't in order to boost efficiency.
Focus on the incremental study of motions and time.
Frank and Lillian researched motion and time as engineers to determine the most
effective approach to finish a task. They used a scientific technique to figure out
what works best by measuring time and motion to 1/2000 of a second. They
channeled physical science rather than psychology, which set them apart from
most other theorists.
BEE0000122
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Increase efficiency to increase profit and worker satisfaction.
As a leader, your primary goal should be to improve the efficiency of each
individual employee as well as the organization as a whole. This strategy will not
only save you time, but it will also result in a larger profit and happier employees.
BEE0000122
MANAGEMENT 101/102
27/09/2021

List of Functions of Management


 Planning
 Organizing
 Commanding
 Coordinating
 Controlling

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