Principles and Functions of
UNIT 1 PRINCIPLES AND FUNCTIONS Management
OF MANAGEMENT
Structure
1.0 Objectives
1.1 Introduction
1.2 Management – Meaning and Scope
1.3 Scientific Management
1.4 Levels of Management and Managerial Skills
1.5 Managerial Functions
1.5.1 Planning
1.5.2 Organising
1.5.3 Staffing
1.5.4 Directing
1.5.5 Controlling
1.5.6 Other Managerial Functions
1.6 General Principles of Management
1.6.1 Taylor’s Principles
1.6.2 Fayol’s Principles
1.6.3 Barnard’s Principles
1.7 Summary
1.8 Answers to Self Check Exercises
1.9 Key Words
1.10 References and Further Reading
1.0 OBJECTIVES
After reading this Unit, you will be able to:
• explain the meaning and purpose of management;
• elucidate scientific management, different levels of management and the
managerial skills required;
• describe managerial functions or elements of management and their importance
and limitations;
• explain general principles of management; and
• understand the application of modem management techniques and methods
in managing a library.
1.1 INTRODUCTION
This Unit introduces you to the basics of management discipline and its general
principles and functional elements. We shall study the meaning, purpose and
scope of scientific management in relation to the aims and objectives of any
organisation, specifically for library management.
5
,Principles and Practices of
Management 1.2 MANAGEMENT – MEANING AND SCOPE
It is very difficult to accurately define management. There is no universally
accepted definition of management. Management involves both acquisition and
application of knowledge. It does not go by rule of thumb or intuition alone even
though it is considered to be an extension of common sense. Hence, management
is a combination of both an art and a science. The scientific approach lies in
decision-making, planning and in the appropriate use of technology. The artistic
approach to management can be found in the tasks of communicating, leadership
and goal-setting. A few commonly used definitions of management are given
below:
• Managing is an art or process of getting things done through the efforts of
other people.
• Managing is the art of creation and maintenance of an internal environment
in an enterprise where individuals, working together in groups, can perform
efficiently and effectively towards the attainment of group goals.
• Management is the process of setting and achieving goals through the
execution of five basic management functions (i.e. Planning, Organising,
Staffing, Directing and Controlling) that utilise human, financial and material
resources.
• Management is a process or an activity that brings together several varied
resources like persons, materials, techniques and technologies to accomplish
a task or tasks.
• Management, as a distinct field of study, is also the body of organised
knowledge which underlies the art of management.
The above definitions and a study of management literature would reveal the
following characteristics of management:
• Managing is an activity or process (not a person or group of persons);
• Management refers to both the discipline as the well as group which manages
the organisation;
• It makes things happen (and not let things happen);
• It is purposeful, i.e., the achievement of the organisation’s goals and
objectives is the supreme purpose;
• It uses available resources economically to maximise outputs;
• The organisation’s objectives are accomplished by, with and through the
efforts of others (group activity);
• Managing implies using certain skills, knowledge and practices to bring
effectiveness;
• It is aided and not replaced by the computer; and
• It is intangible.
6
, Principles and Functions of
1.3 SCIENTIFIC MANAGEMENT Management
Scientific management is almost synonymous with the teachings and practices
of Frederick W. Taylor (1850-1915). Throughout his life Taylor struggled to
increase efficiency in production, not only to lower costs and raise profits but
also to make possible increased pay for workers through higher productivity.
Scientific management is the name given to the principles and practices that
grew out of the work of Taylor and his followers (Carl George Berth, Henry L
Gantt, Frank and Lillian Gilbreth, etc.) and that are characterised by concern for
efficiency and systematisation in management. You may note that the management
science is the application of mathematical modeling in managerial decision-
making and is quite different from scientific management.
The schools of management thought are broadly divided into three parts, they
are:
1) Classical Management Theory (1880’s-1920’s) which is organisation-centred
and has dealt with the economic “rational man”, and included scientific
management, administrative management, (Henry Fayol, C.I. Barnard, L
Urwick) and bureaucratic organisation (Max Weber).
2) Neoclassical Theory (1920’s-1950’s) which is person-centered and human-
oriented and has emphasised the needs, behaviours and attitudes of
individuals (i.e., “social person” view) and included human relations schools
(Elton Mayo, F.J. Roethlisberger, W.J Dickson) and behavioural schools
(Maslow, McGregor, Argyris, Herzberg, Lickert, Lewin).
3) Modern Management Theory (1950’s-) which emphasises the complete
employee view by revisionist researcher (Litchfield) which includes systems
theory, contingency theory, organisational humanism and management
science.
Modern management is characterised by a scientific approach, which involves:
• the application of scientific methods and analysis to managerial functions
and problems;
• serious consideration of human elements in management, based on
psychological studies and behaviour analysis in different situations;
• increasing emphasis on economic effectiveness in all management functions;
• a systems approach, focusing equal attention on all functions of management;
and
• use of electronic computers for analysis and studies.
Beginning from the fifties of 20th Century, contributions have been made to
management through disciplines such as mathematics, statistics and economics.
Mathematical models have been designed and constructed for use in planning,
decision making and forecasting. Operations research studies for operational
efficiency, and econometric analysis for cost benefits and effectiveness, are some
of the other scientific methods applied to management functions. The advent of
computers and communications technologies has aided researchers in the
development of the management information system. These have become vital
components in scientific management.
7
UNIT 1 PRINCIPLES AND FUNCTIONS Management
OF MANAGEMENT
Structure
1.0 Objectives
1.1 Introduction
1.2 Management – Meaning and Scope
1.3 Scientific Management
1.4 Levels of Management and Managerial Skills
1.5 Managerial Functions
1.5.1 Planning
1.5.2 Organising
1.5.3 Staffing
1.5.4 Directing
1.5.5 Controlling
1.5.6 Other Managerial Functions
1.6 General Principles of Management
1.6.1 Taylor’s Principles
1.6.2 Fayol’s Principles
1.6.3 Barnard’s Principles
1.7 Summary
1.8 Answers to Self Check Exercises
1.9 Key Words
1.10 References and Further Reading
1.0 OBJECTIVES
After reading this Unit, you will be able to:
• explain the meaning and purpose of management;
• elucidate scientific management, different levels of management and the
managerial skills required;
• describe managerial functions or elements of management and their importance
and limitations;
• explain general principles of management; and
• understand the application of modem management techniques and methods
in managing a library.
1.1 INTRODUCTION
This Unit introduces you to the basics of management discipline and its general
principles and functional elements. We shall study the meaning, purpose and
scope of scientific management in relation to the aims and objectives of any
organisation, specifically for library management.
5
,Principles and Practices of
Management 1.2 MANAGEMENT – MEANING AND SCOPE
It is very difficult to accurately define management. There is no universally
accepted definition of management. Management involves both acquisition and
application of knowledge. It does not go by rule of thumb or intuition alone even
though it is considered to be an extension of common sense. Hence, management
is a combination of both an art and a science. The scientific approach lies in
decision-making, planning and in the appropriate use of technology. The artistic
approach to management can be found in the tasks of communicating, leadership
and goal-setting. A few commonly used definitions of management are given
below:
• Managing is an art or process of getting things done through the efforts of
other people.
• Managing is the art of creation and maintenance of an internal environment
in an enterprise where individuals, working together in groups, can perform
efficiently and effectively towards the attainment of group goals.
• Management is the process of setting and achieving goals through the
execution of five basic management functions (i.e. Planning, Organising,
Staffing, Directing and Controlling) that utilise human, financial and material
resources.
• Management is a process or an activity that brings together several varied
resources like persons, materials, techniques and technologies to accomplish
a task or tasks.
• Management, as a distinct field of study, is also the body of organised
knowledge which underlies the art of management.
The above definitions and a study of management literature would reveal the
following characteristics of management:
• Managing is an activity or process (not a person or group of persons);
• Management refers to both the discipline as the well as group which manages
the organisation;
• It makes things happen (and not let things happen);
• It is purposeful, i.e., the achievement of the organisation’s goals and
objectives is the supreme purpose;
• It uses available resources economically to maximise outputs;
• The organisation’s objectives are accomplished by, with and through the
efforts of others (group activity);
• Managing implies using certain skills, knowledge and practices to bring
effectiveness;
• It is aided and not replaced by the computer; and
• It is intangible.
6
, Principles and Functions of
1.3 SCIENTIFIC MANAGEMENT Management
Scientific management is almost synonymous with the teachings and practices
of Frederick W. Taylor (1850-1915). Throughout his life Taylor struggled to
increase efficiency in production, not only to lower costs and raise profits but
also to make possible increased pay for workers through higher productivity.
Scientific management is the name given to the principles and practices that
grew out of the work of Taylor and his followers (Carl George Berth, Henry L
Gantt, Frank and Lillian Gilbreth, etc.) and that are characterised by concern for
efficiency and systematisation in management. You may note that the management
science is the application of mathematical modeling in managerial decision-
making and is quite different from scientific management.
The schools of management thought are broadly divided into three parts, they
are:
1) Classical Management Theory (1880’s-1920’s) which is organisation-centred
and has dealt with the economic “rational man”, and included scientific
management, administrative management, (Henry Fayol, C.I. Barnard, L
Urwick) and bureaucratic organisation (Max Weber).
2) Neoclassical Theory (1920’s-1950’s) which is person-centered and human-
oriented and has emphasised the needs, behaviours and attitudes of
individuals (i.e., “social person” view) and included human relations schools
(Elton Mayo, F.J. Roethlisberger, W.J Dickson) and behavioural schools
(Maslow, McGregor, Argyris, Herzberg, Lickert, Lewin).
3) Modern Management Theory (1950’s-) which emphasises the complete
employee view by revisionist researcher (Litchfield) which includes systems
theory, contingency theory, organisational humanism and management
science.
Modern management is characterised by a scientific approach, which involves:
• the application of scientific methods and analysis to managerial functions
and problems;
• serious consideration of human elements in management, based on
psychological studies and behaviour analysis in different situations;
• increasing emphasis on economic effectiveness in all management functions;
• a systems approach, focusing equal attention on all functions of management;
and
• use of electronic computers for analysis and studies.
Beginning from the fifties of 20th Century, contributions have been made to
management through disciplines such as mathematics, statistics and economics.
Mathematical models have been designed and constructed for use in planning,
decision making and forecasting. Operations research studies for operational
efficiency, and econometric analysis for cost benefits and effectiveness, are some
of the other scientific methods applied to management functions. The advent of
computers and communications technologies has aided researchers in the
development of the management information system. These have become vital
components in scientific management.
7
