4 scientific management

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BHARAT SANCHAR NIGAM LIMITED

JTO BASIC COURSE

GENERAL ADMINISTRATION

(PART II)

H.4

SCIENTIFIC MANAGEMENT


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INTRODUCTION TO SCIENTIFICMANAGEMENT

LESSON PLAN ( 2Hrs )

- To briefly narrate the evolution of Scientific Management

- To explain the modern concept of Administrative Management

- To explain the main functions of a Manager and explanations of each

- To explain the responsibilities of an effective Administrative Manager

- To describe the attributes that an effective Manager should possess

- To explain the Principles of Effective Management

- To discuss about the practical approach to Office Management

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1.0 INTRODUCTION

1.1 What thoughts come to your mind when you hear the wordMANAGEMENT?

- Authority, command, power and influence?

- Achievement, fulfilment, attainment and accomplishment?

- Status, esteem, respect, money and prestige?

- Frustration, discouragement, dissatisfaction and disappointment?

If you answer YES to each part of this question, then you already have agood idea why management should be studied. Management doesinvolve the use of authority, results in a sense of achievement and

provide status. But it is also challenging and frustrating.1.2 Who needs management? `Business` of course. This answer is partially

correct, but incomplete, because management is needed in all types of organised activities and all types of organisations. In fact management isneeded wherever people work together to try to reach a common goal.Since we are constantly being managed and managing others, anincreased knowledge of the management would make the job morefacilitative and predictable.

1.3 This knowledge can be applied to all organised human endeavours,whether they are business, governmental, social, religious or others. It isequally applicable to all levels of management. It can, therefore, beconcluded that if a manager has this fundamental knowledge and knowshow to apply it to given situation, he should be able to perform themanagerial functions efficiently and effectively.

1.4 In our department most of the managers come from engineering/ technicalbackground. So their managerial skills are nearer to operativemanagement rather than administrative management. The objective of thismodule is to provide them the fundamental knowledge of scientificmanagement so that they will be able to perform the functions of administrative manager more efficiently and confidently.

1.5 What does management mean? The word manager or management hasthe same wide connotation as the manipulative instinct of man. Itsessence lies in the ever present art and science of manipulation incontriving to use the means to achieve what one aims at. One widely

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quoted expression to define management process is that it is the art of getting things done through others. Henry Fayol, the French Engineer andIndustrialist, views it as the conduct of affairs of a business, movingtowards its objectives through a continuous process of improvement andoptimisation of resources via the essential management functions.

2.0 EVOLUTION OF SCIENTIFIC MANAGEMENT

2.1 Management is as old as human civilization. Great people have alwaysconsidered the management field worthy of study, and for centuries, manybooks have been written suggesting how a manager (or Ruler) shouldconduct himself. One example of this is Koot Niti written by Kautilya Chanakya.

2.2 Pre-historic man is believed to have been merely food getter . His mainaim was survival and, hence, all his activities were directed towardshunting, fishing and roaming in search of food-stuff. However, with theadvent of family, men began to organise social, religious and militarystructures.

2.3 The ancient civilization Babylon, Egyptian, Greek, Chinese, Indian andRoman do give evidence of some principles of management. Themanagement, then, was more of a trial and error kind. The medievalperiod was hardly significant for the management development. Only inthe latter part of 18 th century, the necessity of the management was feltdue to industrial revolution in Europe. As soon as the factory appearedon the scene, problems of man, material, machinery and market came upwhich required coordination, control and planning to maximise the outputand profit.

2.4 In the latter part of the 19 th century, F.W. Taylor first used the termScientific Management. He carried out his experiments for more than twodecades on various short comings of factory operations and managementof those days.

2.5 Henry L. Gnatt was contemporary of Taylor who also made considerable

contribution for the change of existing management in those days. FrankGilberth developed improved technique of management by applyingmotion economy. His wife, Lillian Gilberth, contributed new dimension of psychology of management.

2.6 While Taylor wanted to extract more out of the employees, Henry Fayolwanted to get more from the management. While Taylor looked

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management from top to bottom, Henry Fayol viewed management interms of total industrial activities and theory dealing with planning,organising, commanding, co-ordinating and controlling. Whereas Taylor was interested to deal with specifics of job analysis, employees motionand time standard, Fayol emphasized that managerial process andprinciples which he had developed were applicable not only to businessbut also to governmental, military, religious and other organisations. Hestated that management should be found on certain principles, like.

1 Division of work

2 Authorities and Responsibility

3 Disciplines

4 Unit of command

5 Unit of direction

6 Remuneration

7 Centralization

8 Stability of the tenure of personnel

3.0 MANAGEMENT AND ADMINISTRATION

3.1 Government and Management have been allowed as synonymous of Administration. Conversely, the dictionary meaning of administration is

also management.3.2 The usage seems quite clear that the functioning of government is

administration, For example, Railway Administration and the PostalAdministration are more common expression than the RailwayManagement and Postal management.

3.3 Basically, administration is more general and comprehensive connotation.It comprehends what we understand by management and goes above it.There are three distinct spheres where administration over-reachesmanagement.

1 Where the time dimension is much wider and where the outcomes of the efforts of the administration are much more diffused over time.Examples are health, hygiene, education, fiscal and monetaryadministrations.

2 Where the beneficiaries of the administration are often neither wellidentified nor homogeneous, the gains of administration spread

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generally throughout to the society at large without any rigid or evenvisible link between the contributions made and benefits received bythe beneficiaries.

3 The profits or monetary returns on efforts or investment in the

management process is almost necessarily in the forefront. In thegeneral administration, long term social costs and social gains occupya central position in administrative decisions and programmes.

3.4 Therefore, the broad distinction between the scope and connotation of thetwo terms is not simply quantitative or qualitative. It lies in the emphasiswhich tends to be wider, long range, diffused, comprehensive and morefundamental.

3.5 Administrative Management is more concerned with setting objectives andthen planning, organising, staffing and controlling activities so that theorganisations objectives are accomplished. Whereas in the OperativeManagement, there is more involvement with supervising, motivating,communicating and leading the employees to achieve effective results.

3.6 In large organisations the lower level mangers are more concerned withOperative Management. As they rise to the higher levels, they becomemore involved with Administrative Management. However, nomanagement position is exclusively either operative or administrative. Allthe level has elements of both aspects.

3.7 Some of the differences between these two types of management areshown in Fig.1.

Fig. 1 Two Types of Management

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Administrative ManagementObjectives setting, Planning,organising,Staffing and Controlling

Operative Management , Leading by supervising, motivating andcommunicating with people.

Top managers

Middle managers

Low level managers


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Administrative and operative managers differ to the extent to which theyperform the management functions.

4.0 MODERN CONCEPT OF ADMINISTRATIVE MANAGEMNET

4.1 In the light of the change in approach to management. the AdministrativeManagement can be defined as organising, planning and controlling of the organisational activities and leading the people to achieve theobjective of the organisation.

4.2 The office structure in Indian Post and Telegraph Department was alegacy of the British Empire. The Head Clerk, with four or five clerksunder his control, could effectively control the office activities of a sub-division. In pre-independence era, the relationship between a Sub-divisional Officer, Head Clerk and Clerks was, in general, of a master andservant.

4.3 Post Independence era has witnessed an unprecedented wave of democratic philosophy. There are corresponding changes in organisationstructure. People no longer want to work under the concept of master andservant. Management was mostly centered around the officer activitiesand controlling the clerical staff. Today the office is considered to be thenerve centre of every organisation and the clerk is an important member of the team. The change in outlook is due to the complexity of theorganisational activities, be they commercial, industrial or Governmental.These activities embrace to control and plan the socio-economicrevolution also.

4.4 The changes which have taken place in the past few decades, havealtered the nature and extent of administrative management. Today theadministrative manager has to take care of office management, goodemployee relations, financial management, material management,planning and co-ordination of project activities, liaison with officers of other units, and personnel management.

4.5 Today the office activities include communication; written and oral, record

keeping through filing procedures, systematizing and cost reducingthrough system and procedure analysis and collecting, summarising theoperation result.

5.0 ELEMENTS OF MANAGEMENT

5.1 We would serialise the main elements of management in the order inwhich the management process is conceived, evolved and implemented.

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1 Horizon There has to be a horizon of management - in the order inwhich the manager must perform. This may be large or small

2 There must be an organisation the human team with its pattern.

3 Planning future forecast, looking ahead, planning a system, etc.

4 Staffing quantitative and qualitative assessment of staff, its training ,development and posting.

5 Leadership direction. Even a well equipped powerful army wouldlapse into disarray without effective leadership.

6 Communication It is the life blood of any organisation.

7 Co-ordination the assurance that the vehicle of management will notswerve off the rails.

8 Evaluation, monitoring or control every things is going on schedule.9 Innovation assuming arms to combat the anticipated pitfalls, from

outside environment or from inside.

6.0 MANAGEMENT FUNCTIONS

6.1 Management can be defined as achieving objectives by performing certainfunctions, but there is no agreement about what these functions are. Oneof the earliest classifications was made by Fayol, who suggested thatplanning, organising, co-ordinating, commanding, and controlling are the

primary functions. Other management specialists have narrated variousother functions including those as given by Fayol.

6.2 Generally, regardless of the type of organisation, at least the following sixfunctions must be performed by any one who is a manager

a. Setting objectives

b. Planning and Policy making

c. Organising

d. Communication

e. Decision making

f. Controlling

g. Leading

6.3 In general, to be an effective administrative manager, one should haveskills to discharge the following responsibilities.

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a. Determining realistic performance objectives (in terms of qualityand safety, etc.).

b. Providing workers with the necessary resources to perform their tasks.

c. Communication to workers what, specifically, is expected of them.

d. Providing an adequate reward structure to encourage performance.

e. Delegating authority, where needed, and inviting participationwhere possible.

f. Removing barriers and stumbling blocks to effective performance.

g. Appraising performance and communicating the results of evaluations.

h. Showing personal considerations for the employees.

6.2.1 SETTING OBJECTIVES

The manager makes the things happen.

1. An objective is an end result, the end point, a goal, and something weaim for and try to achieve

2. Objectives are ideas and statements which give direction to behaviour andefforts.

Although the two terms, objective and goal are synonyms, yet the nature of objective is general and broader in sense, whereas goal connotes greater degreeof distinctiveness, and consequently is more operative in everyday activity.

Before the entrepreneurs determine objectives, they establish an overall missionor purpose of the organisation beginning. The organisational mission identifiesthe functions that organisation intends to perform within the social and economicsystem. Only after the basic mission is established, the specific objectives,strategies, programmes, policies and plans are set.

The following figure shows general relationship among mission, objectives andplan. This is also applicable to the telecommunications.

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Organisations mission Telecom for consumers

Broad and overall Objectives Higher growth, efficiency and

Revenue with least maintenance cost.Specific Objectives - Increase efficiency and quality of

customers service.

- Increase effectiveness of calls.

- Decrease Interruptions.

- Increase availability of service for meeting customers need.

The objective of all organisations is to optimize values, goods and services for the community at the minimum sacrifice (cost). It is obvious that objective iscommon to all forms of human activities and is fundamental to growth andprosperity.

The objectives must be:

- Measurable and usually quantitative

- Specific and operative

- Able to identify expected result

- Well within the power - Realistic and obtainable

- Able to clearly state time limit for completion

Areas needing objectives

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Mission/ Situation Objectives Plan

Get evaluatedin terms of

Which are thegenerating force for


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Peter Drucker identified eight major areas in which any organisationshould set objectives

- Market standing

- Physical and financial resources

- Innovation

- Productivity

- Public and social responsibilities

- Managers performance and development

- Workers performance and development

6.2.2 PLANNING AND POLICY MAKING

Planning focuses on estimating the future, and establishes the base for makingdecisions.

Planning means, Predetermination of events through Predictions and makingdecisions in advance of the need of co-ordinated action.

Planning is determining the policies, projects, programmes, procedure, methods,systems, budgets, standards, and strategies needed to achieve the setobjectives.

By failing to plan, you are planning to fail.

Planning is fundamental managerial skill. The more fully or correctly a manager plans the works of a department, the less likely he is to find himself fightingunexpected crisis and emergencies and he is more likely to achieve the goalsthat he has set for his section. A careful planning transforms the departmentspurpose into action by setting up concrete objectives. And it gives the manager greater control over the direction and progress of his departments activities. As amanager, you may have a number of goals to be achieved. In order to achievethese goals, you have to manipulate a number of elements, such as men,material, equipment and money, operating still within the framework of rules.Faced with this kind of complexity, you can safely appreciate how essential it isto plan your work skilfully. Skilful planning means predetermination of events,through prediction and decision making, in advance of the need of action. Itinvolves the following activities.

1) Analysis of the organisations objectives.

2) Study of men and material resources.

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3) Time span.

4) Formulation of specific objectives for subordinates.

5) Allocation of responsibilities and resources to subordinates.

Programme Evaluation and Review Techniques (PERT) / Critical Pathscheduling:

Management today is faced with unprecedented and complex problems in theplanning and execution of projects. Development of PERT came above whenprogrammes could not be managed with simple activity time bar charting. It wasfirst used by US Navy in 1958 in connection with development of Polaris Missile.Now-a-days it is used on most national defences development programmes,construction industry, in large manufacturing and developmental engineering

projects etc. PERT is a useful scheduling tool to assist in project control. Itprovides management with the ability to plan the best possible use of resourcesand to achieve a given goal within overall time and cost limitations.

There are some basic requirements for the use of PERT. The first requirement isthat necessary task must be visualised, clearly, to be included in a networkcomprising of events and activities, as are depicted in the pert chart. SimplifiedPERT chart for Commissioning of a Telephone Exchange is shown below.

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START ENDQ

T U

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A B C R Q

S

K J

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D

GH

1 2 3 4 6 8144

154

164

174

12 1

34

104

114

5

79

F

PERT CHART


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Activities Code Dependency

- Acquisition of land

- Project estimate sanction-Award of Building Construction

-Building construction

-Preparation & Sanction of Eqpt estimate

- Firm order to manufacturer

- Sanction of staff, training and posting

-Approval of UG scheme and placing of order

- Receipt of UG cables & storage

- Award of A/C plant work

-Completion of power supply connections

- A/C Plant commissioning

- Receipt of Exchange equipment

- Equipment installation

- Subscriber network

- Pre cut-over tests

- commissioning

A

BC

D

E

F

H

J

K

M

N

P

Q

R

S

T

U

-

AB

C

B

E

B

H

J

D

D

M,N

F

D,Q

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P,R,S

T

An event is defined as a specific accomplishment at a particular instant of timeand is usually represented by circle on the chart. An activity is defined as thetime and/or resources necessary to progress from one event to the next. Theyare usually indicated by an arrow of the chart. For example, activity A representsthe work and the time to progress from event 1 (start) to event. 2. This network

requires sufficient precision so that there is no difficulty in monitoring actualaccomplishment as the programme proceeds.

The second requirement is that events and activities must be sequential in thenetwork under a logical set of ground rules which allow the determination of critical and sub critical paths. One of the ground rules is that no successor eventcan be considered complete until all of the predecessor events have been

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completed. Another ground rule is that no looping can take place. An examplewould be that no successor event can have an activity which is dependent onpredecessor event.

The third requirement makes use of three time estimates for activities;

optimistic, most likely and pessimistic .The optimistic estimate assumes minimumtime an activity will take, if every thing goes well. The most likely estimateassumes normal or average difficulties and represents the time that would berequired if the activity could be repeated several times. The pessimistic estimateassumes the maximum time an activity should require, given some initial projectfailure and above average difficulty.

Critical Path Method( CPM)

In critical path method a single time estimate is mentioned. The critical pathis defined as the most time-consuming series of tasks in a project from startto completion. For example, the PERT Chart on preceding page depictsseveral paths for the project completion. 1 st path is events 1, 2, 3, 4, 6,8,14,15,16, & 17. The second path is events 1, 2, 3, 4, 5, 14, 15, 16, 17 or 1,2, 3, 4, 5, 13, 15, 16, & 17. The third is 1-4, 9, 10, 11, 15-17 and the fifth pathis 1-4,9,10-11,15-17. Critical path shall be any one of these, whosecompletion time is maximum. It is seen from the network diagram of PERTthat major part of the controlling and directing a project is the scheduling of the critical path.

Identification of the critical path is important step in the planning andmanagement of a project. It will immediately draw the attention of themanagement to those activities which govern the date of completion of theproject.

6.2.3 ORGANISING

Organising is

- determining what sources and which activities are required to achievethe organisations objectives,

- combine them into workable groups,- assigning the responsibilities for accomplishing them to responsible

subordinates, and then

- delegating to those individuals the authority necessary to carry outtheir assignments.

Organising means matching job and people.

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Organising may be defined as how well you co-ordinate all the resources of your sub-divisional men, material, equipments and methods, to reach the goals. Inother words, skilful organising means having the right man on the right job at theright time with the right material and equipment.

Following are the various elements of organising skill1) The ability to establish cleat-cut duties and jobs for every worker under

control.

2) The ability to assign clearly defined authority and accountability to each job.

3) The ability to co-ordinate job through clear-cut channel of communication.

4) The ability to schedule each departmental work effectively.

5) The ability to develop organisational methods that will accomplishspecific goals.

6.2.4 COMMUNICATING

Communication is the process whereby the ideas and images of one person aretransmitted to another person or group of persons.

Management communication is somewhat different from the generalcommunication. It is an important chain of understanding which links themembers of various units of an organisation at different levels and in differentareas.

It is important to all managers and is needed by all employees.

Communication should be simple, easy to understand having definite informationin verbal or written form or in both.

COMMUNICATION MEDIA

Oral : Verbal orders/instructions

Meetings : Discussions, Seminars

Written : Ordinary/DO-letters/Telex/Telegraph

Physical/Practical : Show-how

6.2.5 DECISION MAKING

A decision is the product of a process; a choice; the result of conscious mentalactivity and directed towards a purpose.

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Managerial decision making can be defined as the conscious selection of acourse of action from among available alternatives to produce a desired result.

Top level managers are not alone in making decisions of importance. Middle andlower level managers are also in the situation of making important decisions.

A logical process for developing a rational decision includes

1) Consciousness of the problem-provoking situation.

2) Diagnosis, recognition and definition.

3) Find available alternatives and their consequences.

4) Acceptance of the solution by the organisation.

The following figure shows a decision making process.

6.2.6 CONTROLLING

Controlling is the act of checking, regulating and verifying whether things occur inconformity with the plan that has been adopted, the instructions issued and theprinciples established. It is through control that operations and actions areadjusted to predetermined standards.

Controlling is devising ways and means of assuring that planned performance isactually achieved. In general, it is the process that measures actual performanceand guides it towards some predetermined standards.

For an administrative manager, controlling means developing, directing andanalysing the whole system and procedure to be followed in completing eachphase of work .

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IDENTIFY &DIAGNOSE THE

PROBLEM

DEVOLOPALTERNATIVES

EVALUATEALTERNATIVES

MAKE ANDIMPLEMENT

DECISION

EVALUATERESULTS

FEED BACK


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Controlling may be positive or negative. Positive control tries to see that theobjectives of the organisation are efficiently and effectively reached. Negativecontrol tries to ensure that the unwanted or undesirable activities dont occur or recur.

Controlling process involvesa. Setting-up standards of performance.

b. Determining performance measurements.

c. Measuring actual performance and comparing it with theestablished standards.

d. Taking corrective actions to bring actual performance intoconformity with standard, if necessary.

Controlling, to a manager, should mean controlling results rather than controllingsubordinates. It is more important to ensure that result conforms to themanagers plan and that the organisation is making good headway towards thegoals it has to achieve. Controlling is a necessary action taken to ensure that aplan is being carried through to attain an objective. Controlling is one of the moretechnical, managerial skills, but anyone with a reasonable, well organised mindcan become proficient at it. Moreover, there are number of useful tools availableto the manager that makes it easier for him to learn, at the earliest possiblemoment, when plans are going off-target. Such tools are charts, graphs, tablesor other kinds of systematic methods.

The tool, of course is only as good as the skill with which it is used. Manymanagers who lack skill in the controlling function tend to have an unnecessaryelaborate system of reports and controls that get them too bogged down inmeaningless information, to see what is really important. One of the fundamentalskills, in controlling, is the ability to wisely select the things one should know andbe willing to do without the things really not required to know.

6.2.7 LEADING

Leading, if simply stated, is getting the employees to do the things you want

them to do. Therefore, it requires the leaders qualities, style and power, as wellas the leadership activities of communication, motivation, and discipline.

Leading, is inducing another person or a group of persons to produce someoutput or performance, getting employee to do what you want them to do bycommunicating with and motivating them to perform, leading them towards goalachievement, and informing them about their work assignments.

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There are indications that certain traits, such as intelligence, enthusiasm,dominance, self-confidence, social participation and egalitarianism are frequentlyfound to characterise leaders.

Leading means directing and supervising effectively the personnel activities.

Maintaining and adhering to the principles of discipline, rewarding andcompensating personnel for hard and good work, establishing a communicationlink between the top management, middle management and employees. Gettingbest out of the employee as well as getting them to work as team.

Leading ability is the ability to lead effectively under any circumstances. It is nota specific technical skill but is made up partly of attitude, partly of experience,partly of intelligence and partly of skills, such as communicating and decisionmaking. Leading ability is important to a manager or a supervisor as he has toface a continual barrage of new problems and pressures. As long as dealings

are lenient and decision easy, he may get by. But sometimes schedules gettight, work piles up, employees are unexpectedly absent, supplies dont arrive ontime, and conflicting demand come in from all sides. It is then that the manager must demonstrate his leading ability. Unless he can cope-up with these problemsand does not collapse under them, he can never expect to be a successfulmanager.

Therefore, a manager must learn to function under conditionals of extremestress, somewhat like an astronaut who must learn to function during criticalemergencies in outer space. He must be able to lead, even when he feels

frustrated, in getting what he wants. He must accept the inevitability of obstaclesand road blocks and try to break through them or work around them. He must beable to concentrate on making them right rather than bemoaning his fate

7 ATTRIBUTES THAT EFFECTIVE MANAGER SHOULD POSSESS

7.1 Tolerance

All people have some faults and shortcomings. It is not good for amanager to be perfectionist. A good leader should be tolerant of apersons shortcoming in the same way that he must respect and

recognise each persons strong points. Do unto other as you wish othersto do unto you.

7.2 Ability to Reason

Avoid Arguments

Many managers believe that an argument can alone decide the facts.However, when a subordinate really believes that he is right and you know

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that he is wrong, it may not be adequate to use logical reasoning only. Incase like this, it may be necessary to cater to emotions to bring peoplearound.

7.3 Empathy

The narrow definition of empathy is the capacity to feel what others feel.Empathy should be spontaneous instinct, not something that isconsciously turned on and off. One important facet of empathy is savingface for the other person who persists with the previous point usingemotionally oriented arguments. Few people like to be proved wrongeven when the facts show they are wrong. Hence, some form of face-saving for the subordinates is extremely important to his emotional well-being.

7.4 Good emotional Control

The leader who is always losing his temper or showing irritation withpeople, will rarely command the respect of his subordinates. This doesntmean that the boss cant get mad occasionally and how off steam. He isalso a human. But when there is an underlying current of emotionalismbetween the supervisor and his subordinate, it quickly undermines anyconfidence his subordinates may have in him.

7.5 Readiness to Give Others Credit

The manager who appears to be always right (even if he is always right),generally has difficulty in motivating his subordinates to work creatively.So it is well to give credit to others even a little more them due. This willresult in an adequate motivation.

7.6 Willingness to Listen

Many executive feels that because they are the boss, they should do mostof the talking. When they do this, subordinate naturally stop speaking up,with the result that the sources of information from down the line dry-upand the managers and supervisors become ill-informed on important

happening in their areas.

7.7 Quick to Praise

A good manager will praise his men for a job well done and will blamethem by constructive criticism for jobs poorly done. A supervisor shouldnot deliver criticism that may degrade the dignity of the subordinates.

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7.8 Quickness to See Good in Others

If manager does not have this trait, he owes it to himself to develop it bybeing more optimistic for good points first, and not the bad ones. Youshould analyse your subordinates to find good points and create situations

to develop them further. You should also avoid communicating your subordinates bad points to you colleagues, because it may reach himthrough grapevine and aggravate the situation.

7.9 Lack of Suspicion

Mutual trust is extremely necessary to generate confidence in thesubordinate. If the manager is a cynic and does not believe in people, itwill be reflected in poor morale, poor work and a corresponding cynicalattitude on the part of his subordinates.

7.10FlexibilityA good manager cannot afford to be inflexible, because he is dealingprimarily with people rather than things, ideas or facts. Since, peopleexhibit varying behaviour under different circumstances, flexibility is amust to cope with these changing situations. A person who is generally agood worker may on a particular occasion commit a blunder. His goodperformance need to be given due weightage and not ignored in the lightof occasional unsatisfactory performance which could be due to mayreasons, including personal problems. A rigid manager may view only

isolated events and take action. This must be avoided by a manager whowants to be successful. He must change himself according toenvironment to get work from the subordinates.

7.11Recognition of differing Views

The Manager must recognise not only that two or more points of view canexist, but also occasionally, more than one may be correct. The attributeof a mature manager can earn him a great deal of respect from hissubordinates.

7.12Good Sense of Humour

Probably the most important part of good sense of humour is the ability tolaugh at oneself. This single attribute can earn mountains of respect for

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the manager in situation where more scientific techniques would be of noavail.

7.13Freedom from Prejudice

The antonym of the word Prejudice is Judgement. Hence, prejudice canbe equated with lack of judgment. Centrally the good executive must befree of minority-ground prejudice to be fair and effective with a worker froma minority group. Even if this work situation does not exist, probably asupervisor with narrow racial prejudice would have prejudices carryingover into other areas. We may have prejudices, but should continuallystrive to subjugate them.

7.14Objectivity

Objectivity is the ability to look at issues and problems rationally,

impersonally, and without bias while the leader needs to be personallyempathetic, he also needs to be able to keep emotional and rationalconsiderations in perspective. Objectivity is a vital aspect of analyticaldecision making. It helps to ensure a fair and consistent course of actionfrom the leader.

7.15Participation

Participation can be an over worked word or concept, but a managersfailure to recognize its worth may often lead to disaster. If the subordinatepassively accept the managers plans while really objecting to them, hemay not take corrective action when the plans are working, since he reallydid not accept them in very first place. But if the subordinate could beinvolved in the planning process, he would do everything in his power tomake sure that the plans work. The technique employed to ensure suchsuccess is participation.

8 FIVE PRINCIPLES OF EFFECTIVE MANAGEMENT

8.1Five important principles for effective management are illustrated in Table 1.

9 PRACTICAL APPROACH TO OFFICE MANAGEMENT

9.1In scientific management, findings of other sciences, such as Economics,Statistics and Industrial Psychology, are applied. First the problem, or the

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goal is stated clearly and concisely. Next all data pertaining to the statedproblem are collected, classified and analysed. In this process, best use of latest facts finding, techniques of statistical procedure, flow-charts, jobanalysis, job description, job specification and job evaluation, motion and timestudy, PERT/CPM, and Operational Research, are applied. A tentativeprinciple or law is them formulated and applied to judge its validity andusefulness. Scientific management can be summed up in the word Doingthat which is most logical by using great deal of common-sense.

Table 1 Principles of Effective Management

1 PLAN

To plan rightly one must know

1 What work is to be done?

2 How it is to be done?

3 When it is to be dome?

4 Where it is to be done?

5 How fast it can be done?

2 SCHEDULE

The work must bescheduled.

A schedule to be effective,

It must be

1 Definite,

2 In harmony with other

Schedules,

3 Not difficult to accomplish,

4 Possible to accomplish,

5 Rigidly kept.

3 EXECUTE

It must then be executed

1 Skilfully,

2 Accurately,

3 Rapidly,

4 Without unnecessary effort,

5 Without unnecessary delay.

4 MEASURE

The work accomplishedmust be Measured

1 As to your potentiality,

2 As to your past records,

3 As to the past records of be others,

4 As to quality,

5 As to quantity.

5 REWARD 1 Good working conditions,

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If your work isaccomplished

Effectively, you would be

Rewarded with

2 Health,

3 Happiness,

4 Self-development,

5 Money.9.2There are many ways to describe scientific management with particular

reference to office management. For supervising and directing office work,study of office job has to be done for which the following questions may beanswered continuously

Why is the job done?

Can it be eliminated?

Can it be combined?

Can it be simplified?

Are the right personnel used?

Asking these questions represents logical approach to all the activities andis termed Common-sense.

10 CONCLUSION

10.1 Management functions and knowledge are universal. Managers arerequired everywhere. It is needed to reach objective, achieve efficiency andbalance conflicting goals. Management is both an art and science. It is anoccupational grouping, an academic discipline and a process necessary for all persons performing supervisory functions.

10.2 Management functions are setting objectives, planning and policy making,organising, decision making, communicating, leading, and controlling.Manager engages in interaction, administrative and technical skills.

10.3 A successful manager must have the attribute of tolerance, ability toreason, empathy, good emotional control, readiness to give credits to others,willingness to listen, quick to praise, lack of suspicion, flexibility, recognition of

objectivity and participation.10.4 All officers in the Company now a days require development of managerial

skills on the basis of modern concept of Scientific Management to accomplishtheir multifarious duties effectively.

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4 scientific management

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