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INTRODUCTIONTOPRINCIPLESOFMANAGEMENT
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DefinitionofManagement
LevelsofManagement
ManagerialSkills
Management
Principles
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Artofgettingthingsdonethroughpeople
(de initionb Mar ParkerFollett) Thisdefinitioncallsattentiontothefactthat
mana ersachieveor anizational oalsb
arrangingfor
others
to
perform
whatever
tasks
maybenecessary notbyperformingthetaskt emse ves
Theprocess
of
planning,
organizing,
leading
and
contro ngt ee ortso organ zat onmem ersandofusingallotherorganizationalresourcesto
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Planning
Leading
Controlling
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Selectionofgoalsfortheorganization
Considerfeasibility
decidingwhat
to
do
set
organizational
goals
determinetacticaldirection
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Meansthatmanagerscoordinatethehuman
structuringthefirm
establishingcommunications
networks
Staffin therecruitment lacement andtrainingofqualifiedpersonneltodothe
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Describeshowmanagersdirectandinfluence
,
essentialtasks
yesta s ng
t e
proper
atmosp ere,
t ey
helptheirsubordinatesdotheirbest
selectingthemosteffectivecommunication
channels
directingandmotivatingpeople
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determineifthefirmsperformanceison
Involvesthreemainelements:
Establishingstandards
of
performance
Measuringcurrentperformanceandcomparingitagainsttheestablishedstandards
Takingaction
to
correct
performance
that
does
notmeetthosestandards
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Process
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RobertL.Katz,educatorandbusiness technical,
uman
conceptual
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TechnicalSkills
Abilitytousethetools,procedures,and
Themanagerneedsenoughtechnicalskillto
accomp s
t e
mec an cs
o
t e
part cu ar
jobheorsheisresponsiblefor
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Istheabilitytoworkwith,understandand
asgroups
anagers
nee
enoug
o
t s
uman
relationsskilltoworkwithotherorganization
memberstoleadtheirownworkgroup
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Isthementalabilitytocoordinateandintegrate
all
of
the
organizations
interests
and
activities nvo ves emanager sa y osee e
organizationasawholeandtounderstandhowitspartsdependoneachother
Involves
the
managers
ability
to
understand
how
achangeinanygivenpartcanaffectthewhole
Amanagerneedsenoughconceptualskillsto
recognizehow
the
various
factors
in
a
given
s u a o nare n erre a e ,so a eac ons eorshetakeswillbethebestinterestsofthetotalorganization
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Strategiclevel
Tactical
level
Operationallevel Top
First Level or First Line
(Rank and File)
Operational employees
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Alsoknownasthetoplevel
goalsandworkwiththeinternalenvironment
Set
the
corporate
direction
E. .
CEO,CIO,CTO,COO
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Alsoknownasthemiddlelevel
management
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Alsoknownasthefirstlevelorfirstline
entry,creditchecking,andinventorycontrol
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Conceptual Conceptual
onceptua
Human
Human
Human
Technical
TechnicalTechnical
First LevelManagement
Second LevelManagement
Third LevelManagement
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InterpersonalRole
Figurehead
role,
leader
role,
a sonro e
InformationalRole ,
role,spokesperson
DecisionalRole entrepreneurialmanager;
disturbancehandlerresource
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14Principles
ofManagement
DivisionofLabor
Authorit Discipline
Unit ofCommand
Unityof
Direction
SubordinationofIndividualInteresttotheCommonGood
Remuneration
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14Principles
ofManagement
Centralization
TheHierarch
Order
E uit
Stabilityof
Staff
Initiative
EspritdeCorps
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14Principles
ofManagement
DivisionofLabor themorepeoplewho
specialize,
the
more
efficiently
they
can
perform
e rwor . spr nc p e sep om ze y emodernassemblyline
they
can
have
things
done
respecttherulesandagreementsthatgovern
theorganization
UnityofCommand eachemployeemustreceiveinstructionsaboutaparticularoperation
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14Principles
ofManagement
UnityofDirection thoseoperationswithinthe
or anizationthat
have
the
same
ob ective
shouldbedirectedbyonlyonemanagerusingoneplan
Subordination
of
Individual
Interest
to
the
CommonGood inanyundertakingthenterestso emp oyeess ou notta e
precedence
over
the
interests
of
the
Remuneration compensationforworkdone
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14Principles
ofManagement
Centralization decreasingtheroleof
subordinates
in
decision
making
is
cen ra za on; ncreas ng e rro e sdecentralization.Fayolbelievedthatmanagers
givetheir
subordinates
enough
authority
to
do
theirjobsproperly
TheHierarchy thelineofauthorityinan
organization
often
represented
today
by
the
runsinorderofrankfromtopmanagementtothelowestleveloftheenter rise
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14Principles
ofManagement
Order materialsandpeopleshouldbeinthe
.
particularshouldbeinthejobsorpositions
Equity managersshouldbebothfriendly
andfairtotheirsubordinates
Stabilit
ofstaff
a
hi h
em lo ee
turnover
rateisnotgoodfortheefficientfunctioning
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14Principles
ofManagement
Initiative subordinatesshouldbegiventhe
plans,eventhoughsomemistakesmayresult
spr t
e
orps
promot ng
team
sp r t
w
givetheorganizationasenseofunity.
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ManagementbyJamesA.F.Stonerand
ManagementInformationSystems8th
t on
y
aymon
c eo
r.
an
eorge
Schell
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