Principles of Management

Comprehensive vocabulary flashcards covering the principles of management by Henry Fayol and scientific management by F.W. Taylor as outlined in the lecture notes.

Principles of Management

Universal guidelines that serve as a fundamental statement or truth providing a guide to thought or action for managers in an enterprise.

Universal Applicability

A feature of management principles stating they are applicable in all spheres, including both business and non-business organizations like educational institutions and government offices.

General Guidelines

The nature of management principles that suggests they are not definite like physics or chemistry and cannot be applied strictly.

Flexibility

The characteristic of management principles being dynamic and adaptable to political, economic, and social changes rather than being stagnant or fixed.

Mainly Behavioural

A feature indicating management principles are directly concerned with human behavior and ensuring better relationships among manpower at all levels.

Contingent

The characteristic stating that management principles are not fixed or permanent and are affected by specific situations or circumstances.

Scientific Decisions

Balanced decisions made by managers who have been provided necessary training through the principles of management.

Henry Fayol

A famous industrialist of France who described $14$ principles of management in his book General and Industrial Management.

Division of Work

The principle of dividing the whole work into small parts and assigning each individual one part according to their ability to achieve specialization.

Authority and Responsibility

The principle stating that the right to give orders and the obligation to perform work should go hand in hand with sufficient power to discharge duties.

Discipline

The obedience to organizational rules and employment agreements by both superiors and subordinates necessary for successful working.

Unity of Command

A principle stating that an individual employee should receive orders from and be answerable to only one superior at a time.

Unity of Direction

The principle that there should be one head and one plan for a group of activities having the same objective.

Subordination of Individual Interest to General Interest

The principle stating that organizational interests should take priority over the interests of any individual employee.

Remuneration to Employees

The principle that employees should be paid fair compensation that provides at least a reasonable standard of living.

Scalar Chain

A formal line of authority that moves from the highest to the lowest ranks in a straight line which must be followed for communication.

Gang Plank

An exception to the scalar chain allowing direct contact between employees of equal rank in case of emergency to avoid delays.

Order

The principle that there should be a proper place for everything (Material Order) and everyone (Social Order) in an organization.

Equity

The principle that managers should treat subordinates fairly, providing parity in pay and avoiding prejudice in promotion policies.

Stability of Personnel

The principle advocating for a stable tenure of employees to ensure work continues efficiently and to reduce recruitment expenses.

Initiative

The principle that employees should be given opportunities to participate in making and executing plans to increase attachment to the organization.

Espirit de corps

The principle where managers develop team spirit by using the word 'We' instead of 'I' during conversations with subordinates.

Scientific Management

A management approach propounded by Fredrick Winslow Taylor involving the discarding of traditional approaches in favor of scientific analysis.

Science, Not Rule of Thumb

The scientific management principle stating decisions should be based on cause and effect relationships and constant experimentation rather than dictatorship.

Mental Revolution

A concept by Taylor involving a complete change in the mental attitude of workers and management to end conflicts and foster cooperation.

Functional Foremanship

A technique where work is divided into subdepartments (Planning and Production) with $8$ specialists helping manage workers.

Route Clerk

A planning specialist who specifies the sequence of stages a particular work must pass through before being finalized.

Gang Boss

A production specialist responsible for ensuring workers, machines, and materials are ready for production.

Standardisation of Work

The technique of setting fixed standards for activities, raw materials, machines, tools, and performance after due deliberation.

Simplification

The process of eliminating unnecessary types, qualities, and sizes or weights of products to effect economy and specialization.

Method Study

Refers to identifying the 'one best way' to perform a particular activity using process charts and operation research techniques.

Motion Study

The study of movements performed by workers and machines to eliminate unnecessary motions, often using a movie camera.

Time Study

The process of determining the standard time required to complete an activity using a stopwatch and average time analysis.

Fatigue Study

Determining the duration and frequency of rest intervals required for a job to maintain worker efficiency.

Differential Wage System

A technique where workers who produce more than the standard target are paid a higher rate than those who produce less to motivate efficiency.