The objective of management development is to strengthen existing managers. The most effective means of developing managers is to have the task performed primarily by a manager's superior.
Principle of universal development
The enterprise can tolerate only those managers who are interested in their continuous development. Productivity have to develop their knowledge of technology on a continuous basis.
Principles of Directing
Related to the Purpose of Directing
Principle of harmony of objectives
Effective directing depends on the extent to which individual objectives in cooperative activity are harmonized with group objectives. Productivity as an organizational objective has to be harmonized with individual's objectives. Taylor said productivity has to offer higher income to operators and higher profits to the organization simultaneously. It is genius of Taylor, that he proposed the principle through implementation of the principle first in a machine shop and then in other departments and areas.
Principles Applicable to Process of directing
Principle of unity of command
The more completely an individual has a reporting relationship to a single superior, the less the problem of conflict in instructions and the greater the feeling of personal responsibility for results. The instructions to the operator are mainly given through instruction cards who are given to the operator by his foremen. The foreman is facilitated in this task by production planning departments of the shop.
Principle of direct supervision
Effective direction requires that management supplement objective methods of supervision with direct personal contact.
Principle of supervisory techniques
Since people, tasks, and organizational environment vary, techniques of supervision will be most effective if appropriately varied.
Principles of Delegation
Principle of functional delegation
The more a position or department has clear definitions of results expected, activities to be undertaken, organization authority delegated, and authority and informational relationships with other positions, the more adequately individuals responsible can contribute toward accomplishing enterprise objectives.
Principle of delegation by results expected
The authority delegated to an individual managers should be adequate to assure his ability to accomplish the results expected of him.
Principle of absoluteness of responsibility
No superior can escape, through delegation, responsibility for the activities of subordinates, for it is he who delegated authority and assigned duties. If the expected productivity does not materialize, the productivity manager cannot get away from his responsibility.
Principle of parity of authority and responsibility
The authority delegated has to be consistent with the responsibility assigned to a subordinate.
Principles of Control
Related to the purpose of control
Principle of assurance of objective
The task of control is to assure accomplishment of objectives by detecting potential or actual deviation from plans early enough to permit effective corrective action. Productivity targets must be capable of being measured periodically.
Principle of efficiency of controls
The more control approaches and techniques detect and illuminate the causes of potential or actual deviations from plans with the minimum of costs or other unsought consequences, the more efficient these controls will be. Productivity controls have to be cost effective and should not cause dissatisfaction in operators.
Principle of control responsibility
The primary responsibility for the exercise of control rests in the manager charged with the execution of plans.
Principle of direct control
The higher the quality of managers and their subordinates, the less will be the need for indirect controls.
(The principle may termed as principle of reduced controls. A superior can spend less time in control activities if he has more higher quality managers and their subordinates in his department.)
Productivity education and training are important. Productivity managers themselves have to demonstrate productivity in certain select activities done by operators.
Principles related to Structure of control
Principle of reflection of plans
The more controls are designed to deal with and reflect the specific nature and structure of plans, the more effective they will serve the interests of the enterprises and its managers.
Principle of organizational suitability
The more controls are designed to reflect the place in the organization structure where responsibility for action lies, the more they will facilitate correction of deviation of events from plans.
Principle of individuality of controls
Controls have to be consistent with the position, operational responsibility, competence, and needs of the individuals who have to interpret the control measures and exercise control.
Process of control
Principle of standards
Effective control requires objective, accurate, and suitable controls.
Principle of critical-point control
Effective control requires attention to those factors critical to appraising performance against an individual plan.
The exception Principle
The more a manager concentrates his control on exceptions, the more efficient will be the results of this control.
Principle of flexibility of controls
If controls are to remain effective despite failure or unforeseen changes in plans, flexibility is required in the design of controls.
Principle of action
Principle of Action
Control is justified only if indicated or experienced deviations from plans are corrected through appropriate planning, organizing, staffing and directing.
Measure only those which are monitored by the concerned and corrected. Don't make people fill forms for no purpose.
