Management Principles, decision-making, organization, and skill management principles
The guidelines for actions and decisions of managers are management principles. Over time, management professionals have derived these principles through in-depth analysis and observation of events that businesses face in actual practices. They constitute the underlying and essential factors that form successful management foundations. These management principles are used in initiation as well as aiding of change, decision-making, organization, and skill management principles (Mullins, 2005). Management principles provide the framework that guide organizations in improving their performance. Customer focus is important since organizations usually depend on customers to understand future and current customer needs in meeting customer requirement. It constitutes a major principle utilized by the management in striving to exceed their customers' expectations. Management principles help in enhancing effectiveness of organizational resources as far as customer satisfaction, corporate goals, and management as a whole is concerned.
To assist inform research related to management principles especially, a review on literature is integral. This literature review will primarily focus the postulation that Taylorism as a fundamental system premeditated to make best use of management control over employees.
[...] This has seen the emergence of other more recent management systems that emphasize on promoting and empowering employee initiatives. Modern organizations embrace the role played by employees in facilitating the success of an organization and bolster customer satisfaction. Reference List Drucker, P. F., and Maciariello, J. A Management. New York, NY: Collins. Giddens, A., and Birdsall, K Sociology. Cambridge [England]: Polity Press. Heizer, J. H., and Render, B Principles of operations management. Upper Saddle River, N.J.: Pearson/Prentice Hall. Jaffee, D Organization theory: tension and change. Boston: McGraw Hill. [...]
[...] Merton suggested that scientific management has overly thwarted the interests of industrial workers. The official labor subordination was occasioned by creation of human production factor (Jaffee, 2000). Pre-capitalist craftsmen, who possessed rare skills as well as exercise of total control over labor processes. De- skilled industrial factory workers had been reduced to mere machine tenders. Such is the work environment that Taylorism and its scientific management sought to propagate. While this may be heuristically useful, such a dichotomy of life under capitalist and pre-capitalist societies is detrimental to work life. [...]
[...] L., and Naeije, M Principles for the management of bruxism*. Journal of Oral Rehabilitation 509-523. Morgan, K., and Sayer, A A modern industry in a mature region: the remaking of management-labour relations. International Journal of Urban and Regional Research 383-404. Mullins, L. J Management and organisational behaviour. Harlow: England, Prentice Hall/Financial Times. Parker, M Against management: organization in the age of managerialism. Oxford: Polity. Pfeiffer, W. S Proposal writing: the art of friendly and winning persuasion. Upper Saddle River, N.J.: Prentice Hall. [...]
[...] Managers should realize that a moral relationship exists between them and the employees. This should be done to avert conflicting interests and role execution. Henry Fayol supports Roberts and Knights views that equality is important in a workplace. Bureaucracy literature indicate that existence of visible controls and clear rules diminish the need for any close supervision by managers in a workplace. The management is freed of embarrassment and problems that are associated with direct interpersonal controls. Rules reduce tension existing amongst employees. [...]
[...] This is because management is primarily a labor process. Taylorism or scientific theory synthesizes and analyzes workflows. Fundamentally, Taylorism aims at bolstering economic efficiency, mostly the productivity of labor. To improve economic efficiency of an organization through improving productivity of labor, individual interests should be subordinated in place of group interests. Company objectives come first in place of personal considerations. Taylor (1911) gave premium to waste elimination, work ethic, rationality, analysis, logic, efficiency, and application of best business practices. When individual interests are subordinated, craft production is transformed into mass production. [...]
using our reader.