HENRY FAYOL’S PRINCIPLES OF MANAGEMENT & DELEGATION

THEORIES OF MANAGEMENT

 

1. You have been appointed as a ward manager and you must immediately start

performing your duties

a) Outline any three (3) theories of management 15%

b) Explain any 10 principles of management you are going to reinforce in your ward

50%

c) During your discharge of duties as ward manager, you discover that you have so

many activities to perform and you decide to delegate some activities

ii. State five (5) advantages of delegation 15%

iii. Outline five (5) reasons why some managers are reluctant to delegate 20%

DISCUSSION/ANSWERS

A management theory is a collection of ideas that set forth general rules on how to

manage an organization or a business. A Management theory addresses how

managers and supervisors relate to their organizations in the knowledge of its goals, the

implementation of effective means to get the goals accomplished and how to motivate

employees to perform to the highest.

Management theories are concepts surrounding recommended management strategies.

These may include tools such as frameworks and guidelines that can be implemented in

modern organizations. Generally, professionals will not rely solely on one management

theory alone, but instead, introduce several concepts from different management

theories that best suit their workforce and company culture.

There are many theories of management but for the purpose of revision we shall only

discuss five of them.

Outline any three (3) theories of management (15%)

THEORIES OF MANAGEMENT

1. BEHAVIORAL MANAGEMENT THEORY

This theory states that workers' conditions affect the quantity and quality of their work.

The workers' conditions influence the work behavior of employees towards work.

Therefore, management must be concerned with the workers' condition in order to

improve the quantity and quality of work output.

2. SYSTEM MANAGEMENT THEORY

The system management theory views an organization as a system that has interrelated

parts. These parts work or operate as one or a whole in order to achieve a specific goal.

This theory signifies that the manager of an organization should be able to understand

the various parts of the system that makes up the entire operation.

3. QUANTITATIVE MANAGEMENT THEORY

The quantitative management theory focuses on the use of quantitative tools to help

plan and control nearly everything in an organization. A Manager who adopts this

The theory will try to quantify the tasks in his planning of task allocation.

4. SCIENTIFIC MANAGEMENT THEORY (CLASSICAL MANAGEMENT THEORY)

The scientific or classical management theory places emphasis on finding the best

way to perform and manage tasks, simplify tasks, standardization of tasks,

rewarding and punishing employees according to job performance to increase

productivity.

It focuses on

 Observation and

 Measurement of outcome

Frederick Taylor is recognized as a father of scientific management. He

conducted time and motion studies on time workers, analyze their movements

and set their standards.

Frederick Taylor developed the “scientific management theory” which proposed carefully

specification and measurement of all organizational tasks.

Tasks were standardized as much as possible. Workers were rewarded and punished

according to the job, performance to increase the production or performance of an

Organization.

5. CONTINGENCY MANAGEMENT THEORY

This theory states that a leader’s effectiveness is dependent (contingent) on how well

the leader’s style matches a specific setting or situation Fred Fieldler introduced the

contingency model of leadership in the 1960s. He argued that a leadership style will be

effective or ineffective depending on the situation.

Explain any 10 principles of management you are going to reinforce in your ward

(50%)

Note that this question is not just about stating the principles of management but it also

requires an application. The first part requires you to state the principle while the second

part should address the application aspect of it.

PRINCIPLES OF MANAGEMENT

Most managers of organizations base their day to day running of the organizations

using Henry Fayols Principles of Management.

Henry Fayol known as the Father of Management came up with 14 principles of

Management.

HENRY FAYOL’S PRINCIPLES OF MANAGEMENT

1. Unity of Command

This principle states that every subordinate should receive orders and be accountable to

one superior. If an employee receives orders from more than one superior, it is likely to

create confusion and conflict. I will reinforce this principle by emphasizing the reporting

system within the ward. I will tell my subordinates to be receiving orders from me as a

ward in charge to avoid confusion.

2. Unity of Direction

This principle states that all those working in the same line of activity must

understand and pursue the same objectives. This principle seeks to ensure unity in

an organization. The entire organization should be moving towards a common

objective in a common direction. I will reinforce this principle by sharing with my

subordinates the objectives of our ward so that everyone must be aware of and contribute

towards their achievement.

3. Scalar Chain/ Chain of Command

Scalar chain refers to the chain of superiors ranging from top management to the

lowest rank. The principle suggests that there should be a clear line of authority from

top to bottom linking all managers at all levels. It is considered a chain of command.

I will reinforce this principle by explaining to my subordinate about the ward

management structure so that everyone can understand the structure.

4. Division of Work

This is the specialization of the workforce according to the skills of a person, creating

specific personal and professional development within the labor force and therefore

increasing productivity. I will reinforce this principle by allocating tasks to my

subordinates according to their skills and abilities.

5. Authority and Responsibility

Authority means the right of a superior to give orders to his subordinates and

responsibility means an obligation for performance. When authority is exercised,

responsibility arises. I reinforce this principle by giving orders to my subordinates so

to enhance the performance of duties.

6. Esprit de Corps

This is maintaining a teamwork spirit. Team spirit helps develop an atmosphere of mutual

trust and understanding. The team increased productivity and effectiveness. I will reinforce

this principle by applying team-building activities.

7. Equity

Employees must be treated kindly and alike, provide equal opportunities and justice

must be enacted to ensure a just workplace. As a manager, I will be fair and impartial

when dealing with my subordinates.

8. Discipline

Discipline refers to obedience to rules, proper conduct in relation to others, and

respect for authority. Discipline is essential for the smooth functioning of all

organizations. I will reinforce discipline by spelling out rules and promoting

compliance with these rules for smooth operations of the ward.

9. Subordination of Individual Interest:

This principle states that the management must put aside personal considerations

and put company objectives first. Therefore the interests of goals of the organization

must prevail over the personal interests of individuals. I will reinforce this principle

by putting the interests of my ward above mine as a ward manager.

10. Remuneration

According to this principle, workers must be paid sufficiently as this is a chief

motivation of employees and therefore greatly influences productivity. The means

and methods of remuneration should be fair, reasonable, and rewarding of effort. I

will reinforce this principle by being an advocate for improved conditions of service

for the motivation of staff.

11. Order: - The principle states that the Material and people should be in the right

place all the time. I will reinforce this principle by encouraging my subordinates to

put materials within the ward in their correct places for easy access and use.

12. Initiative: - Using the initiative of employees can add strength and new ideas to an

organization and employees are likely to take a greater interest in the functioning of

the organization. I will reinforce this principle by encouraging my subordinates to be

innovative as they perform their duties.

13. The Degree of Centralization

Centralization implies the concentration of decision-making authority at the top

management. Sharing authority with lower levels is called decentralization. The

organization should strive to achieve a proper balance.

14. Stability of Tenure of Personnel: - The period of service should not be too short

and employees should not be moved from positions frequently. An employee cannot

render useful service if he is removed before he becomes accustomed to the work

assigned to him.

State five (5) advantages of delegation (15%)

ADVANTAGES OF DELEGATION

1. It reduces the workload of the manager

2. Makes work easier because of shared responsibilities

3. It allows the manager to concentrate on aspects of the job which require her personal

knowledge experience and skills

4. It promotes staff growth and development

5. There will be less office/work politics where delegation is done properly

Outline five (5) reasons why some managers are reluctant to delegate (20%)

1. Subordinate can mess up the job

Some managers are not willing to delegate because they think that assigning work to a

subordinate may lead to substandard work by the subordinates. This may be due to the

belief that the manager is the only one who can do the job better than anyone else.

2. Fear of Deprivation of Some Duties

Delegation deprives the manager of certain duties that she/he enjoys doing when these

duties are assigned to a subordinate such that some managers will not be very willing to

delegate.

3. Lack of Confidence in the Subordinates

The manager may be reluctant to delegate due to a lack of confidence in the subordinates

that they will not do the work as the manager would like it to be done

4. Fear that the Subordinate may take Over

Delegation may make the manager feel that the subordinate will take over his/her

job because the subordinate may perform the work better than the manager.

5. Fear of Deprivation from being a boss

Some managers want to feel they are bosses, and delegation deprives them of this

feeling.

6. Unwillingness to take Risks

The delegation has some risks involved such as doing the work again because it was not

done well hence some managers are unwilling to take the risks involved in

depending on others.

7. Time involved in explaining the task

Delegation requires that the manager takes time to explain the task involved to the

subordinate. For this reason, some managers are reluctant to delegate and prefer just to

do the work.

DELEGATION

DEFINITION

It is the assignment to another person of formal authority and responsibility for carrying

out specific activities.

FIVE RIGHTS OF DELEGATION

The five rights to delegation are:-

1. Right task

2. Right circumstance

3. Right person

4. Right direction/communication

5. Right supervision/evaluation

ESSENTIALS OF DELEGATION

1. Entrusting work or responsibility to another

2. Entrusting power, authority, and accountability

3. Creating an obligation on part of the person

4. Accepting the delegation to perform in terms of standards

WHEN TO DELEGATE

1. When the workload has exceeded the manager's physical and psychological

capacity

2. When the supervisor has to go somewhere for sometime

3. When the manager wants subordinates to learn

HOW TO DELEGATE

• Get acceptance and understanding of the subordinates

• Specify goals and objectives

• State the end result expected

• Leave the subordinate to work on her own without interference

• Follow her work privately to check the progress

WHAT NOT TO DELEGATE

• Do not delegate the power to discipline

• Responsibility for maintaining morale

• Overall control

ADVANTAGES OF DELEGATION

• It reduces the workload of the manager

• Makes work easier because of shared responsibilities

• It allows the manager to concentrate on aspects of the job which require her personal

knowledge experience and skills

• It promotes staff growth and development

• There will be less office/work politics where delegation is done properly

SUCCESSFUL DELEGATION RESULTS IN THE FOLLOWING

(i) Makes work easier.

(ii) Improves efficiency.

(iii) Increases employee effectiveness.

(iv) Develops employees.

(v) Ensures that the right people do the right jobs.

RELUCTANCE TO ACCEPT DELEGATION

(Subordinate resistance to delegation)

1. Failure of the delegator to see the subordinate’s perspectives

2. Workload assigned are highly challenging both physically and mentally

3. Belief of employees that they are incapable of completing the delegated task

4. Inherent resistance to authority

5. Due to over delegation

6. Low self-confidence and insecurity

7. Vague job description

8. Lack of experience

9. Avoidance of responsibility

OVERCOMING BARRIERS TO EFFECTIVE DELEGATION

 Managers must be willing to give subordinates real freedom to accomplish

delegated tasks.

 Improved communication between managers and subordinates will bring about

high mutual understanding and help make delegation more effective.

 Managers who know their subordinate’s abilities can more realistically decide

which tasks can be generated. Subordinates who are encouraged to use their

abilities and who feel their manager will back them up will in turn be more likely to

accept delegated tasks.

STEPS OF SUCCESSFUL DELEGATION

1. Define the task: Confirm in your own mind that the task is suitable to be

delegated. Does it meet the criteria for delegating?

2. Select the individual or team: What are your reasons for delegating to this

person or team? What are they going to get out of it? What are you going to

get out of it?

3. Assess ability and training needs: Is the other person or team of people

capable of doing the task? Do they understand what needs to be done? If

not, you can't delegate.

4. Explain the reasons: You must explain why the job or responsibility is being

delegated. Why to that person or people? What are its importance and

relevance?

5. State required results: What must be achieved? Clarify understanding by

getting feedback from the other person. How will the task be measured?

Make sure they know how you intend to decide that the job is being

successfully done.

6. Consider resources required: Discuss and agree on what is required to get the

job done. Consider people, location, premises, equipment, money,

materials, and other related activities, and services.

7. Agree on deadlines: When must the job be finished? Or if an ongoing duty,

when are the review dates? When are the reports due? And if the task is

complex and has parts or stages, what are the priorities?

8. Support and communicate: Think about who else needs to know what's

going on, and inform them.

9. Feedback on results: It is essential to let the person know how they are

doing, and whether they have achieved their aims. If not, you must review

with them why things did not go to plan, and deal with the problems. You

must absorb the consequences of failure, and pass on the credit for

the success