Principles of organization

1. Principle of definition

• Define and fix the duties/responsibilities and authority of the employees

• Define the pattern of relationship with other employees

• Defining of every position in relation to other positions in the organization

2. Principles of objective

• Different levels of management leads the workforce toward goals

• Collective efforts can be concentrated to formulate the goals

• All the activities/employees/ geared towards the objectives

• Different department /sections have different nature/approach but concentrates on one goal

• Each member should be familiar & convinced about the goal

• There need to be common understanding the objectives

3. Principle of division of work• Confine every individual to the performance

of a single job.• Right person on the right job• Job assignment base should be

specialization, capability and experience.• Consider qualification, skills and interest• Aim to enhance efficiency and quality.• Avoid overlapping functions• Through coordination integrate the total

system • Interconnect departmental activities

4. Separation of line and staff functions

• Line functions are those functions that help in accomplishing the main objectives of the company.

• The functions other than line functions are staff functions.

5. Chain of Command and Scalar Principle

• Authority from top level to bottom level of organization should be clearly defined.

• Positions should be arranged in a hierarchy, each with a particular, established amount of responsibility and authority.

• This authority refers to the right to decide direct and coordinate.

• The structure of the organization should facilitate delegation of authority

6. Principle of Correspondence

• The responsibility delivered to every employee should be accompanied with its corresponding authority.

• Every subordinate should have sufficient authority to perform responsibilities entrusted to him.

• It will make him self reliant and can help him in taking quiet decisions without concerning higher departments or authorities.

7. Unity of command• Every subordinate should report to his

assigned superiors or boss.• It will avoid state of confusion, chaos,

conflicts and lack of action in the organization.

• Democracy Responsibility and authority should be recognized by designations and not by persons.

8. Unity of Direction• The unity of direction states that group

of activities with a common goal should be managed by one person.

• It encourages one head and one plan of action for a common objective

9. Span of supervision• Number of persons that a manager or

supervisor can direct or control. • Every manager is confined with

restricted numbers of subordinates for efficient direction.

• number of persons is dependent on the nature of job and the desired frequency supervision required

10. Principle of Continuity• The continuity in efficient performance

of organization can be achieved by adapting to new changes that takes place inside or outside.

• Operate according to a system of procedures consisting of formal rules and regulations.

11. Exception principle• The exception principle states that high

level of managers should attend to exceptional matters only.

• The higher level of managers should deal with problems that concerns with unusual matter and policy decisions.

• The routine decisions should be referred to lower level of managers.

12. Principle of Balance • The principle of balance states that there

should be proper balance between various parts of the organization.

• No function should be given undue importance at the cost of other functions.

• balance between centralization and decentralization,

• Balance between span of supervision and lines of communication and authority allocated to department and personnel at various levels.

13. Principle of Communication

• The objectives of organization desires good communication network.

• The two way communication between superiors and subordinates helps in uniting organization into working as effectively operating system

14. Principle of Flexibility

• The flexibility in adapting to changes in the nature of the business /changes corresponding to technological innovations.

• Avoid complicated procedures• Adjust to new environment

· 15.Principle of relations• Neoclassical theorists recognized the

importance of individual or group behavior and emphasized human relations.

• Determine productivity by mere changes in working conditions.

• Productivity can be achieved as a result of high morale, which was influenced by the amount of individual, personal and intimate attention workers received.

16. Principle of informal structure

• The classical approach stressed the formal organization. It was mechanistic and ignored major aspects of human nature.

• In contrast, the neoclassical approach introduced an informal organization structure

17. The principle of individualization

• An individual is not a mechanical tool but a distinct social being, with aspirations beyond mere fulfillment of a few economic and security works.

• Individuals differ from each other in pursuing these desires. Thus,

• an individual should be recognized as interacting with social and economic factors.

18. Principle of work group

• The neoclassical approach highlighted the social facets of work groups or informal organizations that operate within a formal organization.

• The concept of 'group' and its synergistic benefits were considered important.

19. Principle of Participation

• Participative management or decision making permits workers to participate in the decision making process which Ensure participation and increase productivity.

20. Principle of simplicity and homogeneity

• Simple structure leads of greater understanding

• Complex structure can be a barrier between top level and bottom level employees in terms of understanding.

• Simplicity results in equality