1. POLI 213 INTRODUCTION TO PUBLIC ADMINISTRATION
Lecturer: Dr. Emmanuel Debrah,
Contact Information:

2. Principles of Administration (Part 1)
Session 3

3. Session Overview
The session examines principles of administration advocated by some scholars. The principles are the guidelines, which the administrator follows in performing his/her work. I will begin with Taylor’s ‘scientific management’ and then Henri Fayol’s principles of management. I will discuss the importance of their principles, and point out their weaknesses.

4. Session Outline
The key topics to be covered in the session are as follows:
Topic One: Scientific Management
Topic Two: Management Principles

5. SCIENTIFIC MANAGEMENT
Topic One

6. Background of Scientific Management
Frederick Winslow Taylor is regarded as the father of the Scientific Management Movement
he was the first to develop some principles of management and applied them in industrial organizations in the USA.
Taylor was worried about the traditional method used in managing factory work.

7. Background of Scientific Management
These were based on the following:
The rule of thumb
Absence of clear concepts of worker-management responsibilities.
Lack of interest on the part of managers to improve workers’ efficiency.

8. The meaning of Scientific Management
finding the ‘one best way for doing an organizational task’.
It aims at securing maximum output by improving organizational efficiency.

9. Core Principles of Scientific Management
Science of work/the ‘one best way’ for doing a job’
Scientific selection and progressive development of the worker.
Division of work and responsibility between workers and management.
Functional management leads to specialization of tasks.
Team work and cooperation between management and workers.
Motivation of workers by management .

10. Impact of Taylorism on Public Administration
It became the dominant management principles world-wide.
It contributed to the widespread acceptance of efficiency as a primary goal or purpose of management.
It influenced position classifications and job design.
It emphasized the idea of team work, knowledge and harmony in organizations.

11. Criticisms of Scientific Management
it is criticized for developing a narrow view of how management can maximize output.
It is too mechanical, i.e., assumed that workers in organizations could be treated like machines.
It insisted that managers’ personal judgment and discretions should give way to scientific methods.

12. SAMPLE QUESTIONS
Explain the difference between rule of thumb and ‘one best way of doing a job (scientific management)
……………………………………………………………………………………………………………………………………………………………………
Identify two reasons for and against Taylorism
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13. MANAGEMENT PRINCIPLES
Topic two

14. Nature of Managerial Activities
Henri Fayol is regarded as the founder of the Management Process School.
Fayol identified the activities that concerned most organizations and grouped them into six areas:
First, technical side of organization: this covers production, manufacturing and adaptation;
Second, commercial activities which include buying, selling and exchanges;
Third, financial activities of organizations.

15. Nature of Managerial Activities
Fourth, security activities deal with protection of property and persons;
Fifth, accounting activities are the stocktaking, balance sheet, costs and statistics; and
Sixth, managerial activities which comprise planning, organization, command, coordination and control.

16. Nature of Managerial Activities
Five functional elements of an organization
Planning – the act of forecasting to determine what is likely to happen in the future.
Organizing – Structuring human resources into jobs and departments
Commanding – setting the human resources into activity in order to meet objectives
Coordinating – unifying and harmonizing activities
Controlling – ensuring that things follow procedures

17. Fayol’s Fourteen Principles of Management
Division of Work - the work of managers and workers (non-managerial task) must be distinguished from each other.
Authority and Responsibility - managers have the right to give commands which must be obeyed
Discipline - employees must obey the orders of management.
Unity of Command – employee should receive orders from only one superior at a time so as to prevent conflict.

18. Fayol fourteen principles
Unity of Direction – those who are engaging in group activities must have the same objective to accomplish.
Subordination of individual interest to the general interest – the overall interest of the organization must be regarded as supreme and override the self interests of workers.
Fair Remuneration for effort – managers must reward workers’ efforts as a means of increasing productivity .

19. Fayol’s Fourteen Principles of Management
Centralization and Decentralization
Scalar Chain – superior-subordinate relationship
Order – fostering social and material order.
Equity – every worker deserves to be treated fairly.
Stability of Tenure – employees job security.
Initiative – employees should be encouraged to put forward new ideas.
Esprit de Corps – sense of purpose and cooperation among employees.

20. Strength of Fayol’s Principles
First, scalar chain is critical for the effective functioning of organizations. It actually forms the basis of contemporary preparation of organizational structure and planning.
Second, his five key elements of industrial management remains the foundational stones on which all later gurus of management built their ideas.

21. Weakness of Fayol’s Principles
He paid too much attention to the functional side of organizations and neglected the structural dimension.
some of his principles of management and their meanings tend to overlap.

22. SAMPLE QUESTIONS
To what extend are Henri Fayol’s principles of management applicable to the civil service in Ghana?

23. reference
Paulinaidu, S. (2004). Public Administration, Galgotia Publications: New Delhi