Q1. Discuss the Features , functions and dysfuntion of bureaucracy.

ANS:- The Features of bureaucracy are 1. A formal hierarchical structure Each level controls the level below and is controlled by the level above. A formal hierarchy is the basis of central planning and centralized decision making. 2. Management by rules Controlling by rules allows decisions made at high levels to be executed consistently by all lower levels. 3. Organization by functional specialty Work is to be done by specialists, and people are organized into units based on the type of work they do or skills they have. 4. An "up-focused" or "in-focused" mission If the mission is described as "up-focused," then the organization's purpose is to serve the stockholders, the board, or whatever agency empowered it. If the mission is to serve the organization itself, and those within it, e.g., to produce high profits, to gain market share, or to produce a cash stream, then the mission is described as "in-focused." 5. Purposely impersonal The idea is to treat all employees equally and customers equally, and not be influenced by individual differences. 6. Employment based on technical qualifications (There may also be protection from arbitrary dismissal.) The bureaucratic form, according to Parkinson, has another attribute. 7. Predisposition to grow in staff "above the line." Weber failed to notice this, but C. Northcote Parkinson found it so common that he made it the basis of his humorous "Parkinson's law." Parkinson demonstrated that the management and professional staff tends to grow at predictable rates, almost without regard to what the line organization is doing. The bureaucratic form is so common that most people accept it as the normal way of organizing almost any endeavor. People in bureaucratic organizations generally blame the ugly side effects of bureaucracy on management, or the founders, or the owners, without awareness that the real cause is the organizing form.

Principle of bureaucracy Hierarchy

The first principle of bureaucracy states that a formal hierarchy must exist. The hierarchy consists of power levels that control each subsequent level. The top person in power controls all levels. Common practice entails appointment by a superior rather than election.

Rules

The next characteristic of the bureaucratic form regards rules and decisions. The strict structure of power requires plenty of control by rules and regulations. The top power figures in the bureaucracy make the rules and decisions which must be followed consistently throughout all levels of the structure.

Function

The third principle of bureaucracy relates to organization and order. Organization remains key to proper functioning of a bureaucracy. This principle maintains that members organize by function and skill as to keep similar individuals together.

Focus

Defining the focus of the structure rests the fourth principle of bureaucracy as outlined by Weber. An "in focus" form serves to fulfill the needs of members. Goals of an in focus bureaucracy relate to market share and high profits. Opposed to in focus is up focus. An up focus structure serves to profit stockholders and similarly powerful people.

Impersonal

Weber's fifth characteristic relates to the treatment of all employees, members and clients of the bureaucracy. Impersonality rests paramount to the success of the structure. Equal treatment and uniform policies and procedures allow for uniformity and impersonality.

Qualification The final characteristic of bureaucracies relates to employment standards. Similar to impersonality, employment within the bureaucracy relies on qualifications rather than connections and relationships. This characteristic also relates to protection from dismissal without just cause.

The Functions of the Bureaucracy Implementation, administration and regulation Implementation, administration and regulation are the three main functions of the federal bureaucracy. Implementation is the process of putting the new policies into practice, after a law has been passed by the Congress. The Volstead Act was passed by the Congress in order to provide for the necessary bureaucratic mechanism to enforce the Eighteenth Amendment that outlawed the sale, transport and manufacture of liquor. Most modern legislation is passed in a skeleton form. Broad policies are laid down and a mandate is provided. Thus the bureaucracy has

to use administrative discretion to round out the implications of the law, through its administrative orders. In doing so, an agency may have to face the criticism of interest groups, the President, or the Congress regarding its implementation policies. Administration Administration work of a routine nature is characteristic of the office. This includes collection of fees, the issue of permits and the conducting of tests. It is not the bureaucrats role to question policy goals in performing such administrative tasks. Thus an INS official does the job of issuing a green card to an immigrant, permitting him to work in the U.S. and not of questioning whether the nations immigration policy will be endangered by this act. Regulation The federal bureaucracy is empowered to issue rules and regulations affecting the public. The rules by which federal and state programs operate are known as regulations. The administrative process through which they are enacted is known as rule making. Due to the lack of time and technical knowledge on the part of the Congress, it needs to delegate the authority of formulating rules and regulations (for executing the general policy) to a specialized agency. Thus the Interstate Commerce Commission possesses the power over the nations railroads, while the Federal Communications Commission polices the nations radio and television networks. The process of rule making is certainly very complex. By the Administrative Procedures Act of 1946, federal agencies have to publish the regulations proposed by them in the Federal Register. This enables interested persons to present their arguments related to the case. Such persons must also be allowed to appear before the agency, accompanied by counsel and to crossexamine witnesses. In certain cases, the regulations may be challenged in court. In making regulations, bureaucrats have to take into consideration professional ethics, the advice of experts, as also the attitudes of the President, the Congress, interest groups and political parties. Dysfunctional aspects of bureaucracy. The American Robert K. Merton was among the first sociologists to emphasize systematically the now-familiar side of the bureaucratic picture--its red tape and inefficiency. According to Merton, if, as Weber thought, the predominance of rational rules and their close control of all actions favours the reliability and predictability of the bureaucrat's behaviour, it also accounts for his lack of flexibility and his tendency to turn means into ends. Indeed, the emphasis on conformity and strict observance of the rules induces the individual to internalize them. Instead of simply means, procedural rules become ends in themselves. Thus a kind of "goal displacement" occurs. The instrumental and formalistic aspect of the bureaucratic role becomes more important than the substantive one, the achievement of the main organizational goals. According to Merton, when one leaves the sphere of the ideal and studies a real organization, one can see that a certain bureaucratic characteristic (such as strict control by rules) can both promote and hinder organizational efficiency; it can have both functional effects (predictability, precision) and dysfunctional effects (rigidity).

Q2. Access the Contribution of Henry Fayol to Management Thought. ANS:- Henry Fayol (1841-1925) is rightly treated as the father of modern theory of general
and industrial management. The credit of suggesting the basic principles of management in an orderly manner goes to Henry Fayol. After obtaining an engineering degree, Henry Fayol, joined as chief executive in a coal mining company. He developed his management principles and general management theory and published them in the form of a book (in French) "General and Industrial Administration" in 1916. It was translated into English in 1930. In due course of time, Henry Fayol came to be recognized as the founder of modern management theory. His analysis of management process acts as the foundation of the whole management theory and the present super-structure of management has been built on it. Henry Fayol suggested important qualities of managers and stressed the need for raising such qualities. He developed fourteen principles of management out of his practical experience. These principles are universal in character and are applicable to all types of organisations. Each principle suggested by him has specific meaning and significance. According to him, managers in all organisations need to follow these principles/guidelines while managing the affairs of their business units. The management principles suggested by him in 1916 are universally accepted by modern authorities on management and are treated as valid even to this day. This is because these principles are practical in nature and also result-oriented. In fact, these principles are the outcome of his long experience as a practicing manager. These basic principals are useful for effective management of business activities. They are related to the basic components of management process such as planning, organizing, staffing, leading, coordinating and controlling. He incorporated these principles in the management theory suggested by him.The principles of management suggested by him are useful not only in business/industrial enterprises but also in other organisations such as colleges, hospitals, charitable institutions and government departments. Due to his contribution to management theory and principles, Henry Fayol is rightly treated as the Father of Modern Management Thought. Fayol is the first management thinker who provided the conceptual framework of the functions of management in his book General and Industrial Management. The functions of management according to Fayol are, 1. 2. 3. 4. 5. 6. Planning Organising Staffing Commanding Coordinating Controlling

The fourteen principles of management suggested by him are related these basic functions of management process and are universally accepted. Fayol has given adequate details of every principle suggested by him. He also made them easily acceptable by others. According to Henry Fayol, managers should be flexible in the application of these principles. Fayol divided general and industrial management into following six groups:a. b. c. d. e. f. Technical activities (production, manufacture, adaptation). Commercial activities (buying, selling and exchange). Financial activities (search for and optimum use of capital). Security activities (protection of property and persons). Accounting activities (stock taking, balance sheet, cost, and statistics). Managerial activities (planning, organising, command, coordination and control).

Henry Fayol also suggested 14 principles of management. These principles are:-

1. Division of work, 2. Authority and responsibility, 3. Discipline, 4. Unity of command, 5. Unity of direction, 6. Subordination of personal interest to organizational interests, 7. Remuneration, 8. Centralization, 9. Scalar chain, 10. Order, 11. Equity, 12. Stability of tenure, 13. Span of co-operation and 14. Initiative

Henry Fayols contribution to management theory is certainly remarkable. He gave overall concepts of general management and suggested the basic functions of management. He recommended the selection and training of workers and managers. He also advocated the use of organisation charts. He suggested certain qualities of managers winch include physical, mental, moral, educational technical and experience. Fayols theory of management was the first complete theory of management as we understand today. It incorporated proven principles, elements, procedures and techniques based on his practical experience.

Q3. Access the contribution of scientific management to development of management thought. How did the Taylor propose to modify the functioning of foremen ? ANS:- Features of Scientific Management
1. Scientific task setting: F. W. Taylor suggested the introduction of standard task which every worker is expected to complete within one day (working hours) the task is to be calculated through careful scientific investigation. For this, work study (i.e. method study and work measurement study) is essential. Taylor suggested time study, motion study, fatigue study and rate-setting for the introduction of scientific task. Time study is the art of observing and recording the time required to do each detailed element in an industrial operation. Motion study refers to the study and analysis of the movements of an operator while performing a job so that attempts can be made to remove useless/unwanted movements from the process. Both the studies together help in determining the best method of performing a job and the standard time allowed for it. This replaces the old rule-of-thumb knowledge of the workers. The workload, the best method of performing the same and the time within which it must be performed are suggested in this feature of scientific management by Taylor. 2. Planning the task: For performing the task by every worker, Taylor suggested the need of planning the production activity accurately. This idea of planning is Taylor's gift to the science of management. Planning of task gives answers to the following questions. What has to be done, how it is to be done, where the work shall be done and when the work shall be done. 3. Scientific selection and training of workers: Taylor suggested the need of scientific selection of workers for the plant/production activities. The procedure of selection must be systematic so as to select the best and the most suitable persons for different types of jobs. Correct placement of workers is equally important He also suggested the need of training of workers so as to raise their ability or efficiency. Training is to be integrated with the promotion policy. He also suggested differential piece wage plan for compensation payment to workers. He also suggested the importance of cordial relations between management and workers. 4. Standardization: Taylor suggested the importance of standardization of tools and equipment, materials, conditions of work and speed of machines. This brings coordination in different activities and all workers will be able to perform the task assigned easily. The workers will have satisfactory working conditions for work due to such standardization. 5. Specialization: Taylor suggested specialization in the administrative and organizational setup of the plant He suggested functional foremanship. Taylor recommended eight functional foremen for different activities and functions. The foremen suggested by him are like route clerk, instruction card clerk, speed boss etc. Such specialization is useful for raising efficiency of the whole organisation. 6. Mental revolution: The techniques suggested by F. W. Taylor in his scientific management are different as compared to traditional techniques and methods. Naturally, these techniques can be used only when workers supervisors and managers accept them in theory and also in practice For this, Mental revolution on their part is essential The success of scientific management rests basically on the attitude of management and workers. They must give up their old ideas and methods and must accept new scientific methods. For this, mental revolution on the part of both is essential. Cooperation from workers and management for the introduction of scientific management depends on this mental revolution.

Benefits / Advantages of Scientific Management 1. 2. 3. 4. 5. Application and use of scientific methods. Wide scope for specialization and accurate planning. Minimum wastages of materials, time and money. Cordial relations between workers and management. Benefits to workers (higher wages and less burden of work), management (cost reduction, better quality productions) and consumers (superior goods at lower prices)

Scientific management not only developed a rational approach to solving organisational problems but also contributed a great deal to the professionalisation of management. Time and motion studies, scientific selection of workers, work design and one best way to doing a job are some new ideals suggested by Taylor and are responsible for the introduction of Many positive changes in the field of industrial/ production management. F. W. Taylors Contribution to the Development of Management Thought / Science The contribution of F. W. Taylor to management thought is as explained below: 1. Emphasis on rational thinking: Taylor suggested rational thinking on the part of management for raising efficiency and productivity. He wanted managements to replace old methods and techniques by Modern methods which will raise productivity and offer benefits to all concerned parties. He was in favour of progressive, scientific and rational thinking on the part of management on all managerial problems. Such progressive outlook is essential for the introduction of new techniques and methods in the Management. 2. Introduction of better methods and techniques of production: F. W. Taylor suggested the importance of improved methods and techniques of production. Work-study techniques are his contribution to management thought. He suggested new methods after systematic study and research. Taylor recommended the use of new methods for raising overall efficiency and productivity. 3. Emphasis on planning and control of production: Taylor suggested the importance of production planning and control for high production, superior quality production and also for low cost production. He introduced the concept of production management in a systematic way. 4. Importance of personnel and personnel department: Taylor suggested the importance of manpower in management. He was in favour of progressive personnel policies for the creation of efficient and satisfied labour force. He suggested the need of personnel department and its importance. He favored incentive wage payment to workers. 5. Industrial fatigue and rest pauses: Taylor noted the nature of industrial fatigue and suggested the introduction of suitable rest pauses for removing such fatigue of workers. He wanted to reduce the burden of work on workers through the use of scientific methods. 6. Time and motion study: Taylor introduced new concepts like time study, motion study and work study in the field of industrial management such concepts are for the introduction of new methods which will be more quick, scientific and less troublesome to workers. The positive view of scientific management was described by Taylor as "Science, not rule of thumb; Harmony, not discord; Co-operation, not individualism; maximum output in place of restricted output. The development of each man to his greatest efficiency and prosperity".

Q4 . Difference between Management and Administration. ANS:- The difference between Management and Administration can be summarized under 2
categories: 1. Functions 2. Usage / Applicability

On the Basis of Functions: Basis Meaning Management Management is an art of getting things done through others by directing their efforts towards achievement of pre-determined goals. Management is an executing function. Administration It is concerned with formulation of broad objectives, plans & policies.

Nature

Administration is a decision-making function. Administration decides what is to be done & when it is to be done. Administration is a thinking function because plans & policies are determined under it. Conceptual and Human skills Top level function

Process

Management decides who should as it & how should he dot it. Management is a doing function because managers get work done under their supervision. Technical and Human skills Middle & lower level function

Function

Skills Level

On the Basis of Usage: Basis Applicability Management It is applicable to business concerns i.e. profit-making organization. The management decisions are influenced by the values, opinions, beliefs & decisions of the managers. Management constitutes the employees of the organization who are paid remuneration (in the form of salaries & wages). Administration It is applicable to non-business concerns i.e. clubs, schools, hospitals etc. The administration is influenced by public opinion, govt. policies, religious organizations, customs etc. Administration represents owners of the enterprise who earn return on their capital invested & profits in the form of dividend.

Influence

Status

Practically, there is no difference between management & administration. Every manager is concerned with both - administrative management function and operative management function as shown in the figure. However, the managers who are higher up in the hierarchy denote more time on administrative function & the lower level denote more time on directing and controlling workers performance i.e. management.

The Figure above clearly shows the degree of administration and management performed by the different levels of management

Q5. Management is science , art or both. Explain.

ANS:Management is everywhere - office, hospital, school, curity, Finance, trust etc., Management is basically Planning, Organizing, Coordinating, Directing, Assessing, Correcting, Motivating and Achieving a set goal. It is objective-oriented. We always have a doubt whether it is an art or science. It is the oldest of arts and youngest of science, because it is of dynamic nature. Different Managements need different approaches; for example Business Management and Personnel Management are based on Common principles but vary a lot in the approach. Economists say Management is a Factor of Production; Socialist views it as a Group of People; others say that is a process; Mary Parker says Management in its true sense, a process by which an organization realizes its objectives in a planned manner; Management is all about great ideas, people and achievements; though there are many definitions of Management no single definition is universally accepted, as it changes from situation to situation, industry to industry; it has got different dimensions and hence cannot be defined precisely as a Scientific Theory or Law; James A. F. says Management is the process of Planning, Organizing Leading and Controlling efforts of organization members and of using all other organizational resources to achieve pre-determined Organizational goals. Dr. James Lundys views : Management is a task of Planning, Coordinating, Motivating and Controlling the efforts of others towards specific objectives. According to Henry Fayol, Management is to forecast, plan, organize, command, coordinate and control". Peter F Drucker defines Management as An Economic Organ of industrial society; E.F.L. Breach says Management is concerned with seeing that the job gets done, its tasks are centered on planning and guiding the operations that are going on in the enterprise; According to George R Terry Management is a distinct process consisting of planning, organizing, actuating and controlling performance to accomplish the objectives by the use of people and resources. Management is taking inputs, transforming them into output-either a good or service; the effectiveness of this transforming the input into output depends on the Management - especially when the resources are scarce; It is a group activity; motivating others and getting the things done within the stipulated time, without compromising on the quality of the result; it gives shape and color to the great ideas of the manager; Management involves dealing with people who have different understanding, sensitivity, knowledge, capability, responsibility, maturity. Science is a collection of systematic knowledge, collection of truths and Inferences after continuous study and experiments. The Relationship between Variables and Limits are defined and the Fundamental Principles discovered. Science has got three specific characters : 1. It is a systematic and organized knowledge and based on scientific methods of observation. 2. Inferences are arrived after continuous observation and experiemtns;

3. It has logical principles which are well defined and are Universally applicable without any limitations.

Management Principles have also evolved and it is changing day by day according to the change in the human behaviour; In science keeping one factor as Variable and all others as constants the same experiment is repeated many times in order to arrive at a conclusion; but Management involves human element and hence all the factors are wildly varying. Art uses the known rules and principles and uses the skill, expertise, Wisdom, experience to achieve the desired result. The point is how to get the things done in the desired manner to get the desired result. New methods can be adopted from the past experiences and incidents what to do and what not to do; Effective Management is extracting voluntary cooperation from the staff. So it is definitely an art and it can be acquired only by practicing the theoretical knowledge skillfully and prudently. Management has got two faces like a coin; on one side it is art and on the other it is science. Management has got scientific principles which constitute the elements of Science and Skill and Talent which are the attributes of Art. Management skills are acquired by constant practice as in the case of medicine, engineering and accountancy; Mere knowledge of concepts will not fetch results; understanding human behaviour, tactfulness, vision, pragmatism, creativity, compassion towards staff, team spirit are all needed by a Successful Manager for effective management. The Science and Art are not mutually exclusive but complementary to each other. Therefore Management is both a science and an art.