Alumni Affairs work experience

Alumni Affairs work experience 

Henry   Fayol   established   several   principles   about   management.   He thought that management was not only a word, it was a science that should be studied. He believed in management was an important part in organizations.  Fayol’s recommendations   were   based   in   his   principles,   but   also he believed in motivation.

Throughout my internship experience, I’ve gotten to understand a lot about management as I adapted to a business environment. One of the most important principles that I have learned over these past two weeks is that the way an employee feels is the way they will develop their work. So motivation from subordinates is a big deal as this will make the employees more efficient and comfortable in their position and task. This idea is sort of like the principle that Fayol mentions, Remuneration. My subordinates at the Alumni Affairs have done nothing but motivate me whenever I would develop projects for them, which has given me a drive for productivity and creativity in my work.  

Another principle that I have come to understand at this internship is based off the principle ‘Unity of Command’. This principle came in effect when I had respond to two different bosses at work. In the beginning of my internship, I had different projects coming from two different superiors of mine and I came to realize that this increased risks of poor communication and conflicting directives. To eliminate the confusion in the workplace, by first communicating to the bosses and to see who really is my supervisor to clear the air. This has made me realize that with fewer communication issues to contend with, employees may perform their work more easily. When this issue got solved, questions were directed to one person and responsibility for mistakes was more easily identified.

I have come to understand that knowing about management is very important to the success of any company. When you learn about management then and only then can you run a respectable business. Some benefits of understanding management in an organization is how it can build learning organizations by making learning routine. Also, the knowledge of management also facilitates decision-making capabilities and the bigger picture is that it can stimulate cultural change and innovation.  

Fayol’s influence had been definitely appreciated for me and for all managers nowadays. His influence is not just related to business managers. It is important for all kind of managers, beginning from a group of 3 to 4 people to groups of employees up to 100.  Fayol has given me a great knowledgeable foundation about management it has been of good use to me throughout my internship experience at the Alumni Affairs.

Unity of Direction

Unity of Direction

Fayol advocates "One head and one plan" which means that group efforts on a particular plan be led and directed by a single person. This enables effective co-ordination of individual efforts and energy. This fulfils the principles of unity of command and brings uniformity in the work of same nature. In this way the principle of direction create dedication to purpose and loyalty. It emphasizes the attainment of common goal under one head.

Unity of Direction can be explained in this example, all marketing activities such as advertising, sales promotion, pricing policy, etc., must be directed by only one manager.

He must use only one plan for all the marketing activities. Unity of direction means activities aimed at the same objective should be organized so that there is one plan and one person in charge. Boss, subordinates, members; all in a same organization might have different responsibility and position but the motive behind only all their activities have to be single, which is to attain organizational goals. 

The principle of unity of command should not be confused with the principle of unity of direction as both do not mean the same thing. The principle of unity of command is concerned with functioning of people while unity of direction is related to the activities.

There are different divisions in the organization for different activities and thus the efforts of the employees of one division having the common objective must be directed towards the achievement of these objectives, taking into account the threats, opportunities for that division.

The application of this principle helps in establishing co-ordination and uniformity in the activities as well as in the organization. It also reduces the duplication of activities in the organization and thus helps in minimizing the wastage of resources.

Esprit de Corps

Esprit de Corps

This principle emphasized the need for team work and the maintenance of interpersonal relationships. Esprit de corps is a French phrase that translates into group spirit. The principle states that an organization must make every effort to maintain group cohesion in the organization. It notes that dividing your competition is a clever tactic, but dividing your own team is a serious error. The principle of unity of command should be observed and the dangers of divide and rule and the abuse of written communication should be avoided.

There are several ways to improving interpersonal relationships at the workplace which is vital to  understand for this principle to be in effect:

• Employees must communicate with each other effectively for a healthy relationship. Remember a problem shared is a problem halved.
• Interact with your co workers more often. Discussions must be on an open platform where every individual has the liberty to express his/her views and opinions. Written mode of communication is one of the effective ways of communicating at the workplace.. Avoid hiding things from your fellow workers. Even employees from a different team can be your friends. Talk to them. Greet them with a smile and a “Hi” whenever you meet them. An individual must not take things to heart at workplace.
• Team leaders and supervisors should conduct morning meetings with their team members. Do not make the meeting too formal. The employees should be allowed to bring their coffee mugs. Let them interact with each other. Morning meetings go a long way in breaking the ice among employees and improving interpersonal relationships at workplace.
• Do not favor any employee just because he is your relative or you know him personally. Favoritism spoils the relationship between superiors and subordinates.
• Take your team out for lunch, picnics or get together once in a while. Let the employees bring their families as well. Ask your team members to exchange contact numbers amongst themselves for them to interact with each other even after work.
• One needs to be a little more adjusting and compromising at the workplace. Don’t expect everything to be done just the way you like it. You will have all types of people around. Avoid fighting over petty things. Do not always look at the negative side of things. Accept people as they are. It is essential to look at the positive side of an individual. Being flexible at work always helps.

Initiative

Initiative

Initiative means the capacity to work while expressing one’s thoughts. According to Fayol, it is the duty of the manager to encourage the feeling of initiative among his employees for doing some work or taking some decision but within the limits of authority and discipline.

It will be possible only when the manager will welcome the thoughts of his/her subordinates. By doing so the subordinates will present new and useful ideas time and again and gradually they will become an integral part of the organisation. In order to make this process a success a manager will have to abandon his false sense of prestige.

Management must welcome the employees for taking initiatives in forwarding valuable suggestions before the plans are set up for them. When the plans are set up in consultation with the employees they will feel as if it is their own plan and they have to complete it, which will stimulate them to work whole heartedly. This will reduce wastage, absenteeism and maintain a cordial relation between employees and management.

This principle helps the management to know more ways of executing the predetermined plan as the employees give various suggestions. When the employees are involved in such a way in the management they feel satisfied and take each and every necessary step to accomplish the plan. This will make the working environment more interesting, more cooperative and more effective.

Stability of Tenure of Personnel

Stability of Tenure of Personnel

 

Principle of stability is linked with long tenure of personnel in the organization. This means production being teamwork, an efficient management always builds a team of good workers. If the members of the team go on changing the entire process of production, it will be disturbed. It is always in the interest of the enterprise that its trusted, experienced and trained employees do not leave the organization. Stability of job creates a sense of belongingness among workers who with this feeling are encouraged to improve the quality and quantity of work.

When one feels secure at his job, he/she contributes maximum of his capability towards the organizational objectives. Stability also helps the employee to know each and every aspect of the job with the passage of time which consequently helps in performing the job with greater efficiency and minimum wastage. It creates a sense of belonging-ness towards the job and the organization.

 

An organization following the principle of stability achieves its objectives effectively and efficiently with the maximum contribution from their employees. The employees of such organization always feel satisfied and thus are the productive factor for the organization. But if this principle is violated i.e. if the employees are frequently transferred from one position to another or employee turnover, they will feel dissatisfied and will not perform with their full potential leading to non-achievement of the organizational objectives or under utilization of resources as well as wastage.

 

 

Positive impacts of this principle:

•  Develops sense of belonging-ness towards the organization.
•  Improves the efficiency level of employees.
• Employees satisfaction.
• Better accountability.

Consequences of violation of this principle:

• Non-achievement of the organizational objectives
• Lack of employees participation.
• Wastage of resources and time.
• Adds to cost.

 

Equity

EQUITY

 

This principle tells that the managers should treat their subordinates in a just and kind manner so that they develop a feeling of dedication and attachment for their work. All the employees should be treated equally and impartially. Similar to the the subordination of individual interests to the common good, this principle proposes that organizations require employee commitment and compliance.

Fayol tells us in connection with this principle that there should not be any equality of treatment between a person whose work is really good and a person who is a shirker by nature. Rather, the latter should be treated sternly. Doing so would be equitable. It is because of this point of view that Taylor has presented his differential remuneration method.

“Equity and equality of treatment are aspirations to be taken into account in dealing with employees”, Fayol says. Clearly, this standard is not easily achieved, however, today’s work environment is arguably more equipped to tackle this issue than previous generations of corporations.

Now in society, to obtain high commitment, an organization must strongly consider the interests of its employees. In high commitment organizations, the relationship between labor and the organization is expanded well beyond the traditional arrangement. The employee becomes committed to the organization develops a sense of ownership among its employees. Today, US organizations are more committed to their employees’ welfare and to developing a greater sense of ownership among them than in the past.

Order

ORDER

 

According to Fayol there should be proper, systematic and orderly arrangement of physical and social factors, such as land, raw materials, tools and equipments and employees respectively. As per view, there should be safe, appropriate and specific place for every article and every place to be used effectively for a particular activity and commodity. There should be specific place for everyone and everyone should have specific place. This principle also stresses scientific selection and appointment of employees on every job.

 

One interpretation of this principle is that in organizations there should be a place for everything and everything should be in its place. Another interpretation is hat an organization’s materials should be in the right place at the right time and its employees should be assigned to the jobs best suited to them. Basically, the principle provides a form of formal organizational control.

Today’s organizations still need to have their materials in the right place at the right time. Organizations require formalized information gathering systems, which this classical principle also suggests. What seems to have changed, however, is the notion of control over internal activities. Today, US organizations are beginning to gather information about their internal activities not so much for the purpose of internal control as for the purpose of providing employees information needed about production and quality strategy. Today, US organizations, to a greater extent than in the past, gather and use internal information more for the purpose of efficient coordination and decision making than for the purpose of control.

Scalar Chain

SCALAR CHAIN

The scalar chain is a chain of supervisors from the highest to the lowest rank. It should be short-circuited. An employee should feel the necessity to contact his superior through the scalar chain. The authority and responsibility is communicated through this scalar chain. Fayol defines scalar chain as "the chain of superiors ranging from the ultimate authority to the lowest rank." The flow of information between management and workers is a must. Business opportunities must be immediately avoided of. So we must make direct contact with the concerned employee. Business problems need immediate solution, so we cannot always depend on the established scalar chain. It requires that direct contact should be established.

It refers to a formal line of authority which moves from highest to the lowest ranks in a straight line. This chain must be followed in a strict manner. Fayol has explained this principle with the help of a ladder. For example, in a company the employee ‘F’ wants to have contact with the employee ‘P’. According to the principle of scalar chain ‘F’ shall have to reach ‘A’ through the medium of E,D,C,B and then having contact with L,M,N,0 shall reach ‘P’. Thus ‘F’ shall have to take the help of all the nine steps (posts) to have business contact with ‘P’.

In many organizations, the scalar chain principle is still very much alive. However, some have argued that modern management demands new approaches. It has been argued that with ever increasing size of globally acting companies the scalar chain is increasing in length, thus increasing the cost of coordination.

With the changing environment, globally operating companies find themselves exposed to in the twenty-first century; some adopt structures that emphasize flexibility and quick response to change. Many organizations attempt to place decision-making authority in the organizational structure with those who can most effectively and efficiently respond to environmental demands.

Centralization

CENTRALIZATION

 

 

Centralization is said to be a process where the concentration of decision making is in a few hands. All the important decision and actions at the lower level, all subjects and actions at the lower level are subject to the approval of top management. Under centralization, the important and key decisions are taken by the top management and the other levels are into implementations as per the directions of top level.

On the other hand, Decentralization is a systematic delegation of authority at all levels of management and in all of the organization. In a decentralization concern, authority in retained by the top management for taking major decisions and framing policies concerning the whole concern. Rest of the authority may be delegated to the middle level and lower level of management.

According to Fayol there should be centralization in small units and proper decentralization in big organization. Further, Fayol does not favor centralization or decentralization of authorities but suggests that these should be proper and effective adjustment between centralization and decentralization in order to achieve maximum objectives of the business. The choice between centralization and decentralization be made after taking into consideration the nature of work and the efficiency, experience and decision-making capacity of the executives.

Positive Effect

•   Decrease in the workload of superiors
•   Better and quick decisions
•   Increase in the encouragement to the subordinates

 

Violating Effect

• Unnecessary increase in the workload of the superiors in case of centralization and of the subordinates in case of decentralization
• Impatient and wrong decisions by the superiors in case of complete centralization and weak decisions by the subordinates in case of complete decentralization
• Decline in the encouragement to subordinates in case of complete centralization

 

 

Remuneration

REMUNERATION

 

Fayol is of the opinion that the employees should get a fair remuneration so that the employees and the owners find equal amount of satisfaction. It is the duty of the manager to ensure that employees are being paid remuneration according to their work. If, however, they are not paid properly for their work, they will not do their work with perfect dedication, honesty and capacity.

As a result, the organization shall have to face failure. Proper remuneration depends on some factors like the cost of living, demand of labour and their ability. Fayol feels that in order to motivate the employees, apart from general remuneration, they should be given some monetary and non-monetary incentives.

In discussing how to apply fair modes of payment, Fayol mentions several still used strategies, e.g. time rates, job rates, and piece rates . Most interestingly he also mentions the aforementioned bonuses and profit sharing. He emphasizes that there should be no overpayment “beyond reasonable limits”.

One can only speculate how Fayol would think about the bonus practice of banks today. As Fayol explains himself, in his time bonuses and profit-sharing were still rather new concepts. And he wonders what would happen with bonuses in lean times, pointing out, that a salary entirely depending on profit-sharing would lead to a loss of salary under certain circumstances.

Revisiting the banks’ situation of today we see how Fayol’s thoughts on remuneration are largely ignored in regards to the example of the hotly debated banker-bonuses. Additionally, he describes salary policies as important in maintenance of “relative social quiet”, as he calls it .

This attitude echoes like a warning for today’s management leaders, whose remuneration practice is perceived as socially unsustainable and hence immoral, and Fayol’s suggestion is thereby proven to be a relevant principle also today.

Methods of Remuneration:
 

1. Basic pay for standard hours. An employee works to a set contract e.g. £x per hour for a 30 hour week, of a salary of £y per month. This scheme alone does not provide an incentive to work harder, but if the rewards are good relative to those offered for similar work then this will act as a motivating factor in itself.

2. Additional hours rewards. Employees are usually paid extra for working unsocial hours or for working longer hours.

3. Commission. Sales staff are typically paid on a commission basis. The commission rate depends on their success rate so acts as an incentive to employ effective selling techniques.

4. Bonuses are another form of incentive to meet particular targets. Typically these will be used to encourage and motivate employees to work harder when required, e.g; offering football players an incentive bonus to win an important game.

5. Performance related pay. Many companies operate some form of performance related pay scheme. Pay is then related to the achievement of objectives and targets. The performance that is measured may be at company wide level, plant level, team level or individual level.

Subordinate of Individual Interests to General Interest

Subordination of Individual Interests to General Interest

Subordination of Individual Interests to General Interest is one of Fayol's fourteen administrative principles. This principle calls to mind the fact that in a business the interest of one employee or group of employees should not prevail over that of the concern, that the interest of the home should come before that of its members and that interest of the state should have pride of place over that of one citizen or group of citizens.


Each and every individual joins the organization with certain expectations and objective. And everyone works to achieve his objective. If the objectives of the individual employee is in the direction of the achievement of the overall organizational objective then there is no problem, but where the employee has an objective which drives him in the opposite direction from that of the organizational objective, the manager must try to reconcile the goals of both, the individual with the organization so as to achieve the objectives. The manager must try to achieve the organizational objective in such a manner that the individual objectives are also achieved.


In any aspect of business – management’s role is to put employees into a position to be successful. In the context of organizational goals this can be viewed as modifying tactical plans so the strengths of the employee are brought to the fore and weaknesses are hidden or compensated for. Providing employees with an opportunity to succeed in the course of pursuing organizational objectives will build loyalty and instill a culture that support subordination of individual interests to organizational interests. When the team comes first and everyone does their part everybody wins.

The Five Functions of Management

The Five Functions of Management:

 

 

 Fayol has defined five functions of management for its  component and these are still seen as relevant to organizations today. These five functions focus on the relationship between personnel and its management and they provide points of reference so that problems can be solved in a creative manner.

1. Planning

Planning is looking ahead. According to Fayol, drawing up a good plan of action is the hardest of the five functions of management. This requires an active participation of the entire organization. Planning involves deciding where to take a company and selecting steps to get there. It first requires managers to be aware of challenges facing their businesses, and it then it requires managers to forecast future business and economic conditions. They then formulate objectives to reach by certain deadlines and decide on steps to reach them. They re-evaluate their plans as conditions change and make adjustments as necessary.

2. Organizing

An organization can only function well if it is well-organized. This means that there must be sufficient capital, staff and raw materials so that the organization can run smoothly and that it can build a good working structure.  The organizational structure with a good division of functions and tasks is of crucial importance. When the number of functions increases, the organization will expand both horizontally and vertically. This requires a different type of leadership. Organizing is an important function of the five functions of management.

3. Commanding

When given orders and clear working instructions, employees will know exactly what is required of them. Return from all employees will be optimized if they are given concrete instructions with respect to the activities that must be carried out by them. Successful managers have integrity, communicate clearly and base their decisions on regular audits. They are capable of motivating a team and encouraging employees to take initiative.

4. Coordinating

When all activities are harmonized, the organization will function better. Positive influencing of employees’ behavior is important in this. Coordination therefore aims at stimulating motivation and discipline within the group dynamics. This requires clear communication and good leadership. Only through positive employee behavior management can the intended objectives be achieved.

5. Controlling

Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include establishing performance standards, comparing actual performance against standards, and taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits, but may also be stated in other terms, such as units produced, number of defective products, or levels of customer service. Instead, this function of management concerns the manager's role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives.

As one of the five functions of management, Fayol divided “organizing” into five subcategories. These five functions of management are still important in organizations today. The first of the five functions of management, Fayol mentioned was “specialization”; if every employee is allowed to use their individual skills this will be advantageous to their area of expertise. Secondly he mentioned “unity of command”, in which an employee is answerable to one manager only.  The “formal chain of communication” is linked to this so that the employee will know how and with whom they will have to communicate. The fourth category is “unity of direction”; all employees must be aware of the organization’s strategic objectives. The fifth category is “authority and responsibility” in which managers have the authority to give orders.

 

 

Unity of Command

 

UNITY OF COMMAND

Unity of command is one of Henri Fayol's 14 principles of management, this principle states that there must be only one superior to a subordinate. It explains how employees must work under the influence of many bosses or superiors, and then it creates a confusing situation, dilemma and disorder. Thus, according to the principle of unity of command too many heads must not boss or supervise the same amount of work being done by a worker or an employee. In other words, the work of a worker or job of an employee must always be supervised by a single head. There could be many reasons why some may think this principle is effective such as an ego clash. Issues concerning with ego clash between the bosses arises because according to Fayol every superior wants his orders to be executed by his subordinate. However, We live in a constantly changing environment—a world that seems ever changing as each moment passes—and consequently in a work environment that follows the same dynamic nature. Today’s workforce is comprised of different generations and so because of this new change that has occurred, it is our job to strategize ways to deal with working with multi-bosses.

 

1. Be Clear Who Your "Real" Boss is:

At the Alumni Association, I have more than one boss. It’s important that I know, however who my real boss is. Which person do I formally report to? Who does my final performance review? I have different managers assigning to me different projects every day, it is very important that I know who my manager's manager is at the end of the day that my tasks may be prioritize efficiently.

2. Prioritize your tasks:

At the Alumni Association, it important that i create a list of tasks needed to get done and classify them in order of importance. Also, I have to learn to recognize when a particular task is so important that I need to put multitasking on hold and give it my undivided attention.

3. Set Clear Boundaries on Your Time:

Constant interruptions are a major time waster when I am working at work. It’s difficult to focus on projects if the bosses keep coming by to ask questions or make additional requests, fortunately this is not accurate at work for me. But, however for those who are unfortunate in this manner, you would want to encourage them to use email or text for questions and requests. Block off specific time on your calendar to work on projects. Let your managers know this is sacred time and you should not be interrupted unless it is an emergency.

4. Set Clear Standards for Communication:

Get your bosses together to develop one set of standards for communication. Do you prefer to get requests through email, text, Outlook tasks, face-to-face, or some other way? What is the expectation for timely response to an email or text—for you and for them? If possible, come up with one way that works for all of your managers so you don’t have to deal with different expectations for communication. Working in a matrix environment can be fun and invigorating. I enjoy working on multiple projects with multiple managers. It gives me a greater sense of autonomy, provides access to a larger network, and allows me to grow and develop in my career.

 

Having more than one boss can have its advantages—but it needs coordination. By using these four simple strategies, you can minimize the challenges and reap the benefits of working in this stimulating environment.

Discipline

 

DISCIPLINE

Discipline is essential for any successful work performance. Fayol considers discipline to mean obedience, respect for authority, and observance of established rules. A well-disciplined force is essential for improving the quality and quantity of the production. It is necessary to instill a disciplining program in any small business in order to move forward. At the Alumni affairs, the responsibility carried by the workers requires an efficient amount of discipline.  The employees at the Alumni Association carry their duties that have been given to them by their superior, with the attitude and behavior that what their managers are telling them to do is right. So, with this being said, it is vital that there be trust between the workers and the manager. For instance, throughout my internship, I have received many assignments that must be carried out in a discipline manner. I have been given the task to make two brand new brochures and also create a flyer for this upcoming event. The task is to be done in a specific amount of time. My job is to obey those rules and work my hardest in an efficient way.

According to Henry Fayol discipline means sincerity about the work and enterprise, carrying out orders and instructions of superiors and to have faith in the policies and programs of the business enterprise, in other sense, discipline in terms of obedience, application, energy and respect to superior. However, Fayol does not advocate warming, fines, suspension and dismissals of worker for maintaining discipline. These punishments are rarely awarded.

Interestingly, Fayol emphasizes discipline not merely as something the employee owes the management, but rather as something that “depends essentially on the worthiness of its leaders”, in other words on the respect employees have for their leader. He continues in describing the reasons for defects in employee and management relationships by stating: “the ill mostly results from the ineptitude of the leaders”. Respect for a leader increases with the leader possessing the appropriate qualifications for the position, i.e. with their perceived “worthiness” . The leader in any organization must be aware that creating an atmosphere of openness with clear lines of communication is a key factor in organizational success. People with good interpersonal skills deal with difficult issues straightforwardly, listen well, share information fully, and stay receptive to bad news as well as good. The leader of an organization must consider an action plan to develop these interpersonal skills with their staff. Doing so, this will aid the organization internally as it builds and maintain a relationship within.

 

In summary, when addressing the issue of clear leadership, Fayol describes something that comes naturally to us and is supported by, for example, Alfred Sloan. Sloan emphasizes the importance to determine and thereby define the precise functions of a firm’s divisions, as well as the necessity of unlimited responsibility of a chief executive.