MANAGEMENT PRINCIPLES

Definitions
 According to Harold Koontz, "Management is the art of getting things done through and
with people in formally organised groups."
 According to Henri Fayol,"To manage is to forecast and to plan, to organise, to command,
to co-ordinate and to control."
 According to Peter Drucker, "Management is a multi-purpose organ that manages business,
managers and workers and work."
 According to Mary Parker Follet, "Management is the art of getting things done through
people."

Meaning of Management
 Management - is the process of reaching organizational goals by working with and through
people and other organizational resources.

Characteristics of Management (Features of Management)

1. Management as a process:
 Management is a process and not a one-time activity.
 It is not a body of individuals.
 Those who perform this process are called managers.
2. Management is a social process-
 Management takes place through people.
 It deals with getting things done with the support and cooperation of subordinates.
3. Management is action-based:
 Management is always for achieving certain objectives in terms of sales, profit, etc.
 Management is :-
 A result-oriented activity.
 An action based activity.
4. Management achieves results through the efforts of others:
 Management is the art of getting the things done through others.
 Managers are expected to get the expected performance from the surbodinate.
5. Management is a group activity:
 Management is a collective activity or an activity of a group.
 It aims at using group efforts for achieving objectives.
6. Management is intangible:
 Management is not directly visible.
 Its presence is noticed from the achieved results.
7. Management is aided, not replaced by computers:
 A computer supports manager in his managerial work.
 However, it cannot replace managers in business.
8. Management is all pervasive:
 Management is comprehensive and covers all departments, activities and employees.
 Managers operate at different levels but their functions are identical.
 This indicates that management is a universal and all pervasive process.
9. Management is an art, science as well as a profession:
 Management is an art: - because certain skills, essential for good management, are unique to
individuals.
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  Management is a science: - because it has an organised body of knowledge.
 Management is a profession: - because it is based on advanced and cultivated knowledge.
10. Management aims at coordination of activities:
 Management coordinates all the activities of an organisation.
 Management gives clear directions, brings unity and harmony to the whole organisation.
11. Management is innovative:
 Management techniques are dynamic and innovative.
 They need to be adjusted as per the requirements of the situations.
12. Management has different operational levels:
 An organisation requires managers at all levels.
 The managers at the higher levels have more managerial duties.
 Managers at the lower levels perform routine functions i.e. duties.
13. Management is different from ownership:
 Management is concerned with the management of the organisation.
 Managers are not the owners but they manage the business on behalf of the owners.
14. Management has vast scope:
 The scope of management is quite comprehensive.
 It covers all aspects of organizations.
15. Management is dynamic:
 Management adjusts itself to the changing atmosphere.
 It is influenced by changes in economic, social, political, technological and human resources.

Objectives of Management
 The main objectives of management are: -
1. Getting Maximum Results with Minimum Efforts –
 Management aims at securing maximum outputs with minimum efforts & resources.
2. Increasing the Efficiency of factors of Production
 Efficiency can be increased through proper utilization of various factors of production.
 This is achieved by: -
i. Reducing spoilage,
ii. Reducing wastages and
iii. Reducing breakages of all kinds,
 This leads to saving of time, effort and money.
3. Maximum Prosperity for Employer & Employees –
 Management ensures smooth and coordinated functioning of the enterprise.
 This in turn helps in providing maximum benefits to: -
 Employer
 Management provides maximum benefits to employer in terms of higher profits

 Employee
 Management provides maximum benefits to employee in terms of: -
 Good working condition,
 Suitable wage system,
 Incentive plans
4. Human betterment & Social Justice –
 Management ensures ; -
 The uplifting and betterment of the society.
 Better standards of living for the society- through increased productivity & employment.
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  It provides justice through its uniform policies.

Importance of Management
1. It helps in achieving group goals –
 Management : -
i. Arranges the factors of production,
ii. Assembles and organizes the resources,
iii. Integrates the resources in effective manner to achieve goals.
2. Ensures optimum utilization of resources –
 Management utilizes physical, human and financial resources productively.
 This leads to efficacy in management.
3. Reduces the Costs of production –
 Management uses physical, human and financial resources using minimum inputs & getting
maximum output.
 This helps in cost reduction.
4. Establishes sound organization –
 No overlapping of efforts (smooth and coordinated functions).
 Management establishes effective authority & responsibility relationship i.e.
 Who is accountable to whom,
 Who can give instructions to whom,
 Who are superiors
 Who are subordinates?
 Management fills up various positions with right persons, having right skills, training and
qualification.
 All jobs should be cleared to everyone.
5. Establishes equilibrium –
 Management enables the organization to survive in changing environment.
 It keeps in touch with the changing environment for growth and survival of organization.
6. Essential for prosperity of society –
 Efficient management leads to: -
 Better economical production which improves the welfare of people.
 Avoids wastage of scarce resource.
 It improves standard of living.
 It increases the profit which is beneficial to business and society.
 Creates employment opportunities.
 Organization comes with new products and researches beneficial for society.

Need of Management
1. Direction, coordination and control of group efforts
2. Orderly achievement of business objectives
3. Performance of basic managerial functions
4. Effective communication at all levels
5. Motivation of employees
6. Success and stability of business enterprise

The Scope of Management

 Management is needed in all types of organized activities.
 Management principles are applicable to all types of organizations
 These organizations are: -
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 i. Profit-seeking organizations - industrial firms, banks, insurance companies, small
business, etc.)
ii. Nor-profit organizations - governmental organizations, health care organizations,
educations organizations, churches, etc.
 Any group of two or more people working to achieve a goal and having resources at its
disposal is engaged in management.

Nature of Management
 Management is both an Art & science
 Management involves characteristics of both art and science.
 Management is Science because: -
 It has universally accepted principles,
 It has cause and effect relationship etc.
 Management is an Art because: -
 It requires perfection through practice, practical knowledge, creativity, personal skills etc.

Management as an Art
 Art implies application of knowledge & skill to trying about the desired results.
 It is the application of general theoretical principles for achieving best possible results.

Main features of an art

 Management can be an has the following characteristics:
1. Practical Knowledge: - It has to be practiced and performed.
 A manager becomes successful by applying the various principles in real situations.
2. Personal Skill: -
 Each manager has his own style and approach towards his job
3. Creativity:
 Every manager has an element of creativity in line.
 Management requires a combination of intelligence & imagination.
 It combines human and non-human resources in useful way so as to achieve desired results.
4. Perfection through practice:
 Practice makes a man perfect.
 Every manager becomes more and more proficient through constant practice.
 Managers learn through an art of trial and error initially but application of management
principles over the years makes them perfect in the job of managing.
5. Goal-Oriented:
 Every manager is result oriented as it seeks to achieve concrete results.
 Management is directed towards accomplishment of pre-determined goals.
6. Work by effectively.
 Manager manage all problem in every environment so this is not science.
 It is an art that how he manage every problem of organization in every environment.

Management as Science
 Science - is a systematic body of knowledge pertaining to a specific field.
 It contains general facts which explains a phenomenon.
 It establishes cause and effect relationship between two or more variables.
 It underlines the principles governing the relationship between variables.

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 These principles are developed through scientific method of observation and verification
through testing.

Main Features of Science

 Management as a science has the following characteristics:
1. Principles and concepts are systematic.
 Management principles are systematic.
 They can be transferred from one to another and can be taught
2. Universally acceptance principles
 Scientific principles represents basic truth about a particular field of enquiry.
 Management principles are universally applicable to all types of organizations.
 Management contains principles may be applied in all situations, at all time & at all places
e.g. one man, one boss.
3. Experimentation & Observation
 Management principles are based on scientific enquiry & observation.
 Its principles, generalizations and concepts are formulated on the basis of observation,
research, analysis and experimentation.
 They are developed through experiments & practical experiences of large no. of managers.
4. Cause & Effect Relationship
 Principles of science lay down cause and effect relationship between various variables
 Management principles are based on relationship of cause and effect.
 It states that same cause under similar circumstance will produce same effect.

Statement Cause Result/Effect

When metals are heated, they are expand Heating Expansion
Lack of parity (balance) between authority & responsibility will lead Lack of Ineffectiveness
to ineffectiveness. balance

5. Test of Validity & Predictability

 Validity of scientific principles can be tested at any time or any number of times i.e. they
stand the test of time.
 Each time these tests will give same result.
 Moreover future events can be predicted with accuracy by using scientific principles.

Management is both an art and a science.

 Management combines features of both science as well as art.
 It combines features of both science as well as art.

Management as Profession
 A profession - may be defined as an occupation that requires specialized knowledge and
intensive academic preparations.

Essentials of a Profession
The essentials of a profession are:
1. Specialized Knowledge –a manager must have devotion and involvement to acquire expertise
in the science of management.
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2. Formal Education & Training –Many institutes of management have been set up for
imparting education and training.
3. Social Obligations – actions of Professionals are influenced by social norms and values. A
manager is responsible not only to its owners but also to the society. A manager is therefore
expected to provide quality goods at reasonable prices to the society.
4. Code of Conduct – managers have a prescribed a code of conduct for managers which a
manger should not violate.

MANAGER:
 Manager is also known as leader & administrator.
 Manager - is a person who under take the tasks and function of managing an organization at
any level.
 It is a person whose primary activities are a part of the management process.

Classification of Managers
 Managers can be classified in two ways: -
1. By their level within the organization
2. By the scope of their responsibilities.

Levels of Management
 There are three basic levels of management:
 These are: -
1. Top-level Management
2. Middle-level Management
3. First-Line Management

1. Top-Level Management (Managers)

 Top Managers - consists of the board of directors and the Chief Executive.
 They are responsible for the overall direction and operations of an organization.

Functions of Top-level Management are: -

i. Setting organizational goals
ii. Defining strategies for achieving them
iii. Monitoring and implementing the external environment
iv. Making decisions that affect entire organization.

2. Middle Level Management (Managers)

 Middle Level Managers - exists between top management and supervisory management
 It consists of: - Divisional, departmental and sectional managers.
 They are responsible for major departments.
 They have two or more management levels beneath them.
 They receive overall strategies and policies from top managers and then translate them into
specific objective and programs.

Functions of Middle Level Management are: -

i. Translating executive orders into operation
ii. Implementing plans
iii. Directly supervising lower-level managers.

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 3. First-Line Managers
 First-Line Managers - are directly responsible for the production of goods and services.
 It is also called Supervisory Management
 It is the lowest level of management.
 It consists of superintendents, foremen, and inspectors.
 They are responsible for directing nonsupervisory employees.
 First-line managers are also called: -
 Office manager
 Section chief,
 Line manager
 Supervisor

Functions of First-Level Management (Supervisory Management) are: -

i. Supervising the actual operations - through guidance, checking and overseeing
ii. Translating plan into actions - through the provision of facilities and resources.
iii. Exercising control over the work in progress.
iv. Giving progress report to the higher management

Scope of Managers’ Responsibilities

 Managers are also distinguished by the scope of activities they manage.
 These are: -
1. Functional Managers
2. General Managers
3. Project Managers

Scope Responsibility
of Manager
1. Functional  They are responsible for departments that perform a single
Managers functional task.
 They supervise employees with specialized skills in a single area
of operation e.g. accounting, manufacturing etc.
2. General  They are responsible for the overall operation of an organization.
Managers  It may be a company or a division.
3. Project  They coordinate employees across several departments to
Managers accomplish a specific project.
 They also have general management responsibility.

Managerial Roles:
 The main roles of a manager are: -
1. Interpersonal Roles
2. Informational Roles
3. Decisional Roles

Roles Described by
Interpersonal  The Figurehead Role:
Roles:  Every manager must perform some duties of a ceremonial nature e.g. the sales
 Involves basic manager takes an important customer to lunch).
interpersonal  The Leader Role.
relationships  This role involves leadership directly.
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  The manager is responsible for hiring and training his own staff.
 The Liaison Role,
 The manager makes contacts inside and outside the organization with a wide
range of people: subordinates, clients, business associates, government, trade
organization officials, etc.
Informational  The Monitor Role:
Roles:  This role involves seeking current information from many sources.
 Processing of  The Disseminator Role:
information  Managers pass information to other, both inside and outside the organization.
 The Spokesperson Role.
 Managers send some of their information to people outside the organization
about company policies, needs, actions, or plans.
Decisional Roles:  The Entrepreneur Role:
 decision-  Managers search for improvement his unit to adopt it to changing conditions in
making the environment.
 The Disturbance Handler Role:
 Managers resolve conflicts among subordinates or between manager's
department and other departments.
 The Resource Allocator Role:
 Managers make decisions about how to allocate people, budget, equipment, time
and other resources to attain desired outcomes.
 The Negotiator Role.
 Managers make formal negotiations and bargaining to attain outcomes.

Managerial Skills
 Managers need to possess the following managerial skills: -
1. Technical skills
2. Human skills
3. Concept skills (Conceptual skills)
4. Design skills (Diagnostic Skills)
5. Political skills

1. Technical Skills
 Technical skills - reflect an understanding of a specialized field and a proficiency in it.
 They are skills necessary to accomplish specialized activities e.g. engineering, accounting, etc.

2. Human Skills
 Human skills – give the manager the ability to work well with others.
 Human skills enable the manager to: -
 Communicate with others
 Understand others
 Motivate both individuals and groups.

3. Concept Skills (Conceptual Skills)

 Conceptual skills - is the cognitive ability to see the organization as a whole and the
relationship among its parts.
 Managers need the mental capacity to understand: -
i. How various functions of the organization complement one another
ii. How the organization relates to its environment
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 iii. How changes in one part of the organization affect the rest of the organization.

4. Design Skills (Diagnostic Skills)

 Design Skills - is the ability to solve the problems in ways that will benefit the enterprise.
 Managers must be able to solve the problems.

5. Political Skills
 Political skills - is the ability to acquire the power necessary to reach objectives and to prevent
others from taking power.
 Political skill can be used for the good of the organization and for self-interest.

Note
 The Skills vary at different levels:
 Top management - Concept, design Skills & political skills
 Middle - Human Skills.
 Supervisors - Technical skills.

Management & Administration

Administration
 Administration - means guidance, leadership & control of the efforts of the groups towards
some common goals.
 Administration lays down basic principles of the enterprise.
 Administration covers: -
i. The overall determination of policies
ii. The setting of major objectives,
iii. The identification of general purposes
iv. The laying down of broad programmes and projects.

Management
 Management - is an art of getting things done through & with the people in formally organized
groups.

Difference between Management & Administration

 The difference between Management and Administration are: -
i. Functions
ii. Usage / Applicability

Basis Management Administration

Meaning Management is getting things done through Administration is concerned with
others by directing their efforts towards formulation of broad objectives, plans &
achievement of pre-determined goals. policies.
Nature Management is an executing function. Administration is a decision-making
function.
Process Management decides: - Administration decides: -
 Who should do it  What is to be done &

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  How it should be done.  When it is to be done.
Function Management is a doing function - managers Administration is a thinking function -
get work done under their supervision. plans & policies are determined under it.
Skills Technical and Human skills Conceptual and Human skills
Level Middle & lower level function Top level function
Applicability Applicable to business concerns i.e. profit- Applicable to non-business concerns i.e.
making organization. clubs, schools, hospitals etc.
Influence The management decisions are influenced The administration is influenced by
by the values, opinions, beliefs & decisions public opinion, govt. policies, religious
of the managers. organizations, customs etc.

Status
Management Administration
 It constitutes the employees of the  It represents owners of the enterprise who
organization who are paid remuneration earn return on their capital invested &
(salaries & wages). profits.

Management & Leadership

 Leadership and management must go hand in hand.
 Management and leadership linked and complementary.

Differences between Managers & Leaders

Managers Leader
1. The manager administers The leader innovates.
2. The manager is a copy The leader is an original.
3. The manager maintains The leader develops.
4. The manager focuses on systems and structure. The leader focuses on people.
5. The manager relies on control The leader inspires trust.
6. The manager has a short-range view The leader has a long-range perspective.
7. The manager asks how and when The leader asks what and why.
8. The manager has his or her eye always on the The leader’s eye is on the horizon.
bottom line
9. The manager imitates The leader originates.
10. The manager accepts the status quo. The leader challenges it.
11. The manager is the classic good soldier The leader is his or her own person.
12. The manager does things right; The leader does the right thing.

Management Process
 The figure below shows the management process.

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Functions of Management (Elements of Management Process)
 Functions of Management - are the elements in the management process
 Various contributors have given the following functions of management

Contributor George & Jerry Henry Fayol Luther Gullick Harold Koontz
Functions  Planning  Forecasting He gave a keyword  Planning
 Organizing  Planning POSDCORB where: -  Organizing
 Actuating  Organizing  P = Planning  Staffing
 Controlling”.  Motivating  O = Organizing  Directing
 Coordinating  S = Staffing  Controlling
 Controlling  D = Directing
 Co = Co-ordination
 R = Reporting &
 B = Budgeting.

 The essential elements/components of Management Process are: -

1. Forecasting
2. Planning
3. Organizing
4. Directing
5. Controlling.
6. Motivating
7. Co-coordinating
8. Staffing
9. Communicating

1. Forecasting
 Forecasting - is the process of looking forward which is based on past performance, current
analysis and future trends.

2. Planning
 A plan - is a future course of actions.
 It bridges the gap from where we are & where we want to be.
 Planning - is determination the courses of action to achieve desired goals.
 Planning is deciding in advance –
 What to do
 When to do &
 How to do.
 Planning involves: -
 Choosing tasks that must be performed to attain organizational goals,
 Outlining how the tasks must be performed, and
 Indicating when they should be performed.

3. Organizing
 Organizing - is the assigning of the tasks developed in the planning stages to individuals or
groups within the organization.

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 It is the process of bringing the resources (men, materials, machines, etc.) together in order to
achieve the objectives.
 Organizing as a process involves: -
 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.

4. Directing
 Directing - is also known as: -
 Motivating
 Leading or
 Influencing.
 Directing - deals with guiding and instructing people to do the work in the right manner.
 It deals with guiding the activities of the members of an organization in the right direction
towards the fulfillment of the goals.
 Directing involves: -
i. Leading the subordinates
ii. Supervision of the subordinates
iii. Raising the morale of subordinates
iv. Motivating the morale of subordinates
v. Communicating to the subordinates

5. Controlling.
 Controlling - ensures that everything occurs in conformities with the expected standards.
 Controlling helps to predict deviations before they actually occur.

Steps of Controlling
 Controlling involves these broad aspects: -: -
i. Establishment of standard performance
ii. Measurement of actual performance
iii. Comparing present performance (actual performance) to pre-established performance
(planned performance) and finding out deviation if any.
iv. Corrective action - determining the next action plan and modifications for meeting the
desired performance Corrective action.

6. Co-coordinating
 Coordination - brings the integration of activities of different departments.
 Coordination is essential for orderly working of an Organisation
 It deals with harmonizing different work sections in an organization in order to achieve
common goals.
 Importance of Coordination: -
i. It gives one clear-cut direction to the activities of individuals and departments.
ii. It avoids misdirection
iii. It minimizes wastages
iv. It brings unity of action.

7. Staffing
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 Staffing - refers to the manpower required for the execution of a business plan.
 Manpower is the most important asset of a business unit.
 Staffing involves: -
i. Estimating manpower requirement
ii. Recruitment, selection & placement
iii. Training & development.
iv. Remuneration.
v. Performance appraisal.
vi. Promotions & transfer.

8. Communicating
 Communications- is the process of passing information, experience, opinion etc. from one
person to another.
 It is a bridge of understanding.
 Managers should be good communicators.

Management in the Future

 Management theory and practice is bound to change in order to meet the complex and ever
changing environmental variables.
 Forces/factors that are likely to have an impact upon management in future are:-
1. Emergence of knowledge society.
2. Development of socially concerned Humanistic society.
3. Widespread application of information technology (IT)
4. Transition from industrial to service economy.
5. Growing use of innovations

TYPES OF MANAGEMENT/MANAGEMENT STYLES

 There are three types of management
1. Autocratic/Despotic
2. Democratic/Participative
3. Free Rein Or Laissez-Faire
4. Task Orient
5. Human Oriented

Autocratic or Despotic
 This is management which commands and expects compliance from its employees.
 It manages by the ability to withhold or give rewards and punishments
 It is also referred to as Authoritative Management.
 Although they listen to the opinions of subordinates before making a decision, they make
decisions without considering the opinions.

Advantages
1. Motivation and reward for leaders: - It provides strong motivation and reward for the leader.
2. Quick decision: - Quick decision making is guaranteed because single person decides for the
whole group.
3. Individual decision making: - subordinates are not involved in decision making process.
4. No initiative: - Decision making, planning or organizing need no initiative.
5. Strong chain of command: - Strict control and establishment of chain of command is possible.

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6. Effective where chain of command is crucial: - Most effective in organization where chain of
command is crucial such as military, air force like organization.

Disadvantages of Autocratic Management

1. People dislike it - especially if it is extreme and the motivational style is negative.
2. Frustration, low morale, and conflict develop easily - because subordinates feel that they work
as they have to do so and not because of any motivation.
3. Mangers are poor motivators - employees hardly show creativity and judgment.

Democratic or Participative
 Participative Management - consults with subordinates on proposed actions and decisions
and encourages participation from them.
 It is also referred to as Consultative Management
 This Management: -
 Consulting with subordinates
 Considers the opinions of subordinates
 Support subordinates in accomplishing their duties.
Advantages
1. It fits almost every business - As they involve engaging team members, effective processes
that will fit almost every business will be maintained.
2. It often has solutions for complex problems - It encourages innovation, so solutions to
strategic and complex problems will be found.
3. It promotes a creative environment – It fosters a creative environment by encouraging
innovation and input among team members.
4. It builds strong teams - team members tend to be supportive and strong.

Disadvantages
1. It tends to become apologetic - leaders will have to take some of their time to apologize and
smooth things out with members whose ideas were not implemented.
2. It is time-consuming - The consultation process could result in procrastination, which means
that leaders cannot work within a required timeframe, which can be bad for urgent projects or
issues.
3. It takes long to process decisions - as every team member must be consulted.
4. It can seem to be uncertain - Democratic leaders would sometimes become indecisive in
certain situations, especially during a crisis.

Laissez-Faire Leadership/Delegative Management

 This is a type of management in which leaders are hands-off and allow group members to
make the decisions.
 It is a management style that leads to the lowest productivity among group members.
 Laissez-faire leadership is characterized by:-
 Very little guidance from leaders
 Complete freedom for followers to make decisions
 Leaders provide the tools and resources needed
 Group members are expected to solve problems on their own

Benefits of Laissez-Faire Leadership

 Laissez-faire leadership can be effective in

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 i. Situations where group members are highly skilled, motivated and capable of working on
their own.
ii. In groups where members are experts and have the knowledge and skills to work
independently.
iii. In situations where group members are actually more knowledgeable than the group's leader.

Advantages of Free-Rein Management

i. Effective, if subordinates are extremely responsible.
ii. High job satisfaction and morale
iii. Provides maximum scope of development of surbordinates
iv. No negative feelings in the group
v. Full utilization of the potential of subordinates.

Disadvantages of Free-Rein Management

i. Subordinates do not get the support of leaders.
ii. Subordinates move in different directions as there is lack of guidance.

Task-Oriented Management
 Task-Oriented Management - focuses on completing a job.
 It concentrates on the tasks that have to be done, rather than who is doing them.
 This leadership style emphasizes structure, plans, and schedules.
 Task-Oriented Management focuses on: -
i. Completing the tasks at hand
ii. Effective goal-setting and a clear path to complete objectives
iii. Schedules and deadlines
iv. Structure, roles, and goals
v. Producing desired results

Advantages of Task-Oriented Management

i. Clarity of purpose
ii. Precise task definition
iii. Coordinated work groups
iv. Strict schedule adherence
v. Little or no room for ideas or suggestions of others

Disadvantages of Task-Oriented Management

i. Lack of creativity
ii. Low employee morale
iii. High employee burnout and turnover
iv. Can lack attention to the well-being of team members

Benefits of Task-Oriented Management

 Task-oriented leadership is best used in environments where: -
 Products or services are complex
 Products or services are integrated
 Strict organization,& attention to detail are required.

Human-Oriented Management
 This style is also called:
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 i. People-Oriented Management
ii. Relations-Oriented Management
iii. Consideration Management
iv. Inspirational Management
v. Employee Centred Management

 Human-Oriented Management - is centered on people.

 This style tends energizes employees by making them feel appreciated for the work they do.
 It focuses on employee relationships.
 It focuses on the expectations and interactions of subordinates.
 It focuses on team-building activities which include: -
i. Lunch gatherings
ii. Offsite adventures like nature walks
iii. Workshops led by motivational speakers
iv. Half-day team challenges like indoor climbing
v. Weekend seminars focused on strategic planning

Advantages of Human-Oriented Management (Pros)

1. Trust is built between leaders and subordinates.
2. Ingenuity, creativity and fulfillment are reinforced by teams.
3. Camaraderie is developed between people, and it can last for decades.
4. Productivity is increased because people look forward to working together.

Disadvantages of Human-Oriented Management (Cons)

1. High maintenance of relationship building is time-consuming.
2. Manipulation can occur when people take advantage of personal relationships.
3. Sensitivity to minor incidents can cause strife between team members and leaders.
4. Productivity can decrease as a result of people focusing too much on personal relations.

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