Page 20 - DLIS003_LIBRARY ADMINISTRATION AND MANAGEMENT

Unit 1: Library Administration and Management

It is always in the interest of the enterprise that its trusted, experienced and trained employees Notes
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.

Initiative

Under this principle, the successful management provides an opportunity to its employees to
suggest their new ideas, experiences and more convenient methods of work. The employees,
who has been working on the specific job since long discover now, better alternative approach
and technique of work. It will be more useful, if initiative to do so is provided to employees.
In simple, to ensure success, plans should be well formulated before they are implemented.

Spirit of Co-operation (Spirit de crops)

In order to achieve the best possible results, individual and group effort is to be effectively
integrated and coordinated. Production is a team work for which the whole-hearted support and
co-operation of the members at all levels is required. Everyone should sacrifice his personal
interest and contribute his best energies to achieve the best results. It refers to the spirit of
loyalty, faithfulness on the part of the members of the group which can be achieved by strong
motivating recognition and importance of the members for their valuable contribution, effective
coordination, informal mutual social relationship between members of the group and positive
and constructive approach of the management towards workers’ welfare.

Notes Fayol defines scalar chain as “the chain of superiors ranging from the ultimate
authority to the lowest rank.”

1.4.2 Taylor’s Principles

The fundamental principles that Taylor saw underlying the scientific approach to management
may be summarized as follows:

1. Replacing rules of thumb with science (organized knowledge);
2. Obtaining harmony in group action, rather than discord;
3. Achieving cooperation of human beings, rather than chaotic individualism;
4. Working for maximum output, rather than restricted output; and

5. Developing all workers to the fullest extent possible for their own and their company’s
highest prosperity.
It may be noted that these basic precepts of Taylor are not far from the fundamental beliefs of the
modem manager, even though some of the techniques Taylor and his colleagues and followers
developed in order to put his philosophy and principles into practice, had certain mechanistic
aspects.

1.4.3 Barnard’s Principles

Along with scientific management and the manager’s tasks, many scholars and practitioners
were thinking about experimenting with, and writing on, industrial psychology and on social
theory both of which, in many instances, were stimulated by the scientific management

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