Posted by Chester Morton / Thursday, 21 December 2017 / No comments
The operational principles of organization
OPERATIONAL PRINCIPLES OF ORGANIZATION
Operational principles of
organization describe the principles which concerns how the organization is
run. The principles which can be
classified as operational principles are as follows:
The Principle of adequate
delegation
The principle of adequate
delegation means that each manager or assistant manager must be given enough
authority for him or her to be able to cope with the demand of his position and
successfully deliver the outcome that is expected of him. This is because where
the authority given to a manager is not enough for him to successfully cope
with the requirements of his job that manager would likely be ineffective.
The Scalar chain principle
Scalar chain principle implies
that there should a command structure from the highest to the lowest authority.
This principle is what forms the basis of the relationship between authority
and responsibility among managers and their subordinates in the firm. The
scalar chain principle if well understood and implemented helps to promote
coordination and harmony among superiors and subordinates in the organization.
To ensure that the firm’s
operations run smoothly, the scalar chain principle must be woven into the
design of the company’s structure.
The Principle of unity of command
The principle of unity of
command states that in order for the firm’s operations to be efficient, an
employee must take orders or instructions from only one superior at any given
time. It is important to observe this principle because it helps employees
avoid being confused about their role and duties in the firm. When employees
are clear about their role and duties, the whole firm benefits from their
operational efficiency.
The Principle of
Authority-level or the Authority-level principle
The authority-level
principle means that every manager at a given level in the firm’s management
hierarchy should concern themselves with, and make decisions regarding only
those issues which fall within the boundaries of the authority assigned to the
management position which they occupy. Alternatively, if a manager at any level
is faced with a problem or a decision which is not part of the duties or
responsibilities falling under the authority of the position (s)he is occupying,
then the matter should be referred (escalated) upward to the manager above him
or refer the problem downward to the manager below him for a decision to be
taken on the issue. 
