essay on management principles

Introductory essay

Written by the educators who created Leading Wisely, a brief look at the key facts, tough questions and big ideas in their field. Begin this TED Study with a fascinating read that gives context and clarity to the material.

Understanding management means understanding people. What motivates us to engage deeply and perform powerfully at work? How do we inspire that in teams? What are the best ways to organize ourselves to exploit opportunities and solve problems? These are critical questions for all leaders who share the goal of thriving in a global, digital, fast-paced future.

There are countless ways we can approach those topics, and diverse perspectives to consider—as is evident from the thousands of management manuals, podcasts, executive seminars and more. For example, among the TED Talks included in Leading Wisely, Itay Talgam shares a lyrical metaphor on the style of the great conductors, while Clay Shirky delivers a statistical deconstruction of the power of informal networks. It's precisely this enormous scope and variety that defines the reality of modern management and which makes it so fascinating, and so vital. Modern thinking on management — from teaching and research inside universities to the way the world's most revered businesses organize themselves — has continuously evolved throughout the 20th and early 21st century. What's more, the pace of this evolution is increasing: the TED Talks in this collection cover a number of topics that didn't even exist ten years ago! This means successful managers must learn quickly, forecast trends and execute wisely.

Division of labor and beyond: Management theory is born

Industrialization shaped the work of the first management theorists in the US and Europe, where efforts to perfect new production processes gave management a practical focus and scientific method. Mining engineer Henri Fayol was one of the first to set out clear principles of management, which were formed through experiences organizing labor and machinery to extract coal in the most cost-efficient way. In the early decades of the 20th century Fayol identified six core principles of management: forecasting, planning, organizing, commanding, coordinating, and controlling. A century later, these key principles still shape our ideas about management, even though we may implement them in more sophisticated ways.

In Fayol's time, managers enacted these six principles through authority and discipline, and the regimentation of that approach created as many problems as it did advantages. For example, perfecting production techniques through the division of labor involved a systematic breaking-down of production into repetitive, individual tasks, or 'piece work'. This formed the foundation of a new mass-production economy and significantly improved the standard of living for many workers and consumers--but the work was often tedious and didn't draw upon the worker's ideas or abilities in any meaningful way.

Fayol's contemporary, Henry Ford, provides the most famous example. In his quest to mass-produce an affordable automobile, Ford identified 84 specific steps required to assemble the Model T and hired Frederick Taylor, the creator of "scientific management," to conduct time and motion studies on the factory floor. In this way, Ford reasoned, he would know exactly how long it should take his workers to complete each of the 84 steps, and he could direct the exact motions each worker should use so that the assembly proceeded with maximum efficiency. Ford also reasoned that he could reduce the time spent on each task if his workers didn't have to move from one assembly to the next. So in 1913, inspired by a grain mill conveyor belt he'd seen, Ford introduced the first moving assembly line for factory production.

Only a year later, Ford surprised everyone when he announced that he would double wages and reduce working hours at his Detroit auto plant. Wall Street investors were dismayed. Media around the world reported Ford's announcement as a philanthropic gesture, or speculated that Ford was trying to create a bigger market for his Model T by creating a new middle-class American workforce. The reality? Ford realized he could lower turnover, and the costs of recruiting and training new employees, by offering better conditions and pay.

Beyond efficiency: Valuing people

When he raised wages and shortened the work day, Ford signaled that employee satisfaction was an essential element of successful management. There was a growing appetite to understand workers in this context and, more than that, to take a sociological or even anthropological viewpoint.

Although sociologists like Emile Durkheim had begun this work in the late 19th century, the backlash against division of labor gained momentum in the 1920s and '30s, when the horrors of the First World War fueled disillusionment with wide-scale mechanization. Many felt that workers were treated as machinery measured by volume of production alone.

In contrast, Elton Mayo highlighted the importance of social ties and a sense of belonging in the workplace. In Mayo's view, managers had to acknowledge these needs and listen to their employees, in order to make workers feel valued.

Mayo's ideas originated in part from his work at the Hawthorne General Electric Plant in Chicago, where he measured the effect of lighting levels on employees at the plant. Mayo found that simply taking an interest in the activities and opinions of staff produced a motivating effect—though when his work concluded and the plant returned to business as usual, productivity dropped.

Although Mayo championed a different kind of dynamic between managers and their subordinates in order to improve conditions and increase output, workers were given no real decision making power. Nevertheless, his work advanced management theory in a significant way, and decades later we can appreciate its influence on the people-oriented, more democratic operation of many modern companies like Semco. Its CEO, TED speaker Ricardo Semler, acknowledges that "it takes a leap of faith about losing control" to reorient a company so that it truly takes care of its people and treats them as its most important asset.

The new leader

As our conception of the workforce changed – from assembly lines of replaceable robots in the era of Fayol and Ford, to individuals with diverse talents to empower (and exploit) today — so has the role of the leader. The command-and-control approach – appropriate and effective in factory-like environments – has given way to newer, more nuanced approaches to leadership that lean more heavily on inspiration and persuasion.

Modern management theorist and TED speaker Simon Sinek believes that great leaders inspire action because they think, act and communicate from 'the inside out'—beginning with and focusing primarily on their core beliefs and values. Sinek suggests that people, whether they're your employees or customers, "don't buy what you do—they buy why you do it." Hiring people who understand and embrace these core beliefs and values, Sinek claims, means they don't work just for a paycheck—they work with "blood and sweat and tears."

When people see their work in this way, the rules and incentives that leaders have leaned on in the past to manage and motivate employees may be unnecessary. In fact, as TED speakers Dan Pink and Barry Schwartz observe, they may actually do harm. Pink shows through a series of surprising experiments that traditional carrot-and-stick motivators like bonuses and pay-for-performance plans can actually decrease creative thinking and employee engagement. What's more, according to Barry Schwartz, these incentives, coupled with an over-reliance on rigid procedures, "cause people to lose morale and the activity to lose morality." Schwartz believes that moral skill, moral will, and practical wisdom are absolutely essential if organizations want to deal with complex challenges in a smart and timely way.

The importance of innovation

Up to now, we've focused on how we organize resources—and in particular, human resources—to complete tasks and meet our goals. However, this alone doesn't equip managers to launch a successful startup to compete in a fast-moving global marketplace, or to keep pace with consumers' changing values, wants and needs. Innovation and marketing are central tenets of modern management, too. How do you harness market knowledge to position yourself as distinctive and essential, and to predict what people will want and use? How can you empower team members to come up with ingenious and elegant ideas?

In an earlier era, innovation often occurred in the first stage of production, which involved creating the product blueprint; innovation may also have altered the production process in order to bring costs down. But today, organizations increasingly aspire toward innovation at all stages, in order to compete and to thrive.

To enable innovation, leaders encourage a diversity of perspectives and empower employees to contribute in unconventional, 'left-field' ways; quite often, this plays out in ways that contradict the chain of command and strict discipline which characterized early management theory. For example, some companies formalize the freedom to experiment with 'left-field' ideas in programs like Google's "20% time" and Apple's "Blue Sky" program; these provide contractual 'free time' for employees to work on their own projects, which the company may later adopt and launch. (It's worth noting that this idea goes as far back as Edison, who encouraged a young Henry Ford to play around with combustion engines in his spare time while Ford worked at Edison's light bulb manufacturing plant.)

Ideas from everywhere: The new "crowd-sourced" workforce and on-call experts

Along with enabling creativity within their teams, in recent years, forward-looking organizations have become more sophisticated in harnessing participation from the public. Through social media platforms, open-source development environments and other collaborative tools, we're increasingly able to amass ideas from around the globe, and from people traditionally considered 'consumers' rather than the 'producers' of our organizations' goods and services.

This signals a profound reversal from Henry Ford's earlier efforts to gather people under one roof around a specific task; rather, as TED speaker Clay Shirky notes, we're now able to take the question or task to the people—who may not be 'employees' as we've traditionally thought of them, and who may never meet us face-to-face in our offices. Shirky predicts that in the coming decades, loosely coordinated groups will be increasingly influential and that "one arena at a time, one institution at a time" more rigidly managed organizations will move towards different and more open methods of management.

The technology that enables crowdsourced solutions also allows leaders to tap 'expert' knowledge from around the world. We have instant access to advice from thought leaders and consultants when we're overwhelmed by the array of information and the pace of innovation in today's world—but then managers must discern what's most helpful to achieve the organization's goals, filtering out what is and isn't useful. What's more, we need to be judicious about when and how we call in the experts: in her TED Talk, Noreena Hertz argues that the constant urge to defer to experts is damaging our ability to think independently and solve our own problems. Indeed, as you make your way through the talks in this TED Study, you'll need to decide for yourself what best applies to you and your team.

All work and no play: The need for balance

Today's technology enables managers and their teams to be connected to the office 24/7, if we want to be, and organizations can draw on workforces from all over the world, at short notice. This creates amazing opportunities and thorny problems for managers. For example, how should a manager interact with employees who may be scattered on several continents, working for multiple employers on several simultaneous projects?

Technology companies developed ways to manage the 'scrum' of work and organize loose networks of employees and stakeholders, in order to coordinate a wide range of activities. Outside the tech sector, these concepts are becoming increasingly central to modern management.

Even in a more standard office environment, the challenges of prioritizing and maintaining efficiency have multiplied. The stereotypical modern open-plan office with its endless meetings and distractions can make the idea of single-minded, creative problem solving seem impossible, as Jason Fried notes in his TED Talk "Why work doesn't happen at work."

It would be difficult to explore the evolution of management without also considering the evolution of work itself. How much work do we actually want to do? And how much are we able to do, before it starts to adversely affect our lives and the organizations we work for?

Striking the right balance between our professional and personal lives is becoming easier and more difficult. For example, our ability to connect to the office 24/7 provides flexibility, but it also means managers and their teams may be tempted—or expected—to put in more hours than ever before. TED speaker Nigel Marsh suggests that workers need to set and enforce their own, individual boundaries, but he doesn't let their employers off the hook: managerial (and organizational) duty of care must come into play. This is a huge societal issue, one that's measured by national governments and critical to our individual health and happiness. But it's not solely an altruistic appeal—for organizations with an eye on productivity, employee engagement and retention, it's simply smart business.

Facebook COO and TED speaker Sheryl Sandberg is particularly interested in the challenges that many women face as they advance in their professions and become wives and mothers. Although many fathers undoubtedly feel these pressures as well, Sandberg notes that by and large it's women who are dropping out of the workforce, and this means that women are all too often conspicuously absent from the top levels of governments, corporations and other organizations. Sandberg asks managers to consider what messages they're sending to the young women in their organizations, and to create ways for all people to engage fully at work so that we benefit from their diverse and valuable perspectives.

Sandberg is candid about her own struggles with work-life balance, and her example is also interesting because it touches on so many of the other issues that we've raised in this introductory essay. Facebook is a company of 7,000 employees working across 15 countries, constantly striving to meet the needs of its more than one billion users and figuring out how to harness the power of that global network. It must continuously innovate to maintain its leadership position as social media proliferate at an amazing rate. Executives like Sandberg must nurture the talent and creative thinking of team members who fuel that innovation—or risk losing them to others who may offer more appealing opportunities.

Get started

Let's begin Leading Wisely with TED speaker Itay Talgam, who uses a musical metaphor to illuminate the evolution of management and describe different leadership styles in "Lead like the great conductors".

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Lead like the great conductors, relevant talks.

Simon Sinek

How great leaders inspire action.

The puzzle of motivation

Barry Schwartz

Our loss of wisdom.

Noreena Hertz

How to use experts -- and when not to.

Clay Shirky

Institutions vs. collaboration.

Sheryl Sandberg

Why we have too few women leaders.

Nigel Marsh

How to make work-life balance work.

Jason Fried

Why work doesn't happen at work.

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Article • 10 min read

Henri Fayol's Principles of Management

Understanding historical administrative theory.

By the Mind Tools Content Team

As your career progresses, you may find you do fewer technical tasks and spend more time guiding a team or planning strategy.

While that's often a given today, in the 19th century most companies promoted the best technicians. But Henri Fayol recognized that the skills that made them good at their jobs didn't necessarily make them good managers.

Who Was Henri Fayol?

Fayol was an engineer who worked his way up to become manager of the Compagnie de Commentry-Fourchambault-Decazeville mining company in France, at the tail end of the industrial revolution. Under his watch, the struggling firm prospered.

He wrote, "When I assumed the responsibility for the restoration of Decazeville, I did not rely on my technical superiority... I relied on my ability as an organizer [and my] skill in handling men." [1]

Fayol's 14 Principles of Management identified the skills that were needed to manage well. As well as inspiring much of today's management theory, they offer tips that you can still implement in your organization. Fayol also created a list of the five primary Functions of Management , which go hand in hand with the Principles.

What Is Administrative Theory?

Fayol called managerial skills "administrative functions." In his 1916 book, "Administration Industrielle et Générale," he shared his experiences of managing a workforce.

Fayol’s book – and his 14 Principles of Management – helped to form what became known as Administrative Theory . It looks at the organization from the top down, and sets out steps for managers to get the best from employees and to run a business efficiently.

Administrative Theory is characterized by people "on the ground" who share personal experiences, improve practices, and help others to run an organization. This contrasts with the Scientific Management school led by Frederick Taylor , which experimented with how individuals work to boost productivity.

What Are Fayol's 14 Principles of Management?

It was the reality of Fayol's day-to-day managing, seeing what worked and what didn't, that informed his 14 Principles of Management. By focusing on administrative over technical skills, the Principles are some of the earliest examples of treating management as a profession. They are:

• Division of Work. Assign each employee a task that they can become proficient at. Productivity increases as employees become more skilled, assured and efficient. Today, experts still warn against multi-tasking.
• Authority. Managers must possess the authority to give orders, and recognize that with authority comes responsibility. As well as rank, Fayol argues that a manager's intelligence, experience and values should command respect.
• Discipline. Everyone should follow the rules . To help, you can make agreements between the organization and employees clear for all to see. [2]
• Unity of Command. Fayol wrote that "an employee should receive orders from one supervisor only." Otherwise, authority, discipline, order, and stability are threatened.
• Unity of Direction. Teams with the same objective should be working under the direction of one manager, using one plan. That, Fayol wrote, "is the condition essential to unity of action, coordination of strength and focusing of effort."
• Collective Interest Over Individual Interest. Individuals should pursue team interests over personal ones – including managers.
• Remuneration. Employee satisfaction depends on fair remuneration for everyone – financial and non-financial. Fayol said pay should be fair and reward "well-directed effort."
• Centralization. Balancing centralized decision making (from the top) with letting employees make decisions. Or as Fayol wrote, "A place for everyone and everyone in his place."
• Scalar Chain. Employees should know where they stand in the organization's hierarchy and who to speak to within a chain of command. Fayol suggested the now-familiar organization chart as a way for employees to see this structure clearly. [3]
• Order. Fayol wrote that, "The right man in the right place" forms an effective social order. He applied the same maxim to materials: right one, right place. Academics note that this principle pre-empted the Just in Time (JIT) strategy for efficient production. [4]
• Equity. Managers should be fair to all employees through a "combination of kindliness and justice." Only then will the team "carry out its duties with... devotion and loyalty."
• Stability of Tenure of Personnel. Organizations should minimize staff turnover and role changes to maximize efficiency. If people are secure and good at their jobs, they are happier and more productive.
• Initiative. Employees should be encouraged to develop and carry out plans for improvement. As Fayol wrote, "At all levels of the organizational ladder, zeal and energy on the part of employees are augmented by initiative."
• Esprit de Corps. Organizations should strive to promote team spirit, unity, and morale.

What are Fayol's Five Functions of Management?

While Fayol's 14 Principles look at the detail of day-to-day management, his Five Functions of Management provide the big picture of how managers should spend their time. They are:

• Planning: the need "to assess the future and make provision for it." That includes a flexible action plan that considers a firm's resources, work in progress, and future market trends.
• Organizing: laying out lines of authority and responsibility for employees. This covers recruitment and training, coordinating activities, and making employees' duties clear.
• Commanding: getting the most from people. So, managers must know their employees' skills, delegate to tap into these skill sets, and set a good example.
• Coordinating: in a well-coordinated organization, departments know their responsibilities, the needs of other teams, and their obligations to them.
• Controlling: continually checking that rules, plans and processes are working as well as they should be.

Is Fayolism Still Relevant Today?

You only have to look at the language he used to see that Fayol was writing over 100 years ago. For example, he refers to employees as "men."

But, as Daniel Wren writes, "Without the contributions of these pioneers, such as Fayol, we would probably be teaching industrial engineering, sociology, economics, or perhaps ergonomics to those who aspire to manage. To be doing so would push us back to the 19th century when technical know-how reigned supreme as a path to managerial responsibility." [5]

And if you look closer, you'll discover that many of Fayol's points are fresh and relevant. Such as:

• His Principles advocate teamwork and working together for the mutual benefit of the business.
• The Five Functions reveal the need for organizations to plan and be agile in the face of changing market conditions.
• Fayol was one of the first people to recognize that management is a continuous process.
• Before human resources management, Fayol wrote about motivating people by inspiring initiative, commanding respect through values, and ensuring that people have the time and training they need to be happy and productive at work.
• The manager who is respected for their values leads by example , makes time to get to know their employees, and gives them the training they need, sounds a lot like a modern manager. Some of these ideas may seem a bit obvious, but at the time they were groundbreaking. And the fact that they've stuck shows just how well Fayol's Principles work.

Criticism of Fayol's Principles of Management

That's not to say that everyone is a fan of Fayol's Administrative Theory. Some detractors claim that:

It's unscientific. Fayol's critics question whether you can ground a theory in the observations of one person. But Fayol stressed that he was laying a foundation for others to build on.

This is just what Luther Gulick and Lyndall Urwick did in 1937 when they used Fayol's ideas to form their POSDCORB model for working efficiently. And research shows that more modern critics of Fayol – such as Mintzberg, Kotter and Hales – in fact use many of his ideas.

It's too prescriptive. If some of Fayol's Principles look dated, there's a reason for that. Many critics argue that one set of Principles can't govern all managers. In fact, Fayol wrote that his list was "incomplete," and that the Principles were flexible and adaptable.

Today, academics have shown how Fayol's work can be updated to complement modern management theorists, such as Porter. [2]

It's cold and inhuman. Critics of historical management theories point to an emphasis on efficiency over the social and psychological needs of workers. But managing with kindness, instilling a sense of initiative, and building morale reveal a level of consideration for workers that was enlightened at the time.

Fayol highlighted the differences between managerial and technical skills. What's more, he was one of the first people to recognize that "manager" is a profession – one whose skills need to be researched, taught and developed.

Fayol's 14 Principles and Five Functions helped to form Administrative Theory. It was progressed by workers and managers alike – non-academics who shared and learned from their experiences.

[1] Fayol, H. (2013). ' Administration Industrielle et Générale (General and Industrial Management) ,' Eastford, CT: Martino Fine Books.

[2] Yoo, J-W., Lemak, David J., & Choi. Y. (2006). 'Principles of Management and Competitive Strategies: Using Fayol to Implement Porter,'  Journal of Management History . Available here .

[3] Lunenburg, F.C. & Ornstein, A. (2021). ' Educational Administration Concepts and Practices ,' New York: Sage Publishing.

[4] Fells, M.J. (2000). 'Fayol Stands the Test of Time,'  Journal of Management History (Archive) . Available here .

[5] Wren, Daniel A. (1995). 'Henri Fayol: Learning From Experience,'  Journal of Management History (Archive) . Available here .

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1.1 Introduction to Principles of Management

Managers make things happen through strategic and entrepreneurial leadership.

Unsplash – CC0 Public Domain.

What’s in It for Me?

Reading this chapter will help you do the following:

• Learn who managers are and about the nature of their work.
• Know why you should care about leadership, entrepreneurship, and strategy.
• Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework.
• Learn how economic performance feeds social and environmental performance.
• Understand what performance means at the individual and group levels.
• Create your survivor’s guide to learning and developing principles of management.

We’re betting that you already have a lot of experience with organizations, teams, and leadership. You’ve been through schools, in clubs, participated in social or religious groups, competed in sports or games, or taken on full- or part-time jobs. Some of your experience was probably pretty positive, but you were also likely wondering sometimes, “Isn’t there a better way to do this?”

After participating in this course, we hope that you find the answer to be “Yes!” While management is both art and science, with our help you can identify and develop the skills essential to better managing your and others’ behaviors where organizations are concerned.

Before getting ahead of ourselves, just what is management, let alone principles of management? A manager’s primary challenge is to solve problems creatively, and you should view management as “the art of getting things done through the efforts of other people.” 1 The principles of management , then, are the means by which you actually manage, that is, get things done through others—individually, in groups, or in organizations. Formally defined, the principles of management are the activities that “plan, organize, and control the operations of the basic elements of [people], materials, machines, methods, money and markets, providing direction and coordination, and giving leadership to human efforts, so as to achieve the sought objectives of the enterprise.” 2 For this reason, principles of management are often discussed or learned using a framework called P-O-L-C, which stands for planning, organizing, leading, and controlling.

Managers are required in all the activities of organizations: budgeting, designing, selling, creating, financing, accounting, and artistic presentation; the larger the organization, the more managers are needed. Everyone employed in an organization is affected by management principles, processes, policies, and practices as they are either a manager or a subordinate to a manager, and usually they are both.

Managers do not spend all their time managing. When choreographers are dancing a part, they are not managing, nor are office managers managing when they personally check out a customer’s credit. Some employees perform only part of the functions described as managerial—and to that extent, they are mostly managers in limited areas. For example, those who are assigned the preparation of plans in an advisory capacity to a manager, to that extent, are making management decisions by deciding which of several alternatives to present to the management. However, they have no participation in the functions of organizing, staffing, and supervising and no control over the implementation of the plan selected from those recommended. Even independent consultants are managers, since they get most things done through others—those others just happen to be their clients! Of course, if advisers or consultants have their own staff of subordinates, they become a manager in the fullest sense of the definition. They must develop business plans; hire, train, organize, and motivate their staff members; establish internal policies that will facilitate the work and direct it; and represent the group and its work to those outside of the firm.

1 We draw this definition from a biography of Mary Parker Follett (1868–1933) written by P. Graham, Mary Parker Follett: Prophet of Management (Boston: Harvard Business School Press, 1995). Follett was an American social worker, consultant, and author of books on democracy, human relations, and management. She worked as a management and political theorist, introducing such phrases as “conflict resolution,” “authority and power,” and “the task of leadership.”

2 The fundamental notion of principles of management was developed by French management theorist Henri Fayol (1841–1925). He is credited with the original planning-organizing-leading-controlling framework (P-O-L-C), which, while undergoing very important changes in content, remains the dominant management framework in the world. See H. Fayol, General and Industrial Management (Paris: Institute of Electrical and Electronics Engineering, 1916).

Principles of Management Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Principles of Management: Essay on Principles of Management

This essay throws light upon the top fourteen principles of management according to Henry Fayol. The principles are: 1. Division of Labour 2. Authority and Responsibility 3. Discipline 4. Unity of Command 5 . Unity of Direction 6. Subordination of Individual Interest to General Interest 7. Remuneration 8. Centralisation 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure 13. initiative 14. Esprit De Corps.

Principle # 1. Division of Labour:

It means breaking the work into smaller units and assigning each unit to different individuals. Rather than performing the whole task alone, each individual performs only part of the task assigned to him. Performing the same task over and over again leads to specialisation and increases efficiency of organisational performance.

For example, a job is divided into 3 units: 1, 2 and 3. In organisation A, the same worker performs the three units and in organisation B, worker A performs unit 1, worker B performs unit 2 and worker C performs unit 3. Organisation B adopts the principle of division of labour.

Principle # 2. Authority and Responsibility:

Authority means “the right to give orders and the power to exact obedience.” Managers enjoy authority (right to give orders) by virtue of their position. They cannot, however, command obedience unless official authority is supplemented with personal expertise and knowledge.

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Responsibility means moral commitment to do the work assigned. It is the obligation to perform the assigned task to the best of one’s ability. There must be parity between authority and responsibility. They go hand-in-hand. In order to discharge responsibility, one must have authority commensurate with responsibility.

For example, if sales manager has to increase sales (responsibility), he must have the authority to design sales strategies like redesign the products, increase expenditure on advertisement or hire more people in the sales department etc. Unless allowed to do so, increase in sales may not be possible.

Principle # 3. Discipline:

Discipline means respect for rules and agreements.

This can be brought through:

(a) Effective leadership, guidance and motivation,

(b) Good supervision at all levels,

(c) Clear and fair agreement with employees, and

(d) Giving rewards for achievements and punishments for non-compliance to rules.

People should be disciplined not only because it comes from official authority but also because they feel it is important. It should be self imposed and people should feel committed to their leaders.

Principle # 4. Unity of Command:

It refers to one boss for one subordinate. Each employee should receive orders from one boss only. This helps in holding the workers responsible to their boss. In case they receive orders from more than one boss, it is likely that they would not be able to carry out instructions of either of them.

It will result in conflict of instructions and confusion about whose instructions hold priority over others. This is also likely to delay action on the part of subordinates. Unity of command helps in fixing responsibility, avoids conflicts and develops harmonious relationships amongst superiors and subordinates.

Principle # 5. Unity of Direction:

There should be one boss for one set of operations having the same objective, e.g., all operations related to finance should be grouped in finance department headed by the finance manager. It refers to one head for same set of activities.

All operations having the same objective are placed under one plan, usually one department. This department or plan should receive instructions from one manager only. Personnel manager shall frame policies for recruitment, selection, training and development for all the departments working throughout the organisation. All activities related to personnel shall be placed under direct guidance of personnel manager. This principle refers to “one head for one plan”.

Principle # 6. Subordination of Individual Interest to General Interest:

People work for their individual interests but the organisation appoints them for organisational interests. Though fulfillment of organisational objectives leads to satisfaction of individual objectives, yet if there arises a clash between individual and organisational goals, individual goals should not take precedence over organisational goals. Organisation is a group of people and every person should individually contribute his best towards the organisational goals.

Organisational goals are primary and individual goals are secondary. In the event of any controversy, individuals must surrender their goals in favour of organisational goals. However, management should also have fair agreement with the subordinates to satisfy their individual interests. If employees are satisfied, they do not overpower the general interest.

Principle # 7. Remuneration:

Remuneration means compensation for work done by employees. A good organisation has a fair system of remuneration. Equal pay should be paid for equal work. For additional output, additional payment should be paid in the form of bonus or higher wages. A fair system of remuneration keeps employers and employees satisfied and both work to promote organisational interests.

Principle # 8. Centralisation:

It means reservation of authority at top levels. An organisation where authority and power are retained at top organisational levels is a centralised organisation. When the authority and power are delegated to lower levels, it is said to be decentralised.

According to Fayol, “Everything that goes to increase the importance of the subordinates’ role is decentralisation, everything, which goes to reduce it is centralisation.” Organisations should maintain balance between centralisation and decentralisation, though it is difficult to ascertain when to centralize and when to decentralize.

There is more of centralisation in a small-sized organisation and more of decentralisation in a large-sized organisation. Fayol believed that managers should retain final responsibility for organisational tasks but also delegate authority to enable the subordinates to perform their tasks smoothly and efficiently.

Principle # 9. Scalar Chain:

It refers to the line of authority or chain of command moving from top to the bottom most level of the organisation.

A usual representation where authority flows in a line is as follows:

This chain must be respected for solving routine and non-routine problems. It is also known as hierarchy of authority. All orders flow from top to bottom and suggestions and complaints flow from bottom to top. Though effective, it becomes time-consuming for information to flow through scalar chain.

If two employees of different departments, say production and sales, wish to communicate with each other, they will have to follow a long chain if principle of scalar chain is respected. This chain should be followed if information to be communicated has to be necessarily brought to the notice of managers at different levels. If not necessary, some of the links of the chain may even be dropped. Information can flow directly between people of different departments at the same level.

This flow of information between people of the same level is called ‘Gangplank’ by Henri Fayol He suggests use of this method where communication has to be speeded up and activities of the two units are not disjointed, Le., it serves to fulfill the purpose of coordination between the two units.

This flow of information can be diagrammatically represented as follows:

BusinessEssay . (2023) 'Management Principles: Description and Importance'. 30 August.

BusinessEssay . 2023. "Management Principles: Description and Importance." August 30, 2023. https://business-essay.com/management-principles-description-and-importance/.

1. BusinessEssay . "Management Principles: Description and Importance." August 30, 2023. https://business-essay.com/management-principles-description-and-importance/.

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BusinessEssay . "Management Principles: Description and Importance." August 30, 2023. https://business-essay.com/management-principles-description-and-importance/.

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• Communication

Management Principles

Updated 15 May 2023

Subject Communication ,  Marketing ,  Management

Downloads 30

Category Sociology ,  Business

Topic Effective Communication ,  Planning ,  Leadership

The capacity to effectively communicate is a critical component of successful company planning, leadership, organization, and control. This is due to the importance of communication in management decision making as well as a company's overall profitability. According to Beebe and Masterson (2014), communication is the process by which information is conveyed from one person to another. According to Grunig (2013), a lack of effective information has a negative impact on organizational management. Steyn (2012) posts that some principles must be followed in order to have good communication. These principles are sometimes referred to as the 7C’s and include clarity, conciseness, completeness, consideration, concreteness, correction, and courtesy. Furthermore, any message should be relevant to the intended audience in order to be effective. Hence, the lack of insight in any of this principles will affect the effectiveness of a message. This report critically discusses the principles of communication management using the most relevant theories.

Communication Management Principles

According to the principle of clarity, communication should use easy language that can be understood by both parties. Beebe & Masterson (2014) argue that the medium of communication is language and, as such, it must be understandable and clear. For the message to be clearly understood by the receiver, the words must be unambiguous and simple. The importance of clarity, as per Grunig (2013), is to prevent the creation of confusion. Hence, the lack of clarity affects the effectiveness of a message. However, Goetsch & Davis (2014) argue that accomplishing the goal of clarity is not always ready because the experiences of each person are different as well as various words mean different things to all people. Thus, a message that lacks clarity is a failed one because it does not accomplish its purpose. In relation to this, Steyn (2012) suggests using familiar and short words in the communication process, for example, by using illustrations to relay a clear message.

Concerning the principle of completeness, Leathers & Eaves (2015) assert that every message must have a logical and clear conclusion. Every communication must be adequate and complete; in other words, it should be self-sufficient and should not need any support from other messages. A message is considered to be complete when it incorporates all aspects of the listener and reader needs to react to their desired outcome. Steyn (2012) identifies three reasons for completeness. First of all, complete messages have a high likelihood of bringing the desired results. Secondly, they help organizations to avoid costly lawsuits that can occur if vital information is missing. Lastly, complete messages build goodwill.

On the other hand, incomplete messages have the tendency of keeping the receiver guessing and delaying actions in most cases (Moore et al., 2010). For example, when a firm manager instructs workers to produce a product, the manager must specify the quality, shape, exact size, and cost. Further, Moore et al. (2010) posit that while striving for completeness, organizations should always answer all questions asked, check for all essentials, and even give more so that the reader is not left wondering if there is more to come.

Besides clarity and completeness, conciseness messages save resources in terms of both money and time for both the receiver and the sender. Conciseness, as per Pawlikowska et al. (2012), is the ability of a message to be brief and convey its purpose using fewest possible words. According to Richmond, McCroskey, and Powell (2012). conciseness enhances emphasis because the elimination of unnecessary words in a message makes the vital ideas stand out. In their research on management, Pawlikowska et al. (2012) argue that organizations can achieve conciseness by avoiding unnecessary repetition, using only relevant statements as well as avoiding wordy expressions. On the contrary, achieving conciseness does not imply losing completeness of the message. Instead, it means using brief and to the point sentences by only including the most relevant content. For example, a message like “We were not able to send the cartoons in time due to the fact that the truckers were on strike” can be replaced by a concise one like “We were unable to send the cartoons in time because of the truckers’ strikes.” As evident from this example, conciseness does not eliminate the completeness but ensures the message is brief and straight to the point to save time.

The principle of correctness posits that communication should involve the use of the right language with accurate facts and figures (Richmond, McCroskey & Powell, 2012). The sender is highly likely to lose credibility in a message that is not conveyed correctly. The message can be effective mechanically and grammatically but fail to achieve its purpose. This is because the correctness implies using correct spelling, punctuation, and grammar, the right level of language, selecting nondiscriminatory messages as well as accurate figures and facts. It is an important principle because if communicated, it helps to build confidence. Therefore, a person should not relay any messages unless they are completely sure that it is correct. Scarborough & Zellou (2013) confirm that a correct message greatly impacts on the reader and audience. This is because it checks for accurateness and precision of the figures and facts used in the message.

Consideration, as per Steyn (2012), implies developing every message with the recipient in mind and attempting to put oneself in their place. Effective communication must consider the education level, mindset, and background, as well as the audience’s viewpoints. It is, therefore, crucial to envisage the audience and their requirements, as well as their emotions and problems. Shockley-Zalabak (2011) suggest ensuring that self-respect of the audience is observed and not harming their emotions. It is only after visualizing these aspects of the audience that one can consider the human touch, empathy, and understand the human nature. In order to effectively use the principle of consideration in communication, it is vital to show the audience benefits, to focus on ‘you’ instead of ‘I’ and ‘we’ as well as to put more emphasis on pleasant facts applying ethics and integrity. The factors that play a role in the communication management principle are interests, age, the level of education, and professional knowledge (Goetsch & Davis, 2014).

Another principle of communication is concreteness. Concreteness implies being clear and particular, specific and definite instead of being general and vague in communication (Grunig, 2013). Moreover, concrete messages are characterized by the use of clear words that build the reputation and a communication that can be supported by specific figures and facts (Goetsch & Davis, 2014). Therefore, the sender of the message should choose vivid words, use specific figures and facts as well as put actions in the verbs. It has been argued by Leathers & Eaves (2015) that concreteness reinforces confidence because it makes the message more specific and vivid. Although it is vital to ensure that a message has vital details and facts, nothing should deter its focus. For example, when talking about the productivity of a company, one can use the production figures and facts to make the message more concrete. In such a scenario, the production manager can avoid using confusing words; in order to achieve success, the production manager should use proper words and regulate their voice to emphasize on crucial points.

In regards to courtesy, Moore et al. (2010) state that while the message should show the expression of the sender, it should also respect the receiver. It is imperative for the sender to be very polite, reflective, judicious, and enthusiastic. Thus, a courteous message should consider both the feelings and the viewpoints of the receiver. Moreover, the courteous message must be focused on the audience and be positive (Scarborough & Zellou, 2013). This is because the good leader should respect the receiver of the message by using a tone that reflects it towards the listeners. Pawlikowska et al. (2012) assert that a lot can be achieved by using gestures and polite words, being thoughtful, appreciative, and tactful. The importance of courtesy is seen in the fact that it builds goodwill. Furthermore, to ensure an effective communication, the sender should apologize kindly in the case of any inconveniences. Examples of phrases that can be used to express courtesy include ‘thank you’ and ‘please’.

Also, Grunig (2013) posits that every message must be relevant to the intended audience. In other words, any message must clearly relate to the intended audience. For example, the way one writes a cubicle report is not similar to a public speech. Therefore, in a case of addressing young children, one must use a language that they can understand with ease and not a language they would use when addressing campus students. The relevant message reflects education level, age as well as the aims and objectives of the audience.

In conclusion, there are seven principles of communication management. First, the principle of completeness stresses the importance of communicating all the necessary facts so that the receiver is not left wondering whether there is more to come. Completeness is imperative in a case when the manager has to bring the desired response. Second, conciseness involves being straight to the point by writing briefly and using specific words. It is vital in communication process because it saves both time and money since the concise message is more comprehensible and appealing to the audience. While communicating, it is also necessary to put the human nature into consideration; by using the right words, the manager can prevent hurting people’s emotions. Consideration principle involves focusing on positive facts. Correctness, on the other hand, entails using the accurate affects and figures as well as builds the credibility of information. It is also important to be clear by conveying the message in a way that the receiver will understand best. Next, courtesy is grounded on a sincere attitude and involves apologizing and omitting hurtful statements. Lastly, clarity involves using words that can be understood by the receiver. Evidentially, the effective communication management must integrate all these principles.

Beebe, S. A., & Masterson, J. T. (2014). Communicating in small groups: Principles and practices. Pearson Higher Ed.

Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Grunig, J. E. (2013). Excellence in public relations and communication management. Routledge.

Leathers, D. G., & Eaves, M. (2015). Successful nonverbal communication: Principles and applications. Routledge.

Moore, A., Butt, D., Ellis‐Clarke, J., & Cartmill, J. (2010). Linguistic analysis of verbal and non‐verbal communication in the operating room. ANZ journal of surgery, 80(12), 925-929.

Pawlikowska, T., Zhang, W., Griffiths, F., Van Dalen, J., & van der Vleuten, C. (2012). Verbal and non-verbal behavior of doctors and patients in primary care consultations–How this relates to patient enablement. Patient education and counseling, 86(1), 70-76.

Richmond, V. P., McCroskey, J. C., & Powell, L. (2012). Organizational communication for survival. Pearson Higher Ed.

Scarborough, R., & Zellou, G. (2013). Clarity in communication:“Clear” speech authenticity and lexical neighborhood density effects in speech production and perception. The Journal of the Acoustical Society of America, 134(5), 3793-3807.

Shockley-Zalabak, P. (2011). Fundamentals of organizational communication. Allyn & Bacon.

Steyn, B. (2012). Strategic management roles of the corporate communication function (Doctoral dissertation).

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Principles of Management essay

Principlesof Management

InstitutionalAffiliations

Inthe current world, management cuts across many events conducted inour daily lives. Organization of activities and strategies to followa given desired approach is met by the administration. In efforts toachieve a right and proper system, therefore, those involved areobliged to ensuring they remain within an identified bracket that isdetermined by the several virtues of management discussed below.

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What is the issue? What is the source of information?

Theissues highlighted in this article is the models that are fundamentalto any successful management and leadership actions at the respectiveplaces. It suggests the appropriate techniques organizations requireto foster their ruling actions within their internal operation. Thesource of this article is a journal by Wren, D.A. et.al sourced fromthe URL:www.toolshero.com/management/14-principles-of-management .

How does the issue affect the management of a company?

Lackof enthusiastic managers, for instance, is a clear indicator offailure for any business. Exercising the principles suggested in thearticle has seen many companies grow and become very competitivewithin the markets. Poor management would cause wrangles between theauthority and the workers, and this would lead to losses and evenfailure of the company. A good example is Roger Communications Inc.in Canada who had to hire a sales customer manager from Google Inc.to improve its services. The best solutions for the weak governorshipis withdrawal from power and demotions.

How does the economy of U.S affect the issue?

Thedevelopment of the economy of U.S.A requires a tally in theemployment skills for those to take up the leadership positions. Ithas, therefore, forces many individuals to pursue leadership trainingbefore they apply for the vacancies. There has been a report on theskills gap in management, and many economists have explained that themajority of the skilled worker have gone to offer services overseasleaving a threat in the business in U.S.A.

How does legislation affect the issue?

Sincemany cooperation is after profit making, they might overlook therights of the workers. The laws of each nation are enacted to ensurethe human rights are protected. Cases of employing children, poorwages to the employees and insurance policies are all regulated bythe legislative bodies. Many nations have left this area unattended since many companies ranging from the public to the private sectionhave experienced workers’ strikes for allegedly low pay and poorhuman right considerations. It is therefore, an obligation of thelegislation to protect its citizens and the cooperate industry.

What is your opinion on the issue?

Finally,I would argue that leaders are not born but rather are made. It isnot easy for anyone in authority to practice the essential virtues ofgood management but through training, it has proved to work in manyareas of applications such as industries.

Wren, D. B. (2002). The Foundation of Henry Fayol`s Administrative Theory. Management Decision , 906-918.

Christian Management Principles Essay

Introduction, management from a christian perspective.

Management is the activity of evaluating, organizing, and executing in order to preserve or enhance a competitive edge. The assessment procedure involves evaluating both the internal and external settings. In regards to the Christian perspective, management should consider the role of leadership as that of a custodian who stewards resources given to them for the advancement of God-directed goals and to God’s glory. For example, the Christian view on management notion of administration dates back to the world’s creation, when God tasked different individuals with governing duties by organizing, planning, leading, and controlling various jurisdictions, people, and scenarios. Hence, management from a Christian perspective is a chief facet of stewarding that executives utilize to steer organizations to their utmost success, eliminating the possibility of failure.

The quality of a leader determines an organization’s and a person’s competence. In the Biblical perspective of leadership, the story of Jesus in St Luke’s Gospel is fundamental in aiding Christians in being organized through adequate human resourcing. Staff organization in companies is an effective measure of achieving a harmonious working setting. For example, one may argue that implementing human resources procedures that handle people with respect, assist them in improving their knowledge, skills, and abilities, and securely compensate them is a spiritual representation of God’s grace and compassion (O’Brien, 2019). In recruitment and selection, Jesus generated an image of the organization that captivated a competent workforce of disciples, from whom he chose 12 apostles, as described in the following biblical passages: The Call of Peter, Andrew, James, and John (Luke 5:8-11), The Call of Levi or Matthew (Luke 5:27-28), and The Ordination of the Twelve (Luke 6:12-16) (Adeleye-Olusae, 2019). In this manner, Jesus identified a set of followers to dispatch to assist him in spreading ministry activity. Hence, this is critical for executives to select workers that will enhance the organization’s goals.

Christians may use this specific example to consider the usefulness of having a robust blueprint in management principles from a biblical viewpoint. Specifically, David’s life provided examples of how he used the management philosophy to his advantage. Throughout his life, he implemented the planning management concept. David’s ability to plan was clearly shown by how he assigned work hours to his soldiers. God gave David the ability to arrange his army and officers in a way that reflected God’s will, which eventually contributed to his leadership success in conquering unprecedented obstacles.

“All this is in writing,” David said, “because the hand of the Lord was upon me, and he gave me an understanding of all the details of the plan (Saffold, 2020). — I Chronicles 28:19

From the scriptural passage, it is evident that David the King had a plan that God granted; for instance, he had comprehension skills that ensured he subdued his enemies. As such, the hand of the Lord guided the whole procedure. In this sense, managers in the organization should always seek God’s intervention in a bid to ensure they accomplish their plans.

Organizations that desire to flourish need exceptional leaders who are more than simply capable managers and administrators. They require charismatic leaders who can persuade people to surrender their self-preferences for the sake of the overall firm management. From a Christian perspective, Abraham plays a tremendous role as a transformational leader in ensuring proper management by leading people (Eve, 2021). According to the Bible, Abraham’s charisma was crucial to accomplishing God’s goal. Consequently, his captivating demeanor ensured that many others wanted to mimic and resemble him. God’s promise in Genesis 12:3 bolstered Abraham’s charisma: “I will bless those who bless you, and whoever curses you, I will curse, and all individuals on the planet will be honored through you. (Eve, 2021) “Abraham was so captivating and eventually effective in his attempts. Therefore, Christian leaders who desire successful organizational leadership should emulate Abraham’s attributes.

Additionally, the essence of management requires control over a distressful situation in an organization. For example, from a Christian perspective, the story of Joseph depicts resilience and control over situations. By using his God- Joseph was able to effectively guide Egypt to overcoming the agricultural calamity due to his competence and insight (Kusi, 2021). When the seven years of bountiful harvests arrived, Joseph devised a technique for storing food in preparation for the next drought. As such, this cajoles leaders to learn as much as possible about the current condition of organizations at the start of their service to control situations.

Overall, Christ-inspired pursuits inspire and affect others as the eventual aim of management. Good governance inspires people to live for Christ and realize his divine destiny for mankind and each person. Christian leadership does not have its foundations in the world’s values, which are believed to be absolutely inferior in comparison to God’s standards. In many organizations today, authorities are seen attempting to dominate others, mistreat them, and quiet them into a fake acquiescence. The administration is not motivated by Christ or his principles but by the disregard for others and self-centeredness. Hence, the stories of Jesus, David, Abraham, and Joseph portray the ideals of the effective management aspect of organizations that every leader should adopt to enhance grand organization achievements.

Adeleye-Olusae, L. (2021). I want to share with you a couple of things Jesus did as a human resource management professional . 1. Linkedin.com. Web.

Eve, R. (2021). Transformational leadership in the Old Testament . HubPages. Web.

Kusi, M. (2022). LinkedIn . Linkedin.com. Web.

O’Brien, R. (2019). Human resource management through a spiritual lens – business as mission . Businessasmission.com. Web.

Saffold, G. (2020). Planning with Mind & Heart – Leading God’s Way . Saffold.com. Web.

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IvyPanda. (2024, April 16). Christian Management Principles. https://ivypanda.com/essays/christian-management-principles/

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IvyPanda . (2024) 'Christian Management Principles'. 16 April.

IvyPanda . 2024. "Christian Management Principles." April 16, 2024. https://ivypanda.com/essays/christian-management-principles/.

1. IvyPanda . "Christian Management Principles." April 16, 2024. https://ivypanda.com/essays/christian-management-principles/.

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IvyPanda . "Christian Management Principles." April 16, 2024. https://ivypanda.com/essays/christian-management-principles/.

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Meeting Time: 09:45 AM‑11:00 AM TTh  Instructor: Ali Anwar Course Description: Cloud computing serves many large-scale applications ranging from search engines like Google to social networking websites like Facebook to online stores like Amazon. More recently, cloud computing has emerged as an essential technology to enable emerging fields such as Artificial Intelligence (AI), the Internet of Things (IoT), and Machine Learning. The exponential growth of data availability and demands for security and speed has made the cloud computing paradigm necessary for reliable, financially economical, and scalable computation. The dynamicity and flexibility of Cloud computing have opened up many new forms of deploying applications on infrastructure that cloud service providers offer, such as renting of computation resources and serverless computing.    This course will cover the fundamentals of cloud services management and cloud software development, including but not limited to design patterns, application programming interfaces, and underlying middleware technologies. More specifically, we will cover the topics of cloud computing service models, data centers resource management, task scheduling, resource virtualization, SLAs, cloud security, software defined networks and storage, cloud storage, and programming models. We will also discuss data center design and management strategies, which enable the economic and technological benefits of cloud computing. Lastly, we will study cloud storage concepts like data distribution, durability, consistency, and redundancy. Registration Prerequisites: CS upper div, CompE upper div., EE upper div., EE grad, ITI upper div., Univ. honors student, or dept. permission; no cr for grads in CSci. Complete the following Google form to request a permission number from the instructor ( https://forms.gle/6BvbUwEkBK41tPJ17 ).

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Meeting Time: 11:15 AM‑12:30 PM TTh  Instructor: Yogatheesan Varatharajah Course Description: Machine Learning is transforming healthcare. This course will introduce students to a range of healthcare problems that can be tackled using machine learning, different health data modalities, relevant machine learning paradigms, and the unique challenges presented by healthcare applications. Applications we will cover include risk stratification, disease progression modeling, precision medicine, diagnosis, prognosis, subtype discovery, and improving clinical workflows. We will also cover research topics such as explainability, causality, trust, robustness, and fairness.

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Meeting Time: 04:00 PM‑05:15 PM TTh  Instructor: Qianwen Wang Course Description: This course aims to investigate how visualization techniques and AI technologies work together to enhance understanding, insights, or outcomes.

This is a seminar style course consisting of lectures, paper presentation, and interactive discussion of the selected papers. Students will also work on a group project where they propose a research idea, survey related studies, and present initial results.

This course will cover the application of visualization to better understand AI models and data, and the use of AI to improve visualization processes. Readings for the course cover papers from the top venues of AI, Visualization, and HCI, topics including AI explainability, reliability, and Human-AI collaboration.    This course is designed for PhD students, Masters students, and advanced undergraduates who want to dig into research.

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Visualizations for Intelligent AR Systems

Meeting Time: 04:00 PM‑05:15 PM MW  Instructor: Zhu-Tian Chen Course Description: This course aims to explore the role of Data Visualization as a pivotal interface for enhancing human-data and human-AI interactions within Augmented Reality (AR) systems, thereby transforming a broad spectrum of activities in both professional and daily contexts. Structured as a seminar, the course consists of two main components: the theoretical and conceptual foundations delivered through lectures, paper readings, and discussions; and the hands-on experience gained through small assignments and group projects. This class is designed to be highly interactive, and AR devices will be provided to facilitate hands-on learning.    Participants will have the opportunity to experience AR systems, develop cutting-edge AR interfaces, explore AI integration, and apply human-centric design principles. The course is designed to advance students' technical skills in AR and AI, as well as their understanding of how these technologies can be leveraged to enrich human experiences across various domains. Students will be encouraged to create innovative projects with the potential for submission to research conferences.

Registration Prerequisites: Complete the following Google form to request a permission number from the instructor ( https://forms.gle/Y81FGaJivoqMQYtq5 ). Students are expected to have a solid foundation in either data visualization, computer graphics, computer vision, or HCI. Having expertise in all would be perfect! However, a robust interest and eagerness to delve into these subjects can be equally valuable, even though it means you need to learn some basic concepts independently.

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Meeting Time: 09:45 AM‑11:00 AM  Instructor: Abhishek Chandra Course Description: In recent years, there has been a dramatic increase in the pervasiveness, scale, and distribution of computing infrastructure: ranging from cloud, HPC systems, and data centers to edge computing and pervasive computing in the form of micro-data centers, mobile phones, sensors, and IoT devices embedded in the environment around us. The growing amount of computing, storage, and networking demand leads to increased energy usage, carbon emissions, and natural resource consumption. To reduce their environmental impact, there is a growing need to make computing systems sustainable. In this course, we will examine sustainable computing from a systems perspective. We will examine a number of questions:   • How can we design and build sustainable computing systems?   • How can we manage resources efficiently?   • What system software and algorithms can reduce computational needs?    Topics of interest would include:   • Sustainable system design and architectures   • Sustainability-aware systems software and management   • Sustainability in large-scale distributed computing (clouds, data centers, HPC)   • Sustainability in dispersed computing (edge, mobile computing, sensors/IoT)

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