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CSS English Precis, 1981 PDF

Management involves creating rules to regulate organizations efficiently without manager involvement. Carefully considered rules benefit workers and management by providing clarity and preventing arbitrary behavior. However, rules must change with conditions and needs to avoid mediocrity from excessive rule-bound structures, which risk employees doing just enough to comply. Ensuring rules can reasonably be followed prevents absurdity from undermining respect for all rules and harming organizational structure.

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Waqar Ahmad
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497 views

CSS English Precis, 1981 PDF

Management involves creating rules to regulate organizations efficiently without manager involvement. Carefully considered rules benefit workers and management by providing clarity and preventing arbitrary behavior. However, rules must change with conditions and needs to avoid mediocrity from excessive rule-bound structures, which risk employees doing just enough to comply. Ensuring rules can reasonably be followed prevents absurdity from undermining respect for all rules and harming organizational structure.

Uploaded by

Waqar Ahmad
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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CSS English Précis, 1981

An important part of management is the making of rules. As a means of regulating the functioning of an organization so that most
routine matters are resolved without referring each issue to the manager they are an essential contribution to efficiency. The mere
presence of carefully considered rules has the double-edged advantage of enabling workers to know how far they can go, what is
expected of them, and what channels of action to adopt on the one side, and, on the other, of preventing the management from
the behaving in a capricious manner. The body of rules fixed by the company for itself acts as its constitution, which is binding
both on employees and employers, however, it must be remembered that rules are made for people, not people for rules. If
conditions and needs change rules ought to change with them. Nothing is sadder than the mindless application of rules which are
out-date and irrelevant. An organization suffers from mediocrity if it is too rule-bound. People working in will do the minimum
possible. It is called “working to rule or just doing enough to ensure that rules are not broken. But this really represents the lowest
level of the employer/employee relationship and an organization afflicted by this is in an unhappy condition indeed. Another
important point in rule-making is to ensure that they are rules which can be followed. Some rules are so absurd that although
everyone pays lip-service to them, no one really bothers to follow them. Often the management knows this but can do nothing
about it. The danger of this is, if a level of disrespect for one rule is created this might lead to an attitude of disrespect for all rules.
One should take it for granted that nobody likes rules, nobody wants to be restricted by them, and, given a chance, riots people
will try and break them. Rules which cannot be followed are not only pointless, they are actually damaging to the structure of the
organization.

Key points from the Passage:


1. Rules are made by management to regulation the working of organization and to make the
operations efficient.
2. Rules results in controlling the behavior of both employees as well as managers.
3. Rules should be dynamic to cater the needs of changing situation.
4. A perfectly rules-bound organization faced low level of employees productivity and mediocrity
overall.
5. In absence of Simplified, understandable rules, absurd rules lead to change in behavior of
employees. Element of respect for rules in them may decrease overall.

An important part of management is the making of rules. As a means of regulating the functioning of an organization so that most
routine matters are resolved without referring each issue to the manager they are an essential contribution to efficiency.

Management involves creating rules as a means of regulating an organization for efficient routine resolution without
manager involvement.

The mere presence of carefully considered rules has the double-edged advantage of enabling workers to know how far they can
go, what is expected of them, and what channels of action to adopt on the one side, and, on the other, of preventing the
management from the behaving in a capricious manner.

Carefully considered rules can benefit both workers and management.

The body of rules fixed by the company for itself acts as its constitution, which is binding both on employees and employers,
however, it must be remembered that rules are made for people, not people for rules. If conditions and needs change rules ought
to change with them.

It is also important to remember that rules should change with changing conditions and needs.
Nothing is sadder than the mindless application of rules which are out-date and irrelevant. An organization suffers from mediocrity
if it is too rule-bound. People working in will do the minimum possible. It is called “working to rule or just doing enough to ensure
that rules are not broken. But this really represents the lowest level of the employer/employee relationship and an organization
afflicted by this is in an unhappy condition indeed.

An organization can suffer from mediocrity if it is too rule-bound, and employees will only do the minimum.

Another important point in rule-making is to ensure that they are rules which can be followed. Some rules are so absurd that
although everyone pays lip-service to them, no one really bothers to follow them. Often the management knows this but can do
nothing about it. The danger of this is, if a level of disrespect for one rule is created this might lead to an attitude of disrespect for
all rules. One should take it for granted that nobody likes rules, nobody wants to be restricted by them, and, given a chance, riots
people will try and break them. Rules which cannot be followed are not only pointless, they are actually damaging to the structure
of the organization.

It is important to ensure rules can be followed and not to be so absurd that they are not followed, as this can lead to
disrespect for all rules and damage the structure of the organization.

Effective Rule-Making in Management:


Management involves creating rules as a means of regulating an organization for efficient routine resolution without manager
involvement. Carefully considered rules can benefit both workers and management, but it is important to remember that rules
should change with changing conditions and needs. An organization can suffer from mediocrity if it is too rule-bound, and
employees will only do the minimum. It is important to ensure rules can be followed and not to be so absurd that they are not
followed, as this can lead to disrespect for all rules and damage the structure of the organization.

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