CLASSICAL VIEWPOINT:

1.SCIENTIFIC MANAGEMENT:
As this is an approach where the manager has to focus on scientific
study of work methods to improve the employees’ efficiency, we were
intrigued to know the manager's answer to how he uses scientific
method to get his job done. j. explained this through a very good
example. They told us that he had to arrange a big summer event to
boost Eid sales.
TAYLORS FOUR PRINCIPLES:

1.Study each part scientifically:

J. studied each task required to make the event successful which were
to make calls for the posters, to make sure there is an increased supply
of products beforehand, to hire more electricity(lights) instruments and
furniture on loan etc. 
So he made notes of all the things that needed to be done in order to
not to forget anything.
TAYLORS FOUR PRINCIPLES:

2. Select and train worker scientifically:

The next step was to select a proper worker for a job and to train them.
Therefore ,J. selected everyone according to his personal experience
about each workers' efficiency and guided them about all the tasks
properly. He advised them to stay focused, be polite and helpful to
customers all the time.
TAYLORS FOUR PRINCIPLES:

3.co operate with worker:

j. ensured that there is a friendly but strict environment at his
workplace so that everyone can cooperate with him.
4. Divide work between management and worker:
Lastly, j. divided all the work among workers equally so no one would
be burdened by the task and workers would be responsible for
executing work accordingly.
BUREAUCRATIC MANAGEMENT:
This is J.’s  approach to run the organization smoothly in a rational manner
without the CEO or managers involvement.

WEBER'S IDEAL BUREAUCRACY:

1. Impersonality:
Selection at J. is made through a complete procedure and when a member comes up
with the criteria then they are selecting an individual for a specific position. For example
for a cashier they have minimum qualification is accounting, bs in business or economics.
Likewise they are promoted by cumulative analysis of their dedication to work and based
on the performance. For example their punctuality, discipline, and how an employee
benefits the company in generating revenue. Thus depicts impersonality at J.
WEBER'S IDEAL BUREAUCRACY:

2. Formal rules and procedures:

Formal rules were also made and those rules are equally implemented
in every branch and department. This is to ensure uniformity and to
specify the work behavior desired fromJ.s’ employees
3.well defined hierarchy:
The hierarchy chart also shows that J. is following the third rule of
Weber's well defined hierarchy.
WEBER'S IDEAL BUREAUCRACY:

4. specialization of labor:
When it comes to specialization of labor, then it is also
practically implemented at J.. The Cashier is assigned with
cash thus he performs his work more efficiently and
effectively. General managers perform their work, their task of
planning a specific goal and look after the performance of
work and management of the store.
WEBER'S IDEAL BUREAUCRACY:

5. Career advancement on the basis of merit:

Selection and promotion on the basis of a member's
qualification and performance is an approach at J. This
encourages the workers to work with more dedication. Thus
following the Career Advancement on the basis of the Merit
point of Weber's ideal bureaucracy.
ADMINISTRATIVE MANAGEMENT:
• Fayol's management theory is also applicable at J. These
days businesses have assumed a wider dimension as a result
of which numerous problems arise in day to day activities
and the manager of the organization has to solve these
problems. A manager needs guidelines to grapple with the
problems and run the organization efficiently. The principles
of management guide the managers.
 THE  14 PRINCIPLES OF
MANAGEMENT:

1- DIVISION OF WORK:
We can clearly see the division of labor from top level to branch level.
Everyone is assigned with a specific task to do. Cashier had to do work
related to cash deposits. The manager was doing his task of sharing the
information with the top level head and was also looking at the
employees. Likewise HR hires quality people and the IT sector looks
after the connection to different branches.
 THE  14 PRINCIPLES OF
MANAGEMENT:
2- AUTHORITY:
At J. everyone knows their place and work. The supervisor
holds the authority over the lower ones. The top manager over
the middle ones, middle ones over the first line ones and the
first line ones over the employees and other staff. Ofcourse,
they are responsible for the work of the people working under
them.
 THE  14 PRINCIPLES OF MANAGEMENT:

3- DISCIPLINE: 
Like any other organizations J. is also having a complete set of rules and
regulations which are implemented on each and everyone in the
organization.

4-SUBORDINATION OF INDIVIDUAL INTERESTS TO GENERAL INTERESTS: 

Everyone at J. was working to a specific task of generating more revenue
and attracting more customers. None of the employees are working for
their individual interests.
 THE  14 PRINCIPLES OF
MANAGEMENT:
5- UNITY OF COMMAND: 
Unity of command is different from each store to the top level.
When it comes to the command at branch level it is in the hands
of the branch manager. Then when we look at the area level
managers ,and then the top level manager handles the top level
command. 
 THE  14 PRINCIPLES OF
MANAGEMENT:

6- UNITY OF DIRECTION: 
Every department of the J. brand is working for one specific goal. Same
is true for every branch and employees which are working to make J.
the top clothing brand of Pakistan. Now they plan to make the sales
20% higher than last year’s, which is only possible by coordination of
each department and the stores.
 THE  14 PRINCIPLES OF
MANAGEMENT:

7-REMUNERATION OF EMPLOYEES: 
J. is paying a handsome amount of salary to the employees. They also give
rewards to the sales staff upon completing their target. Moreover, when a
branch completes a specific target, all of the employees are rewarded.

8-EQUITY: 
Manager told us that he mainly focuses on showing equity and equality to each
employee. The company is conscious about the principle of equity.
 THE  14 PRINCIPLES OF
MANAGEMENT:
9-CENTRALISATION AND DECENTRALIZATION: 
J.  is working on the basis of centralisation. Board of directors and CEO
decides main activities and then that plan is executed uniformly
throughout the branches. One good thing is that each employee can
suggest their point of view.
 THE  14 PRINCIPLES OF
MANAGEMENT:
10-SCALAR CHAIN: 
J. is also implementing the principle of scalar chain principle. When a
plan is decided or information is needed to share, they follow the chain
of systems. Information is shared from top managers to the middle line
and then to the first line manager. Same is the sequence applied when
going from bottom to top.
 THE  14 PRINCIPLES OF
MANAGEMENT:
11-ORDER:
Our observation made it clear that all goods and products were placed
where they should have been and the employees also worked at their
predetermined place. Cahiers were working in their places and the
manager was working in his office. Moreover all the objects are placed
in their specific positions.
THE  14 PRINCIPLES OF
MANAGEMENT:
 
12-STABILITY OF A PERSONNEL:
According to this principle, there should be a stability of tenure of the
employees so that the work continues efficiently. The personal tenure
of an employee is 40 years at J. stores and if anyone wants to leave the
branch he has to give 2 month prior notice otherwise his one month
salary will be deducted. Insurance is given to each employee. The
manager’s tenure is 60 years
THE  14 PRINCIPLES OF
MANAGEMENT:

13-INITIATIVE: 
They are taking initiative for new plans. For example, their general
manager told us they are extending their branches in various areas and
they are working to overcome the tough competition among the other
brands.
THE  14 PRINCIPLES OF
MANAGEMENT:

14-ESPRIT DE CORPS:
Esprit De Corps means union is strength. J. believes in unity and
group work. We saw that they were helping each other. The
manager told us that they help the newcomers and help them
until they settle down and know more about the work. Moreover,
when someone needs an off, then those who are present do the
work of the absentees to ensure the smooth working.