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Management Principles Developed by Henri Fayol

Management Principles Developed by Henri Fayol

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Published by Carla Pondivida
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management

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Published by: Carla Pondivida on Jul 23, 2014
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Management Principles developed by Henri Fayol

:
1. DIVISION OF WORK: Work should be divided among individuals and groups to ensure that effort
and attention are focused on special portions of the task. Fayol presented work specialization as
the best way to use the human resources of the organization.

2. AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was
defined by Fayol as the right to give orders and the power to exact obedience. Responsibility
involves being accountable, and is therefore naturally associated with authority. Whoever
assumes authority also assumes responsibility.
3. DISCIPLINE: A successful organization requires the common effort of workers. Penalties should
be applied judiciously to encourage this common effort.

4. UNITY OF COMMAND: Workers should receive orders from only one manager.

5. UNITY OF DIRECTION: The entire organization should be moving towards a common objective in
a common direction.
6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS: The interests of one
person should not take priority over the interests of the organization as a whole.

7. REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general
business conditions, and success of the business, should be considered in determining a worker’s
rate of pay.
8. CENTRALIZATION: Fayol defined centralization as lowering the importance of the subordinate
role. Decentralization is increasing the importance. The degree to which centralization or
decentralization should be adopted depends on the specific organization in which the manager is
working.
9. SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each manager,
from the first line supervisor to the president, possess certain amounts of authority. The
President possesses the most authority; the first line supervisor the least. Lower level managers
should always keep upper level managers informed of their work activities. The existence of a
scalar chain and adherence to it are necessary if the organization is to be successful.

10. ORDER: For the sake of efficiency and coordination, all materials and people related to a
specific kind of work should be treated as equally as possible.

11. EQUITY: All employees should be treated as equally as possible.

12. STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should always be a high
priority of management. Recruitment and Selection Costs, as well as increased product-reject
rates are usually associated with hiring new workers.

13. INITIATIVE: Management should take steps to encourage worker initiative, which is defined as
new or additional work activity undertaken through self direction.

14. ESPIRIT DE CORPS: Management should encourage harmony and general good feelings among
employees.
Planning
The first component of managing is planning. A manager must
determine what the organizations goals are and how to achieve
those goals. Much of this information will come directly from the
vision and mission statement for the company. Setting
objectives for the goal and following up on the execution of the
plan are two critical components of the planning function. For
example, a manager of a new local restaurant will need to have
a marketing plan, a hiring plan and a sales plan.
Organizing
Managers are responsible for organization of the company and
this includes organizing people and resources. Knowing how
many employees are needed for particular shifts can be critical
to the success of a company. If those employees do not have
the necessary resources to complete their jobs, organization
has not occurred. Without an organized workplace, employees
will see a manager as unprepared and may lose respect for
that particular manager’s supervisory techniques.
Leading
Managing and leading are not the same activity. A manager
manages employees; this person makes sure that tasks are
completed on time and policies are followed. Employees
typically follow managers because he or she is the supervisor
and in-charge of employees. Employees see a leader as
someone that motivates them and guides them to help meet
the firm’s goals. In an ideal situation, the manager also serves
as the leader. Managers who want to lead effectively need to
discover what motivates their employees and inspire them to
reach the company objectives.
Controlling
The controlling function involves monitoring the firm’s
performance to make sure goals are being met. Managers
need to pay attention to costs versus performance of the
organization. For example, if the company has a goal of
increasing sales by 5% over the next two months, the manager
may check the progress toward the goal at the end of month
one. An effective manager will share this information with his or
her employees. This builds trust and a feeling of involvement
for the employees.
Being a manager involves many different tasks. Planning,
organizing, leading and controlling are four of the main
functions that must be considered in any management position.
Management is a balancing act of many different components
and a good manager will be able to maintain the balance and
keep employees motivated.

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