Henri fayols 14-principles-of-management


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Henri fayols 14-principles-of-management

  1. 1. Henri Fayol’s 14 Principles OfManagementPrepared by:HARVINDER SINGHMBA SEM-ITHE BUSINESSSCHOOL,JAMMU UNIVERSITY
  2. 2. Introduction Henri Fayol, a French industrialist, is now recognizedas the Father of Modern Management. In year 1916Fayol wrote a book entitled "Industrial and GeneralAdministration". In this book, he gave the 14 Principlesof Management. These 14 principles of managementare universally accepted and used even today.According to Henri Fayol, all managers must followthese 14 principles. Fayols 14 Principles of Management :-
  3. 3. 1. Division Of Work Work should be divided among individuals andgroups to ensure that effort and attention arefocused on special portions of the task. Fayolpresented work specialization as the best way touse the human resources of the organization. Subdivision of work makes it simpler andresults in efficiency. It also helps the individual in acquiring speed,accuracy in his performance.
  4. 4. 2. Authority & Responsibility The concepts of Authority and responsibility areclosely related. Authority was defined by Fayol as theright to give orders and the power to exact obedience.Responsibility involves being accountable, and istherefore naturally associated with authority. Whoeverassumes authority also assumes responsibility. There should be a balance between the two i.e. theymust go hand in hand. Authority without responsibility leads toirresponsible behavior whereas responsibilitywithout authority makes the person ineffective.
  5. 5. 3. Discipline According to Fayol, “Discipline means sincerity,obedience, respect of authority & observance of rulesand regulations of the enterprise”. This principle applies that subordinate should respecttheir superiors and obey their order. Discipline is not only required on path of subordinatesbut also on the part of management.
  6. 6. 4. Unity Of Command Each worker should have only one boss with no otherconflicting lines of command. In other words, a sub-ordinate should not receiveinstructions from more than one person because - - It undermines authority- Weakens discipline- Creates confusion- Delays the work- Escaping responsibilities- Duplication of work- Overlapping of efforts
  7. 7. 5. Unity of Direction The entire organization should be moving towards acommon objective in a common direction. People engaged in the same kind of activities musthave the same objectives in a single plan. This isessential to ensure unity and coordination in theenterprise. Unity of command does not exist without unity ofdirection but does not necessarily flows from it.
  8. 8. 6. Subordination of individual intereststo the general interests The interests of one person should not take priorityover the interests of the organization as a whole. In an organization, there are two types of interest, theindividual interest of the employees, and the generalinterest of the organization. The individual interestshould be given less importance, while the generalinterest should be given most importance. If not, theorganization will collapse. For example, for change of location of plant, forchange of profit sharing ratio, etc.
  9. 9. 7. Remuneration Remuneration is the price for services received. If anorganization wants efficient employees and bestperformance, then it should have a good remunerationpolicy. This policy should give maximum satisfactionto both employer and employees. It should include both financial and non-financialincentives (free education, insurance, medical &residential facilities).
  10. 10. 8. Centralization (Or Decentralization) Centralization means concentration of authority at the top level.In other words, centralization is a situation in which topmanagement retains most of the decision making authority. Decentralization means disposal of decision making authority toall the levels of the organization. In other words, sharing authoritydownwards is decentralization. According to Fayol, “Degree of centralization or decentralizationdepends on no: of factors like size of business, experience ofsuperiors, dependability & ability of subordinates etc. Anything which increases the role of subordinate isdecentralization & anything which decreases it is centralization. Fayol suggested that absolute centralization or decentralization isnot feasible. An organization should strike to achieve a lotbetween the two.
  11. 11. 9. Scalar chain (Line of Authority) Scalar Chain is a line of authority. This line joins allthe members (managers and employees) from top tobottom. Every member must know who his superioris. He must also know who his subordinate is. ScalarChain is necessary for good communication. ScalarChain must not be broken in norm circumstances.However, if quick action is necessary, then this chaincan be broken. This is done using "Gang Plank"
  12. 12. Gang PlankA Gang Plank is a temporary arrangement between twodifferent points to facilitate quick & easy communicationas explained below:In the figure given, if F has tocommunicate with P he will first sendthe communication upwards with thehelp of E, D, C, B to A and thendownwards with the help of L, M, Nand O to G which will take quite sometime and by that time, it may not beworth therefore a gang plank has beendeveloped between the two.
  13. 13. 10. Order There should be an Order for Things and People in theorganization. Order for things is called Material Order. Order forpeople is called Social Order. Material Order refers to "a place for everything andeverything in its place." Social Order refers to the selection of the "right manin the right place". There must be orderly placement of the resourcessuch as Men and Women, Money, Materials, etc.Misplacement will lead to misuse and disorder.
  14. 14. 11. Equity The employees should be treated with fairness, kindness &justice if devotion is expected of them. It implies that managers should be fair and impartial whiledealing with the subordinates. They should give similar treatment to people of similarposition. They should not discriminate with respect to age, caste, sex,religion, relation etc. Equity is essential to create and maintain cordial relationsbetween the managers and sub-ordinate. But equity does not mean total absence of harshness. Fayol was of opinion that, “at times force and harshnessmight become necessary for the sake of equity”.
  15. 15. 12. Stability of Tenure of Personnel Employees work better if job security and career progress areassured to them. An insecure tenure and a high rate ofemployee turnover will affect the organization adversely According to Fayol. “Time is required for an employee to getused to a new work & succeed to doing it well but if he isremoved before that he will not be able to render worthwhileservices”. As a result, the time, effort and money spent on training theworker will go waste. Stability of job creates team spirit and a sense of belongingnessamong workers which ultimately increase the quality as well asquantity of work.
  16. 16. 13. Initiative Management should encourage initiative. That is, theyshould encourage the employees to suggest ideas,experiences& new method of work. It helps in developing an atmosphere of trust andunderstanding It creates eagerness to initiate actions without beingasked to do so.
  17. 17. 14. Esprit de Corps Management must foster the morale of its employees.He further suggests that: “real talent is needed tocoordinate effort, encourage keenness, use eachperson’s abilities, and reward each one’s merit withoutarousing possible jealousies and disturbingharmonious relations.” Here Fayol emphasizes the need for building andmaintaining of harmony among the work force , teamwork and sound interpersonal relationships.
  18. 18. Conclusion As we all know that a building cannot attain stabilitywithout proper foundation, an organization alsocannot be stable in its long run and achieve its longterm goals without following these 14 principles ofmanagement. Organization and these principles are likecomplimentary goods which completes each other,one is useless without the other. Like car & petrol.
  19. 19. THANK YOU
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