HENRY FAYOL 14 PRINCIPLES OF MANAGEMENT DIVISION OF WORK AUTHORITY AND RESPONSIBILITY DISCIPLINE UNITY OF COMMAND CENTRALIZATION DECENTRALIZATION SCALAR CHAIN ORDER EQUITY STABILITY OF TENURE PERSONNEL INITIATIVE ESPRIT DE CORPS 4 FUNCTIONS OF MANAGEMENT PLANNING ORGANIZING DIRECTING CONTROLLING "Join me on my YouTube channel for more insightful topics! Don't forget to hit the subscribe button and share with your friends to stay updated on all the latest content!" https://www.youtube.com/@JehnSimon

2. • According to [Henri Fayol] (1841-1925)
in his book General and Industrial
Management (1916)
• THERE ARE 14 PRINCIPLES OF
MANAGEMENT
• these can be used to:
• initiate and aid the processes of change
• organization
• decision making
• skill management and;
• the overall view of the management function.

3. • DIVISION OF WORK
• Specialization
• productive
• AUTHORITY AND RESPONSIBILITY
• Authority: the right of the superior to command
• Responsibility: the subordinates need to follow the
command

4. • DISCIPLINE
• Employees need to obey but there must be a
good leadership
• UNITY OF COMMAND
• Each worker should only have one boss
• To avoid the confusion and conflict of
command

5. • UNITY OF DIRECTION
• Same kind of activities should have same objective of a single
plan
• should be under in one manager
• SUBORDINATION OF INDIVIDUAL INTEREST
• Must put aside personal considerations and put company
objectives first
• Management must see that the goals of the firms are always
paramount
• REMUNERATION
• Payment is an important motivator that influences the productivity
of workers.
• Although according to Fayol there is no perfect system

6. • CENTRALIZATION (or DECENTRALIZATION)
• Centralization: concentration of decision making authority on the
top of the management
• Decentralization: sharing of the authority on the lower levels
• SCALAR CHAIN
• chain of superiors ranging from top management to the lowest
rank
• It should not be over-stretched and consist of too-many levels.
• Order
• Both managerial order and social order are necessary
• minimizes lost time and useless handling of materials
• EQUITY
• ‘combination of kindliness and justice’

7. • STABILITY OF TENURE PERSONNEL
• The period of service should not be too short and employees
should not be moved from positions frequently
• INITIATIVE
• add strength and new ideas to an organization
• source of strength for the organization
• Employees are likely to take greater interest in the functioning
of the organization
• ESPRIT DE CORPS
• must foster the morale of its employees
• Team spirit helps develop an atmosphere of mutual trust and
understanding

8. • PLANNING
• is the core area of all the functions of management
• The planning process is ongoing
• the manager will create a detailed action plan aimed at some
organizational goal.
• During strategic planning, management analyzes internal and
external factors that do and may affect the company, as well as
the objectives and goals
• ORGANIZING
• Management will then divide up the work that needs to be done,
determine appropriate departments, and delegate authority and
responsibilities

9. • DIRECTING
• management is able to influence and oversee the behavior of the
staff in achieving the company's goals
• assisting them in accomplishing their own personal or career goals
• influence can be gained through motivation, communication,
department dynamics, and department leadership
• CONTROLLING
• It involves establishing performance standards based on the
company's objectives, and evaluating and reporting actual job
performance
• management is able to identify any potential problems and take
the necessary preventative measures
• In order for management to be considered successful, it must
attain the goals and objectives of the organization.

10. • Leadership inspires, management plans.
• Leadership is there first, management
does it again.
• Leaders praise, managers find fault.
• Leaders ask questions, managers give
directions.
• Leaders help others achieve, managers
expect support.