Administrative management theories play a vital role in developing effective organizational structures. Max Weber's theory of bureaucracy established principles like formal authority from position, hiring based on merit not connections, and clear job specifications. While some old practices persist, modern businesses emphasize informal authority, knowledge/skills over connections, and empowering employees. Henri Fayol's 14 principles also influence management processes, such as specializing tasks, treating people equitably, and encouraging initiative/morale to achieve goals. Overall, administrative theories from Weber and Fayol provide foundations for efficient management structures still used in businesses today.
Administrative mgmt theories by arun vermaArun Verma
Administrative management theories play a vital role in developing effective organizational structures. Max Weber's theory of bureaucracy established principles of formal authority, merit-based positions, clearly defined job responsibilities, and hierarchical structures. While bureaucracy is still influential, modern organizations emphasize informal authority and empowering employees. Henri Fayol's fourteen principles of management also influence efficiency, including specialization of labor, unity of command, equitable treatment of employees, and encouraging initiative and esprit de corps. Together, these classic theories remain relevant to organizational design and management today.
This document provides an introduction to and overview of administrative management. It defines administrative management as the process of creating information systems and supervising information flow within an organization. The key points covered include:
- Definitions of management, administration, and their functions from various sources.
- The historical development of management from early writings to the present day.
- The basic functions and roles of management, including planning, organizing, staffing, leading, and controlling.
- Different levels and types of managers within organizations.
- Henri Fayol's six functions and 14 principles of management, which were influential in the development of modern management concepts.
The document is intended to provide students and managers a basic
Henri fayol (1841 1925) - ahmad fatayer Ahmad Fatayer
This document provides an overview of Henri Fayol's administrative theory of management. It discusses Fayol's background and experience, the social environment in which he developed his theory, and the key elements of his theory including the five functions of management and fourteen principles of management. The document also considers whether Fayol's theory remains relevant today and compares his approach to that of Frederick Taylor. It provides conclusions about Fayol's significant contribution to modern management theory and includes additional references, a timeline of Fayol's life and career, and quotes from Fayol.
Fayol proposed five elements of management: planning, organizing, commanding, coordinating, and controlling. He also described fourteen principles of management that managers should follow to effectively accomplish their objectives. The principles include division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain of command, order, equity, stability of tenure, initiative, and esprit de corps. Fayol's theories focused on how to maintain an effectively and efficiently functioning organization.
Contribution of Henri Fayol to the development of Management theory....Mohit Agarwal
This document discusses Henri Fayol's contributions to the development of management thought and principles of management. It provides an introduction to Fayol's background and career as a mining engineer and director. The core of the document outlines Fayol's 14 principles of management, which include specialization of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, fair compensation, and stability of tenure. Fayol developed these principles based on his experience managing a large mining company to explain how managers should organize work and interact with employees. His principles remain influential in modern management theory.
Henri Fayol was a French mining engineer and director who is considered one of the most influential contributors to modern management. In 1916, he published his theory of "14 Principles of Management" which explained how managers should organize and interact with staff. Some of Fayol's key principles included division of work, authority and responsibility of managers, unity of command and direction, and subordination of individual interests to the general interests of the organization. Fayol's principles were one of the earliest theories of management and remain influential today.
Henri Fayol was a French mining engineer and management theorist. He is considered the father of modern management. In his 1916 book, he proposed the six primary functions of management as planning, organizing, commanding, coordinating, and controlling. He also outlined 14 principles of management including division of work, authority and responsibility, and discipline. Fayol viewed management as a profession and offered universal prescriptions for managers. While his work was influential, it has also been criticized for being too general and not empirical. Overall, Fayol made a significant early contribution to defining management theory.
Administrative mgmt theories by arun vermaArun Verma
Administrative management theories play a vital role in developing effective organizational structures. Max Weber's theory of bureaucracy established principles of formal authority, merit-based positions, clearly defined job responsibilities, and hierarchical structures. While bureaucracy is still influential, modern organizations emphasize informal authority and empowering employees. Henri Fayol's fourteen principles of management also influence efficiency, including specialization of labor, unity of command, equitable treatment of employees, and encouraging initiative and esprit de corps. Together, these classic theories remain relevant to organizational design and management today.
This document provides an introduction to and overview of administrative management. It defines administrative management as the process of creating information systems and supervising information flow within an organization. The key points covered include:
- Definitions of management, administration, and their functions from various sources.
- The historical development of management from early writings to the present day.
- The basic functions and roles of management, including planning, organizing, staffing, leading, and controlling.
- Different levels and types of managers within organizations.
- Henri Fayol's six functions and 14 principles of management, which were influential in the development of modern management concepts.
The document is intended to provide students and managers a basic
Henri fayol (1841 1925) - ahmad fatayer Ahmad Fatayer
This document provides an overview of Henri Fayol's administrative theory of management. It discusses Fayol's background and experience, the social environment in which he developed his theory, and the key elements of his theory including the five functions of management and fourteen principles of management. The document also considers whether Fayol's theory remains relevant today and compares his approach to that of Frederick Taylor. It provides conclusions about Fayol's significant contribution to modern management theory and includes additional references, a timeline of Fayol's life and career, and quotes from Fayol.
Fayol proposed five elements of management: planning, organizing, commanding, coordinating, and controlling. He also described fourteen principles of management that managers should follow to effectively accomplish their objectives. The principles include division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain of command, order, equity, stability of tenure, initiative, and esprit de corps. Fayol's theories focused on how to maintain an effectively and efficiently functioning organization.
Contribution of Henri Fayol to the development of Management theory....Mohit Agarwal
This document discusses Henri Fayol's contributions to the development of management thought and principles of management. It provides an introduction to Fayol's background and career as a mining engineer and director. The core of the document outlines Fayol's 14 principles of management, which include specialization of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, fair compensation, and stability of tenure. Fayol developed these principles based on his experience managing a large mining company to explain how managers should organize work and interact with employees. His principles remain influential in modern management theory.
Henri Fayol was a French mining engineer and director who is considered one of the most influential contributors to modern management. In 1916, he published his theory of "14 Principles of Management" which explained how managers should organize and interact with staff. Some of Fayol's key principles included division of work, authority and responsibility of managers, unity of command and direction, and subordination of individual interests to the general interests of the organization. Fayol's principles were one of the earliest theories of management and remain influential today.
Henri Fayol was a French mining engineer and management theorist. He is considered the father of modern management. In his 1916 book, he proposed the six primary functions of management as planning, organizing, commanding, coordinating, and controlling. He also outlined 14 principles of management including division of work, authority and responsibility, and discipline. Fayol viewed management as a profession and offered universal prescriptions for managers. While his work was influential, it has also been criticized for being too general and not empirical. Overall, Fayol made a significant early contribution to defining management theory.
Classical management theory focused on finding the "one best way" to manage and included scientific, administrative, and bureaucratic schools. Henri Fayol was influential in administrative management and identified universal management functions including planning, organizing, commanding, coordinating, and controlling. Bureaucratic management focuses on the overall organizational system and is based on firm rules, policies/procedures, a fixed hierarchy, and clear division of labor as envisioned by Max Weber.
This document explains Henri Fayol's 14 principles of management which were developed in the early 1900s to help manage large organizations. The 14 principles address topics such as the division of labor, unity of command, authority and responsibility, remuneration, and esprit de corps. While developed over a century ago, many of these principles remain relevant to modern management practices.
Henri Fayol developed 14 principles of management that are still widely used today. The principles include division of work, where each employee has clearly defined tasks; authority and responsibility, where authority is delegated proportionate to responsibility; and discipline, where all employees must obey orders and rules. Other principles include unity of command, where each employee reports to one supervisor; unity of direction, where all activities are coordinated to achieve common goals; and remuneration, where pay is fair based on job requirements. The 14 principles provide a framework for effective management in organizations.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
Administrative management theory and comparison of administrative vs scienti...ErTARUNKASHNI
BRIEF TO ADMINISTRATIVE MANAGEMENT THEORY
HISTORY OF ADMINISTRATIVE MANAGEMENT THEORY
INTRODUCTION TO ADMINISTRATIVE MANAGEMENT THEORY
DEFINISTION OF ADMINISTRATIVE MANAGEMENT THEORY
WORKS OF HENRY FAYOL
PRINICIPLES OF ADMINISTRATIVE MANAGEMENT THEORY
COMPARISON OF ADMINISTRATIVE VS SCIENTIFIC MANAGEMENT THEORY
Henri Fayol was a French mining engineer and director of mines in the late 19th/early 20th century who developed one of the earliest comprehensive theories of business administration. He identified five primary functions of management as planning, organizing, commanding, coordinating, and controlling. Fayol also classified management functions into technical, commercial, financial, security, and accounting. Additionally, he proposed 14 principles of management including division of work, authority and responsibility, unity of command, and subordination of individual interests to the common interest. Fayol's work was influential in establishing foundations of modern management concepts and practices.
Henri Fayol was a French mining engineer and director who is considered the father of modern management. He proposed 14 principles of management in his book including division of work, authority and responsibility, unity of command, subordination of individual interests, and order. Other principles were centralization, scalar chain, discipline, equity, initiative, remuneration, stability of tenure, and esprit de corps. Fayol emphasized the importance of specialization, coordination, and efficiency in organizations.
Henri Fayol outlined 14 principles of management in his 1916 book that are still widely accepted today. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests to general interests, remuneration of employees, centralization vs decentralization of authority, line of authority or "scalar chain", order, equity, stability of employment, employee initiative, and esprit de corps or good employee morale. Fayol argued that following these principles is essential for organizations to function effectively and achieve stability and long-term goals.
Henri Fayol was a French mining engineer and director who is considered one of the most influential contributors to modern management theory. He developed 14 principles of management based on his experience of over 30 years as the director of a large mining company. Some of his key contributions included identifying the five main functions of management as planning, organizing, commanding, coordinating and controlling. He also emphasized unity of command, authority and responsibility, discipline and esprit de corps. Fayol is regarded as one of the founders of modern management concepts and theories.
Management: Definition – Nature – Scope and Functions – Evolution of Management thought – Contributions of F.W Taylor, Henri Fayol, Elton Mayo, Roethlisberger, H.A.Simon and Peter F Drucker- Approaches to the Study of Management-Universality of Management - Relevance of management to different types of organization.
Henri Fayol developed 14 principles of management that are considered universally applicable to organizations. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, line of command, order, equity, stability of tenure, initiative, and esprit de corps. Fayol also identified six primary functions of management: forecasting, planning, organizing, commanding, coordinating, and controlling. The document provides details on each of Fayol's principles and functions of management.
Evolution of management thought in detail..Sumiran Sinha
This document provides an overview of the evolution of management theories from the late 19th century to modern times. It describes early theories including scientific management, bureaucracy, and administrative management principles. It then covers behavioral management including the Hawthorne Studies and McGregor's Theory X and Y. Later sections discuss management science, systems theory, contingency theory, and the mechanistic and organic organizational structures that managers can use depending on the situation.
This document summarizes Henri Fayol's 14 principles of management. Fayol was a French industrialist considered the father of modern management. In 1916, he published a book outlining the 14 principles, which are still widely accepted today. The principles address topics such as division of work, authority and responsibility, discipline, unity of command and direction, subordination of individual interests, remuneration, centralization/decentralization, order, equity, stability of personnel, initiative, and esprit de corps. The document provides explanations and examples for each principle.
Henri Fayol was a French mining engineer and director of mines in the late 19th/early 20th century. He developed one of the first comprehensive theories of general business administration. Fayol proposed that management has six primary functions: forecasting, planning, organizing, commanding, coordinating, and monitoring. He also described 14 principles of management, including division of work, authority and responsibility, discipline, and unity of command. Fayol's work has influenced modern management concepts and remains relevant today.
14 Principles of Management by Henri Fayol with Case StudySheikh_Rehmat
The document discusses principles of management as applied at Tata Beverage Group. It describes how Tata Beverage Group divides work among different roles and departments. It also discusses how the company establishes authority and responsibility among employees, and enforces discipline through a code of conduct. The document further explains how Tata Beverage Group maintains unity of command, direction, and subordination of individual interests to overall company interests. It provides examples of how the company approaches remuneration, centralization/decentralization, maintaining a scalar chain of command, order, equity, stability of personnel, initiative, and esprit de corps.
Henri Fayol was a French mining engineer and director who developed one of the earliest comprehensive theories of management. He outlined 14 principles of management that are still used today, including division of labor, authority and responsibility, discipline, and unity of command. Fayol also identified five primary functions of management: planning, organizing, commanding, coordinating, and controlling. His work in the late 19th/early 20th century helped establish the field of management studies.
14 principles of management by henri fayolCOMMERCEIETS
The document discusses several principles of management. It defines principles as general guidelines for managerial decision making and behavior. Some key principles discussed include: division of work and specialization, unity of command, unity of direction, subordination of individual interests, parity between authority and responsibility, discipline, centralization vs decentralization, and following the scalar chain of command. Positive and negative effects of adhering to or violating each principle are provided.
The concepts of organizations, managers, and management are explored in this session. Every organization, regardless of size, type, or location, needs managers who have a variety of characteristics. Managers may come from any nationality or be of either gender.
LECTURE 10 WORKING WITH COMMUNITIES AND ADMINISTRATION.pdfAMIT KUMAR
This document discusses classical and modern organizational theories. It focuses on three classical theories: scientific management by Taylor which emphasized efficiency through planning, standardization, and specialization; Weber's bureaucratic approach which emphasized hierarchy, specialization, rules, and impartiality; and Fayol's administrative theory which included principles of management, the line and staff concept, and functions of management. It then provides details on Taylor's four principles of scientific management and Weber's principles of bureaucracy. Finally, it lists and briefly explains Fayol's 14 principles of management.
Henri Fayol proposed 14 principles of management that form the basis of modern business management. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. Fayol argued that following these principles would help organizations operate efficiently and achieve their goals.
Classical management theory focused on finding the "one best way" to manage and included scientific, administrative, and bureaucratic schools. Henri Fayol was influential in administrative management and identified universal management functions including planning, organizing, commanding, coordinating, and controlling. Bureaucratic management focuses on the overall organizational system and is based on firm rules, policies/procedures, a fixed hierarchy, and clear division of labor as envisioned by Max Weber.
This document explains Henri Fayol's 14 principles of management which were developed in the early 1900s to help manage large organizations. The 14 principles address topics such as the division of labor, unity of command, authority and responsibility, remuneration, and esprit de corps. While developed over a century ago, many of these principles remain relevant to modern management practices.
Henri Fayol developed 14 principles of management that are still widely used today. The principles include division of work, where each employee has clearly defined tasks; authority and responsibility, where authority is delegated proportionate to responsibility; and discipline, where all employees must obey orders and rules. Other principles include unity of command, where each employee reports to one supervisor; unity of direction, where all activities are coordinated to achieve common goals; and remuneration, where pay is fair based on job requirements. The 14 principles provide a framework for effective management in organizations.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
Administrative management theory and comparison of administrative vs scienti...ErTARUNKASHNI
BRIEF TO ADMINISTRATIVE MANAGEMENT THEORY
HISTORY OF ADMINISTRATIVE MANAGEMENT THEORY
INTRODUCTION TO ADMINISTRATIVE MANAGEMENT THEORY
DEFINISTION OF ADMINISTRATIVE MANAGEMENT THEORY
WORKS OF HENRY FAYOL
PRINICIPLES OF ADMINISTRATIVE MANAGEMENT THEORY
COMPARISON OF ADMINISTRATIVE VS SCIENTIFIC MANAGEMENT THEORY
Henri Fayol was a French mining engineer and director of mines in the late 19th/early 20th century who developed one of the earliest comprehensive theories of business administration. He identified five primary functions of management as planning, organizing, commanding, coordinating, and controlling. Fayol also classified management functions into technical, commercial, financial, security, and accounting. Additionally, he proposed 14 principles of management including division of work, authority and responsibility, unity of command, and subordination of individual interests to the common interest. Fayol's work was influential in establishing foundations of modern management concepts and practices.
Henri Fayol was a French mining engineer and director who is considered the father of modern management. He proposed 14 principles of management in his book including division of work, authority and responsibility, unity of command, subordination of individual interests, and order. Other principles were centralization, scalar chain, discipline, equity, initiative, remuneration, stability of tenure, and esprit de corps. Fayol emphasized the importance of specialization, coordination, and efficiency in organizations.
Henri Fayol outlined 14 principles of management in his 1916 book that are still widely accepted today. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests to general interests, remuneration of employees, centralization vs decentralization of authority, line of authority or "scalar chain", order, equity, stability of employment, employee initiative, and esprit de corps or good employee morale. Fayol argued that following these principles is essential for organizations to function effectively and achieve stability and long-term goals.
Henri Fayol was a French mining engineer and director who is considered one of the most influential contributors to modern management theory. He developed 14 principles of management based on his experience of over 30 years as the director of a large mining company. Some of his key contributions included identifying the five main functions of management as planning, organizing, commanding, coordinating and controlling. He also emphasized unity of command, authority and responsibility, discipline and esprit de corps. Fayol is regarded as one of the founders of modern management concepts and theories.
Management: Definition – Nature – Scope and Functions – Evolution of Management thought – Contributions of F.W Taylor, Henri Fayol, Elton Mayo, Roethlisberger, H.A.Simon and Peter F Drucker- Approaches to the Study of Management-Universality of Management - Relevance of management to different types of organization.
Henri Fayol developed 14 principles of management that are considered universally applicable to organizations. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, line of command, order, equity, stability of tenure, initiative, and esprit de corps. Fayol also identified six primary functions of management: forecasting, planning, organizing, commanding, coordinating, and controlling. The document provides details on each of Fayol's principles and functions of management.
Evolution of management thought in detail..Sumiran Sinha
This document provides an overview of the evolution of management theories from the late 19th century to modern times. It describes early theories including scientific management, bureaucracy, and administrative management principles. It then covers behavioral management including the Hawthorne Studies and McGregor's Theory X and Y. Later sections discuss management science, systems theory, contingency theory, and the mechanistic and organic organizational structures that managers can use depending on the situation.
This document summarizes Henri Fayol's 14 principles of management. Fayol was a French industrialist considered the father of modern management. In 1916, he published a book outlining the 14 principles, which are still widely accepted today. The principles address topics such as division of work, authority and responsibility, discipline, unity of command and direction, subordination of individual interests, remuneration, centralization/decentralization, order, equity, stability of personnel, initiative, and esprit de corps. The document provides explanations and examples for each principle.
Henri Fayol was a French mining engineer and director of mines in the late 19th/early 20th century. He developed one of the first comprehensive theories of general business administration. Fayol proposed that management has six primary functions: forecasting, planning, organizing, commanding, coordinating, and monitoring. He also described 14 principles of management, including division of work, authority and responsibility, discipline, and unity of command. Fayol's work has influenced modern management concepts and remains relevant today.
14 Principles of Management by Henri Fayol with Case StudySheikh_Rehmat
The document discusses principles of management as applied at Tata Beverage Group. It describes how Tata Beverage Group divides work among different roles and departments. It also discusses how the company establishes authority and responsibility among employees, and enforces discipline through a code of conduct. The document further explains how Tata Beverage Group maintains unity of command, direction, and subordination of individual interests to overall company interests. It provides examples of how the company approaches remuneration, centralization/decentralization, maintaining a scalar chain of command, order, equity, stability of personnel, initiative, and esprit de corps.
Henri Fayol was a French mining engineer and director who developed one of the earliest comprehensive theories of management. He outlined 14 principles of management that are still used today, including division of labor, authority and responsibility, discipline, and unity of command. Fayol also identified five primary functions of management: planning, organizing, commanding, coordinating, and controlling. His work in the late 19th/early 20th century helped establish the field of management studies.
14 principles of management by henri fayolCOMMERCEIETS
The document discusses several principles of management. It defines principles as general guidelines for managerial decision making and behavior. Some key principles discussed include: division of work and specialization, unity of command, unity of direction, subordination of individual interests, parity between authority and responsibility, discipline, centralization vs decentralization, and following the scalar chain of command. Positive and negative effects of adhering to or violating each principle are provided.
The concepts of organizations, managers, and management are explored in this session. Every organization, regardless of size, type, or location, needs managers who have a variety of characteristics. Managers may come from any nationality or be of either gender.
LECTURE 10 WORKING WITH COMMUNITIES AND ADMINISTRATION.pdfAMIT KUMAR
This document discusses classical and modern organizational theories. It focuses on three classical theories: scientific management by Taylor which emphasized efficiency through planning, standardization, and specialization; Weber's bureaucratic approach which emphasized hierarchy, specialization, rules, and impartiality; and Fayol's administrative theory which included principles of management, the line and staff concept, and functions of management. It then provides details on Taylor's four principles of scientific management and Weber's principles of bureaucracy. Finally, it lists and briefly explains Fayol's 14 principles of management.
Henri Fayol proposed 14 principles of management that form the basis of modern business management. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. Fayol argued that following these principles would help organizations operate efficiently and achieve their goals.
This document provides an overview of Henry Fayol's classical organization theory and Max Weber's bureaucracy theory. It discusses 14 principles of management according to Fayol, including division of work, authority and responsibility, discipline, unity of command, and order. It then covers key aspects of Weber's bureaucracy theory, such as its hierarchical structure, rules-based management, functional specialization, and selection based on technical qualifications rather than elections. The document aims to explain the classical theories of organization and management developed by Fayol and Weber.
Fundamentals of management & information systemArnav Chowdhury
The document discusses several key concepts related to management including:
1. It defines management as a process of reaching organizational goals through people and resources.
2. It outlines Henri Fayol's early contributions to management theory including identifying five primary management functions.
3. It discusses Frederick Taylor's scientific management approach and his four principles focused on optimizing work processes.
Pay Someone to Do My Assignment For Me.pdf#essaywriting
Pay someone to do my assignment for me offers a solution to academic stress. Expert writers handle assignments, ensuring quality and timely submission. This service caters to students overwhelmed with coursework or lacking time. By outsourcing tasks, students can focus on other priorities while maintaining academic success. Confidentiality and reliability are paramount.
This document provides an introduction to management, including definitions of management from several experts and an outline of the key topics covered. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the main functions of management as planning, organizing, staffing, directing, and controlling. It also lists and explains 14 common principles of management such as division of work, unity of command, and initiative. Finally, it discusses the need for organizational management to help create clear goals, effectively implement business plans, improve coordination, and ensure employees can meet deadlines.
According to Henri Fayol, there are 14 Principles of Management that forms the basis for successful management. These are the outcomes of observations and study of various events managers often experience.
Introduction to Leadership and Management.pptxStevenChingenya
This document provides an introduction to nursing leadership and management. It defines key terms like leadership, management, and organization. It outlines Henri Fayol's 14 principles of management and discusses various management theories. The purposes and types of organizations are also examined. The document aims to give nursing students an understanding of leadership, management, and organizational concepts that can improve healthcare service delivery.
Management involves planning, organizing, staffing and directing a group of people to accomplish some task. To be an effective leader, you must understand how to manage your workforce. The first step in managing employees is to set goals for the work unit or department—goals that will help achieve overall organizational goals.
The document provides definitions of management from various scholars and experts. It then outlines Henry Fayol's 14 principles of management, which include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interest to general interest, remuneration of personnel, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. For each principle, the document explains Fayol's views and how adhering to the principles can benefit an organization.
The document outlines 14 principles of management developed by Henri Fayol based on his experience as a mining engineer and pioneer in management education. The principles include division of work, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization/decentralization, scalar chain, order, equity, stability of staff, initiative, and esprit de corps. The principles provide guidance for effective management practices.
Management involves administering and coordinating organizational resources to achieve goals. Henri Fayol identified key functions of management as planning, organizing, commanding, coordinating, and controlling. He proposed 14 principles of management including division of labor, authority and responsibility, discipline, unity of command, and subordination of individual interests. These principles provide guidance for managers in training, decision-making, and effective organization.
Henri Fayol proposed 14 principles of management that are still widely used today. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability, initiative, and esprit de corps. Fayol believed that applying these principles would lead to greater efficiency and productivity within an organization.
Fayol proposed 14 principles of management that are universal and can be applied to any organization. The principles include division of labor, authority, discipline, unity of command, subordination of individual interests, unity of direction, fair compensation, balance of centralization and decentralization, clear chain of command, order, fairness, job security, innovation, and team spirit. Fayol argued that by following these principles, managers could effectively plan, organize, command, coordinate, and control their organizations.
This document provides an overview of management as a discipline, process, and career. It discusses several key concepts in management theory including:
1. Classical and behavioral approaches to management that focus on organizational structure and human behavior respectively.
2. The management functions of planning, organizing, leading, and controlling and how they are interrelated.
3. Influential early theorists like Taylor, Fayol, and Weber who contributed principles of scientific management and bureaucracy.
4. The goal of management education to teach students how to apply theory to solve challenges and make effective decisions.
This document outlines Henri Fayol's 14 principles of management from 1916. It introduces Fayol and how he studied management practices to develop these foundational principles. The principles cover topics like division of work, authority and responsibility, discipline, unity of command, remuneration, centralization, and esprit de corps. The document provides a brief explanation of each principle and argues that while obvious, these principles still form the basis of effective management in organizations today.
Henri Fayol's Function Approach and General Administrative TheoryKhalid Raza Khan
Henri Fayol's 5 Functions of Managers and 14 set of principles known as General Administrative and Management Theory. Henri Fayol is a 20th century management researcher who developed the above study to understand what management is and what do managers do.
Created by Muhammad Khalid, Razeen Jinnah, Abdul Basit Gaba, Samra Ayub and Zonish Munir, Students of BBA at Bahria University, Karachi Campus as part of assignment.
Running Head: PRINCIPLE MILESTONES 1
PRINCIPLE MILESTONES 8
Edwin Villa Rivera
Prof. Teresa Buehler-Rappold
Management Theory and Principle Milestones
American Military University
20 JAN 2019
Management Theory and Principle Milestones
Introduction
The management of people and employees barely existed before the industrial revolution as most tasks were handled by the business owners themselves. Industrial revolution sparked innovation management theories that gave business owners and managers insight into the best managerial practices to manage people and employees. The field of management has evolved over time, with managers now having unlimited resources at their disposal to learn new skills and scale their businesses and companies to greater heights (Rose, Spinks & Canhoto, 2014). This paper provides an overview of the key management theory and principle milestones over time, their significance, their highlights and also their limitations.
Fayol’s Principles of management
Henry Fayol was the founder of the 14 principles of management. He was at one point the director of a mining company which was facing a deep financial crisis. Fayol had to figure a way to undo the mess and this led him to develop the 14 principles of management to revive the mining company. These principles of management included the successful strategies that put the company back on its feet. The significance of Fayol’s principles of management during that time was to create personal and professional development within companies and business by giving managers the opportunity to develop and work on their management practices. These principles also gave managers the tools they needed to lead, making the management process more efficient. On top of these 14 principles, Fayol also came up with a list of the primary functions of management which complement the 14 principles. The 14 principles of management are the division of work, authority, discipline, remuneration, the unity of command, centralization, order, initiative, team spirit, the stability of tenure of personnel, scalar chain, equity, the unity of direction and lastly subordination of individual interests (Morden, 2017). Fayol identified the primary functions of management to be planning, forecasting, controlling, coordinating, organizing and commanding. The highlight of Fayol's principles of management was that they have defined the true meaning of management. They brought positive change to organizations as they led to excellent decision making. These principles also made managers equipped managers with skills that made them more effective. In as much as the principles brought about efficiency in organizations, they had their own limitations. They were criticized for not being flexible and they could only be applied.
Running Head: PRINCIPLE MILESTONES 1
PRINCIPLE MILESTONES 8
Edwin Villa Rivera
Prof. Teresa Buehler-Rappold
Management Theory and Principle Milestones
American Military University
20 JAN 2019
Management Theory and Principle Milestones
Introduction
The management of people and employees barely existed before the industrial revolution as most tasks were handled by the business owners themselves. Industrial revolution sparked innovation management theories that gave business owners and managers insight into the best managerial practices to manage people and employees. The field of management has evolved over time, with managers now having unlimited resources at their disposal to learn new skills and scale their businesses and companies to greater heights (Rose, Spinks & Canhoto, 2014). This paper provides an overview of the key management theory and principle milestones over time, their significance, their highlights and also their limitations.
Fayol’s Principles of management
Henry Fayol was the founder of the 14 principles of management. He was at one point the director of a mining company which was facing a deep financial crisis. Fayol had to figure a way to undo the mess and this led him to develop the 14 principles of management to revive the mining company. These principles of management included the successful strategies that put the company back on its feet. The significance of Fayol’s principles of management during that time was to create personal and professional development within companies and business by giving managers the opportunity to develop and work on their management practices. These principles also gave managers the tools they needed to lead, making the management process more efficient. On top of these 14 principles, Fayol also came up with a list of the primary functions of management which complement the 14 principles. The 14 principles of management are the division of work, authority, discipline, remuneration, the unity of command, centralization, order, initiative, team spirit, the stability of tenure of personnel, scalar chain, equity, the unity of direction and lastly subordination of individual interests (Morden, 2017). Fayol identified the primary functions of management to be planning, forecasting, controlling, coordinating, organizing and commanding. The highlight of Fayol's principles of management was that they have defined the true meaning of management. They brought positive change to organizations as they led to excellent decision making. These principles also made managers equipped managers with skills that made them more effective. In as much as the principles brought about efficiency in organizations, they had their own limitations. They were criticized for not being flexible and they could only be applied.
This document outlines Henri Fayol's 14 principles of management from 1916. Fayol explored the underlying factors for successful management and synthesized 14 principles including: division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. These principles provide a framework for forecasting, planning, organization management, and coordination that remains applicable in modern management practices.
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2. Introduction
We have chosen to discuss Administrative Management Theory
because it plays a vital role in the development of every
business and organization.
As per the book , Administrative Management is the study of how
to create an organizational structure and control system that
leads to high efficiency and effectiveness based on Max
Webber’s Theory of Bureaucracy and Fayol’s Principles of
Management
3. The Theory of Bureaucracy
Developed by Max Weber (1864-1920), a German professor of sociology.
Principle 1:
In a bureaucracy, a manager’s formal authority derives from the position he or she holds in the
organization.
Authority - the power to hold people accountable for their actions and to make decisions in reference to
the use of organizational resources.
In today’s business models, this type of theory is not very common. Nowadays, we see more of an
informal authority approach in which there is personal expertise, technical knowledge, moral worth, and
the ability to lead and to generate commitment from subordinates, without the use of this absolute power
from one individual.
4. The Theory of Bureaucracy
Developed by Max Weber (1864-1920), a German professor of sociology.
Principle 2:
In a bureaucracy, people should occupy positions because of their performance, not because of their
social standing.
Some organizations and industries are still affected by social networks in which personal contacts and
relations, not job-related skills, influence hiring and promotional decisions. (Textbook / Contemporary
Management - 6th Edition)
The old ways, of not what you know, but who you know, are still around in today’s society, but it can only
get you so far. In today’s business world, what you know and educational knowledge, play a very important
part in moving up the corporate latter and being able to maintain a managerial position requires the
utilization of staying current on up to date techniques and information.
5. The Theory of Bureaucracy
Developed by Max Weber (1864-1920), a German professor of sociology.
Principle 3:
The extent of each position’s formal authority and task responsibilities, and its relationship to other
positions in the organization should be clearly specified.
When the task and authority associated with various positions in the organization are clearly
specified, managers and workers know what is expected of them and what to expect from each
other. (Textbook / Contemporary Management - 6th Edition)
Most organizations should and are clearly defining task and position responsibilities. Job
descriptions should include all facets of an employee held position. Clarification of one’s job
expectations is essential for all five business functions in order to manage and maintain a high level,
and measurable level of success for all organizations.
6. The Theory of Bureaucracy
Developed by Max Weber (1864-1920), a German professor of sociology.
Principle 4:
Authority can be exercised effectively in an organization when positions are arranged
hierarchically, so employees know whom to report to and who reports to them.
Managers must create an organizational hierarchy of authority that makes it clear who reports to
whom and to whom managers and workers should go if conflicts or problems arise. (Textbook /
Contemporary Management - 6th Edition)
Today’s business models utilize the initiative factor in which employees are given the ability to act on
their own, without direction from a superior. This empowerment of employees relieves the stress of
constant supervision and allows supervisors and managers to concentrate more on other
administrative duties. The balance between a vertical and horizontal organizational structure is more
widely used in today’s business models.
7. The Theory of Bureaucracy
Developed by Max Weber (1864-1920), a German professor of sociology.
Principle 5:
Managers must create a well defined system of rules, standard operating procedures, and norms so that
they can effectively control behavior within an organization.
Standard Operating Procedures (SOPs) are specific sets of written instructions about how to perform a
certain aspect of a task. (Textbook / Contemporary Management - 6th Edition)
Most companies have SOPs and require employees to learn and follow them. We have seen how in
addition to following rules and regulations, many organizations have allowed for creativity and innovation
to supersede the common way of conducting business where it was once said, “rules are rules and they
could never be broken”. Guidelines are needed and common sense is always important, but have an open
line of communication to new ideas and thoughts is essential in today’s business society.
8. Henri Fayol’s 14 Principles of Management
Division of Labor
Job Specialization and well divided labor should increase efficiency.
Possible downside: Boredom that could drop quality, worker initiative,
and flexibility.
How Does this Apply Today?
This is a potentially good practice for institutions whose workers deal with
highly technical or repetitive tasks. Tasks that require innovation and a
creative exchange or with workers who are required to have cross-
departmental knowledge may not benefit from Division of Labor.
9. Henri Fayol’s 14 Principles of Management
Authority and Responsibility
Managers have the right to give orders and demand obedience (formal).
Managers gain authority derived from expertise, technical knowledge,
moral worth, and ability to lead and generate commitments from
subordinates (informal).
How Does this Apply Today?
Formal authority can be used or perceived as totalitarian shutting down the
much needed two way communication; however, much can be gained
by supervisors whose subordinates naturally follow those who they
perceive as a leader (characterized by informal authority).
10. Henri Fayol’s 14 Principles of Management
Unity of Command
An employee should receive orders from only one superior.
How Does this Apply Today?
Leads to less opportunities for confusing or conflicting directives.
Very appropriate as long as subordinate managers are able to
interpret directions from their leaders and disseminate the
directions to their subordinates.
11. Henri Fayol’s 14 Principles of Management
Line of Authority
Clearly defined and limited chain of command from the top to the
bottom levels.
Allows for cross departmental interaction of middle managers to
speed decision making.
How Does this Apply Today?
In a competitive market place, limiting the line of authority maintains
overhead to its minimum and allows for quicker reaction to
directives in a marketplace requiring speed.
12. Henri Fayol’s 14 Principles of Management
Centralization
Authority should not be concentrated at the top of the chain of command
because it slows down decision making.
Centralization at the top may be necessary when it is vital that the
organization’s strategy be firmly adhere to.
How Does this Apply Today?
When authority is concentrated at the top of the organization’s chain of
command, only those at the top can make decisions. This funnels the
workload through a small number of managers causing delays. Also,
centralization at the top trains middle managers to quickly pass on the
problems and they simply follow orders. In cases where an organization
needs to operate in a crisis mode, it may be vital to assure that all but
the most trivial decisions be made at the top.
13. Henri Fayol’s 14 Principles of Management
Unity of Direction
An organization should have a single plan of action to guide managers
and workers.
How Does this Apply Today?
An organization that does not have a single purpose and plan becomes
inefficient and unfocused. If managers and workers have a different
focus or direction, not all of the organization’s resources are used
towards the legitimate goal.
14. Henri Fayol’s 14 Principles of Management
Equity
All members of an organization are entitled to be treated with
justice and respect.
How Does this Apply Today?
Equity in an organization gains its members’ loyalty and trust. They
can proceed and dedicate all of their time to the task at hand
knowing that they will be treated fairly and equally.
15. Henri Fayol’s 14 Principles of Management
Order
The arrangement of organizational positions should maximize
organizational efficiency.
- Fayol recommended the use of organizational charts to show the
position and duties of each employee and to indicate which positions an
employee might move to or be promoted into the future. This form of
guidance or career planning, allows for an orderly advancement from
one position to the next.
17. Henri Fayol’s 14 Principles of Management
Initiative
Managers should allow employees to be innovative and creative.
- Fayol believed that managers needed to encourage their employees
to act on their own, without direct supervision from a supervisor. This
key to this principle is to promote creativity and innovation. Hence,
employees with more freedom and responsibility, tend to have a greater
desire to accomplish the job at hand.
Example:
Many retailers have empowered their cashiers to perform price over-
rides without the need for a supervisor to approve the change.
More and more companies are empowering their call center agents to
perform one-time fee reversals without the approval of a supervisor.
18. Henri Fayol’s 14 Principles of Management
Discipline
Managers need to create a workforce that strive to achieve
organizational goals.
- Fayol believed that discipline resulted from respectful relations
between organizational member and reflects the quality of an
organization’s leadership and a manager’s ability to act fairly and
equitably.
Example:
A manager may ask an employee to stay late or work weekends in
order to complete an assignment. If the manager has always been
courteous and respectful of the employee, then they may be more
willing to oblige to the managers request.
19. Henri Fayol’s 14 Principles of Management
Renumeration of Personnel
System that managers use to reward employees should be equitable for
both employees and the organization.
- Fayol was a big proponent of bonuses and profit sharing plans,
because he believed it encouraged productivity. However, he was
cautious to state the reward system could not be the subject of abuse or
bias.
Many companies perform six month or twelve month reviews of their
employees and based on their performance figures they’re rewarded
with a bonus. Typically the amount of the bonus is a percentage of their
annual salary.
Example:
Company “A” pays up to twenty percent of an employees salary.
Employee “X” annual salary is $75K. In other words, employee “X” can
make as much as $15K in annual bonus.
20. Henri Fayol’s 14 Principles of Management
Stability of Tenure of Personnel
Recognition that long-term employees develop skills that can improve
organizational efficiency.
-Fayol believed that when employees stayed with an organization for
extended periods of time, they develop skills that improve the
organization’s ability to utilize its resources.
Example:
Consider employees that grow within a company. Companies are often
more willing to hire and promote from within because employees may
already possess certain job function skills and technical knowledge of
the applications, which usually leads to a lower cost of training.
Furthermore, since the employee has already been exposed to the
environment, he/she may be more well equipped to come up with the
right approaches to handle certain situations.
21. Henri Fayol’s 14 Principles of Management
Subordination of Individual Interests to the Common Interest
Employees should understand how their performance affects the performance
of the whole organization.
- No one individual or group is above the organization. Having said that,
remember Fayol believed that there needed to exist a harmonious relationship
between the organization and its members, in order to ensure that employees
were being treated fairly and rewarded for their performance.
Example:
Sports teams, like any other business, consist of upper management
executives (CEO, President, GM), managers (coaches) and players
(employees). Keep in mind though that in this business, some players tend to
make more money than some of those positions above them. Players that are
selfish, unwilling to adapt and change to the philosophy set forth by the teams
management may find themselves being released or traded.
22. Henri Fayol’s 14 Principles of Management
Esprit de Corps
Managers should encourage the development of shared feelings of
comradeship, enthusiasm, or devotion to a common cause.
- Comes about by encouraging communication between managers
and workers to solve problems and implement solutions.
Example:
A compliance officer notices that communication between the
compliance department and the business unit is lacking cohesiveness.
The employee, knowing that their boss is willing to listen to their
opinions, can suggest that a liaison, someone with experience in both
areas of the business, be hired to facilitate communication and
ultimately satisfy the needs of both departments.
23. Conclusion
All in all, administrative management
theory such as; bureaucracy is a formal
organizational system that is applied in
today’s business industry throughout the
world. The management process of Fayol’s
fourteen principles of management has
influenced efficiency in today’s business
society.
24. References
Jones, G.R., George, J.M (2009). The Evolution of Management Thought.
Contemorary Management (pp 38-71). New York, NY: McGraw-
Hill/Irwin.