Fayol proposed 14 principles of management that are still relevant today. The principles include division of work through specialization, unity of command with each employee reporting to one supervisor, and discipline and order in the workplace. Fayol also emphasized remuneration of employees, centralization versus decentralization of decision-making, and promoting team spirit and harmony among personnel. His principles focused on creating an efficient and stable organization through structures of authority, responsibility, and coordination of efforts.
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.
Frederick Taylor is known as the "Father of Scientific Management" and developed 14 principles of management to guide managerial decision making. Some key principles include: division of work, where work is broken into smaller units assigned based on capability; unity of command, where each employee receives orders from only one supervisor; and scientific technique, where work is planned in advance and workers focus solely on production under supervision. Taylor also emphasized employee selection and training to improve industrial efficiency. He advocated separating factories into planning and production departments to develop specialization.
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.
Henry fayol 14 principles of management , full assignment - manpreet singhMANPREETSINGHPANESAR1
Henry Fayol was a pioneer in management theory who introduced 14 general principles of management that can be applied to all levels and departments of an organization. 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's theories helped establish the foundations of modern management practice.
The document provides an overview of motivation and several theories of motivation:
1. It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
2. It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
3. It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
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.
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 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.
Frederick Taylor is known as the "Father of Scientific Management" and developed 14 principles of management to guide managerial decision making. Some key principles include: division of work, where work is broken into smaller units assigned based on capability; unity of command, where each employee receives orders from only one supervisor; and scientific technique, where work is planned in advance and workers focus solely on production under supervision. Taylor also emphasized employee selection and training to improve industrial efficiency. He advocated separating factories into planning and production departments to develop specialization.
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.
Henry fayol 14 principles of management , full assignment - manpreet singhMANPREETSINGHPANESAR1
Henry Fayol was a pioneer in management theory who introduced 14 general principles of management that can be applied to all levels and departments of an organization. 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's theories helped establish the foundations of modern management practice.
The document provides an overview of motivation and several theories of motivation:
1. It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
2. It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
3. It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
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.
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 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.
Motivation- Definition
Management Theories of Motivation
Needs Theories
Theories of Motivation
Conditioning Theory
Expectancy Theory
Motivation-Hygiene Theory
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.
Henri Fayol synthesized 14 principles of management after years of studying management in practice. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, degree of centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. The principles provide guidelines for management decision making and serve as a fundamental framework for organizing and directing an organization effectively.
14 principles of management for class 12Aradhana gajendra kocharGAJENDRA kochar
This document discusses Henri Fayol's 14 principles of management. It summarizes each principle, including specialization of labor, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization/decentralization, scalar chain, order, equity, stability of personnel, initiative, esprit de corps. It concludes that while obvious, these principles based on common sense remain practical tools for managing organizations.
This document provides an overview of motivation. It defines motivation as a process that begins with a need and drives goal-directed behavior. Motivation can be intrinsic, coming from within an individual, or extrinsic, coming from outside rewards or punishments. Several theories of motivation are discussed, including Maslow's hierarchy of needs which posits that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. Financial and non-financial motivational factors for employees are examined, including pay, benefits, recognition, and career growth opportunities. The importance and objectives of motivation in the workplace are also covered.
Henri Fayol was a French industrialist in the early 20th century who is considered the founder of modern management principles. In his 1916 book, Fayol outlined 14 principles of management that are still widely accepted today. The principles include division of work, authority and responsibility, discipline, centralization vs decentralization, order, equity, initiative, team spirit, job security, unity of command and direction, and clear lines of authority. Fayol argued that all managers should follow these principles for an organization to be efficient and successful.
Principles Of Management By M.RiaZ Khan 03139533123M Riaz Khan
This document provides an overview of management concepts including definitions of management, the functions of managers, and the evolution of management thought. It discusses definitions of management from several perspectives including as a process, coordination, and function. The five functions of managers are identified as planning, organizing, staffing, leading, and controlling. The evolution of management is traced from early civilizations to the modern era, noting contributions from thinkers like Taylor, Fayol, and Drucker. Planning is discussed in more depth, outlining its nature and purpose, types including objectives and strategies, and the planning process.
This document outlines Henri Fayol's 14 principles of management and Peter Drucker's theory of management by objectives. Fayol's principles include specialization, authority, discipline, unity of command, and subordination of individual interests. Drucker identified key result areas for objectives including marketing, innovation, human organization, and profit requirements. The document also discusses Fayol's definition of management roles and Drucker's principles of cascading goals and using SMART objectives.
The document discusses Henri Fayol's 14 principles of management which include division of work, authority, 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. It provides examples of how each principle can be applied in a library setting and concludes that Fayol's principles form the basis of scientific management and are applicable regardless of changing conditions.
Henri Fayol was a French industrialist in the early 20th century who is considered the father of modern management. In 1916, he wrote a book called "General and Industrial Management" which outlined 14 principles of management that are still widely accepted today. The principles include division of work, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, initiative, stability of personnel, and esprit de corps. Fayol believed following these principles would lead to more effective organizations.
This document summarizes a study that tested competing theories about CEO governance structures - agency theory and stewardship theory. Agency theory predicts that separating the roles of CEO and board chair leads to higher shareholder returns, while stewardship theory predicts the opposite. The study compared shareholder returns for companies that had the same person as CEO and board chair versus companies that separated the roles, while controlling for industry and size. The results did not support agency theory and provided some support for stewardship theory.
Henri Fayol proposed 14 principles of management that are still relevant today. The principles include division of work to focus efforts, clear lines of authority and responsibility, discipline to encourage common goals, unity of command and direction to ensure alignment, prioritizing organizational interests over individual interests, and maintaining stability and initiative among personnel. The principles are aimed at achieving order, equity and esprit de corps within an organization.
The document discusses Henri Fayol's 14 principles of management. It introduces the principles and states that they were derived from observation, analysis, and experimental studies. The principles are then each defined individually and include specialization of labor, authority and responsibility, discipline, unity of command, unity of direction, interest of workers, compensation, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps.
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.
This document discusses several topics related to professional ethics and responsibilities in the workplace:
1. It outlines the importance of professional codes of ethics in establishing guidelines and expectations for socially acceptable behavior.
2. It discusses the rights and responsibilities of both employees and employers, including the right to fair treatment, safe working conditions, and whistleblowing.
3. The document also covers concepts like corporate social responsibility, conflicts of interest, maintaining appropriate personal and professional boundaries, and changing views around organizational loyalty.
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.
Henry fayols priciple of management- image pptNajeeb Ahmed
henry fayols 14 principles used in effective slides without words.. just use the image and explain the title.. thus you can avoid the mistakes and more quastions
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.
This document provides information about the OPC Japan Mission. It introduces Cal and Edie Cummings, missionaries in Sendai, Japan. It describes their ministries, including leading Bible studies, preaching, counseling, and disaster relief after the 2011 tsunami. It highlights their work at the Nozomi Hope Center, which serves as a church, camp, and café. The document encourages prayer and financial support for the Cummings and the Japan Mission.
Exotic Gilangharjo
Presentasi Study Visit Oxfam GB ke Desa implementator SID
Rombonga Berasal dari : Kabupaten Maros, Kabupaten Pangkep, Kabupaten Takalar dan Kabupaten Barru Provinsi Sulawesi Tenggara
lokasi kunjungan :
Combine Resource Institution, Panggungharjo Sewon Bantul Daerah Istimewa Yogyakarta (17-09-2014 dan 20-09-2014)
Balai Desa Balerante Kemalang Klaten Jawa Tengah (18-09-2014)
Balai Desa Sidorejo Kemalang Klaten Jawa Tengah (18-09-2014)
Radio Komunitas Lintas Merapi Sidorejo Kemalang Klaten Jawa Tengah (18-09-2014)
Balai Desa Terong Dlingo Kabupaten Bantul Daerah Istimewa Yogyakarta (19-09-2014)
Balai Desa Gilangharjo Pandak Bantul Daerah Istimewa Yogyakarta (19-09-2014)
Sanggar Giri Gino Guno Desa Gilangharjo Pandak Bantul Daerah Istimewa Yogyakarta (19-09-2014)
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.
Motivation- Definition
Management Theories of Motivation
Needs Theories
Theories of Motivation
Conditioning Theory
Expectancy Theory
Motivation-Hygiene Theory
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.
Henri Fayol synthesized 14 principles of management after years of studying management in practice. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, degree of centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. The principles provide guidelines for management decision making and serve as a fundamental framework for organizing and directing an organization effectively.
14 principles of management for class 12Aradhana gajendra kocharGAJENDRA kochar
This document discusses Henri Fayol's 14 principles of management. It summarizes each principle, including specialization of labor, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization/decentralization, scalar chain, order, equity, stability of personnel, initiative, esprit de corps. It concludes that while obvious, these principles based on common sense remain practical tools for managing organizations.
This document provides an overview of motivation. It defines motivation as a process that begins with a need and drives goal-directed behavior. Motivation can be intrinsic, coming from within an individual, or extrinsic, coming from outside rewards or punishments. Several theories of motivation are discussed, including Maslow's hierarchy of needs which posits that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. Financial and non-financial motivational factors for employees are examined, including pay, benefits, recognition, and career growth opportunities. The importance and objectives of motivation in the workplace are also covered.
Henri Fayol was a French industrialist in the early 20th century who is considered the founder of modern management principles. In his 1916 book, Fayol outlined 14 principles of management that are still widely accepted today. The principles include division of work, authority and responsibility, discipline, centralization vs decentralization, order, equity, initiative, team spirit, job security, unity of command and direction, and clear lines of authority. Fayol argued that all managers should follow these principles for an organization to be efficient and successful.
Principles Of Management By M.RiaZ Khan 03139533123M Riaz Khan
This document provides an overview of management concepts including definitions of management, the functions of managers, and the evolution of management thought. It discusses definitions of management from several perspectives including as a process, coordination, and function. The five functions of managers are identified as planning, organizing, staffing, leading, and controlling. The evolution of management is traced from early civilizations to the modern era, noting contributions from thinkers like Taylor, Fayol, and Drucker. Planning is discussed in more depth, outlining its nature and purpose, types including objectives and strategies, and the planning process.
This document outlines Henri Fayol's 14 principles of management and Peter Drucker's theory of management by objectives. Fayol's principles include specialization, authority, discipline, unity of command, and subordination of individual interests. Drucker identified key result areas for objectives including marketing, innovation, human organization, and profit requirements. The document also discusses Fayol's definition of management roles and Drucker's principles of cascading goals and using SMART objectives.
The document discusses Henri Fayol's 14 principles of management which include division of work, authority, 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. It provides examples of how each principle can be applied in a library setting and concludes that Fayol's principles form the basis of scientific management and are applicable regardless of changing conditions.
Henri Fayol was a French industrialist in the early 20th century who is considered the father of modern management. In 1916, he wrote a book called "General and Industrial Management" which outlined 14 principles of management that are still widely accepted today. The principles include division of work, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, initiative, stability of personnel, and esprit de corps. Fayol believed following these principles would lead to more effective organizations.
This document summarizes a study that tested competing theories about CEO governance structures - agency theory and stewardship theory. Agency theory predicts that separating the roles of CEO and board chair leads to higher shareholder returns, while stewardship theory predicts the opposite. The study compared shareholder returns for companies that had the same person as CEO and board chair versus companies that separated the roles, while controlling for industry and size. The results did not support agency theory and provided some support for stewardship theory.
Henri Fayol proposed 14 principles of management that are still relevant today. The principles include division of work to focus efforts, clear lines of authority and responsibility, discipline to encourage common goals, unity of command and direction to ensure alignment, prioritizing organizational interests over individual interests, and maintaining stability and initiative among personnel. The principles are aimed at achieving order, equity and esprit de corps within an organization.
The document discusses Henri Fayol's 14 principles of management. It introduces the principles and states that they were derived from observation, analysis, and experimental studies. The principles are then each defined individually and include specialization of labor, authority and responsibility, discipline, unity of command, unity of direction, interest of workers, compensation, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps.
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.
This document discusses several topics related to professional ethics and responsibilities in the workplace:
1. It outlines the importance of professional codes of ethics in establishing guidelines and expectations for socially acceptable behavior.
2. It discusses the rights and responsibilities of both employees and employers, including the right to fair treatment, safe working conditions, and whistleblowing.
3. The document also covers concepts like corporate social responsibility, conflicts of interest, maintaining appropriate personal and professional boundaries, and changing views around organizational loyalty.
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.
Henry fayols priciple of management- image pptNajeeb Ahmed
henry fayols 14 principles used in effective slides without words.. just use the image and explain the title.. thus you can avoid the mistakes and more quastions
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.
This document provides information about the OPC Japan Mission. It introduces Cal and Edie Cummings, missionaries in Sendai, Japan. It describes their ministries, including leading Bible studies, preaching, counseling, and disaster relief after the 2011 tsunami. It highlights their work at the Nozomi Hope Center, which serves as a church, camp, and café. The document encourages prayer and financial support for the Cummings and the Japan Mission.
Exotic Gilangharjo
Presentasi Study Visit Oxfam GB ke Desa implementator SID
Rombonga Berasal dari : Kabupaten Maros, Kabupaten Pangkep, Kabupaten Takalar dan Kabupaten Barru Provinsi Sulawesi Tenggara
lokasi kunjungan :
Combine Resource Institution, Panggungharjo Sewon Bantul Daerah Istimewa Yogyakarta (17-09-2014 dan 20-09-2014)
Balai Desa Balerante Kemalang Klaten Jawa Tengah (18-09-2014)
Balai Desa Sidorejo Kemalang Klaten Jawa Tengah (18-09-2014)
Radio Komunitas Lintas Merapi Sidorejo Kemalang Klaten Jawa Tengah (18-09-2014)
Balai Desa Terong Dlingo Kabupaten Bantul Daerah Istimewa Yogyakarta (19-09-2014)
Balai Desa Gilangharjo Pandak Bantul Daerah Istimewa Yogyakarta (19-09-2014)
Sanggar Giri Gino Guno Desa Gilangharjo Pandak Bantul Daerah Istimewa Yogyakarta (19-09-2014)
The document provides a history of Protestantism in Quebec. It describes how Quebec's identity was traditionally tied to the Roman Catholic church, but the Quiet Revolution of the 1960s secularized the province. This opened the door for renewed Protestant evangelism. In 1988, the Reformed Church of Quebec was established with 5 local churches including St-Marc Reformed Church in Quebec City, where Ben and Melanie Westerveld now serve. Their ministry focuses on English camps and cafes to reach the predominantly French-speaking population.
Startup Europe & TWIST event: Ecosystem scale upLVentureGroup
This document discusses strategies for scaling a startup after achieving product-market fit. It recommends international expansion to access larger markets with richer customers and quicker adoption rates. Expanding internationally allows companies to raise capital from more international investors, hire global talent, and partner with businesses abroad. However, companies should consider costs of relocating employees and living in different startup hubs which vary widely. The document emphasizes setting ambitious goals and sticking to a long term vision to continue growing successfully.
Dokumen tersebut membahas tentang Sistem Informasi Desa (SID) yang dikembangkan oleh organisasi COMBINE untuk memfasilitasi pengelolaan data dan informasi di tingkat desa secara partisipatif dan transparan. SID telah diterapkan di beberapa desa sejak 2009, seperti Desa Balerante, Terong, dan Gilangharjo, dan membantu penanganan bencana, pelayanan masyarakat, serta pelestarian budaya lokal. Dokumen ini juga menjel
I enjoyed the opportunity to run as an athlete again. Waiting two years to heal physically, in order to run again was worth it. Being able to compete at the CCCAA Track & Field event and coming in seventh place, for the women's 4x4 was a great accomplishment for me.
The Bermuda Triangle is an imaginary area in the Atlantic Ocean where a number of planes and ships are said to have disappeared under mysterious circumstances. Some key facts are that over 1,000 lives were lost in the 20th century, averaging about 10 per year. Scientific evaluations have found the number of disappearances is not abnormal and usually have logical explanations like weather events. One famous incident was the disappearance of Flight 19, a training squadron of 5 Navy planes that vanished after sending distress calls in 1945. Various theories for the disappearances have been proposed, but the causes remain unproven.
The document provides information about the Pakistan Girl Guides Association (PGGA) ICT Branch. It discusses the mission and vision of PGGA, which is to empower girls and young women. It outlines the history of PGGA, describing how it was founded in 1947 and became a member of the World Association of Girl Guides and Girl Scouts in 1948. It also describes the branches, age groups, uniforms, promise, laws, and activities of PGGA ICT Branch.
LVenture Group is an Italian startup hub and venture capital firm that invests in digital startups. It has a portfolio of over 45 startups and has invested €7 million, with €21 million invested by third parties. LVenture aims to maximize portfolio company value through exits. It has strategic goals of international expansion and creating partnerships between startups and large corporations. Financial projections show increasing revenues from services like acceleration programs and co-working spaces. LVenture is seeking €4 million in additional capital to support investment activities, international expansion, and new initiatives to further connect startups and corporations.
LVenture Group - Small Cap Conference 2016LVentureGroup
LVenture Group is an Italian startup hub and venture capital firm that manages a portfolio of over 45 digital startups. The company aims to scale up this portfolio by providing acceleration support. LVenture's business model involves selecting early-stage startups and investing small amounts to take minority stakes. It intends to generate returns through portfolio exits and revenues from its acceleration program and co-working facilities. LVenture is seeking to expand its ecosystem and international presence while increasing the value of its portfolio.
The document defines the key differences between change and transformation. Change refers to making improvements to current processes and is driven by tactics, while transformation involves shifting mindsets and beliefs to create a new future. Change focuses on methods and fixes the past and present, while transformation is driven by strategy and prescribes a new vision. External influence is high for change but minimal for transformation.
The document provides information about the Pakistan Girl Guides Association (PGGA) ICT Branch. It discusses the mission and vision of PGGA, which is to empower girls and young women. It outlines the history of PGGA and describes its branches, uniforms, promise, laws, motto and activities. PGGA conducts various workshops, trainings and camps. It also describes indoor and outdoor activities for girl guides as well as contact information.
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.
This document is a project report submitted by Geet Sharma to Prof. Anubha Walia on organisational behaviour. It discusses the evolution of organisational behaviour from the classical era to the modern era. The classical era saw the development of administrative theory by Fayol and scientific management theory by Taylor. The behavioural era was influenced by the Hawthorne studies. The modern era introduced theories like McGregor's Theory X and Theory Y and contingency theory, which recognizes there is no single best way to manage and approaches must depend on internal and external factors.
Mb0038 –management process & organization behaviourMayur_Me
Henri Fayol outlined 14 principles of management in his 1916 book that defined early 20th century organizations. The principles included division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests to general interests. Fayol also characterized commercial organizations as having core functions of planning, organizing, commanding, coordinating, and controlling. An effective control system requires tailoring controls to plans and positions, individual managers' capabilities, and designing controls to focus on critical exceptions. Personality is determined by biological, familial, cultural, social, and situational factors like heredity, family environment, culture, and life experiences.
The document discusses several theories of motivation in the workplace. It begins by outlining Maslow's hierarchy of needs which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. It also summarizes Herzberg's two-factor theory that distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivators like achievement and recognition that encourage motivation. Later, it discusses process theories like Vroom's expectancy theory that motivation depends on expectations of rewards for performance. The document provides an overview of many theories of what drives human motivation and behavior at work.
Henry Fayol developed 14 principles of management based on his experience as a manager. Some key principles included: authority and responsibility are related; unity of command and unity of direction to avoid fragmented efforts; scalar chain of command to define lines of authority; division of work through specialization; discipline, equitable remuneration, and order are needed; and initiative and esprit de corps among employees are important. Fayol believed these principles could be applied universally across organizations to effectively manage activities and resources.
Management principles developed by henri fayolRajat Sharma
The document discusses Espirit De Corps and 14 Principles of Management developed by Henri Fayol. Espirit De Corps refers to the spirit of loyalty and commitment of group members to achieve organizational goals through cooperation. The 14 principles include: division of work and specialization; unity of command; authority and responsibility; discipline; unity of direction; subordination of individual interests; equitable remuneration; centralization vs decentralization; scalar chain of command; order; equity; stability of personnel; initiative; and Espirit De Corps of encouraging team spirit. The principles aim to promote efficiency, coordination and harmony in the workplace.
Principles of Educational Management-1.pptxktkr7214
The document discusses Henri Fayol's 14 principles of management. It provides context that Fayol was a French mining engineer who in 1916 wrote the book "General and Industrial Management" where he shared his management experiences and laid the foundation for treating management as a true profession. Some of the key principles discussed include division of work, authority and responsibility, discipline, unity of command, unity of direction, and subordination of individual interests to the general good of the organization. The document concludes that Fayol's principles provide a foundational framework for effective management that can be applied across different organizations and sectors.
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.
The document discusses the importance of motivating employees in business. It explains that human resources are critical for an organization's success and managers must effectively manage their employees. The relationship between employers and employees is symbiotic - employers expect commitment and quality work from staff, while employees expect fair treatment, career opportunities, suitable work, and a good working environment. The document then provides a brief history of motivation theories, including early carrot-and-stick methods and the rise of industrial psychology focusing on worker well-being. Abraham Maslow's hierarchy of needs is discussed as an influential motivation model comprising physiological, safety, belongingness, esteem and self-actualization needs.
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.
The document discusses the principles of management as defined by several management theorists. It outlines 14 principles of management defined by Henri Fayol including division of work, authority and responsibility, discipline, unity of command, unity of direction, centralization, subordination of individual interests to the general interest, remuneration of personnel, scalar chain of command, order, equity, stability of personnel, initiative, and esprit de corps. The principles are guidelines that managers should follow to effectively manage an organization.
Motivation is the set of forces that cause people to behave in certain ways. It is a psychological process that includes a felt need, searching for ways to satisfy that need, selecting an option to satisfy the need, carrying out that option, and evaluating if the need was satisfied. Maslow's hierarchy of needs theorizes that people are motivated to fulfill basic physiological needs first, then safety, social, esteem, and self-actualization needs. Motivation can be positive using financial and non-financial rewards or negative using punishments. Theories like Maslow's are useful for understanding human motivation and behavior in organizations.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
Henri Fayol was a French mining engineer considered the father of modern management. He presented 14 principles of management in his 1916 monograph that provide guidance for managers. 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 tenure, initiative, and esprit de corps. The principles were intended as general guidelines for effective management practices.
This document provides an overview of motivation theories and concepts. It discusses:
- Intrinsic and extrinsic motivation
- Expectancy theory, which posits that effort leads to performance and performance leads to outcomes
- Need theories like Maslow's hierarchy of needs and ERG theory
- Equity theory and the importance of fair outcomes
- Goal-setting theory and specific, difficult goals
- Learning theories like operant conditioning and social learning theory
- The relationship between pay and motivation
It provides examples and explanations of key motivation concepts to understand employee motivation.
Motivation & Theories of Motivation(1).pptxElsaCherian1
Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher level needs can be addressed. Herzberg's two-factor theory separates job factors into hygiene factors that prevent dissatisfaction and motivational factors that encourage satisfaction. McClelland's three-needs theory identifies achievement, power, and affiliation as key motivators. Vroom's expectancy theory states that motivation depends on expectancy, instrumentality, and valence. Adams' equity theory proposes that employees seek fair balance between their own inputs and outputs compared to others.
Slides on principles of mgt prof moyaniJose Mendez
Henri Fayol was a French mining engineer and director of mines who developed one of the first comprehensive theories of management in the early 20th century. He identified 14 principles of management, including division of work, 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 personnel, initiative, and esprit de corps. Fayol believed following these principles was necessary for the smooth and efficient functioning of any organization.
1. Fayol's 14 Principles of Management
Fayol's principles are listed below:
1. Division of Work – When employees are
specialized, output can increase because they
become increasingly skilled and efficient.
2. Authority – Managers must have the
authority to give orders, but they must also
keep in mind that with authority comes
responsibility.
3. Discipline – Discipline must be upheld in
organizations, but methods for doing so can
vary.
4. Unity of Command – Employees should
have only one direct supervisor.
5. Unity of Direction – Teams with the same
objective should be working under the
direction of one manager, using one plan.
This will ensure that action is properly
coordinated.
6. Subordination of Individual Interests to
the General Interest – The interests of one
employee should not be allowed to become
more important than those of the group. This
includes managers.
7. Remuneration – Employee satisfaction
depends on fair remuneration for everyone.
This includes financial and non-financial
compensation.
8. Centralization – This principle refers to
how close employees are to the decision-
making process.It is important to aim for an
appropriate balance.
9. Scalar Chain – Employees should be aware
of where they stand in the organization's
hierarchy, or chain of command.
10. Order – The workplace facilities must be
clean, tidy and safe for employees.
Everything should have its place.
11. Equity – Managers should be fair to staff at
all times, both maintaining discipline as
necessary and acting with kindness where
appropriate.
12. Stability of Tenure of Personnel –
Managers should strive to minimize
employee turnover. Personnel planning
should be a priority.
13. Initiative – Employees should be given the
necessary level of freedom to create and
carry out plans.
14. Esprit de Corps – Organizations should
strive to promote team spirit and unity.
He suggested the following 14 principles as
the general principles management:
1. Division ofwork: This principleis basically
the same with Adam Smith’s “Division of
Labour” which means “specialization“.
According to Fayol, the object ofdivision ofwork
is to producemoreand better work with the
same effort.
2. Authority and Responsibility: Authority
is the right to give orders and the powerto exact
obedience.Distinction must be made between a
manager’s official authority deriving from office
and personal authority. (Note:Later in 1959,
social psychologists John Frenchand Bertam
Raven, defined five sources ofpower as:coercive
power, reward power, legitimate power, referent
power and expert power).
According to Fayol, authority is not to be
conceivedofapart from responsibility, that is
apart from sanction –reward or penalty –which
goes with the exerciseofpower. Responsibility
is a corollary ofauthority,it is its natural
consequence and essential counterpart,
and wheresoever authority is exercised
responsibility arises.
3. Discipline: Discipline, being the outcome of
different varying agreements, naturally appears
under the most diverseforms;obligations of
obedience,application, energy, behaviour, vary,
in effect from one firm to another, from one
group ofemployees to another, from one time to
another. Nevertheless, general opinion is deeply
convinced that discipline is absolutetly essential
for the smooth running ofbusiness and that
without discipline no enterprise could prosper.
4. Unity ofcommand: This principles
emphasizes that an employee should receive
orders from one superior only. Fayol says that if
it is violated,authority is undermined, discipline
is in jeopardy, order distributed and stability
threatened. (Note:matrix organizations are in
contrast to Fayol’s unity ofcommand principle).
5. Unity ofdirection: One head and one plan
for a group ofactivities having the same
objective.(Note:Organizations write and
announce vision and mission statements,
2. objectives and strategies so that the
organizations align and go in the same
direction).
6. Subordination ofindividual interest to
the general interest: This principle calls to
mind the fact that in a business the interest of
one employeeor group ofemployees should not
prevail over that ofthe concern, that the interest
of the home should come beforethat ofits
members and that interest ofthe state should
have pride ofplace over that ofone citizen or
group ofcitizens. (Note:What about the
“invisiblehand” concept ofAdam Smith?)
7.Remuneration
(payment/compensation) of
personnel: Remuneration ofpersonnel is the
price ofthe services rendered.It should be fair
and, as far as is possible, afford satisfaction both
to personnel and firm (employeeand employer).
Three modes ofpayment in use for workers are :
Time rates, job rates and piece rates.Fayol also
mentioned about bonuses and profit-sharing
and non-financial incentives.
8. Centralization: Everything which goes to
increase the importance ofthe subordinate’s role
is decentralization, everything which goes to
reduce it is centralization. The question of
centralization or decentralization is a simple
question ofproportion, it is a matter offinding
the optimum degreefor the particular concern.
The degree ofcentralization must vary according
to different cases:
If the moral worth ofthe manager,his
strength, intelligence, experience and
swiftness ofthought allow him to have a
wide span of activities he will be able to
carry centralization.
If conversely, he prefers to have greater
recourse to the experienceofhis colleagues
whilst reserving himselfthe privilige of
giving central directives, he can effect
considerable decentralization.
9. Scalar Chain (line ofauthority): The
scalar chain is the chain ofsuperiors from the
ultimate authority to the lowestranks.
10. Order: Fayol defines the formula for order
as “a place for everyone and everyonein his
place”. He classifies two types oforder
as material order,which means everthing
must be in its appointed placeand social
order, which presupposes the most succesful
execution ofthe two most difficult managerial
activities:good organization and good selection.
Social order demands precise knowledgeofthe
human requirements and resources ofthe
concern and a constant balance between these
requirements and resources.
11. Equity: Desire for equity and equality of
treatment are aspirations to be taken into
accountin dealing with employees. (Note:In
motivation theories oforganizational behaviour
equity is important. John Stacey Adams,
(behavioral psychologist) asserted that
employees seek to maintain equity between the
inputs that they bring to a job and the outcomes
that they receive from it against the perceived
inputs and outcomes ofothers in 1963. Please
follow the link for a visual representation of
Adams theory)
12. Stability oftenure ofpersonnel: Time is
required for an employeeto get used to new
work and succeed in doing it well, always
assuming that he possesses the requisite
abilities. Ifwhen he has got used to it, or before
then, he is removed, he will not have had time to
render worthwhileservice. Ifthis be repeated
indefinetly the work will neverby properly done.
3. Generally the managerial personnel of
prosperous concerns is stable, that of
unsuccessful ones is unstable. Instability of
tenuer is at one and the same time cause and
effect ofbad running. In common with all the
other principles, therefore, stability oftenure
and personnel is also a question ofproportion.
13. Initiative: Much tact and some integrity are
required to inspire and maintain everyone’s
initiative,within the limits imposed, by respect
for authority and for discipline.The manager
must be able to sacrifice some personal vanity in
order to grant this sort ofsatisfaction to
subordinates.
14. Esprit de corps: Means “Union is
strength“. Harmony, union among the
personnel ofa concern, is great strenght in that
concern. The principleto be observed is unity of
command;the dangers to be avoided are (a) a
misguided interpretation ofthe motto “divide
and rule”, (b) the abuse ofwritten
communications.
(a) Personnel must not be split
up.Dividing enemy forces to weaken them is
clever, but dividing one’s own team is a grave sin
against the business.
(b) Abuse ofwritten
communications.Wherever possible,contacts
should be verbal;there is gain in speed, clarity
and harmony.
The hierarchical effect
A key aspect of the model is the
hierarchical nature of the needs. The
lower the needs in the hierarchy, the
more fundamental they are and the more
a person will tend to abandon the higher
needs in order to pay attention to
sufficiently meeting the lower needs. For
example, when we are ill, we care little
for what others think about us: all we
want is to get better.
Maslow called the first four needs 'D-
need' as they are triggered when we have
a deficit. Only self-actualization is a need
that we seek for solely positive reasons.
Maslow also called them 'instinctoid' as
they are genetically programmed into us
as essential for evolutionary survival.
Loss of these during childhood can lead to
trauma and lifelong fixation.
Click on the needs in the diagram below
for more detail, or read below for a quick
summary of each.
Note that in practice this hierarchy is only
approximate and you do not have to have
your physiologically needs fully satisfied
before going on to seeking higher needs.
In their global survey, for example, Tay
and Diener (2011) found that people can
be living in hazardous poverty and yet
still derive much satisfaction from having
social needs (belonging and esteem)
fulfilled.
The five needs
Physiological needs are to do with
the maintenance of the human
body. If we are unwell, then little
else matters until we recover.
Safety needs are about putting a
roof over our heads and keeping
us from harm. If we are rich,
strong and powerful, or have good
friends, we can make ourselves
safe.
Belonging needs introduce our
tribal nature. If we are helpful and
kind to others they will want us as
friends.
Esteem needs are for a higher
position within a group. If people
respect us, we have greater
power.
Self-actualization needs are to
'become what we are capable of
becoming', which would our
greatest achievement.