Henry Fayol's 14 Principles of Management: Implications for Libraries and Inferences, illustrations, and examples were drawn from both. This article explains practically the administrative theory of 14 Principles of Management by Henri Fayol. These are the factors for successful management. Inferences, illustrations, and examples were institutions, are prime examples of service providing is Henri Fayol's '14 principles of management' (Witzel.
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the data, it was concluded that Fayol's principles of management are as relevant . postulated is the Henri Fayol‟s „14 principles of management‟ . coordinators or supervisors at a time for example, the head of Admin can. 14 Principles of Management - Henri Fayol. About three years ago I wrote an article on Henri Fayol, a management theorist. The net at the time had about that have outlined principles to guide management practices. These schools of etc; administrative theorists personified by Henri Fayol etc looked at the best .. examples of Toyota and Kiran Mazumdar Shaw can be linked to Contributions: Mainly 14 Management Principles, which are referred to as.
Order go down alone the line traveling from top to bottom.
However information and appeal travel in the reverse direction. Order: Order refers to the best possible arrangement to achieve the most efficient operation of the organization.
As regards employees, a right person must be given a right job most suitable to him. It would be a wrong decision to put an expert classifier in the maintenance section.
A right place or job must be identified for everything and every individual. Equity: In dealing with employees treatment of equality must be put into practice. Justice must be combined with friendliness and kindness by those in executive towards staff. Salary scales must be based on education, ability, experience and level of responsibility. Preferential treatment should be based on the question of superiority of a person in terms of the factors mentioned above.
There should be stable and efficient work force for the survival of an organization. Frequent leveling of person is expensive for the organization and reflects bad management. It must be corrected to ensure stability of efficient employees for longer duration in the organization. In the library, it will better of fill up some positions in a library with mediocre persons, who will stay with the library relatively for long period.
At the same time there should be promotional avenues for competent person also. Initiative: It is concerned with thinking out and execution of a plane on the part of a manager or a worker.
It minimizes the period for completion of a particular project or a task. It promotes innovation, creativity and efficiency in the organization. As a positive gain, initiative must be encouraged at all levels in the organization. Library administration should create environment which leads to harmony and unity.
Introduction 14 principles of Management
Equity, initiative, unity of command and leadership qualities of the senior staff can do match to promote esprit de crops. It requires team work. But instead, that this decision should be deliberate and appropriate to the operating needs of the organization.
This principle is also related to the principle of authority. But, in a completely decentralized organization managers lack authority to control employees. Scalar Chain A scalar chain is also known as a chain of command. It corresponds to the formal line of authority and communication within an organization.
Fayol states that you should structure your organization to meet the needs of the organization. For example, if you need fast decision making then a flatter organization is best. If you want to offer employees promotion opportunities then a taller organization is best.
The trick is to find the right balance. You can learn more about this in our Span of Control article.
Order Order refers to keeping organized and having good plans in place so you avoid duplication of work and waste.
Order encompasses many things, including having a clean and safe environment for employees with everything in its place. It also means having resources available for use in the right place at the right time. This includes employees, capital, and other resources. Equity Managers should treat employees with equity. This means managers should treat everyone fairly at all times. This means both being consistent in your praise and consistent in your discipline. Treating employees fairly increases employee retention.
Employees have a strong sense of equity and tend to do less work if they feel they are not being treated equitably. Stability of Tenure of Personnel It is important for employees to have job security. You should also understand that it can take time for new employees to settle into their new environment and learn how to do their job well.
Managers who understand this principle strive for ever-increasing employee retention rates. Initiative You should encourage proactivity and the showing of initiative at all levels within the organization. Secondly, the principles of management should be flexible and not rigid so that changes can be made in them in case of need.
When a particular individual performs the same job repeatedly, he will become an expert in doing that particular part of the whole job.
Consequently, the benefits of specialisation will become available. For example, a furniture manufacturer gets an order for manufacturing lecture stands. He has five workers who will do the job. There are two ways to complete this order. First, every worker should be asked to complete 20 lecture stands.
14 Principles of Management
The second method can be distributing different parts of the lecture stand-legs, top board, centre support, assembling and polishing-to all the five workers in a manner that only one worker does the same job for all the lecture stands.
For example, if a manager is tuned to work on the same kind of activities for a long period of time, he will certainly be an expert in his particular job. Consequently, more and beneficial decisions can be taken in a comparatively less time by him. Positive Effect advantages of specialisation are obtained, such as increase in the quality of work, increase in the speed of production, decrease in the wastage of resources.
Violating Effect the above-mentioned positive effects of specialisation will not be available. It means that when a particular individual is given a particular work and he is made responsible for the results, this can be possible only when he is given sufficient authority to discharge his responsibility.
It is not proper to make a person responsible for any work in the absence of authority. It is the natural result of authority and essentially another aspect of authority and whenever authority is used, responsibility are automatically born. To achieve this target, authority for appointing necessary sales representatives, advertising according to the need, etc.
Fayol considers discipline to mean obedience, respect for authority, and observance of established rules. Discipline can be established by providing good supervision at all levels, clearly explaining the rules, and implementing a system of reward and punishment. A manager can present a good example to his subordinates by disciplining himself. For example, if the employees break their promise of working up to their full capacity, it will amount to the violation of obedience.
Similarly a sales manager has the authority to do business on credit. But in case he allows this facility not to the general customers but only to his relatives and friends, then it will amount to ignoring his respect to his authority. Note: Both these examples give a message of indiscipline which is an undesirable situation.
If there are many superiors giving orders to the same employee, he will not be able to decide as to which order is to be given priority. He thus finds himself in a confused situation.
14 Principles of Management
Such a situation adversely affects the efficiency of the subordinates. On the other hand, when there are many superiors, every superior would like his orders to be given priority. This ego problem creates a possibility of clash. Consequently, their own efficiency is likely to be affected. In other words, there should be one plan of action for a group of activities having the same objective and there should be one manager to control them.
For example, suppose an automobile company is manufacturing two products, namely, scooters and cars, hence having two divisions. As each product has its own markets and problems therefore each division must have its own targets. Now each division must plan its target as per its environmental conditions to get better results.But instead, that this decision should be deliberate and appropriate to the operating needs of the organization.
To organize. Henri Fayol was a management practitioner with experience. He retired from the position of Managing Director in For example, a salesman suggests to his sales manager to implement a new advertisement technique. Then he moved into general management and became Managing Director from to It also lowers the prestige of the organisation and creates a feeling of insecurity among the employees which keeps them busy in finding out new avenues of work.
Examining the future and drawing up a plan of action.
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