Students of the history of management thought will be familiar with the name "Henri Fayol".He was born in 1841 in Istanbul.Fayol has been described as the father of modern operational management theory.He believed that management theories could be developed, then taught. His theories were published in a monograph titled General and Industrial Management (1916). This is an extraordinary little book that offers the first theory of general management and statement of management principles.The 14 Management Principles from Henry Fayol:
1-Specialization of labour. Specializing encourages continuous improvement in skills and the development of improvements in methods.
2-Authority. The right to give orders and the power to exact obedience.
3-Discipline. No slacking, bending of rules. The workers should be obedient and respectful of the organization.
4-Unity of command. Each employee has one and only one boss.
5-Unity of direction. A single mind generates a single plan and all play their part in that plan.
6-Subordination of Individual Interests. When at work, only work things should be pursued or thought about.
7-Remuneration. Employees receive fair payment for services, not what the company can get away with.
8-Centralization. Consolidation of management functions. Decisions are made from the top.
9-Chain of Superiors (line of authority). Formal chain of command running from top to bottom of the organization, like military
10-Order. All materials and personnel have a prescribed place, and they must remain there.
11-Equity. Equality of treatment (but not necessarily identical treatment)
12-Personnel Tenure. Limited turnover of personnel. Lifetime employment for good workers.
13-Initiative. Thinking out a plan and do what it takes to make it happen.
14-Esprit de corps. Harmony, cohesion among personnel. It's a great source of strength in the organisation. Fayol stated that for promoting esprit de corps, the principle of unity of command should be observed and the dangers of divide and rule and the abuse of written communication should be avoided.
2-Authority. The right to give orders and the power to exact obedience.
3-Discipline. No slacking, bending of rules. The workers should be obedient and respectful of the organization.
4-Unity of command. Each employee has one and only one boss.
5-Unity of direction. A single mind generates a single plan and all play their part in that plan.
6-Subordination of Individual Interests. When at work, only work things should be pursued or thought about.
7-Remuneration. Employees receive fair payment for services, not what the company can get away with.
8-Centralization. Consolidation of management functions. Decisions are made from the top.
9-Chain of Superiors (line of authority). Formal chain of command running from top to bottom of the organization, like military
10-Order. All materials and personnel have a prescribed place, and they must remain there.
11-Equity. Equality of treatment (but not necessarily identical treatment)
12-Personnel Tenure. Limited turnover of personnel. Lifetime employment for good workers.
13-Initiative. Thinking out a plan and do what it takes to make it happen.
14-Esprit de corps. Harmony, cohesion among personnel. It's a great source of strength in the organisation. Fayol stated that for promoting esprit de corps, the principle of unity of command should be observed and the dangers of divide and rule and the abuse of written communication should be avoided.
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