Henri Fayol Sample

8/6/2019 Henri Fayol Sample

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Without THE NERVOUS SYTEM,the human body would become

an inert mass, and every organ

would rapidly decay.An industrial concern also has

its reflex actions, which are

effected without the direct

intervention of the higher authority.



Which calls for the application of wide knowledge

and many personal qualities, is above all the art of

handling men, and in this art, as in many others,

it is practice that makes perfect.



It has to foresee and make preparations to meetthe financial, commercial, and technical conditions

under which the concern must be started and run.

It deals with the organization, selection, andmanagement of the staff. It is the means by which

the various parts of the undertaking communicatewith the outside world.



Born in ISTANBUL , Turkey inJuly 29, 1841Died in ParisNovember 19,1925

Studied in mining school inSaint-Étienne

Started as an engineer at amining company at the age of 19

In 1916 he published the book

´Administration Industrielle etGénéraleµ

a French industrialist

the father of the administrativemanagement theory



His emphasis on the difference between technicaland administrative skills became the foundation of AIG,that doing work and managing others at work requiresa re-tooling of a person·s abilities.

Joined Comambault (a mining company) and becamethe top executive officer in 1888.

In 1900, reveals that it was not his engineering skills,but rather other skills that he had used in managing the firmduring that time.

Comambault had been restored to financial solvency

after facing bankruptcy when ayol took over.



Administrative Management Theory

Principles of Management

Viewed management as profession that can be trainedand developed

Emphasized the broad policy aspects of top level managers( top down approach)

Offered universal managerial positions



basically focuses on how a business should beorganized and the practices an effective manager

should follow.





Defining goals,establishingstrategy, anddeveloping plans

to coordinateactivities

Determiningwhat needs tobe done, how itwill be done, and

who is to do it

Motivating,leading, andany otheractions involved

in dealing people.

MonitoringActivities toEnsure that theyAre accomplished

As planned

Achieving theorganization·s

stated purpose



Skill

Acquiring Power

Active listening

Budgeting

Choosing an effective leading style

Coaching

Creating effective teams

Delegating (empowerment)

Designing motivating jobsDeveloping trust

Disciplining

Interviewing

Managing conflict

Managing resistance to change

Mentoring

NegotiatingProviding Feedback

Reading an organization¶s culture

Running productive meetings

Scanning the environment

Setting goals

Solving problems creatively

Valuing diversity

FUNCTIONS

LeadingOrganizingPlanning Controlling



Work should be divided among individuals and groups to

ensure that effort and attention are focused on special

portions of the task.

This is because a division of work leads to specialization, andspecialisation increases efficiency, and efficiency improves the

productivity and profitability of the organization.



AUTHORITY is the power derived from the rights that come

with a position and represents the legitimate exercise of

power.

RESPONSIBILITY is accountability

for attainment of objectives, the use of

resources, and the adherence to theorganization policy.

Once responsibility is accepted, performing assigned work becomes an obligation.

Lines of authority link the variousorganizational components. Unclear lines

of authority can create major confusion andconflict within an organization.



A group of unspoken rules or of written

rules intended to ensure good order and

regularity in a company or an

assembly.

It also means a respect for the rules and

regulation of the organization. Discipline may

be Self-discipline, or it may be Enforced

discipline. Self-discipline is the best discipline.

However, if there is no self-discipline,

then discipline should be enforced through

penalties, fines, etc. No organization can survive without discipline.



This states that an employee should have one, and only one,

immediate manager.

The problem arises w hen 2 managerstell t he same employee to do different

job at t he same time.



All activities which have the same

objective must be directed by one

manager, and he must use one plan.

, all marketing activities

such as advertising, sales promotion,

pricing policy, etc., must be directed

by only one manager. He must use

only one plan for all the marketing

activities.



In an organization, there are two typesof interest, viz., the individual interest

of the employees, and the generalinterest of the organization.

The individual interest should be given

less importance, while the generalinterest should be given most

importance. If not, the organization will

collapse.



Many variables, such as cost of living,

supply of qualified personnel, general business

conditions, and success of the business, should

be considered in determining a worker¶s rate

of pay.

Remuneration is the price for

services received. If an organization

wants efficient employees andbest performance, then it should

have a good remuneration policy.

This policy should give maximum

satisfaction to both employer and

employees. It should includeboth financial and non-financial incentives.



CENTR ALIZ ATION define as lowering

the importance of the subordinate role.

DECENTR ALIZ ATION is increasing theimportance.



Board of Directors

President

Vice President

General Manager

Superintendent

Employee



States that authority in the organization flows through the chain

of managers one link at a time, ranging from highest to lowest.

Each manager, from the first line supervisor to the president,

possess certain amounts of authority. The President possesses

the most authority; the first line supervisor the least.

Lower level managers should always

keep upper level managers informed

of their work activities. The existence

of a scalar chain and adherence to

it are necessary if the organization

is to be successful.



Suppose Jerry goes directly above his immediate boss,

Ellen, to Charlie for permission to take his lunch break 30

minutes earlier. Charlie, believing the request is reasonable,approves it, only to find out that the other two people

in Jerry¶s department had also rescheduled their lunch breaks.

Thus, the department would be

vacant from 12 to 1 o¶clock.

Ellen, the bypassed manager,

would have known about the other rescheduled lunch breaks.



``a place for everything and

everything in its place.¶¶

It is order in deeds and with things: it is the means of

avoiding waste of material and time and for avoiding conflicts.

Fayol advocated the creation of detailedorganizational charts to support thisPrinciple.

Facilities must be tidy, materialsorderly stored and staff selectedaccording to strict procedures and

clear job descriptions.



Equity creates loyalty anddevotion in the employees.

The managers should use the

equity while dealing with the

employees.

Equity is a combination of

kindness and justice.



Limited turnover of personnel.

Lifetime employment for good workers.

An employee needs time to learn his

job and to become efficient.

Therefore, he should be given time

to become efficient. When he becomesefficient, he should be made permanent.

In other words, the employees should

have job security.



Thinking out a plan and do what it takes to make it happen.

Management should encourage initiative.

That is, they should encourage theemployees to make their own plans

and to execute these plans.

This is because an initiative gives

satisfaction to the employees and

brings success to the organization.



Esprit de Corps means "Team Spirit".

Therefore, the management should

create unity, co-operation andteam-spirit among the employees.

They should avoid the divide

and rule policy.



Stressed a ´ one best wayµ way of organizingand managing

theory based on intuition and observation rather thanempirical/experimental investigation

today·s environment are more turbulent

and unpredictable too general for today·s highly complex organization.

Gulick and Urwick continued Fayol's work by providing empirical evidence.

Gulick showed that a maximum span of control of seven employees per

manager in US schools was most effective.



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Henri Fayol Sample