Henri Fayol (* 1841 in Istanbul; † 1925 in Paris) was a French management theorist whose theories concerning scientific organisation of labour were widely influential in the beginning of 20th century.Fayol was one of the most influential contributors to modern concepts of management, he divided management concept into five primary functions: (1) planning, (2) organizing, (3) commanding, (4) coordinating, and (5) controlling (Fayol, 1949, 1987).
Often associated with Frederick Winslow Taylor, his theories deal with the organisation of production in the context of a competitive enterprise that has to control its production costs.
Often associated with Frederick Winslow Taylor, his theories deal with the organisation of production in the context of a competitive enterprise that has to control its production costs.
Fayol was the first to identify the four functions of management: planning, organizing, directing, and controlling, although his version was a bit different: plan, organize, command, coordinate, and control. He believed that the number of management principles that might help improve an organization's operation is potentially limitless.Henri Fayol graduated from the mining academy of St. Etienne (École des Mines de Saint-Étienne) in 1860. The nineteen-year old engineer started at the mining company Compagnie de Commentry-Fourchambeau-Decazeville, ultimately acting as its managing director from 1888 to 1918. Based largely on his own management experience, he developed his concept of administration. These 14 principles of management were discussed in detail in his book published in 1917, Administration industrielle et générale. It was published in English as General and Industrial Management in 1949 and is widely considered a foundational work in classical management theory.
The fourteen principles of managementfrom Henry Fayol:
1-Division of work: Specializing encourages individual to build up experience and develope his skills so that he can be more productive.
2-Authority: The right to give orders and the power to exact obedience
3-Discipline: Employees must obey all rules ordered by manager, but manager must have a powerful leadership.
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:Management must elevate the morale of its employees.He further suggests that "real talent needed coordinate effort, encourage keenness, use each person's abilities, and reward each one's merit without arrousing possible jealousies and disturbing harmonious relations."
1-Division of work: Specializing encourages individual to build up experience and develope his skills so that he can be more productive.
2-Authority: The right to give orders and the power to exact obedience
3-Discipline: Employees must obey all rules ordered by manager, but manager must have a powerful leadership.
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:Management must elevate the morale of its employees.He further suggests that "real talent needed coordinate effort, encourage keenness, use each person's abilities, and reward each one's merit without arrousing possible jealousies and disturbing harmonious relations."
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