Henri Fayol’s 14 Principles of Management

Henri Fayol’s 14 Principles of Management:

1. Division of work
Specialization increases output by making employees more efficient.

2. Authority.
Managers must be able to give order. Authority gives them this right. Along with authority, however, goes responsibility.

3. Discipline.
Employees must obey and respect the rules that govern the organization.

4. Unity of Command
An employee should receive orders from one superior only.

5. Unity of direction.
The organization should have a single plan of action to guide managers and workers.

6. Subordination of individual interests to the general interest.
The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.

7. Remuneration.
Workers must be paid a fair wage for their services.

8. Centralization.
This term refers to the degree to which subordinates are involved in decision making.

9. Scalar Chain.
The line term refers to the degree to which subordinates are involved In decision making.

10. Order.
People and materials should be in the right place at the right time.

11. Equity.
Managers should be kind and fair to their subordinates.

12. Stability of tenure of personnel
Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.

13. Initiative.
Employees who are allowed to originate and carry out plans will exert high levels of effort.

14. Esprit de corps
Promoting team spirit will build harmony and unity within the organization.

Bureauctatic Management-General Adminstrative Theorists

Bureaucratic management:

GENERAL ADMINISTRATIVE THEORISTS:-

He was the managing director of a large French coal-mining firm. His attention was aimed at the activities of all managers. He described the practice of management as distinct from other typical business functions.

Max Weber :-

Max Weber (pronounced VAY-BAR) was a German sociologist who wrote in the early part of the 20th century. He developed a theory of authority structures and described organizational activity based on authority relations. He described the ideal form of organization—the bureaucracy, defined as a form of organization marked by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships

The major characteristics of Weber’s ideal bureaucracy include:

a. Specialization of a labor

b. Formalization of rules and procedures

c. Impersonality in application of rules and sanctions

d. Formalization of lines of authority into a hierarchical structure

e. Formalization of the career advancement process to be based on merit