November 10, ClassicsEpisodes Henri Fayol Henri Fayol — was a French mining engineer and director of mines who developed a general theory of business administration broadly compatible with scientific management of Frederick Winslow Taylor. These two gentlemen are widely acknowledged to have been foundational to modern management theory but, unlike his North American contemporary, Fayol was more concerned with strategy and macro-management. Consequently, he did not devote as much attention to measurement, control and other aspects of scientific management as Taylor did, recognizing instead that organizations consist of people who need to be led and whose activities must be coordinated and organized.
He died in Paris in According to Fayol, the object of division of work is to produce more and better work with the same effort. Authority is the right to give orders and the power to exact obedience. Later insocial psychologists John French and Bertam Raven, defined five sources of power as: According to Fayol, authority is not to be conceived of apart from responsibility, that is apart from sanction — reward or penalty — which goes with the exercise of power.
Responsibility is a corollary of authority, it is its natural consequence and essential counterpart, and wheresoever authority is exercised responsibility arises. Discipline, being the outcome of different varying agreements, naturally appears under the most diverse forms; obligations of obedience, application, energy, behaviour, vary, in effect from one firm to another, from one group of employees to another, from one time to another.
Nevertheless, general opinion is deeply convinced that discipline is absolutetly essential for the smooth running of business and that without discipline no enterprise could prosper. This principles emphasizes that an employee should receive orders from one superior only.
Fayol says that if it is violated, authority is undermined, discipline is in jeopardy, order distributed and stability threatened. One head and one plan for a group of activities having the same objective. Organizations write and announce vision and mission statements, objectives and strategies so that the organizations align and go in the same direction.
Subordination of individual interest to the general interest: This principle calls to mind the fact that in a business the interest of one employee or group of employees should not prevail over that of the concern, that the interest of the home should come before that of its members and that interest of the state should have pride of place over that of one citizen or group of citizens.
Remuneration of personnel is the price of the services rendered. It should be fair and, as far as is possible, afford satisfaction both to personnel and firm employee and employer. Three modes of payment in use for workers are: Time rates, job rates and piece rates.
Fayol also mentioned about bonuses and profit-sharing and non-financial incentives. The question of centralization or decentralization is a simple question of proportion, it is a matter of finding the optimum degree for the particular concern.
The degree of centralization must vary according to different cases: If the moral worth of the manager, his strength, intelligence, experience and swiftness of thought allow him to have a wide span of activities he will be able to carry centralization. If conversely, he prefers to have greater recourse to the experience of his colleagues whilst reserving himself the privilige of giving central directives, he can effect considerable decentralization.
Scalar Chain line of authority: The scalar chain is the chain of superiors from the ultimate authority to the lowest ranks. He classifies two types of order as material order, which means everthing must be in its appointed place and social order, which presupposes the most succesful execution of the two most difficult managerial activities: Social order demands precise knowledge of the human requirements and resources of the concern and a constant balance between these requirements and resources.
Desire for equity and equality of treatment are aspirations to be taken into account in dealing with employees. In motivation theories of organizational behaviour equity is important. John Stacey Adams, behavioral psychologist asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others in Please follow the link for a visual representation of Adams theory Stability of tenure of personnel: Time is required for an employee to get used to new work and succeed in doing it well, always assuming that he possesses the requisite abilities.
If when he has got used to it, or before then, he is removed, he will not have had time to render worthwhile service. If this be repeated indefinetly the work will never by properly done.
Generally the managerial personnel of prosperous concerns is stable, that of unsuccessful ones is unstable. Instability of tenuer is at one and the same time cause and effect of bad running. In common with all the other principles, therefore, stability of tenure and personnel is also a question of proportion.
The manager must be able to sacrifice some personal vanity in order to grant this sort of satisfaction to subordinates. Harmony, union among the personnel of a concern, is great strenght in that concern.
Wherever possible, contacts should be verbal; there is gain in speed, clarity and harmony.Henri Fayol (29 July – 19 November ) was a French mining engineer, mining executive, author and director of mines who developed general theory of .
A- Henri Fayol Believed that the practice of management was distinct from other organizational functions 2- Developed principles of management that applied to all organization. Henri Fayol is the author of General And Industrial Management ( avg rating, 40 ratings, 1 review, published ), Administravimas ( avg rating, /5(2).
ashio-midori.coml Administrative Theory • Henri Fayol Believed that the practice of management was distinct from other organizational functions and identified 5 discrete functions (Planning. 6.
Inc. Fayol, General and Industrial Management, trans. Henri Fayol puts forward a classic analysis of the management task. fayol general and industrial management ebook General and industrial ashio-midori.com Fayols treatise on General and Industrial 1/5(2). 2 Fayol Industrial And General Mang Essay Book report: GENERAL AND INDUSTRIAL MANAGEMENT by Henri Fayol () The structure of the book The book is structured in four parts, although only two were written and published.