Henri
Fayol's Principles of Management
Henri Fayol or Henri within the French may be a superstar within the classical management area of organizational studies, the executive science area. In 1949, it published his book in English, General, and industrial engineering. Fayol was a French engineer by training, and when he looked around at the tail end of the economic revolution, he saw an excellent need for a scientific approach to coach managers.
LARGE SIZE ORGANIZATION AND FAYOL
He saw these large organizations, and that needed managers with high levels of managerial competence. Therefore, he suggested his point of view to urging the conversation to go. He wrote in his book, "It may be a case of setting "it going, starting a general discussion. “That is what I'm trying to undertake by publishing "this survey, which I hope a management theory "will emanate from it."
FAYOL’S BOOK FINDINGS
And it
certainly did. And if sometimes when you're reading this book and
noting this lesson, you are feeling like these terms all sound
an equivalent and even overlap a touch bit, you almost certainly wouldn't be
the primary person to mention that. So he's laying it down, but we do not mean his book to be the top of the discussion, just the start. So we're
getting to sort through the activities of an industry that he explains in his
book, the managerial activities or functions, then the overall principles of
management.
HENRI FAYOL AND SIX ACTIVITIES OF THE INDUSTRY
Henri
Fayol saw six activities of the industry. These are the overall or overarching
activities it takes to run a corporation. First is that the technical. Meaning
the assembly and therefore the manufacturing concerns. Second, commercial. Which
are the buying and therefore the selling and exchanging of products and services
third, financial? That's where you look for and use capital or money, optimally.
Fourth, security. That is the protection of property and other people. Five,
accounting. That is the balance sheets, the cost, and keeping track of all
that. The sixth was managerial activity, which was his actual area of concern
that means planning, organizing, command, coordination, and control.
GENERAL ORGANIZATION'S HIERARCHY AND FAYOL
1. Lower level management
When Fayol checked out the general organization's hierarchy, he saw these activities played call at different proportions depending upon where you were. As an example, at the rock bottom level of the organization, you had what he called the working people. And that they needed little managerial knowledge cause they didn't do this much, but they needed tons of technical knowledge additionally to some security concerns and accounting knowledge to stay on track of things.
2. MIDDLE OF THE ORGANIZATIONAL
HIERARCHY OR
Somewhere
within the middle of the organizational hierarchy, you had the top of the shop.
Today this can probably be just like the head of a department or a
middle-level manager and this person obviously needed more managerial
knowledge and competence than a front-line worker, a touch less technical but
they also needed to worry about things just like the financial side, the safety
side, and accounting side.
3. HIGH-LEVEL MANAGEMENT
You can
see here that the managerial activity is expanding as we move up the hierarchy
and a few of the opposite areas are shrinking a touch bit. By the time you
bought up to the highest dog, he called it the manager, nowadays we'd say the
president or CEO, this person was doing tons, the lion's share was managerial
activity.
They
needed other knowledge also, though. They needed to be involved in technical,
commercial, security, and accounting, but in lower levels
proportional to the managerial responsibilities.
GAP FINDINGS OF FAYOL IN MANAGEMENT
And this is often where Fayol saw the gap. He saw little or no training that was systematic. They would train people up in the way to become better managers. And Fayol broke these management activities, this managerial competence, down into five major areas we'll check out. And this is often an inventory you're gonna see during a lot of textbooks.
The first is planning. The Managerial head must look ahead and chart a course for the organization. They also needed organizational skills. They have to select and arrange people in the best way possible. They needed to be in command. That meant they were overseeing things.
They needed to steer, then stay out of the small print. They needed a big picture point of view. Coordination was another important responsibility. They needed to harmonize and facilitate the work between and among the various departments in their organization. They also had to take care of control. They were to make sure compliance altogether in those other areas like accounting, finance, technical, and internal control. These management activities get at the big-picture ways during which managers were going to be spending their time.
FAYOL’S PRINCIPLES OF MANAGEMENT
Fayol
also outlined the principles of management. Which we might normally see during
a textbook during an inventory of 14 items. And this had to undertake to with
slightly bit more of the microscopic level, like what did management appear as
if day today?
And there are no hard and fast rules. He considered these principles that weren't meant to be rigid; it meant them to be flexible depending upon things that the manager faced.
• The
`1st we consider the division of laborers. That’s the task
specialization. It often meant this to increase productivity where everyone got
a tiny task, which they got good at it.
• The second is authority and responsibility. The manager has
the right to supply orders and exact obedience. That's a neighborhood of being
a manager.
• The third is discipline. Discipline meant due compliance, obedience,
application, and energy by the individual employee. Then the
manager would warn, they could fine, which might lead to their suspension from
service to enforce that discipline.
• Fourth,
managers should pursue the unity of command. An employee should follow
the orders of a single supervisor only, and the flow of orders should be a
single line. I know I would like to be confused within the
organizations once I worked in places where I felt like I had quite one boss
and it had been really stressful.
• Number five, unity of direction. That meant one head and one plan for a gaggle of activities having the same direction. So everybody is pushing within an equivalent direction.
• Sixth
is the subordination of individual interest to the interest in large
the general interest. That means to live aside from the personal interest in organization interest.
• Number
seven is that the remuneration of personnel. He thought it should pay transparently the workers and also rewarded them according to his or her
performance.
• Number
eight is centralization. Henri Fayol considered the manager should
maintain balance to take implement the centralized decision-making rather than
the decentralized or delegated powers of decision making, if the organization
is large, it can be exercise but with slightly little, and if the size
of the organization is small, then it should be exercise the single-handed
centralized powers for the said decision-making;
• Number
nine is that the scalar chain. We call it the chain of command. He called it the chain of superiors, where you'd go up the chain, then cut across
the organization somewhere, then down the chain of command to talk to somebody
on the opposite side. Of course, Fayol believed most times it'd be much more
efficient to let people talk directly, then as long because it okay with the
supervisors he said that they could do that.
• Number 10 orders. That meant the proper man
within the right place, of course, all of them used the word man instead of
people, to form an efficient social order. So you had to put people in the
proper place to urge them only out of everybody.
• Number
11 is equity. He had a desire for equity and thus the equality of
treatment when handling people. He saw this because of the proper combination of
kindliness and justice.
• Number
12 Stability, he believed in the stability of tenure and personnel. He
wanted people to stay in their jobs once they were good at their jobs. He felt
that was good for the organization.
• Number
13, initiative. Managers should encourage and encourage the initiative
of employees. If you've plenty of lazy people hanging around, it
partly is that the manager's responsibility to make sure they're inspired and a
foundation for others to make, which they did. We talked about the first
activities of the industry. That’s the mixture of varied activities it takes to
run an overall organization.
We
talked about, second, the managerial activities or the functions, that's the
list of 5. And eventually, the general principles of management or the 14 areas
where the manager will approach people and inspect to maneuver everybody within
the proper direction (Re-taking initiative).
• And
14, esprit de corps. He wanted to work out unity and harmony in
organizations, and he saw that because of the manager's job. So like I discussed,
Fayol's book features tons of lists in it, plenty of categories, and really
that was his goal. It doesn't read a kind of narrative, a kind of well-developed story. It reads kind of beginning. He’s laying.
إرسال تعليق