fayol 14 principles

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HENRI FAYOL HENRI FAYOL



IntroductionIntroduction

Henri fayol was born in 1841 at Istanbul Turkey.Henri fayol was born in 1841 at Istanbul Turkey.

He was aHe was a FrenchFrench managementmanagement theorist.theorist.

Fayol was one of the most influential contributors toFayol was one of the most influential contributors to

modern concepts of management.modern concepts of management. There are five primary functions of management: There are five primary functions of management:

(1) planning (1) planning

(2) organizing (2) organizing

(3) commanding (3) commanding

(4) coordinating (4) coordinating

(5) controlling (5) controlling



Controlling is described in the sense that a manager mustControlling is described in the sense that a manager must

receive feedback on a process in order to make necessary receive feedback on a process in order to make necessary

adjustments.adjustments. Many of today·s management texts including Daft (2005)Many of today·s management texts including Daft (2005)

have reduced the five functions to four:have reduced the five functions to four:

(1) planning (1) planning

(2) organizing (2) organizing

(3) leading (3) leading

(4) controlling.(4) controlling.

Fayol suggested that it is important to have unity of Fayol suggested that it is important to have unity of

command : a concept that suggests there should be only onecommand : a concept that suggests there should be only one

supervisor for each person in an organizationsupervisor for each person in an organization



Fayol has been described as the father of modernFayol has been described as the father of modernoperational management theory operational management theory

Although his ideas have become a universal part of Although his ideas have become a universal part of the modern management concepts, some writersthe modern management concepts, some writerscontinue to associate him withcontinue to associate him with Frederick Winslow Frederick Winslow

Taylor Taylor ..

A primary difference between Fayol and Taylor was A primary difference between Fayol and Taylor wasthat Taylor viewed management processes from thethat Taylor viewed management processes from thebottom up, while Fayol viewed it from the top down.bottom up, while Fayol viewed it from the top down.

In the classicIn the classic General and I ndustrial M anagement General and I ndustrial M anagement FayolFayol wrote that "Taylor's approach differs from the one we wrote that "Taylor's approach differs from the one wehave outlined in that he examines the firm from thehave outlined in that he examines the firm from the"bottom up.""bottom up."



According to Fayol, the approach results in a ¶¶negation of the According to Fayol, the approach results in a ¶¶negation of the

principle of unity of command ´ Fayol criticized Taylor·sprinciple of unity of command ´ Fayol criticized Taylor·s

functional management in this way.··functional management in this way.·· The most marked outward characteristics of functional The most marked outward characteristics of functional

management lies in the fact that each workman, instead of management lies in the fact that each workman, instead of

coming in direct contact with the management at one pointcoming in direct contact with the management at one point

only, receives his daily orders and help from eight differentonly, receives his daily orders and help from eight differentbosses. Fayol said, those eight, were (1) route clerks, (2)bosses. Fayol said, those eight, were (1) route clerks, (2)

instruction card men, (3) cost and time clerks, (4) gang bosses,instruction card men, (3) cost and time clerks, (4) gang bosses,

(5) speed bosses, (6) inspectors, (7) repair bosses, and the (8)(5) speed bosses, (6) inspectors, (7) repair bosses, and the (8)

shop disciplinarian . This was an unworkable situation, andshop disciplinarian . This was an unworkable situation, andthat Taylor must have somehow reconciled.that Taylor must have somehow reconciled.



The nineteen The nineteen--year old engineer started at the mining year old engineer started at the mining

company ultimately acting as its managing directorcompany ultimately acting as its managing director

Based largely on his own management experience, FayolBased largely on his own management experience, Fayol

developed his concept of administration.developed his concept of administration.

The 14 principles of management was first published in The 14 principles of management was first published in

English asEnglish as General and I ndustrial M anagement General and I ndustrial M anagement in 1949 and isin 1949 and is

widely considered a foundational work in classical widely considered a foundational work in classicalmanagement theory.management theory.

The 14 points were shown below: The 14 points were shown below:

Specialization of labour :Specialization of labour : Specializing encouragesSpecializing encourages

continuous improvement in skills and the development of continuous improvement in skills and the development of improvements in methods.improvements in methods.

Authority : Authority : The right to give orders and the power to exact The right to give orders and the power to exact

obedience.obedience.



Discipline :Discipline : No slacking, bending of rules. The workersNo slacking, bending of rules. The workersshould be obedient and respectful of the organization.should be obedient and respectful of the organization.

Unity of command :Unity of command : Each employee has one and only oneEach employee has one and only one

boss.boss. Unity of direction :Unity of direction : A single mind generates a single plan A single mind generates a single plan

and all play their part in that plan.and all play their part in that plan.

Subordination of Individual Interests :Subordination of Individual Interests : When at work, only When at work, only

work things should be pursued or thought about. work things should be pursued or thought about. Remuneration :Remuneration : Employees receive fair payment for services,Employees receive fair payment for services,

not what the company can get away with.not what the company can get away with.

Centralization :Centralization : Consolidation of management functions.Consolidation of management functions.

Decisions are made from the top.Decisions are made from the top.

Chain of Superiors (line of authority) :Chain of Superiors (line of authority) : Formal chain of Formal chain of command running from top to bottom of the organization,command running from top to bottom of the organization,like military like military



OrderOrder :: All materials and personnel have a prescribed place, All materials and personnel have a prescribed place,and they must remain there.and they must remain there.

Equity :Equity : Equality of treatment (but not necessarily identicalEquality of treatment (but not necessarily identical

treatment)treatment) Personnel Tenure :Personnel Tenure : Limited turnover of personnel. LifetimeLimited turnover of personnel. Lifetime

employment for good workers.employment for good workers.

Initiative :Initiative : Thinking out a plan and do what it takes to make Thinking out a plan and do what it takes to make

it happen.it happen. Esprit de corps Esprit de corps : : Harmony, cohesion among personnel. It's aHarmony, cohesion among personnel. It's a

great source of strength in the organisation. Fayol stated thatgreat source of strength in the organisation. Fayol stated thatfor promoting for promoting esprit de corps esprit de corps , the principle of unity of , the principle of unity of

command should be observed and the dangers of divide andcommand should be observed and the dangers of divide andrule and the abuse of written communication should berule and the abuse of written communication should beavoidedavoided



T HANK YOU T HANK YOU

fayol 14 principles

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