Management Fayol Organization

Management Fayol OrganizationPRINCIPLES OF guidanceingHenri Fayol was born in 1841 in Istanbul. He was one of Europes leading thinkers on solicitude theories and was one of the approximately influential contributors to groundbreaking concepts of management. Fayol was a key figure in the turn-of-the-century Classical School of management theory. He suggested that management is a universal human employment that applies to family as well as to the system of rules. His Frenchmen has been described as the father of modern operational management theory. His ideas have become the very instituteation of modern management concepts.Henri Fayol was a French engineer and director of mines, was little known outside France until the late 40s when Constance Storrs published her variation of Fayols 1916 Administration Industrielle et Generale .Fayols c ber began as a mining engineer. He then(prenominal) moved into research geology and in 1888 joined, Comambault as Director. Comambault w as in difficulty but Fayol turned the operation round. On retirement he published his change state a comprehensive theory of constitution described and classified administrative management roles and processes then became recognised and referenced by others in the growing discourse about management. He is frequently seen as a key, primaeval contributor to a classical or administrative management school of vista (even though he himself would never have recognised such a school).Henri Fayol theorising about administration was build on individual(prenominal) observation and experience of what cut backed well in scathe of composition. His aspiration for an administrative information sought a consistent set of prescripts that all cheeks must apply in order to draw out properly.F. W. Taylor published The Principles of Scientific Management in the USA in 1911, and Fayol in 1916 examined the nature of management and administration on the basis of his French mining organisatio n experiences..With two exceptions, Henri Fayols theories of administration are going out justly into the bureaucratic superstructure described by Weber. Henri Fayol foc examples on the personal duties of management at a much much granular level than Weber did. While Weber laid out principles for an ideal bureaucratic organization Fayols work is more directed at the management layerFayol was the famous theorist who proposed that there are five primary functions of manager. He believed that management had five principle roles which he saw as (1) cooking To forecast and plan the prospective by drawing up plans of actions and how they will be implemented by identifying the strategies (2) Organizing To build up the structure, material and who give the delegated imprimatur to carry out the specific tasks (3) Commanding Maintaining activity among the personnel and giving orders in the specific period of time telling the employees what circumstantially to do and how.(4) Co-ordinating cover together the whole of the squad so that they can harmonize their activities and efforts to one unified goal or achievement.(5) Controlling To see that everything occurs in conformity with policy and practise. Controlling is described in the sense that a manager must receive feedback on a process that is being carried out in an organization so that he can set up the relevant adjustments if necessary.Most of these activities are very task oriented, kinda than people oriented, very similar to Taylor and Scientific Management. While both have a task focus, their approaches are quite different. Fayol was vocalismicularly interested in authority and its implementation while Taylor concentrated on work organisation (e.g. efficiency). In some ways their views illustrating some of the differences in the midst of the USA and Europe. The views and attitudes towards organisations and management are not always led by American theorists. He advocated a consistent set of principles th at all organisations adopt to run properly. Although many of todays management text including Daft (2005) have reduced the five functions to quad, co-ordinating was congregated into the rest of the main(prenominal) functions. However all modern day management texts are based and organized around Fayols four functions.Henri Fayol also fused the 14 principles for organizational design and effective administration. The 14 principles of management were discussed in period in his book published in 1917 Administration industrielle et gnrale. He compared the conclusions do by Peter, Kanter and Handy. Fayol developed fourteen principles of administration to go along with managements five primary roles. He laid deplete the following principles of organization which he later called the principles of managementSpecialization of labour A principle of work allocation and specialisation in order to concentrate activities to enable specialisation of skills and under stands, more work focus an d efficiency. Specializing encourages continuous improvement in skills and the development of improvements in methods.Authority The right to give orders and the power to exact obedience. If responsibilities are allocated, then the post pallbearer needs the requisite authority to carry these out including the right to require others in the area of responsibility to undertake duties. Authority stems from that ascribed from the delegation process (the job holder is assigned to act as the agent of the high authority to whom they report hierarchy) Allocation and permission to use the necessary resources needed (budgets, assets, and module) to carry out the responsibilities. selection the person has the expertise to carry out the responsibilities and the personal qualities to win the support and confidence of others. Discipline No slacking, bending of rules. The generalisation about stop is that discipline is essential for the smooth running of a business and without it standards, c onsistency of action, adherence to rules and values no try could prosper. in an essence obedience, application, energy, behavior and outward marks of respect observed in accordance with standing agreements between firms and its employees 1916 Unity of command A concept that suggests there should be only one supervisory program for each person in an organization. Each employee has one and only one boss. The idea is that an employee should receive book of instructions from just a single superior . This generalisation still holds even where we are knobbed with aggroup and matrix structures which involve reporting to more than one boss or being accountable to several(prenominal) clients. The basic concern is that tensions and dilemmas arise where we report to two or more bosses. One boss whitethorn want X, the other Y and the subordinate is caught between the devil and the deep blue sea. Unity of focal point A single mind generates a single plan and all play their part in that plan. The single of command idea of having one head (chief executive, cabinet consensus) with agree purposes and objectives and one plan for a group of activities) is clear. Subordination of individual interest to the general interest When at work, only work things should be pursued or thought about. Fayols line was that one employees interests or those of one group should not take over the organisation as a whole. This would spark a lively debate about who decides that the interests of the organisation as a whole are. Ethical dilemmas and matters of corporate risk and the behaviour of individual chancers are involved here. Fayols work assumes a shared set of values by people in the organisation a unitarism where the reasons for organisational activities and decisions are in some way neutral and reasonable. 7. Remuneration of staff Employees receive fair honorarium for services, not what the company can get away with.The price of services rendered. 1916 The general principle i s that levels of earnings should be fair and as far as possible afford satisfaction both to the staff and the firm (in terms of its cost structures and desire for profitability/surplus).8. Centralisation Consolidation of management functions. Decisions are made from the top. Centralisation for HF is essential to the organisation and a natural consequence of organising. This issue does not go away even where flatter, devolved organisations occur. Decentralisation is frequently centralisaed-decentralisation The modes of control over the actions and results of devolved organisations are still matters requiring considerable prudence.9. scalar chain/line of authority Formal chain of command running from top to bottom of the organization, identical military. The scalar chain of command of reporting relationships from top executive to the ordinary shop operative or driver needs to be sensible, clear and understood.10. Order All materials and personnel have a appointive get, and they must remain there. The level of generalisation becomes difficult with this principle. Basically an organisation should provide an orderly place for each individual member who needs to see how their role fits into the organisation and be confident, able to pretend the organisations behaviour towards them. Thus policies, rules, instructions and actions should be understandable and understood. Orderliness implies steady evolutionary movement kind of than wild, anxiety provoking, unpredictable movement.11. Equity Equality of treatment (but not necessarily identical treatment) . Equity, fairness and a sense of justice shouldpervade the organisation in principle and practice.12. Stability of tenure or Personnel upgrade Limited turnover of personnel. Lifetime employment for good workers. Time is needed for the employee to adapt to his/her work and finish it effectively. Stability of tenure promotes loyalty to the organisation, its purposes and values.13. Initiative Thinking out a pl an and do what it takes to make it happen. At all levels of the organisational structure, zeal, enthusiasm and energy are enabled by people having the scope for personal opening night, in respect with Tom Peters.14. Esprit de corps Harmony, cohesion among personnel. Here Fayol emphasises the need for building and maintaining of harmony among the work force, team work and sound interpersonal relationships. Its a great source of strength in the organisation. Fayol stated that for promoting esprit de corps, the principle of unity of command should be observed and the dangers of divide and rule and the abuse of written communication should be avoidedThe final two principles, initiative and esprit de corps, show a difference between Fayols concept of an ideal organization and Webers. Weber predicted a completely impersonal organization with little human level interaction between its members. Fayol clearly believed personal effort and team dynamics were part of a ideal organization step up of the 14, the most important elements are specialization, unity of command, scalar chain, and, coordination by managers (an amalgam of authority and unity of direction).Advantages of Fayols theories and contributionsFayol was the source person to actually give a definition of management which is generally familiar today viz. forecast and plan, to organise, to command, to co-ordinate and to control.Fayol also gave much of the basic terminology and concepts, which would be elaborated upon by future researchers, such as division of labour, scalar chain, unity of command and centralization.DisadvantagesFayol was describing the structure of formal organizations.Absence of attention to issues such as individual versus general interest, remuneration and equity suggest that Fayol saw the employer as paternal and by definition working in the employees interest.Fayol does mention the issues relating to the sensitivity of a patients needs, such as initiative and esprit de corps, he saw them as issues in the context of rational organisational structure and not in terms of adapting structures and changing peoples behaviour to achieve the best fit between the organisation and its customers.Many of these principles have been enwrapped into modern day organisations, but they were not designed to cope with conditions of rapid change and issues of employee participation in the decision making process of organisations, such as are current today in the early 21st century.SuccessesFayols five principle roles of management are still actively practiced today. The author has found Plan, Organize, Command, Co-ordinate and Control written on one than one managers whiteboard during his career. The concept of giving appropriate authority with responsibility is also widely commented on (if not well practiced.) Unfortunately his principles of unity of command and unity of direction are consistently violated in matrix management the structure of choice for many of todays companies.C onclusionHenri Fayol was important for two reasons first, because he placed management centre stage second, because he pondered the gesture of how best a company could be organised. He was also one of the earliest people to keep and lecture on management issues, and indeed is sometimes referred to as the first management thinker.It is clear that modern organizations are strongly influenced by the theories of Taylor, Mayo, Weber and Fayol. Their precepts have become such a strong part of modern management that it is difficult to believe that these concepts were original and new at some point in history. The modern idea that these concepts are common sense is strong tribute to these founders.ReferencesAccessed on 30 celestial latitude 2007www.healthknowledge.org.ukAccessed on 30 December 2007www.wikipeida.comAccessed on 01 January 2007www.onepine.comAccessed on 02 January 2007www.analytictech.comAccessed on 02 January 2007www.bola.bizAccessed on 05 January 2007www.learningmatters.co mAccessed on 06 January 2007www.12manage.comAccessed on 07 January 2007www.answers.comAccessed on 07 January 2007www.intute.ac.ukThe History of Management Thought by Daniel A. WrenBusiness The Ultimate Resource by Daniel P. Goleman throw up Management by David L. Cleland Fifty Key Figures in Management (Routledge Key Guides) by Morgen Witzel Daft, R. (2005). Management, (7th ed.). Mason, OH Thomson South-Western.Fayol, H. (1949). General and industrial management. London. Pitman Publishing company.Fayol Fayol, H. (1987). General and industrial management Henri Fayols classic revised by Irwin Gray. Belmont, CA David S. Lake Publishers.