Who was the Henri Fayol?
Henri Fayol (29 July
1841 – 19 November 1925) was a French mining engineer, mining executive, author
and director of mines who developed general theory of business administration
that is often called Fayolism. He and his colleagues developed this
theory independently of scientific management but roughly contemporaneously. Like his
contemporary, he is widely acknowledged
as a founder of modern management method.
1841 – 19 November 1925) was a French mining engineer, mining executive, author
and director of mines who developed general theory of business administration
that is often called Fayolism. He and his colleagues developed this
theory independently of scientific management but roughly contemporaneously. Like his
contemporary, he is widely acknowledged
as a founder of modern management method.
Henri Fayol’s primary works
as which would be called Function of
Management which as follow:-
as which would be called Function of
Management which as follow:-
- Planning
- Organizing
- Staffing
- Directing
- Controlling
Henri Fayol was the first to
systematize what management all about. Fayol believed that sound managerial
practice fall into certain patterns that can be identified and analyzed.
systematize what management all about. Fayol believed that sound managerial
practice fall into certain patterns that can be identified and analyzed.
From this basic insight, he
developed a comprehensive philosophy of management which is found relevant to
this day.
developed a comprehensive philosophy of management which is found relevant to
this day.
As we know that Fayol was a
contemporary of Taylor. It is important to note that, while Taylor was
basically concerned with technical aspects at the shop floor and Fayol was
interested in the total organization.
contemporary of Taylor. It is important to note that, while Taylor was
basically concerned with technical aspects at the shop floor and Fayol was
interested in the total organization.
He looked at the problem of
managing an organization from top management point of view.
managing an organization from top management point of view.
His emphasis that management
was not a personal talent but a skill like any other was major contribution to
managerial thought.
was not a personal talent but a skill like any other was major contribution to
managerial thought.
But before generally people
believed that “managers were born, not made” but Fayol opposed this thought and
argued that management could be taught once its underlying principles were
understood and a general theory of management was formulated.
believed that “managers were born, not made” but Fayol opposed this thought and
argued that management could be taught once its underlying principles were
understood and a general theory of management was formulated.
So, many of the managerial
concepts we take for granted today were first articulated by Fayol.
concepts we take for granted today were first articulated by Fayol.
Fayol has been divided business
operation into six activities and these activities are:-
operation into six activities and these activities are:-
- Technical – this
is related with producing and manufacturing of product. - Commercial – buying
raw materials and selling products - Financial –
Acquiring and using capital. - Security –
Protecting employees and property. - Accounting –
recording and taking stock of costs, profits and liabilities. Keeping balance
sheet and compiling statistics. - Managerial –
Fayol’s primary focus on the management.
Fayol’s 14 Principle of Management
1. Division
of Work
In a
practice we can see that employee are specialized from difference skill and
from different their work area and as per the Henry Fayol specialization promotes
efficiency so the more efficiently they can perform their work with more
productivity.
practice we can see that employee are specialized from difference skill and
from different their work area and as per the Henry Fayol specialization promotes
efficiency so the more efficiently they can perform their work with more
productivity.
2. Authority and Responsibility
As
per this principle authority and responsibility mean managers must give order
so that their subordinate can get things done of particular time.
per this principle authority and responsibility mean managers must give order
so that their subordinate can get things done of particular time.
3. Discipline
It
is mean that members of any organization need to respect the rules and
agreements the govern the organization, according to Fayol, Discipline will
result from good leadership at all levels of the organization.
is mean that members of any organization need to respect the rules and
agreements the govern the organization, according to Fayol, Discipline will
result from good leadership at all levels of the organization.
4. Unity of command
As per
this principle each employee must receive instruction about the any particular
work from only one person. Fayol believed that if employee reported to more
than one supervisor so it would be arose the conflict of instruction confusion
of authority would result.
this principle each employee must receive instruction about the any particular
work from only one person. Fayol believed that if employee reported to more
than one supervisor so it would be arose the conflict of instruction confusion
of authority would result.
5. Unity of Direction
According
to this principle those operations within the organization that have same goal
should be directed by only one person using one plan which would be worked on
that goal.
to this principle those operations within the organization that have same goal
should be directed by only one person using one plan which would be worked on
that goal.
6. Subordination of individual interest
The primary
focus is on the organizational goal or objective and not on those of the
individual and its applies to all levels of the entire organization including
the managers.
focus is on the organizational goal or objective and not on those of the
individual and its applies to all levels of the entire organization including
the managers.
7. Remuneration
Compensation
for work done should be fair both employee and employers
for work done should be fair both employee and employers
8. Centralization
Fayol
believed that managers should retain final responsibility but also need to give
their subordinates enough authority to do their jobs properly.
believed that managers should retain final responsibility but also need to give
their subordinates enough authority to do their jobs properly.
9. The Hierarchy
The
line of authority in an organization often represented the organizational structure
in order of rank from top management to the lowest level of the enterprise.
line of authority in an organization often represented the organizational structure
in order of rank from top management to the lowest level of the enterprise.
10. Order
According
this principle materials and people should be in the right place at the right
time. People in particular should be in the jobs or positions most suited for
them.
this principle materials and people should be in the right place at the right
time. People in particular should be in the jobs or positions most suited for
them.
11. Equity
Managers
should be both friendly and fair to their subordinates.
should be both friendly and fair to their subordinates.
12. Stability
of Staff
of Staff
This
principle is also similar as point number 10(Order) materials and people should
be in the right place at the right time. People in particular should be in the
jobs or positions most suited for them.
principle is also similar as point number 10(Order) materials and people should
be in the right place at the right time. People in particular should be in the
jobs or positions most suited for them.
13. Initiative
Subordinates
should be given the freedom to carry out their plans, eventhough some mistakes
may result.
should be given the freedom to carry out their plans, eventhough some mistakes
may result.
14. Espirit
de Corps
de Corps
Promoting
Team Spirit and unity, for example the use of verbal communication instead of
formal, written communication, where ever possible.
Team Spirit and unity, for example the use of verbal communication instead of
formal, written communication, where ever possible.