Fayol's 14 Principles of management
The principles of administration are rules that, when applied by those responsible for organizations, allow better results to be achieved in the management of entities of all kinds. More than a century ago, Fayol promulgated 14 standards for general use that are still in force today.
Every administrator has to dedicate his time and attention to all the details that his intervention requires, he will have to make timely decisions, he is the one who knows all the difficulties and problems of the company, he knows that, in order to get ahead, he must plan, organize, direct and control.
Henri Fayol's Principles of Administration
Henri Fayol developed theories on management and work organization that were widely influential in the early 20th century, his current of thought known as the Classical Theory of Management. He was a mining engineer who worked for the French mining company Commentry-Fourchambault-Decazeville, first as an engineer, then promoted to general management and then director of administration from 1888 to 1918. During his tenure as director he wrote his famous “Administration industrial and general.
Fourteen are the management principles of Henri Fayol
1. Division of labor
The goal of this, the first principle of management, is to produce more and better work with less effort.
Specialization allows the individual to accumulate experience and continually improve their skills; thereby, he can be more and more productive.
2. Authority
The right to dictate orders along with which the responsibility of their function must be balanced.
3. Discipline
Employees must obey, but there are two sides to this issue: employees will obey, only management does its part by providing a good lesson.
4. Unity of command
Each worker should have only one boss with no other conflicting lines of command.
5. Steering unit
People hired for the same kind of activities should have the same objectives in a single plan. This is essential to ensure unity and coordination in the company. The unity of command does not exist without the unity of direction, but it does not necessarily flow from it.
6. Subordination of individual interest to general interest
The administration must consider that the goals of the companies are always paramount.
7. Remuneration
Pay is an important motivator, but when Fayol looks at a number of possibilities, he points out that there is no perfect compensation system.
8. Centralization (Decentralization)
This is a matter of degree depending on the condition of the business and the quality of the staff.
9. Staggered chain (line of authority)
A hierarchy is necessary for unity of leadership. But lateral communication is also essential, as long as superiors know that such communication is taking place. The step chain refers to the number of levels in the hierarchy, from the highest level authority to the lowest in the organization. It should not be too broad or have too many levels.
10. Order
The material order and the social order are necessary. The former decreases wasted time and unnecessary handling of materials. The second is achieved with organization and selection.
11. Fairness
In running a business a combination of kindness and fairness is necessary. Treating employees well is important to achieve fairness.
12. Staff hiring stability
Employees work better if they are secure in their employment and career advancement. Insecure hiring and a high rate of staff turnover contrary to the organization.
13. Initiative
Allowing all staff to show initiative in some way is a source of strength for the organization. Even though it may involve a sacrifice of personal vanity on the part of many managers.
14. Group spirit
The administration must foster the moral motivation of its employees. Fayol goes even further: A real talent is needed to coordinate efforts, arouse enthusiasm, use the capacities of each person, and reward each one according to his merits, without arousing possible jealousy and disturbing harmonious relationships.
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