Fayol 14 Principle of Management

Within my organisation there are is a hierarchy of staff. With the organisation being a school the person to lead the school would the head teacher. Even though it is the head teacher that encourages all staff and students at the school, the board of governors would ensure that the school strive to achieve the goals and objectives that are set. The person next in authority would be the assistant head teacher. Even though the position of the assistant head teacher would be below in seniority it would be fair to say that these two positions would jointly make decisions within my organisation.

When we talk about someone being in a position of authority we usually mean that they hold a certain rank or status within society or within an organisation such as the public services. There are several ways in which a person could find himself or herself in a position of authority. For example, a priest has the authority of the church while a mother or father has parental authority over children. In the uniformed public services, positions of authority come with promotion. An officer may be promoted because of certain achievements and special attributes, such as experience in the service, good character, knowledge of the job, dedication, self-discipline and the respect of one’s colleagues. If you join the uniformed public services and are placed in a position of authority, you may lawfully command team members, who recognise your authority and their duty to obey those legitimate commands. When authority is legitimate, there is no need to influence or use power. Indeed, if a senior officer were unable to gain the respect of a team member by command alone, then there would be no recognisable authority.

Henri Fayol was an Engineer and French industrialist. He recognizes the management principles rather than personal traits. Fayol was the first to identify management as a continuous process of evaluation. Fayol developed five management functions. These functions are roles performed by all managers which includes planning, organizing, commanding, coordinating and controlling. Additionally, he recognizes fourteen principles that should guide management of organizations.

Classifying the authority - Once the departments are made, the manager likes to classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority helps in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in

“Chain of command, also referred to as a scalar principle, is an organization mechanism that establishes formal lines of communication within a police department” (Cordner, 2016, p.116). I am sure that we all have heard the term chain of command, but what does this exactly means. I am not a police officer, however, I am a security officers. One thing in this industry that I’ve learned is that if I have any concerns that needs to be addressed the my first contact will be the Sergeant. “The chain of command is establishes a direct path between every person in the department and the chief”(Cordner, 2016,p. 116). The Sergeant in my department is the first line supervisor to contact. In other cases the Chain of Command is useful for when there are some orders that are given that only a particular supervisor is needed, you will

Unity of command will further solidify the importance and use of the chain of command and eliminate confusion on who the employees

, the chain of command is the line of authority and responsibility along which orders are passed within a military unit and between different units. Orders are transmitted down the chain of command, from a higher-ranked soldier, such as a commissioned officer, to lower-ranked personnel who either execute the order personally or transmit it down the chain as appropriate, until it is received by those expected to execute it.

The chain of command is very important the jobs I have had demand that you followed the chain of command. In the health field that I work in as a Stated Tested Nursing Assistant there are a set of commands that are needed to be followed.

The chain of command is an orderly line of authority within the ranks of the incident management system. Unity of command means that every individual has a designated supervisor to whom they report to at the scene of an incident, and only one person they take orders from. Unity of command enables all responsible agencies to manage an incident together by establishing a set of incident objectives and strategies, and allows incident commanders to make joint decisions by establishing a single command structure, with the emphasis of maintaining unity of command and accountability for every responder at the

His 14 universal principles of management, listed in Table 1.1, were intended to show managers how to carry out their functional duties. Fayol’s functions and principles have withstood the test of time because of their widespread applicability. In spite of years of reformulation, rewording, expansion, and revision, Fayol’s original management functions still can be found in nearly all management texts. In fact, after an extensive review of studies of managerial work, a pair of management scholars

Authority represents the power that lies within a managerial position and that gives the manager the right to assign the jobs to his subordinates and to expect that the assigned jobs would be completed by the subordinates. By the virtue of authority, the superiors are empowered to make their juniors and subordinates work. The organizational structure should clearly define the line of authority so that the overlapping actions might be avoided (Mahida).

Management is a very complex field. Not only must managers pay attention to what is best for the organization, but they also have to do what is best for their customers. At the same time, the manager must satisfy the need of their employees. Henri Fayol developed fourteen principles of management in 1916 that organisations are recommended to apply to order to run properly. This paper will show how some of Fayols

Henri Fayol’s theory was almost a century old and was originally written in French. Further review on several journal articles has led to an overview background of Fayol’s working life which provided the foundation that conceptualized his theory. According to Wren (2001), Fayol was appointed as the Director in a mining company, Decazeville, where he succeeded to turnaround the company to become profitable. Fayol was the first person to classify the functions of a manager’s job. Fayol (1949; as cited in Wren, 2001) identified five key functions in managerial works.as planning, organising, command, coordination and control. Planning consists of any managerial work that involves setting goals and coordinating actions to

According tot the Administrative Management Theory, management is the process of getting certain tasks completed through the use of people. In this theory developed by Henri Fayol, he believes that it was very important to have the use of a multiplied of people instead of just relying on one person alone. Henri Fayol is known today as the “Father of Modern Management”, his theory has shaped what is know today as the Administrative Model, which relies on Fayols fourteen principles of management. These principles have been a significant influence on modern management; they have helped early 20th century manager learn how to organize and interact with their employees in a productive way. Fayols principles of management were the ground work in which his theory was formed. He believed highly in the division of work throughout a project and within the project he believed that the task at hand had to be done with a certain level of discipline in order for the division of work to be able to run smoothly without error.

Henri Fayol: Henri Fayol was administrative management’s most articulate spokesperson. A French industrialist, Fayol was unknown to U.S. managers and scholars until his most important work, General and Industrial Management, was translated into English in 1930. 16 Drawing on his own managerial experience, he attempted to systematize the practice of management to provide guidance and direction to other managers. Fayol also was the first to identify the specific managerial functions of planning, organizing, leading, and controlling. He believed that these functions accurately reflect the core of the management process. Most contemporary management books still use this framework, and practicing managers agree that these