Fayol 's 14 Principles Of Management

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.

Authority refers to a manager’s inherent right to give orders, delegate tasks, make decisions and use resources as they see fit. Power refers to the extent that said manager is able to influence others so that they willing respond to orders. Authority and power are different from one another because while all managers have an inherent authority, not all of them have power over their employees. All managers can give orders, but they cannot all influence to the extent that their employees will follow their orders without question. Responsibility is the obligation that one has to

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

The concept of leadership by authority is when a focus of power is with the manager. People tend to follow people who are seen as powerful. The manager will make the decisions, oversee policies and procedures for achieving goals, work tasks, control of rewards or hand out the punishments.

Authority can be defined in many different ways. The Oxford Dictionary defines authority as “the power to give orders, makes decisions, and enforce obedience” (Dictionary). An authoritative figure has the power to give commands and have them followed out in whichever

Generally speaking, unless someone has been living under a rock; it is clear that the subject of authority is exceedingly controversial in our current society. There are many ways to perceive just the word authority. Merriam-Webster dictionary defines the word authority as “the power to give orders or make decisions: the power or right to direct or control someone or something” and or “the confident quality of someone who knows a lot about something or who is respected or obeyed by other people.” From this we can gather a few things. First, there are three forms of authority according to Merriam-Webster dictionary; the right to authority, the power to have authority, and respect to have authority. The right to authority indicates

As known each organization has a set objective to be achieved. Hence depending on the objective & to achieve those objectives, an organization can be structured in many difference ways: the 2 basic division, is the division of labour& coordination & supervision. These are done to be in-line with the organizational objective.

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).

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

There are four functions of management: planning, organizing, leading and controlling. The four basic principles of management found in all businesses and corporations. Management is a process designed to achieve an organization's objectives by using its resources effectively and efficiently in a changing environment.

Since Fayol left his general manager office, separated management from business operation and studied it, management has become an independent subject. A number of academics and entrepreneurs are desirous to find what management is and how to be a successful manager. Therefore, through varied approaches, many different views about management has been appearing such as Fayol’s function theory (1949) which based on his owe managing experience and Mintzberg’s 10 roles theory (1973) which came from observing five chief-executive officers. Furthermore, Mintzberg regarded Fayol’s theory as “folklore”. It seems that Fayol’s theory has been made redundant by Mintzberg’s study. The purpose of this paper, however, is to present that

One of the major problems facing secondary school administration in Nigeria has been the absence of appropriate and efficient guidelines for effective management. Some of the administrative management strategies have been based on a variety factors. While some have be based on set goals with no adequate information, others have been characterized by a high level of ignorance of administrative processes on the part of the administrators. The falling standard in education in the country is partly attributable to this poor administration of the secondary schools due to lack of specialized personnel with in-depth administrative strategies. This study is therefore aimed at addressing the deficiencies in the administrative process in the secondary schools through the application of the Henri Fayol’s managerial principles in the management of the secondary schools. A structured questionnaire was designed with the fourteen principles on which the opinion of the secondary schools stakeholders (Principals, Teachers, PTA and Educational Inspectors) was solicited. The tested instrument was then administered to a total of 3732 respondents selected through a stratified random sampling procedure across the six geopolitical

The paper will explore different theories of Management, include Henri Fayol and Henry Mintzberg. This section of this paper provides an overview of functions, roles and skills required of a manager. What is Management? Management can define as the process of reaching organisational goals by working with and through people and other organisational resources. (Management Innovation, 2008).

Whether Fayol’s Principles or Taylor’s Scientific Management techniques, such concepts influence all aspects of business and form the footing for multi-faceted activities that business and management comprise of.

By the time Henri Fayol had finished his theory, General Industrial Management, in 1916, which was based on his reminiscence as a successful turnaround of a major mining company from depths of failure; he set out to illustrate management as being a separate entity to other jobs within an organisation as he would say although “technical” and “commercial” “function” were “clearly defined”, “administrative” education was lacking. In his theory he introduced his five duties a manager had to follow to be called effective: plan, organise coordinate, command, and control and added to this fourteen principles he felt managers should use as reference to conduct the five duties. However Fayol was very much an idealist his theory was based on what a complete manager should be like and gave the view of managers taking control from behind a desk, yet critics, most influential being the academic Henry Mintzberg, who released his work in 1973, were more realists and saw a manager life as chaotic, involved and interactive, arguing what Fayol was portraying is not possible, and outdated.