Marris Growth Maximisation Model

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.

| According to Henri Fayol’s fourteen principles of management, ____ requires that each employee should report to and receive orders from just one boss.Answer

Responsibility is the force that connects people's minds to their accountabilities. People have always had a hard time to encounter these issues. For example, being responsible is accepting your job before your pleasure. “All it takes is all you've got!” Take action and step up to be the bigger person. Doing the right thing and being reliable will pay of in the future and help you become a better and bigger person.

Division of labor to me means specialty of individuals that can accomplish specific tasks and roles with particular skills with working process for which those skills are best suited. The process is divided down into a structure of stages that individuals are assigned to a specific stage.

According to Certo (2009), a primary consideration of any organizing effort is how to divide labour. Division of labour is the assignment of various portions of a particular task among a number of organization members. Rather than one individual doing the entire job, several individuals perform different parts of it. Production is divided into a number of steps assigned to specific individuals. The essence of division

Systems are the supports that run the organization. The main systems issues that emerged from data collection

Systems thinking is a method of thinking that looks at the interconnectedness between different elements rather than a linear cause and effect approach and sees patterns of change rather than fixed “snapshots”. In essence it is a view on the “whole picture” (Anderson, R 1994).

A great manager must know and implicate the four major principles of management. The principles of

In 1888, considered in the adolescent's stages of management, a French mining engineer, named Henry Fayol became director of a failing mining company. Striving to improve the profitability of the business, Fayol implemented 14 guiding principles in management to reverse the company deteriorating course. Over time, Fayol’s application of the management principles, increased the earned revenue of the business, as he was able to retire, leaving a successful company behind. Today, Fayol is considered a pioneer in his field and his 14 principles have lasted acting as a primary design for management in an industrial setting. The principles included, a division of labor, authority and responsibility, discipline, unity of command, unity of direction, remuneration, centralization, line of authority, order, equity, stability of tenure, initiative, and Esprit de Corps (Donaldson & Fafaliou, 2007, pp.

structure also allows work to be done by qualified and skilled individual in the area concern.

Situation analysis is a collection of tools providing insights in different perspectives, however, they all serve the same goal which is to help organizations deal with challenges by understanding where they stand, what their capabilities are, and what environments they are in so they can prepare themselves to stay ahead of the game.

In 1919, for the first time the world were introduced to the idea of management by Henri Fayol when the book Administration Industrielle et Générale – Prévoyance, Organisation, Commandement, Coordination, Contrôle was published. This is one of the earliest books explicitly discuss about management. Henri Fayol (1841-1925) was a very successful businessman with more than 30 years experiences as a managing director. In his book, Fayol defines management as comprising five functions: planning, organising, co-ordinating, commanding and controlling. While he has his modern critics, his approach to management continues to have appeal (Witzel, 2003). However Henry Mintzberg (2000), in his article The manager’s job: Folklore and fact has

The others form of departmentalization is process departmentalization. For examples the production department of alumunum plant. Each department specialize in one specific phase or process in the production of aluminium tubing. The metal is cast in huge furnaces sent to the department of where it is extruded into aluminum pipe. It’s then transferred to the tube mill where it is streched into various sizes and shapes of tubing. After that it moved to finishing where it cut and cleaned and finally arrives in the inspect, pack and ship department. This form of departmentilization focuses on the work processes and can be used for processing customer as well as products.

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.

In a line organization a person receives orders and instructions only from his boss. Similarly a person is authorised to instruct and direct only the persons reporting directly to him or her. Compliance of decisions and directives of a person is dependent on the formal authority enjoyed by the person as a supervisor. A person can exercise no authority over an employee not reporting directly to him or her.