The Impact of Classical Theorist on Contemporary Management Practice

999 Words Jul 13th, 2018 4 Pages
French mining engineer, Henri Fayol graduated in 1860. He later became the director-general of Comambault, a company who was at the verge of bankruptcy. Fayol successfully reformed the company into one of the largest industrial combines of Europe after his retirement. Fayolism or Administrative theory was developed in 1900s with the focus that management should be considered as an essential skill of life and should be separated from any technical knowledge. He believed that everyone perform certain administrative functions in their everyday lives (Lynch and Robert G., 2013). The theory emphasizes that the success of an organization was determined by the administrative ability of its leader as oppose to their technicality.

Henri Fayol’s
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So they will achieve long last commitment and put all their efforts in the work they are doing.

12. Stability of tenure of personnel
This procedure focuses on the idea of keep their employee to a certain amount and reducing turnovers. Fayol believe that organization should retain productive workers.

13. Initiative
Fayol believe that employers should be encouraged to take new responsibilities and make recommendation. This will help them learn new skills and be more productive in the working place.

14. Esprit de corps
This is the idea that the management should be responsible to promote morale and give a sense of unity in the work place. This will boost the employee drive to work hard in a work environment that they enjoy. This will also mostly likely get the workers to be more productive. This emphasizes teamwork and working in harmony.

Although these 14 principles have been established hundreds of years ago, it is still wildly used today in many organizations. As it was then, in today’s organization the principle of Discipline still is heavily used. The control systems in US organization are designed under the belief that workers and management seek primary control over their work environment (Rodrigues, 2001). Formal control systems are made of rules, standard and norm of behavior to guide, motivate and evaluate the employee’s behavioral performance (Ouchi 1977). Research reveals that some organizations apply the
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