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FAYOL’S
PRINCIPLES OF
MANAGEMENT
     AND
FUNCTIONS OF
MANAGEMENT

          By- NITEEN.P
          B.com 1 st Sem
          Roll no. 305
HENRI FAYOL (1841-1925)
   Fourteen Principles of as one of the classical organization
    theory that is PRINCIPLES OF MANAGEMENT were
    developed by Henri Fayol and have been considered universally
    applicable to every type of organization.
PRINCIPLES OF MANAGEMENT
 DIVISION OF WORK OR SPECIALIZATION
 AUTHORITY AND RESPONSIBILITY
 DISCIPLINE
 UNITY OF COMMAND
 UNITY OF DIRECTION
 SUBORDINATION OF INDIVIDUAL TO GENERAL
 REMUNERATION
 CENTRALIZATION
 LINE OF COMMAND/SCALAR CHAIN
 ORDER
 EQUITY
 STABILITY OF TENURE
 INITIATIVE
 ESPRIT DE CORPS
DIVISION OF WORK OR SPECIALIZATION
   Division of work makes a man specialist. The reason is that
division of work helps to specialize in an activity which
increases the output with perfection. It also avoids wastage of
time. Division can be applied to both technical and managerial
kind of work.
AUTHORITY AND RESPONSIBILITY
   Management is getting things done by others. A superior
gives direction to his sub-ordinates to perform the job. Then
the super-visor may exercise his authority. The post he holds
invests him with this authority. Authority is closely
connected with responsibility. Responsibility is shouldered
whenever authority is exercised . Responsibility is essential to
perform a job correctly.
DISCIPLINE
 Discipline is essential in all levels of management. Discipline
is obtained through judicial application of penalties. Limits of
acceptable behavior are absolutely necessary to define, so that
everyone in an organization knows what can and cannot be
done. Often this principle is difficult for a supervisor to apply
impartially.
UNITY OF COMMAND
An employee should receive orders from only one
supervisor. Yet, because of a number of interacting
variables in any job situation, line and staff as authority
become opposed to line and staff as function
UNITY OF DIRECTION
There should be only one plan, and the person should be
responsible for supervising it; all activities have the same
objective, should be supervised by one person.
SUBORDINATION OF INDIVIDUAL TO
                         GENERAL
 The individual should subordinate self-interest to the general
good. It is incumbent upon management to reduce conflict
between the individual and the general well being wherever
possible.
REMUNERATION
Remuneration for work must be fair and accurate, affording
maximum satisfaction for both employee and employer. The
manager must examine tasks, identify responsibilities, and
decide upon a just level of compensation.
CENTRALIZATION
Fayol thought centralization of authority to be desirable, at
least for overall control. Certainly, both formulation of
policy and the generation of basic rules and procedures ought

to be centralized.
LINE OF COMMAND/SCALAR CHAIN
Organizations need a formalized hierarchy that reflects the flow
of authority and responsibility. Fayol suggested that a chain of
command is necessary most of the time, but, at times, it is best
ignored. The communication flows to top to bottom or bottom
to top. It should be proper.
ORDER
It is applied to both material and men. The material
should be kept in order in the place where it is necessary.
The personnel are selected scientifically and assigned
duties according to there qualification and ability.
EQUITY
Employees must be seen as persons, not things to be
manipulated. If managers hope to create a good working
environment, they must treat everyone fairly and with
equity. Equity refers to a combination of fairness, kindness
and justice.
STABILITY OF TENURE
The management should ensure stability or security of
job to every employee of the undertaken.
INITIATIVE
The power of thinking out, proposing and executing.
Management should encourage employees to originate and
carry out plans. This urging tends to boost levels of effort.
ESPRIT DE CORPS
This means union is strength or Team Spirit. He felt that all
successful organizations survive only when a feeling of unity
pervades the group and that viable organizations cleat with
crises as a team.
FUNCTIONS OF MANAGEMENT

Fayol's six primary functions of management, which go
hand in hand with the Principles, are as follows:
Forecasting.
Planning.
Organizing.
Commanding.
Coordinating.
Controlling.
REFERENCES
 notes
 www.google.com
 www.wikipedia.org
Fayol principle of mgt

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Fayol principle of mgt

  • 1. FAYOL’S PRINCIPLES OF MANAGEMENT AND FUNCTIONS OF MANAGEMENT By- NITEEN.P B.com 1 st Sem Roll no. 305
  • 2. HENRI FAYOL (1841-1925)  Fourteen Principles of as one of the classical organization theory that is PRINCIPLES OF MANAGEMENT were developed by Henri Fayol and have been considered universally applicable to every type of organization.
  • 3. PRINCIPLES OF MANAGEMENT  DIVISION OF WORK OR SPECIALIZATION  AUTHORITY AND RESPONSIBILITY  DISCIPLINE  UNITY OF COMMAND  UNITY OF DIRECTION  SUBORDINATION OF INDIVIDUAL TO GENERAL  REMUNERATION  CENTRALIZATION  LINE OF COMMAND/SCALAR CHAIN  ORDER  EQUITY  STABILITY OF TENURE  INITIATIVE  ESPRIT DE CORPS
  • 4. DIVISION OF WORK OR SPECIALIZATION Division of work makes a man specialist. The reason is that division of work helps to specialize in an activity which increases the output with perfection. It also avoids wastage of time. Division can be applied to both technical and managerial kind of work.
  • 5. AUTHORITY AND RESPONSIBILITY Management is getting things done by others. A superior gives direction to his sub-ordinates to perform the job. Then the super-visor may exercise his authority. The post he holds invests him with this authority. Authority is closely connected with responsibility. Responsibility is shouldered whenever authority is exercised . Responsibility is essential to perform a job correctly.
  • 6. DISCIPLINE Discipline is essential in all levels of management. Discipline is obtained through judicial application of penalties. Limits of acceptable behavior are absolutely necessary to define, so that everyone in an organization knows what can and cannot be done. Often this principle is difficult for a supervisor to apply impartially.
  • 7. UNITY OF COMMAND An employee should receive orders from only one supervisor. Yet, because of a number of interacting variables in any job situation, line and staff as authority become opposed to line and staff as function
  • 8. UNITY OF DIRECTION There should be only one plan, and the person should be responsible for supervising it; all activities have the same objective, should be supervised by one person.
  • 9. SUBORDINATION OF INDIVIDUAL TO GENERAL The individual should subordinate self-interest to the general good. It is incumbent upon management to reduce conflict between the individual and the general well being wherever possible.
  • 10. REMUNERATION Remuneration for work must be fair and accurate, affording maximum satisfaction for both employee and employer. The manager must examine tasks, identify responsibilities, and decide upon a just level of compensation.
  • 11. CENTRALIZATION Fayol thought centralization of authority to be desirable, at least for overall control. Certainly, both formulation of policy and the generation of basic rules and procedures ought to be centralized.
  • 12. LINE OF COMMAND/SCALAR CHAIN Organizations need a formalized hierarchy that reflects the flow of authority and responsibility. Fayol suggested that a chain of command is necessary most of the time, but, at times, it is best ignored. The communication flows to top to bottom or bottom to top. It should be proper.
  • 13. ORDER It is applied to both material and men. The material should be kept in order in the place where it is necessary. The personnel are selected scientifically and assigned duties according to there qualification and ability.
  • 14. EQUITY Employees must be seen as persons, not things to be manipulated. If managers hope to create a good working environment, they must treat everyone fairly and with equity. Equity refers to a combination of fairness, kindness and justice.
  • 15. STABILITY OF TENURE The management should ensure stability or security of job to every employee of the undertaken.
  • 16. INITIATIVE The power of thinking out, proposing and executing. Management should encourage employees to originate and carry out plans. This urging tends to boost levels of effort.
  • 17. ESPRIT DE CORPS This means union is strength or Team Spirit. He felt that all successful organizations survive only when a feeling of unity pervades the group and that viable organizations cleat with crises as a team.
  • 18. FUNCTIONS OF MANAGEMENT Fayol's six primary functions of management, which go hand in hand with the Principles, are as follows: Forecasting. Planning. Organizing. Commanding. Coordinating. Controlling.