Henri fayol’s 14 Principles of Management

1. HENRI HENRI
FAYOL’S FAYOL’S
14 Principles 14 Principles
of Management of Management

2. 1. DIVISION OF WORK1. DIVISION OF WORK::
Work should be divided among Work should be divided among
individuals and groups to ensure individuals and groups to ensure
that effort and attention are focused that effort and attention are focused
on special portions of the task. Fayol on special portions of the task. Fayol
presented work specialization as the presented work specialization as the
best way to use the human best way to use the human
resources of the organization. resources of the organization.

3. 2. AUTHORITY2. AUTHORITY::
The concepts of Authority and The concepts of Authority and
responsibility are closely related. responsibility are closely related.
Authority was defined by Fayol as Authority was defined by Fayol as
the right to give orders and the the right to give orders and the
power to exact obedience. power to exact obedience.
Responsibility involves being Responsibility involves being
accountable, and is therefore accountable, and is therefore
naturally associated with authority. naturally associated with authority.
Whoever assumes authority also Whoever assumes authority also
assumes responsibility. assumes responsibility.

4. 3. DISCIPLINE3. DISCIPLINE::
A successful organization requires A successful organization requires
the common effort of workers. the common effort of workers.
Penalties should be applied Penalties should be applied
judiciously to encourage this judiciously to encourage this
common effort. common effort.

5. 4. UNITY OF COMMAND4. UNITY OF COMMAND
Workers should receive orders from Workers should receive orders from
only one manager. only one manager.

6. 5. UNITY OF DIRECTION5. UNITY OF DIRECTION::
The entire organization should be The entire organization should be
moving towards a common objective moving towards a common objective
in a common direction. in a common direction.

7. 6. SUBORDINATION OF 6. SUBORDINATION OF
INDIVIDUAL INTERESTS TO THE INDIVIDUAL INTERESTS TO THE
GENERAL INTERESTSGENERAL INTERESTS ::
The interests of one person should The interests of one person should
not take priority over the interests of not take priority over the interests of
the organization as a whole. the organization as a whole.

8. 7. REMUNERATION7. REMUNERATION::
Many variables, such as cost of Many variables, such as cost of
living, supply of qualified personnel, living, supply of qualified personnel,
general business conditions, and general business conditions, and
success of the business, should be success of the business, should be
considered in determining a worker’s considered in determining a worker’s
rate of pay. rate of pay.

9. 8. CENTRALIZATION8. CENTRALIZATION::
Fayol defined centralization as Fayol defined centralization as
lowering the importance of the lowering the importance of the
subordinate role. Decentralization is subordinate role. Decentralization is
increasing the importance. The increasing the importance. The
degree to which centralization or degree to which centralization or
decentralization should be adopted decentralization should be adopted
depends on the specific organization depends on the specific organization
in which the manager is working. in which the manager is working.

10. 9. SCALAR CHAIN9. SCALAR CHAIN::
Managers in hierarchies are part of a chain Managers in hierarchies are part of a chain
like authority scale. Each manager, from like authority scale. Each manager, from
the first line supervisor to the president, the first line supervisor to the president,
possess certain amounts of authority. The possess certain amounts of authority. The
President possesses the most authority; President possesses the most authority;
the first line supervisor the least. Lower the first line supervisor the least. Lower
level managers should always keep upper level managers should always keep upper
level managers informed of their work level managers informed of their work
activities. The existence of a scalar chain activities. The existence of a scalar chain
and adherence to it are necessary if the and adherence to it are necessary if the
organization is to be successful. organization is to be successful.

11. 10. ORDER:10. ORDER:
For the sake of efficiency and For the sake of efficiency and
coordination, all materials and people coordination, all materials and people
related to a specific kind of work related to a specific kind of work
should be treated as equally as should be treated as equally as
possible. possible.

12. 11. EQUITY11. EQUITY::
All employees should be treated as All employees should be treated as
equally as possible. equally as possible.

13. 12. STABILITY OF TENURE OF 12. STABILITY OF TENURE OF
PERSONNELPERSONNEL::
Retaining productive employees Retaining productive employees
should always be a high priority of should always be a high priority of
management. Recruitment and management. Recruitment and
Selection Costs, as well as increased Selection Costs, as well as increased
product-reject rates are usually product-reject rates are usually
associated with hiring new workers. associated with hiring new workers.

14. 13. INITIATIVE13. INITIATIVE::
Management should take steps to Management should take steps to
encourage worker initiative, which is encourage worker initiative, which is
defined as new or additional work defined as new or additional work
activity undertaken through self activity undertaken through self
direction. direction.

15. 14. ESPIRIT DE CORPS14. ESPIRIT DE CORPS::
Management should encourage Management should encourage
harmony and general good feelings harmony and general good feelings
among employees. among employees.