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AdministrativeManagement:Fayol'sPrinciples

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AdministrativeManagement:Fayol'sPrinciples

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Fayol'sapproachdifferedfromscientificmanagementinthatitfocusedonefficiency
throughmanagementtrainingandbehavioralcharacteristics.
LEARNINGOBJECTIVE [edit]
OutlineFayol'seffectonadministrativemanagementthroughtherecognitionofhis14managementprinciples

KEYPOINTS [edit]
Fayoltookatopdownapproachtomanagementbyfocusingonmanagerialpracticestoincreaseefficiency
inorganizations.Hiswritingprovidedguidancetomanagersonhowtoaccomplishtheirmanagerial
dutiesandonthepracticesinwhichtheyshouldengage.
ThemajordifferencebetweenFayolandTaylorisFayol'sconcernwiththe"human"andbehavioral
characterisitcsofemployeesandhisfocusontrainingmanagementinsteadofonindividualworker
efficiency.
Fayolstressedtheimportanceandthepracticeofforecastingandplanninginordertotrainmanagement
andimproveworkplaceproductivity.
Fayolisalsofamousforputtingforward14principlesofmanagementandthefiveelementsthatconstitute
managerialresponsibilities.

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AdministrativeManagement:Fayol'sPrinciples

TERMS [edit]

Fayolism
Anapproachthatfocusedonmanagerialpracticesthatcouldminimizemisunderstandingsandincreaseefficiency
inorganizations.

topdown
Oforrelatingtoaperspectivethatprogressesfromasingle,largebasicunittomultiple,smallersubunits.

Giveusfeedbackonthiscontent:
FULLTEXT [edit]

HenriFayol
Fayolwasaclassicalmanagementtheorist,widely
regardedasthefatherofmodernoperational
managementtheory.Hisideasareafundamentalpart
ofmodernmanagementconcepts.

ComparisonswithTaylorism

henouregiter
W
toentraluitetoda!

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on GRAB

FayolisoftencomparedtoFrederickWinslowTaylor,
whodevelopedscientificmanagement.However,
FayoldifferedfromTaylorinhisfocusanddeveloped
hisideasindependently.Taylorwasconcernedwith
tasktimeandimprovingworkerefficiency,whileFayol

*T&CAppl

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wasconcernedwithmanagementandthehumanandbehavioralfactorsinmanagement.
AnothermajordifferencebetweenTaylorandFayol'stheoriesisthatTaylorviewedmanagementimprovements
ashappeningfromthebottomup,orstartingwiththemostelementalunitsofactivityandmakingindividual
workersmoreefficient.Incontrast,Fayolemphasizedamoretopdownperspectivethatwasfocusedon
educatingmanagementonimprovingprocessesfirstandthenmovingtoworkers.Fayolbelievedthatby
focusingonmanagerialpracticesorganizationscouldminimizemisunderstandingsandincreaseefficiency.
Hiswritingsguidedmanagersonhowtoaccomplishtheirmanagerialdutiesandonthepracticesinwhichthey
shouldengage.Inhisbook"GeneralandIndustrialManagement"Fayoloutlinedhistheoryofgeneral
management,whichhebelievedcouldbeappliedtotheadministrationofmyriadindustries.Asaresultofhis
concernforworkers,Fayolwasconsideredoneoftheearlyfathersofthehumanrelationsmovement.
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AdministrativeManagement:Fayol'sPrinciples

HenriFayol
HenriFayolpioneereddefinitionsofcontrolformanagementscience.

Fayol's14PrinciplesofManagement
Fayoldeveloped14principlesofmanagementinordertohelpmanagersconducttheiraffairsmoreeffectively.
Today,theseprinciplesarestillusedbutareofteninterpreteddifferently.Thefourteenprinciplesareas
follows:
1.divisionofwork
2.delegationofauthority
3.discipline
4.chainofcommands
5.congenialworkplace
6.interrelationbetweenindividualinterestsandcommonorganizationalgoals
7.compensationpackage
8.centralization

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AdministrativeManagement:Fayol'sPrinciples

9.scalarchains
10.order
11.equity
12.jobguarantee
13.initiatives
14.teamspirit

Fayol'sFiveElementsofManagement
Fayolisalsofamousforhisfiveelementsofmanagement,whichoutlinethekeyresponsibilitiesofgood
managers:
1.Planning:Managersshoulddraftstrategiesandobjectivestodeterminethestagesoftheplanandthe
technologynecessarytoimplementit.
2.Organizing:Managersmustorganizeandprovidetheresourcesnecessarytoexecutesaidplan,including
rawmaterials,tools,capital,andhumanresources.
3.Command(delegation):Managersmustutilizeauthorityandathoroughunderstandingoflongtermgoals
todelegatetasksandmakedecisionsforthebettermentoftheorganization.
4.Coordination:Highlevelmanagersmustworktointegrateallactivitiestofacilitateorganizationalsuccess.
Communicationiskeytosuccessinthiscomponent.
5.Monitoring:Managersmustcomparetheactivitiesofthepersonneltotheplanofactionthisisthe
evaluationcomponentofmanagement.
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CreateQuestion
Referencedin2quizquestions

WhichofthefollowingisNOToneofTaylor's14principlesofmanagement?

Fayolwasaclassicalmanagementtheoristwhowaswidelyregardedasthefather
ofwhichofthefollowingfieldsofstudy?

KEYTERMREFERENCE

Compensation

Appearsintheserelatedconcepts:EmployeeBenefitsManagement,Typesof

Stakeholders,andCompensationandCompetition

ScientificManagement

Appearsintheserelatedconcepts:Efficiency,Scientific

Management:TaylorandtheGilbreths,andTheSecondIndustrialRevolution

Taylorism

Appearsintheserelatedconcepts:FrederickTaylor,SchedulingWork,andFlawsin

theClassicalPerspectives

authority

Appearsintheserelatedconcepts:DecentralizingResponsibility,Authority,and

Obedience

centralization

Appearsintheserelatedconcepts:TheReasoningofSpecialization,

Managementmistakesandtheincompatibilityofgrowthstrategiesandorganizationalstructure,and
Centralization

characteristic

Appearsintheserelatedconcepts:PersonalBiases,JobCharacteristicsTheory,

andLeadershipModel:UniversityofMichigan

communication

Appearsintheserelatedconcepts:TheCommunicationProcess,Formal

Communications,andTheImportanceofClarityinProfessionalSettings

conduct

Appearsintheserelatedconcepts:CodesofConduct,EBusinessStrategy,andHow

AttitudeInfluencesBehavior

decision

Appearsintheserelatedconcepts:WhatisStrategy?,IssuesinMarketing,andEthical

DecisionMaking

delegation

Appearsintheserelatedconcepts:FulfillingtheOrganizingFunction,Technical

SkillsofSuccessfulManagers,andDelegationofAuthority

division

Appearsintheserelatedconcepts:DivisionalStructure,IncreasingCoordination,and

InsideandOutsideForcesforOrganizationalChange

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AdministrativeManagement:Fayol'sPrinciples

efficiency

Appearsintheserelatedconcepts:WhyStudyOrganizationalTheory?,Productivity,

andBenefitsofOrganization

efficient

Appearsintheserelatedconcepts:Strategic,Tactical,andOperationalControl,

ExternalityImpactsonEfficiency,andIntroductiontoIndustrialandOrganizationalPsychology

execute

Appearsintheserelatedconcepts:DefiningStrategicPlanning,ImplementingStrategy,

andImplementtheCourse

factor

Appearsintheserelatedconcepts:RationalAlgebraicExpressions,Factors,andFinding

FactorsofPolynomials

forecasting

Appearsintheserelatedconcepts:DefiningManagement,FulfillingthePlanning

Function,andOverviewofStrategicPlanningTools

goal

Appearsintheserelatedconcepts:SettingGoals,LeadingTeams,andTheGoalsofan

InformativeSpeech

humanresources

Appearsintheserelatedconcepts:EconomicImportanceofSmall

Businesses,EmployeeInvolvementinDecisionMaking,andAssessingandRestoringEquity

implement

Appearsintheserelatedconcepts:SettingTeamGoalsandProvidingTeam

Feedback,DefiningJobSatisfaction,andTheChallengeofEthicsandGovernance

management

Appearsintheserelatedconcepts:AdditionalFactorstoConsider,Management

versusLeadership,andModernManagement

objectives

Appearsintheserelatedconcepts:StrategicManagement,SettingObjectivesand
WelcometoBoundless!Seehowwecanhelp.

Standards,andAnalyzingOrganizationalPerformance

organization

Appearsintheserelatedconcepts:GeneralOrganizationoftheSomatosensory
ImaStudent
System,CommunicatingOrganizationalCulture,andTypesofOrganizations

plan

ImanEducator
Appearsintheserelatedconcepts:SWOTAnalysis,PromotingEthicalBehaviorthroughthe

PlanningProcess,andConsideringCompanySize
ImanAdministrator
Appearsintheserelatedconcepts:Forecasting,PuttingthePlantoWork,and

planning

MaintainingControl

productivity

Appearsintheserelatedconcepts:AssessinganOrganization'sTechnological

Needs,TheImportanceofMotivation,andBenefitsofInnovation

responsibility

Appearsintheserelatedconcepts:DevelopingLeadershipSkills,Social

ResponsibilityAudits,andServantLeadership

strategy

Appearsintheserelatedconcepts:PriceCompetition,OperationsManagement,and

ConsideringtheEnvironment

team
theory

Appearsintheserelatedconcepts:Teams,InformalGroups,andTeamBuilding
Appearsintheserelatedconcepts:TheoryandPractice,Models,Theories,andLaws,and

MisconceptionsofEvolution
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AdministrativeManagement:Fayol'sPrinciples

training

Appearsintheserelatedconcepts:EmployeeDevelopment,TheWorldTrade

Organization(WTO),andSalesTraining

SOURCES

Boundlessvetsandcurateshighquality,openlylicensedcontentfromaroundtheInternet.This
particularresourceusedthefollowingsources:
"Boundless."
http://www.boundless.com/
BoundlessLearningCCBYSA3.0.
"FAYOL."
http://en.wikipedia.org/wiki/FAYOL
WikipediaCCBYSA3.0.
"HenriFayolandtheAdministrativetheory."
http://en.wikipedia.org/wiki/Henri_Fayol_and_the_Administrative_theory
WikipediaCCBYSA3.0.
"Fayolism."
http://en.wikipedia.org/wiki/Fayolism
WikipediaCCBYSA3.0.
"Scalarchains."
http://en.wikipedia.org/wiki/Scalar%20chains
WikipediaCCBYSA3.0.

WelcometoBoundless!Seehowwecanhelp.

"topdown."
http://en.wiktionary.org/wiki/topdown
WiktionaryCCBYSA3.0.

ImaStudent

"Topdownperspective."
http://en.wikipedia.org/wiki/Topdown%20perspective

ImanEducator

WikipediaCCBYSA3.0.
Wikimedia.

ImanAdministrator

http://upload.wikimedia.org/wikipedia/commons/4/46/Fonds_henri_fayol.jpg
CCBY.

CITETHISSOURCE

Source:Boundless.AdministrativeManagement:Fayol'sPrinciples.BoundlessManagement.Boundless,26May.2016.
Retrieved21Nov.2016fromhttps://www.boundless.com/management/textbooks/boundlessmanagement
textbook/organizationaltheory3/classicalperspectives29/administrativemanagementfayolsprinciples1674018/

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