09-07-2015, 02:15 PM
fayol principle of management applied in reliance fresh i
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fayol principle of management applied in reliance fresh
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fayol principle of management applied in reliance fresh i
07-04-2017, 12:00 PM
In presenting the principles of management Fayol has kept two things in mind. First, the list of management principles should not be long but should be suggestive and should only explain those principles that apply in most situations.
Secondly, management principles must be flexible and non-rigid so that changes can be made if necessary. The fourteen principles given by Fayol are as below:
(1) Division of Labour:
This principle of Fayol tells us that, as far as possible, the whole work must be divided into different parts and each individual should be assigned only a part of the work according to his ability and taste instead of giving all the work To one person. When a particular individual performs the same job over and over again, he will become an expert at doing that particular part of all the work. Consequently, the benefits of specialization will be available.
(2) Authority and Responsibility:
According to this principle, authority and responsibility must go hand in hand. This means that when a particular individual receives a particular job and is held accountable for the results, this is only possible when given enough authority to discharge his or her responsibility.
It is not appropriate to make a person responsible for any work in the absence of authority. In the words of Fayol, "The result of authority is responsibility. It is the natural result of authority and essentially another aspect of authority, and every time authority is used, responsibility arises automatically."
(3) Discipline:
Discipline is essential for any successful work performance. Fayol considers discipline as obedience, respect for authority and observance of established rules.
Discipline can be established by providing good supervision at all levels, clearly explaining the rules, and implementing a reward and punishment system. A manager can set a good example for his subordinates by disciplining himself.
(4) Control unit:
According to the unit of command principle, an individual employee should receive orders from only one superior at a time and that the employee should respond only to that superior. If there are many superiors who give orders to the same employee, he will not be able to decide which order will be given priority. Therefore, you are in a confusing situation.
This situation adversely affects the efficiency of subordinates. On the other hand, when there are many superiors, every superior wants to be given priority to his orders. This ego problem creates a possibility of shock. As a result, your own efficiency is likely to be affected.
(5) Steering unit:
Unit of direction means that there must be a head for a plan for a group of activities with the same objective. In other words, there must be a plan of action for a group of activities with the same objective and there must be a manager to control them.
Unit of command means that there must be only one manager at a time to give command to an employee, while the unit of management means that there must be only one manager to exercise control over all activities with the same objective.
Unit of Command and Unit of Direction
In this sense Fayol considers that for the efficient functioning of an organization the unit of direction is important, whereas the unit of command is important to improve the efficiency of the employees.
(6) Subordination of individual interest to the general interest:
This principle may be termed "priority to the general interest over individual interest". According to this principle, the general interest or interest of the organization is above all else. If one asks for individual interest and general interest in order of priority, no doubt the general interest will be placed in the first place.
Secondly, management principles must be flexible and non-rigid so that changes can be made if necessary. The fourteen principles given by Fayol are as below:
(1) Division of Labour:
This principle of Fayol tells us that, as far as possible, the whole work must be divided into different parts and each individual should be assigned only a part of the work according to his ability and taste instead of giving all the work To one person. When a particular individual performs the same job over and over again, he will become an expert at doing that particular part of all the work. Consequently, the benefits of specialization will be available.
(2) Authority and Responsibility:
According to this principle, authority and responsibility must go hand in hand. This means that when a particular individual receives a particular job and is held accountable for the results, this is only possible when given enough authority to discharge his or her responsibility.
It is not appropriate to make a person responsible for any work in the absence of authority. In the words of Fayol, "The result of authority is responsibility. It is the natural result of authority and essentially another aspect of authority, and every time authority is used, responsibility arises automatically."
(3) Discipline:
Discipline is essential for any successful work performance. Fayol considers discipline as obedience, respect for authority and observance of established rules.
Discipline can be established by providing good supervision at all levels, clearly explaining the rules, and implementing a reward and punishment system. A manager can set a good example for his subordinates by disciplining himself.
(4) Control unit:
According to the unit of command principle, an individual employee should receive orders from only one superior at a time and that the employee should respond only to that superior. If there are many superiors who give orders to the same employee, he will not be able to decide which order will be given priority. Therefore, you are in a confusing situation.
This situation adversely affects the efficiency of subordinates. On the other hand, when there are many superiors, every superior wants to be given priority to his orders. This ego problem creates a possibility of shock. As a result, your own efficiency is likely to be affected.
(5) Steering unit:
Unit of direction means that there must be a head for a plan for a group of activities with the same objective. In other words, there must be a plan of action for a group of activities with the same objective and there must be a manager to control them.
Unit of command means that there must be only one manager at a time to give command to an employee, while the unit of management means that there must be only one manager to exercise control over all activities with the same objective.
Unit of Command and Unit of Direction
In this sense Fayol considers that for the efficient functioning of an organization the unit of direction is important, whereas the unit of command is important to improve the efficiency of the employees.
(6) Subordination of individual interest to the general interest:
This principle may be termed "priority to the general interest over individual interest". According to this principle, the general interest or interest of the organization is above all else. If one asks for individual interest and general interest in order of priority, no doubt the general interest will be placed in the first place.
(7) Remuneration for employees:
Fayol is of the opinion that employees must earn fair compensation so that employees and owners find the same amount of satisfaction. It is the duty of the manager to ensure that employees receive compensation according to their work. However, if they are not adequately paid for their work, they will not do their job with perfect dedication, honesty and ability.
As a result, the organization must face failure. Adequate remuneration depends on factors such as the cost of living, the demand for labor and its capacity. Fayol believes that in order to motivate employees, in addition to general compensation, they should receive some monetary and non-monetary incentives.
(8) Centralization and decentralization:
According to this principle, superiors must adopt effective centralization rather than complete centralization and complete decentralization. By effective centralization, Fayol does not mean that the authority must be completely centralized.
He feels that superiors should retain the authority to make important decisions in their own hands, while the authority to make daily decisions and minor decisions should be delegated to subordinates.
The relationship between centralization and decentralization may differ in different situations. For example, it is advantageous to have more centralization in a small business unit and more decentralization in a large business unit.
(9) Scalar Chain:
Meaning of Escalar Chain:
It refers to a formal line of authority that moves from the highest rows to the lowest rows in a straight line,
(Ii) Review by Fayol:
This string must be followed strictly. It means that each communication must move from top to bottom and vice versa in a straight line. The important condition here is that no step (post) should be overlooked during communication.
(Iii) Fayol staircase:
Fayol has explained this principle with the help of a ladder.
For example, in a company the employee 'F' wants to have contact with the employee 'P'. According to the principle of the scalar chain 'F' you must reach 'A' by means of E, D, C, B and then have contact with L, M, N, 0 will reach 'P'. Thus, 'F' must have the help of the nine steps (posts) to have commercial contact with 'P'.
(Iv) Utility:
Because of a clearer system of authority and communication, problems can be solved more quickly.
(V) Gang Plank:
It is the exception to the principle of the scalar chain. This concept was developed to establish direct contact with the employee of equal rank in case of emergency to avoid delays in communication.
For example, as shown in the diagram, employee 'F' may have direct contact with employee 'P'. But for this, employees F 'and' P 'will have to request the prior permission of their immediate heads' E' and 'O'. The details of your talk will also have to be given to them.
(10) Order:
According to the principle of order, a suitable person should be placed in the right job and a correct thing should be placed in the right place. According to Fayol, each company must have two different orders: Physical Order for Physical Resources and Social Order for Human Resources.
Keeping physical resources in order means that 'an appropriate place for everything and everything in its right place'. Similarly, keeping human resources in order means "a place for all and all in its designated place".
Keeping these two orders correctly will ensure that everyone knows your place of work, what to do and where you would get your required material. As a result, all available resources in the organization will be used properly.
(11) Equity:
This principle says that managers should treat their subordinates in a fair and kind manner so that they develop a sense of dedication and attachment for their work. All employees should be treated equally and impartially.
Fayol tells us in connection with this principle that there should be no equality of treatment between a person whose work is really good and a person who is a shirker by nature. On the contrary, the latter should be treated with severity. To do so would be equitable. Because of this view, Taylor has presented his differential remuneration method.
(12) Stability of Personnel::
From the management point of view it is absolutely harmful to change employees frequently as it is a reflection of inefficient management. Therefore, according to this principle there must be stability of tenure of the employees so that the work continues efficiently.
Fayol believes that instability in tenure of employees is a cause of mismanagement and results. The high rate of turnover of the workforce will result in increased expenses due to the selection of them over and over again, and training them again.
It also diminishes the prestige of the organization and creates a feeling of insecurity among employees that keeps them busy finding new avenues of work. Consequently, the sense of dedication can not be created between them.
(13) Initiative:
Initiative means the ability to work while expressing your thoughts. According to Fayol, it is the duty of the manager to encourage the sense of initiative among his employees to do some work or make some decision but within the limits of authority and discipline.
It will only be possible when the manager welcomes the thoughts of his subordinates. In doing so, subordinates will come up with new and useful ideas over and over and will gradually become an integral part of the organization. For this process to be a success, an administrator will have to abandon his false sense of prestige.
(14) Esprit de corps:
According to this principle, a manager must continually strive to develop team spirit among subordinates. To do this, he / she should use the word "we" instead of "during the conversation with the subordinates.
It can be understood in the following video:
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