The fourteen principles of management created by Henri Fayol are explained below. Division of Work- Authority and Responsibility- Discipline- Unity of Command- Unity of Direction- Subordination of Individual Interest- Remuneration- Centralization-
Fayol's Six Functions of Management. Fayol's six primary functions of management, which go hand in hand with the Principles, are as follows: Forecasting.
Formally defined, the principles of management are the activities that “plan, organize, and control the operations of the basic elements of [people], materials, machines, methods, money and markets, providing direction and coordination, and giving leadership to human efforts, so as to achieve the sought objectives of .
Jan 21, 2015 - There should be complete cooperation between the labour and the management instead of individualism. This principle is an extension of.
May 29, Ashford University offers 5 principles of management that will help you . to become a universal whole, because very good managers discover.
FHenri Fayol's 14 Principles of ManagementEdit · Division of Work - According to this principle the whole work is divided into small tasks. · Authority.
Division of Work · Authority and Responsibility · Discipline · Unity of Command · Unity of Direction · Subordination of Individual Interest.
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From Principles of Management
Authority is the right to command and take decisions, responsibility is the duty to perform assigned work, and accountability is answerability for results. Responsibility should be supported by adequate authority; otherwise performance suffers. Accountability ultimately remains with the person who delegates, because a superior is answerable for the work assigned to subordinates.
Control means comparing actual performance with standards and taking corrective action to ensure objectives are achieved. It is important because it ensures planned targets are met, detects deviations early and prevents losses, improves discipline and accountability, and helps optimum utilisation of resources. Control also supports coordination and allows management to revise plans when conditions change.
Span of control refers to the number of subordinates that a manager can effectively supervise. It influences the number of levels in an organisation and therefore affects communication, cost and control.
Narrow span means a manager supervises few subordinates, resulting in a tall organisation with more managerial levels. It provides close supervision and control, but increases cost, delays decisions and may distort communication due to many levels.
Wide span means a manager supervises many subordinates, resulting in a flat organisation with fewer levels. It is economical and speeds up communication, but if the span becomes too wide, supervision may weaken and control may suffer.
Factors affecting span: nature and complexity of work, ability of manager and subordinates, degree of delegation and decentralisation, effectiveness of communication and control systems, geographical dispersion and the level of management. A proper span should balance effective supervision with economy and speed.