What is fayolism?Why fayol is called the father of management?
Describe fayols element &
principles of management. Fayolism: Around 1900, french management theorist henri fayol developed a theory commonly known as fayolism which was a theory of management that analyzed and synthesized the role of management in organizations. Fayol is called the father of management because: Henry fayol (1!1"19#$% was a french engineer who contri&uted in the development of management and adminstrative principles. His ideas have &ecome a universal part of the modern management concepts. 'ayol played a main role in the turn"of"the"century classical school of management theory.He &elieved that techni(ues of effective management could &e defined and taught . He was the first to identify functions of management.'ayol)s work included a definition of a &ody of principles, which ena&led a manager to construct a formal structure of the organization and to supervise it in a rational way.*o, it has a tremendous impact upon the practice of management in increasing the efficiency of the organization. 'ayol has divided the activities of an industrial organisation into si+ groups, Technical: -elated to production. Commercial: -elated to &uying, selling and e+change. Financial, .t is search for capital and its optimum use. Security: /rotection of property and person. ccounting (.ncluding statistics%. !anagerial: .t includes planning, organisation, command, coordination, and control. 'ayol also has identified the (ualities re(uired in a manager. According to him the (ualities a manager has to possess are as under, "hysical (health, vigour, and address% !ental (a&ility to understand and learn, 0udgement, mental vigour, and capa&ility% !oral (energy, firmness, initiative, loyalty, tact, and dignity% #ducation (general ac(uaintance% Technical (peculiar to the function &eing performed% #$perience (arising form the work%. 1 *o we can see that, fayol focused his research and work on a more managerial level.1n the whole,his o&servations are valid even today. *o he has &een descri&ed as the father of management. Fayol%s #lements of !anagement ,
'ayol regarded the elements of management as the functions of management. 2his elements of management that focused on the key relationships &etween personnel and its management are, 1. Forecasting & "lanning: /lanning is the act of anticipating the future and acting on it,determining the stages and the technology necessary to implement it which re(uires a forecast of events. #. &rgani'ing: 1nce a plan of action is designed, managers need to organize which is the development of the institution)s resources, including raw materials,tools,capital and human. 3. Command: 4ommanding is keeping the institution)s actions and processes running and to maintain activity among the personnel as managers need to implement the plan. !. Coordination: 4o"ordination is the alignment and harmonization of the groups) efforts to facilitate organizational success and communication is the prime coordinating mechanism. $. Control: 'inally, control means to see that everything is done according to the appropriate rules and procedures &y checking the performance of the personnel and making corrections if necessary. Fayols principles of management: 'rom his own long e+perience in .ndustry, 'ayol offered fourteen principles of management for the first time in 1915.2hese are, 1. Di(ision of )or*: 2he o&0ective of division of work is to produce more and &etter work &y dividing the works among individuals and groups.'ayol presented work specialization as the &est way to use the human resources of the organization. 'or e+ample, .n a small one"man li&rary,one person will carry all the functions.6ut in a large li&rary if all the professional assistants carry out all these functions,then in &oth case there will &e no division of work and so this would lead to inefficiency and confusion.
#. uthority:Authority was defined &y 'ayol as the right to give orders and the power to e+act o&edience. 'or e+ample, Actual work in the li&rary may &e done &y diffreent persons &ut the ultimate responsi&ilities lie with chief li&rarian for all that goes on. 2 3. Discipline:7ood discipline is the result of effective leadership, a clear understanding &etween management and workers regarding the organization)s rules, and the 0udicious use of penalties for infractions of the rules. !. +nity of command:8very employee should receive orders from only one superior. 'or e+ample, Any orders &y the chief li&rarian to a professional assistant should &e transmitted through an assistant li&rarian,who is the incharge of the section. $. +nity of direction: 2he entire organization should move towards a common o&0ective in a common direction. .t is the condition essential to unity of action, coordination of strength, and focusing of effort. 5. Subordination of indi(idual interests to the general interest:2he interests of any one employee or group of employees should not take priority over the interests of the organization as a whole. 9. Remuneration: 8mployees must &e paid a fair wage for their services and incentives for successful efforts. . Centralisation: 2his principle refers to how close employees are to the decision"making process. .t is important to aim for an appropriate &alance. 9. Scalar chain: 2he organization)s hierarchy or chain of command from top management to the lowest ranks represents the scalar chain. 10. &rder: /eople and materials should &e in the right place at the right time to achieve the most efficient operation of the organization. 11. #,uity: :anagers should &e kind and fair to their su&ordinates. 1#. Stability of tenure of personnel: 8mployees work &etter if 0o& security and career progress are assured to them.An insecure tenure and high rate of employee turnover will affect the organization adversely. 13. -nitiati(e: 8mployees should &e given the necessary level of freedom to create and carry out plans. 1!. #sprit de corps.Team spirit/: /romoting team spirit among the employees will &uild harmony and unity within the organization. 3