From Scientific to Administrative
Back around 1860. Henri Fayol. a then-young applied scientist. began working at a coal mine in France. While working at the mines. he noticed that pull offing the mineworkers was non an easy occupation. Pull offing was non every bit effectual as it could be. Directors had few resources and tools to better manage people. At the clip. Frederick Winslow Taylor. laminitis of the school of scientific direction. was doing paces in maximising productiveness by concentrating on the work and worker relationship. In other words. Taylor believed that there was a scientific discipline to work. If workers worked more like machines. there would be increased productiveness.

Frederick Winslow Taylor founded the school of scientific direction Unlike Taylor’s scientific direction theory. Fayol believed that it was more than merely work and workers. Directors needed specific functions in order to pull off work and workers. This became known as the administrative school of direction and was founded on the six maps. or functions. of direction:

1. Forecasting
2. Planing
3. Forming
4. Commanding
5. Organizing
6. Controling
Principles 1-7
These functions. used as a procedure. focused on the full organisation instead
than merely the work. Once broken down into smaller parts. the six maps evolved into Fayol’s 14 Principles of Management. In this lesson. we will concentrate on the first seven rules:

1. Division of Work
2. Authority
3. Discipline
4. Integrity of Command
5. Integrity of Direction
6. Subordination of Individual Interests to the General Interest 7. Wage
While Fayol’s 14 Principles of Management are non as widely used as they one time were. it is of import to understand how the foundation of administrative direction theory was developed to turn to the demands of the times. This macro attack was the first of its clip. Let’s non bury. Taylor did non concentrate on the human component. Henri Fayols rules of direction focal point on the human component His scientific attack to work focused on constructing a better. stronger. faster and more productive squad through physical elements. Fayol didn’t see it that manner. Fayol saw workers as worlds possessing elements that required a more general attack to acquiring the work done. He saw it as a whole organisational attempt. Principles Explained

Let’s take each rule and usage illustrations to better understand how these rules work together to make an administrative direction mentality. Let’s usage Fayol and the Principles. a stone set. to assist us better understand the first seven of the 14 Principles of Management.

1. Division of Work: When employees are specialized. end product can increase because they become progressively skilled and efficient.

Fayol and the Principles is made up of four members. including Fayol. Each set member specializes in a specific instrument or endowment. Fayol is the lead vocalist. while the other members play instruments. The set is able to bring forth quality music because each performs the occupation in the set that he or she is most specialised in. If we were to blend it up a spot and set Fayol on
bass guitar and another member on singing – neither of whom possesses the accomplishment to execute the occupation – the sound would be much different.

2. Authority: Directors must hold the authorization to give orders. but they must besides maintain in head that with authorization comes duty. Fayol and the Principles understand that they should specialise in their specific countries ; nevertheless. at that place needs to be a leader. Fayol assumes the function as leader and gives everyone orders. He says ‘Play this. Make that. ’ But with that comes duty. He knows that. whatever undertaking he delegates to the set. he must do certain that the undertaking is completed. that the undertaking is done in a productive manner and that it yields consequences. 3. Discipline: Discipline must be upheld in organisations. but methods for making so can change.

From clip to clip. the set members do non execute to Fayol’s criterion. Even though Fayol looks at the organisation as a whole organisational attempt. he besides knows that he must administrate subject for ineffectualness. Two of Fayol’s set members decided to take a interruption from pattern to play a competitory game of Pin the Tail on the Donkey. He must administrate fleet subject in line with the discourtesy. He besides knows that there is no 1 subject that can be levied against the set members. It must be done on a individual footing. In this instance. the two set members were penalized wage for the clip spent playing a game when they should hold been practising for their show.

4. Integrity of Command: Employees should hold merely one direct supervisor. Multiple people sometimes give orders. In the instance of the stone set. Fayol is in charge. This is expressed by the name of the set and implied by the orderly manner in which work is delegated. Fayol is the lone individual to give way.

5. Integrity of Direction: Teams with the same aim should be working under the way of one director and utilizing one program. This will guarantee that action is decently coordinated.

Merely like integrity of bid. it is of import for Fayol to maintain the set on a
individual path. class or way. One director. One program. One vision.

6. Subordination of Individual Interests to the General Interest: The involvements of one employee should non be allowed to go more of import than those of the group. This includes directors. Fayol knows how to keep a balance between personal enterprises and those of the greater good. Fayol and the Principles are a stone set. This is their intent. their individuality. If one of the members feels otherwise. regardless of how strongly he feels. this self-interest. or single involvement. is non more of import than those of the set and its members. 7. Wage: Employee satisfaction depends on just wage for everyone. This includes fiscal and non-financial compensation. When it comes to payday. Fayol knows that he must pay the set and pay them reasonably. This includes money and fringe benefits. It is alluring to take all of the wing fringe benefits and maintain them for himself. like free Jerseies and sodium carbonates. but by sharing the wagess. Fayol has a much more satisfied squad.

Lesson Summary
In drumhead. Fayol’s 14 Principles of Management serve the organisation as a whole. By spliting the work into specialised and specific occupations. workers are able to work more expeditiously. Small direction units who oversee functional countries of the organisation are now able to delegate work and hold workers accountable for their production. This makes it easier to mensurate productiveness. Once a system of answerability is in topographic point and productiveness can be monitored. it is easier to find who is executing and who is non executing. Directors are able to selectively and separately discipline workers who fall short of ends rapidly and in the right step. Having merely one director assigned to a squad takes off any task confusion. Workers have merely one supervisor directing them. With merely one supervisor directing work. it is easy to actuate employees to purchase into one program. This minimizes opportunism. With merely one director pull offing the work of one squad. which portions one vision. counterbalancing the squad can be done reasonably.