Management Fayol Organization

Management Fayol Organization PRINCIPLES OF MANAGEMENT Henri Fayol was born in 1841 in Istanbul. He was one of Europes leading thinkers on management theories and was one of the most influential contributors to modern concepts of management. Fayol was a key figure in the ‘turn-of-the-century Classical School of management theory. He suggested that management is a universal human activity that applies to family as well as to the organization. His Frenchmen has been described as the father of modern operational management theory. His ideas have become the very foundation of modern management concepts. Henri Fayol was a French engineer and director of mines, was little known outside France until the late 40s when Constance Storrs published her translation of Fayols 1916 Administration Industrielle et Generale . Fayols career began as a mining engineer. He then moved into research geology and in 1888 joined, Comambault as Director. Comambault was in difficulty but Fayol turned the operation round. On retirement he published his work a comprehensive theory of administration described and classified administrative management roles and processes then became recognised and referenced by others in the growing discourse about management. He is frequently seen as a key, early contributor to a classical or administrative management school of thought (even though he himself would never have recognised such a school). Henri Fayol theorising about administration was built on personal observation and experience of what worked well in terms of organisation. His aspiration for an administrative science sought a consistent set of principles that all organizations must apply in order to run properly. F. W. Taylor published The Principles of Scientific Management in the USA in 1911, and Fayol in 1916 examined the nature of management and administration on the basis of his French mining organisation experiences.. With two exceptions, Henri Fayols theories of administration are going directly into the bureaucratic superstructure described by Weber. Henri Fayol focuses on the personal duties of management at a much more granular level than Weber did. While Weber laid out principles for an ideal bureaucratic organization Fayols work is more directed at the management layer Fayol was the famous theorist who proposed that there are five primary functions of manager. He believed that management had five principle roles which he saw as (1) Planning: To forecast and plan the future by drawing up plans of actions and how they will be implemented by identifying the strategies (2) Organizing: To build up the structure, material and who give the delegated authority to carry out the specific tasks (3) Commanding: Maintaining activity among the personnel and giving orders in the specific period of time telling the employees what exactly to do and how. (4) Co-ordinating: Binding together the whole of the team so that they can harmonize their activities and efforts to one unified goal or achievement. (5) Controlling: To see that everything occurs in conformity with policy and practise. Controlling is described in the sense that a manager must receive feedback on a process that is being carried out in an organization so that he can make the relevant adjustments if necessary. Most of these activities are very task oriented, rather than people oriented, very similar to Taylor and Scientific Management. While both have a task focus, their approaches are quite different. Fayol was particularly interested in authority and its implementation while Taylor concentrated on work organisation (e.g. efficiency). In many ways their views illustrating some of the differences between the USA and Europe. The views and attitudes towards organisations and management are not always led by American theorists. He advocated a consistent set of principles that all organisations need to run properly. Although many of todays management text including Daft (2005) have reduced the five functions to four, co-ordinating was congregated into the rest of the main functions. However all modern day management texts are based and organized around Fayols four functions. Henri Fayol also fused the 14 principles for organizational design and effective administration. The 14 principles of management were discussed in detail in his book published in 1917 Administration industrielle et gà ©nà ©rale. He compared the conclusions made by Peter, Kanter and Handy. Fayol developed fourteen principles of administration to go along with managements five primary roles. He laid down the following principles of organization which he later called the principles of management: Specialization of labour: A principle of work allocation and specialisation in order to concentrate activities to enable specialisation of skills and understandings, more work focus and efficiency. Specializing encourages continuous improvement in skills and the development of improvements in methods. Authority: The right to give orders and the power to exact obedience. If responsibilities are allocated, then the post holder needs the requisite authority to carry these out including the right to require others in the area of responsibility to undertake duties. Authority stems from: that ascribed from the delegation process (the job holder is assigned to act as the agent of the high authority to whom they report hierarchy) Allocation and permission to use the necessary resources needed (budgets, assets, and staff) to carry out the responsibilities. selection the person has the expertise to carry out the responsibilities and the personal qualities to win the support and confidence of others. Discipline: No slacking, bending of rules. The generalisation about discipline is that discipline is essential for the smooth running of a business and without it standards, consistency of action, adherence to rules and values no enterprise could prosper. in an essence obedience, application, energy, behavior and outward marks of respect observed in accordance with standing agreements between firms and its employees 1916 Unity of command: A concept that suggests there should be only one supervisor for each person in an organization. Each employee has one and only one boss. The idea is that an employee should receive instructions from just a single superior . This generalisation still holds even where we are involved with team and matrix structures which involve reporting to more than one boss or being accountable to several clients. The basic concern is that tensions and dilemmas arise where we report to two or more bosses. One boss may want X, the other Y and the subordinate is caught between the devil and the deep blue sea. Unity of direction: A single mind generates a single plan and all play their part in that plan. The unity of command idea of having one head (chief executive, cabinet consensus) with agree purposes and objectives and one plan for a group of activities) is clear. Subordination of individual interest to the general interest : When at work, only work things should be pursued or thought about. Fayols line was that one employees interests or those of one group should not prevail over the organisation as a whole. This would spark a lively debate about who decides that the interests of the organisation as a whole are. Ethical dilemmas and matters of corporate risk and the behaviour of individual chancers are involved here. Fayols work assumes a shared set of values by people in the organisation a unitarism where the reasons for organisational activities and decisions are in some way neutral and reasonable. 7. Remuneration of staff: Employees receive fair payment for services, not what the company can get away with. â€Å"The price of services rendered.† 1916 The general principle is that levels of compensation should be fair and as far as possible afford satisfaction both to the staff and the firm (in terms of its cost structures and desire for profitability/surplus). 8. Centralisation: Consolidation of management functions. Decisions are made from the top. Centralisation for HF is essential to the organisation and a natural consequence of organising. This issue does not go away even where flatter, devolved organisations occur. Decentralisation is frequently centralisaed-decentralisation !!! The modes of control over the actions and results of devolved organisations are still matters requiring considerable attention. 9. Scalar chain/line of authority: Formal chain of command running from top to bottom of the organization, like military. The scalar chain of command of reporting relationships from top executive to the ordinary shop operative or driver needs to be sensible, clear and understood. 10. Order: All materials and personnel have a prescribed place, and they must remain there. The level of generalisation becomes difficult with this principle. Basically an organisation should provide an orderly place for each individual member who needs to see how their role fits into the organisation and be confident, able to predict the organisations behaviour towards them. Thus policies, rules, instructions and actions should be understandable and understood. Orderliness implies steady evolutionary movement rather than wild, anxiety provoking, unpredictable movement. 11. Equity: Equality of treatment (but not necessarily identical treatment) . Equity, fairness and a sense of justice shouldpervade the organisation in principle and practice. 12. Stability of tenure or Personnel Tenure: Limited turnover of personnel. Lifetime employment for good workers. Time is needed for the employee to adapt to his/her work and perform it effectively. Stability of tenure promotes loyalty to the organisation, its purposes and values. 13. Initiative: Thinking out a plan and do what it takes to make it happen. At all levels of the organisational structure, zeal, enthusiasm and energy are enabled by people having the scope for personal initiative, in respect with Tom Peters. 14. Esprit de corps: Harmony, cohesion among personnel. Here Fayol emphasises the need for building and maintaining of harmony among the work force, team work and sound interpersonal relationships. Its a great source of strength in the organisation. Fayol stated that for promoting esprit de corps, the principle of unity of command should be observed and the dangers of divide and rule and the abuse of written communication should be avoided The final two principles, initiative and esprit de corps, show a difference between Fayols concept of an ideal organization and Webers. Weber predicted a completely impersonal organization with little human level interaction between its members. Fayol clearly believed personal effort and team dynamics were part of a ideal organization Out of the 14, the most important elements are specialization, unity of command, scalar chain, and, coordination by managers (an amalgam of authority and unity of direction). Advantages of Fayols theories and contributions Fayol was the first person to actually give a definition of management which is generally familiar today namely ‘forecast and plan, to organise, to command, to co-ordinate and to control. Fayol also gave much of the basic terminology and concepts, which would be elaborated upon by future researchers, such as division of labour, scalar chain, unity of command and centralization. Disadvantages Fayol was describing the structure of formal organizations. Absence of attention to issues such as individual versus general interest, remuneration and equity suggest that Fayol saw the employer as paternalistic and by definition working in the employees interest. Fayol does mention the issues relating to the sensitivity of a patients needs, such as initiative and ‘esprit de corps, he saw them as issues in the context of rational organisational structure and not in terms of adapting structures and changing peoples behaviour to achieve the best fit between the organisation and its customers. Many of these principles have been absorbed into modern day organisations, but they were not designed to cope with conditions of rapid change and issues of employee participation in the decision making process of organisations, such as are current today in the early 21st century. Successes Fayols five principle roles of management are still actively practiced today. The author has found Plan, Organize, Command, Co-ordinate and Control written on one than one managers whiteboard during his career. The concept of giving appropriate authority with responsibility is also widely commented on (if not well practiced.) Unfortunately his principles of unity of command and unity of direction are consistently violated in matrix management the structure of choice for many of todays companies. Conclusion Henri Fayol was important for two reasons: first, because he placed management centre stage; second, because he pondered the question of how best a company could be organised. He was also one of the earliest people to write and lecture on management issues, and indeed is sometimes referred to as the first management thinker. It is clear that modern organizations are strongly influenced by the theories of Taylor, Mayo, Weber and Fayol. Their precepts have become such a strong part of modern management that it is difficult to believe that these concepts were original and new at some point in history. The modern idea that these concepts are common sense is strong tribute to these founders. References Accessed on: 30 December 2007 www.healthknowledge.org.uk Accessed on: 30 December 2007 www.wikipeida.com Accessed on: 01 January 2007 www.onepine.com Accessed on: 02 January 2007 www.analytictech.com Accessed on: 02 January 2007 www.bola.biz Accessed on: 05 January 2007 www.learningmatters.com Accessed on: 06 January 2007 www.12manage.com Accessed on: 07 January 2007 www.answers.com Accessed on: 07 January 2007 www.intute.ac.uk The History of Management Thought by Daniel A. Wren Business: The Ultimate Resource by Daniel P. Goleman Project Management by David L. Cleland Fifty Key Figures in Management (Routledge Key Guides) by Morgen Witzel Daft, R. (2005). Management, (7th ed.). Mason, OH: Thomson South-Western. Fayol, H. (1949). General and industrial management. London. Pitman Publishing company. Fayol Fayol, H. (1987). General and industrial management: Henri Fayols classic revised by Irwin Gray. Belmont, CA: David S. Lake Publishers.

Failure of the Schlieffen Plan Essay -- Papers

Failure of the Schlieffen Plan In just over a month of fighting, two deeply disturbing features of the war were evident even to the generals who had unleashed the first campaigns: a quick victory was impossible, and the human and material losses incurred as a result of the industrialization of war preparation were on a scale never before seen. The Schlieffen plan had at first seemed to go according to schedule. Although the Belgians had declared war rather than allow the Germans passage across their borders, their great fortresses had not proved a big obstacle. The right wing had swung along the Channel coast to enter France on August 27, and at one time were within forty miles of Paris. But the British had supplied an unexpectedly large expeditionary force, which helped strengthen the French center; the Russians penetrated into East Prussia and thus compelled the Germans to detach part of their forces from the western to the eastern front; and the poor leadership of Von Moltke had allowed his two armies on the Belgian front to lose contact. The French commander Joffre seized his opportunity to counterattack, and threw in his reserve against the dangerously extended German line to the east of Paris. In the first Battle of the Marne, the Germans were forced to retreat to the line of the river Aisne, where they were able to establish a strong defense line. By November, when the winter rains began and operations literally bogged down, the war of rapid movement originally planned by the generals had turned into a slogging match between entrenched armies, disposed in double lines of ditches behind barbed wire barriers along a front that ... ...ternate fire-bays and traverses. Duck-boards were also placed at the bottom of the trenches to protect soldiers from problems such as trench foot. Soldiers also made dugouts and funk holes in the side of the trenches to give them some protection from the weather and enemy fire. The front-line trenches were also protected by barbed-wire entanglements and machine-gun posts. Short trenches called saps were dug from the front-trench into No-Man's Land. The sap-head, usually about 30 yards forward of the front-line, were then used as listening posts. Behind the front-line trenches were support and reserve trenches. The three rows of trenches covered between 200 and 500 yards of ground. Communication trenches, were dug at an angle to the frontline trench and was used to transport men, equipment and food supplies.

Youth Policy Kazakhstan

Introduction It is 8 o’clock in the morning. The alarm clock rings and everybody in the house wakes up. Kids get ready for school, adults go to work. Only Almas is not in a hurry, it has been six months since he graduated from university and cannot find a job that suits him. While studying at university everything seemed so easy: â€Å"Graduate, find a good job, become rich†. However, in reality, getting a job came out to be not as easy as he expected. Youth unemployment is one of the problems in the world nowadays.The percentage of unemployed young people in Kazakhstan is equal to 28. 6% (â€Å" †, 2006). This means that the big portion of youth cannot find proper jobs. It is a recognized fact that unemployment is one of the dynamics through which the social condition of a country can be defined. First of all, how can â€Å"youth† be defined? Youth is considered as either a phase of life or as a social category. The phase of life refers to youth being th e period between childhood and adulthood. In this report I will consider young people at the age of 20 to 24.Secondly, what is considered as â€Å"unemployment†? According to Investopedia (2012), unemployment is â€Å"when a person who is actively searching for employment is unable to find work†. According to the United Nations Economic Committee for Europe (UNECE, 2011), youth unemployment was one of the drivers of the worldwide financial crisis in 2008. Thus, a governmental youth policy is one of the main policy directions in which a lot of countries all over the world are trying to improve nowadays. The Republic of Kazakhstan is also in the list of these states.The attitude of the Kazakhstani government to young people is seen in the law â€Å"About governmental youth policy† ?581 from 7th of July 2004 (Kazahstanskaya Pravda, 2004). This law points out that youth are the future of the republic and this law is created to reduce the number of unemployed youth. According to the Agency of the Republic of Kazakhstan (2003) the percentage of youth of the overall population was equal to 29. 1% in 2003 (cited in: A Social Portrait of Young People in Today’s Kazakhstan, 2006).This means that the youth is a significant fraction of the country’s population. Nowadays, young people face difficulties in receiving health service, good education, employment housing and other social issues. By providing support to this portion of the population and paying more attention to the development of youth policy, the Kazakhstani government could give the country an opportunity to build the basis for the brighter future for Kazakhstan. The main research question of this report is: What factors are contributing to youth unemployment?I will be investigating the reason young people cannot find jobs; despite the fact that the government is making everything they can to reduce the number of unemployed young people. As I am graduating soon this issue has a direct connection to me, so I also want to find out what can I do to avoid this problem. In order to answer the key research question I will follow the three research objectives. Firstly, as I have written in the previous paragraphs young people have a huge influence on the economy of any country.That is why I will analyze the current economic, social and political situation in Kazakhstan. Secondly, I will estimate the effectiveness of youth policy of the government in Kazakhstan. Finally, I will consider the opinions of young people on the issue of youth unemployment. The research project will consist of a survey and interviews. Questionnaires will be distributed among the alumni students of universities as Kazakhstan Institute of Economics, Management and Strategic Research (KIMEP), University of International Business (UIB), Kazakh-British Technical University (KBTU) and others.The reason I’m choosing exactly Kazakh-British Technical University (KBTU) and others. The re ason I’m choosing exactly this kind of survey is that results are likely to be objective because of to the anonymity of the surveyed people. Moreover, through questionnaires I will be able to gather information from a significant amount of people in a short time. The surveys are planned to be held during the midterm break (October, 2012). The representatives of such governmental youth organizations such as KIMEP Students Association (KSA) and â€Å"Zhas Otan† Youth Political Party will be interviewed.I will interview them, as they know the problem from the inside: from the governmental point of view. Also, they are university graduates, so they can analyze the problem by combining the two different sides. Interviews are helpful, as during the interview I will be able to ask questions I’m interested in and find new information from the knowledge and experiences of the representatives. Interviews will also be held in October, 2012. The first paragraph of this repo rt gives information on the general background of research problem and also identifies the main research uestion. Moreover, introduction includes the short description of the research methods. It also consists of the work plan. The second section addresses the literature review, which is based on the information collected from academic articles of Google Scholar databases, EBSCOhost, magazines, Kazakhstani newspapers, different Internet resources, and books. The third chapter covers the data and methodology information. The next chapter focuses on the analysis of received data and its discussion. The last chapter is the conclusion. It summarizes the done work.The sources used and gathered are provided in the bibliography section. Each section is approximately from four to seven pages. References: Eshpanova D. D. & Nysanbaev A. N. (2006). A Social Portrait of Young People in Today’s Kazakhstan. Russian Education and Society, 48, 75-96. Retrieved from EBSCOhost Database  « ? ?  » 7 2004 #581 (Law of the Republic of Kazakhstan â€Å"about Governmental youth policy in the Republic of Kazakhstan† July 7, 2004, ?581).Kazahstanskaya Pravda, 158. (The problem of unemployment amoung young people). (2006). Zakon. Retrieved from http://www. zakon. kz/77840-obsuzhdeny-problemy-bezraboticy-sredi. html United Nations Economic Committee (2011). Men are more affected by rising youth unemployment in most UNECE countries. Retrieved 10, September, 2012, from: http://www. unece. org/statshome/news/newsyouth-uneployment-rate. html

The Dangers Of The Cell Phone While Driving - 2183 Words

On any given day, millions of Americans are driving on the roads. There are truck drivers; family’s going on vacations, and many other people that share the roads. Everyone just wants to get to their location safely, but sadly, this always doesn’t happen. Each year thousands of Americans are killed due to distracted driving, even more are injured. It’s a dangerous problem that is getting larger by the day. One type of distracted driving that is more prevalent is talking on the cell phone. Everyone is affected by this type of distracted driving because they are exposed to it every day. The use of the cell phone while driving has the ability to dramatically impact a person’s reaction time. It takes a person’s eyes off the road, which is something that should never happen. In turn, this could increase the risk of them causing a car crash. The public does want the roads to be safe for themselves and their families. The United States government and other state agencies have been studying ways to reduce this destructive trend. One way they have been discussing is making talking on a cell phone while driving illegal. This is a very straight forward way of attacking the issue. By doing this, they can effectively help to prevent further injuries or deaths. This is an enormous task to accomplish, but doing this is better than doing nothing. Banning the use of cell phones while driving is advantageous for citizenry because eliminating anything that distracts a person from driving hasShow MoreRelatedCell Phone Dangers While Driving1046 Words   |  5 PagesCell-Phone Dangers While Driving Introduction Today, we use our cell phones for just about anything and everything to include; texting, talking to our loved ones, and connecting with the rest of the world via social media. Cell phones have become a natural way of life to where we pick up our phones and use them like second nature. 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The main iss ue and threat is that peopleRead MoreCell Phones in the Hands of Drivers: a Risk or Benefit?1570 Words   |  7 PagesCell Phones in the Hands of Drivers A Risk or a Benefit Ariana Laguna English 102 Professor Barnes/Walter 10 December 2012 Outline THESIS: Unless the risks of cell phones are shown to outweigh the benefits, we should not restrict their use in moving vehicles: instead, we should educate the public about the dangers of driving while phoning and prosecute irresponsible phone users under laws on negligent and reckless driving. I. Scientific studies havent proved a link between use ofRead MoreThe Dangers Of Texting While Driving1561 Words   |  7 PagesEnglish 015 18 September 2014 â€Å"Almost Home† With the society we live in today, a cell phone almost becomes a necessity. Although cell phones come in handy and even make life a little easier, our cell phone usage is becoming a threat to us. There are several ways in which this powerful object can be dangerous. 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