Fayol Principle In Hindi

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14 management principles by Henri Fayol are universally accepted guidelines for managers to do their job according to their responsibility.

• Jul 27, 2020 14 PRINCIPLE HENRY FAYOL IN HINDI This Video Helpfull For M.com Learner. Don't forget to LIKE,COMMENT SHARE & SUBSCRIBE. FOLLOW ME ON:- TELEGRAM.
• Apr 26, 2019 Henri Fayol (29 July 1841 – 19 November 1925) was a French mining engineer, mining executive, author and director of mines who developed general theory of business administration that is often called Fayolism.1 He and his colleagues developed this theory independently of scientific management but roughly contemporaneously.

14 management principles are;

Using his principles of scientific. In this lesson you will learn the role of planning as a function of management. UExcel Principles of Management. Business Studies (Principles of Management) Project Class 12th CBSE 318,427 views. Share; Like; Download Dheeraj Kumar. About henri fayol principles in hindi pdf is Not Asked Yet?

1. Division of Work.
2. Balancing Authority and Responsibility.
3. Discipline.
4. Unity of Command.
5. Unity of Direction.
6. Subordination of Individual Interests to the General Interest.
7. Remuneration.
8. Centralization.
9. Scalar Chain.
10. Order.
11. Equity.
12. Stability of Tenure of Personnel.
13. Initiative.
14. Esprit De Corps.

Henri Fayol, a French industrialist, is now recognized as the Father of Modern Management. In the year 1916 Fayol wrote a book entitled 'Industrial and General Administration'. In this book, he gave the 14 Principles of Management.

1. Division of Work

Dividing the full work of the organization among individuals and creating departments is called the division of work.

Division of work leads to specialization, and specialization helps to increases efficiency and efficiency which results in improvements in the productivity and profitability of the organization.

2. Balancing Authority and Responsibility

Authority must be equal to Responsibility.

According to Henri Fayol, there should be a balance between Authority (Power) and Responsibility (Duties). The right to give orders should not be considered without reference to responsibility.

If the authority is more than responsibility then chances are that a manager may misuse it. If responsibility is more than authority then he may feel frustrated.

3. Discipline

Outward mark of respect in accordance with formal or informal agreements between a firm and its employees.

Discipline means respect for the rules and regulations of the organization. Discipline may be Self-discipline, or it may be Enforced discipline.

No slacking or bending of rules, not allowed in any organization. The works must respect the rules that run the organization. To establish discipline, good supervision and impartial judgment are needed.

4. Unity of Command

According to this principle, a subordinate (employee) must have and receive orders from only one superior (boss or manager).

To put it another way, a subordinate must report to only one superior. It helps in preventing dual subordination. This decreases the possibilities of 'Dual subordination' which creates a problem is a function of managers.

5. Unity of Direction

One head and one plan for a group of activities with the same objective. All activities which have the same objective must be directed by one manager, and he must use one plan.

This is called the Unity of Direction.

For example, all marketing activities such as advertising, sales promotion, pricing policy, etc., must be directed by only one manager.

He must use only one plan for all the marketing activities. Unity of direction means activities aimed at the same objective should be organized so that there are one plan and one person in charge.

6. Subordination of Individual Interests to the General Interest

The interest of one individual or one group should not prevail over the general good. The individual interest should be given less importance, while the general interest should be given the most importance.

If not, the organization will collapse. The interest of the organizational goal should not be sabotaged by the interest of an individual or on the group.

7. Remuneration

Remuneration is the price for services received. Pay should be fair to both the employee and the firm.

If an organization wants efficient employees and best performance, then it should have a good remuneration policy.

This policy should give maximum satisfaction to both employers and employees. It should include both financial and non-financial incentives.

Compensation should be based on a systematic attempt to reward good performance.

8. Centralization

It is always present to a greater or lesser extent, depending on the size of the company and the quality of its managers. In centralization, the authority is concentrated only in a few hands.

However, in decentralization, the authority is distributed to all the levels of management. No organization can be completely centralized or decentralized.

If there is complete centralization, then the subordinates will have no authority (power) to carry out their responsibility (duties). Similarly, if there is complete decentralization, then the superior will have no authority to control the organization.

Therefore, there should be a balance between centralization and decentralization.

The degree to which centralization or decentralization should be adopted depends on the specific organization, but managers should retain final responsibility but should give subordinates enough authority to do the tasks successfully.

9. Scalar Chain

The chain of command, sometimes called the scalar chain, is the formal line of authority, communication, and responsibility within an organization.

The chain of command is usually depicted on an organizational chart, which identifies the superior and subordinate relationships in the organizational structure.

Or it is the line of authority from top to bottom of the organization. This chain implements the unity-of-command principle and allows the orderly flow of information.

Under the unity of command principle, the instructions flow downward along the chain of command and accountability flows upward.

More clear-cut the chain of command, the more effective the decision-making process and the greater the efficiency.

10. Order

A place for everything and everything in its place' the right man in the right place. There should be an Order for material/things and people in the organization.

Order for things is called Material Order and order for people is called ‘Social Order'. Material Order refers to 'a place for everything and everything in its place.'

Social Order refers to the selection of the 'right man in the right place'.

There must be an orderly placement of the resources such as Men and Women, Money, Materials, etc. Human and material resources must be in the right place at the right time. Misplacement will lead to misuse and disorder.

11. Equity

While dealing with the employees a manager should use kindliness and justice towards employees equally. Equity is a combination of kindness and justice.

It creates loyalty and devotion in the employees toward the organization. The equity principle suggests that the managers must be kind as well as equally fair to the subordinates.

12. Stability of Tenure of Personnel

Although it could take a lot of time, Employees need to be given fair enough time to settle into their jobs. An employee needs time to learn his job and to become efficient.

The employees should have job security because instability leads to inefficiency. Successful firms usually had a stable group of employees.

13. Initiative

Without limits of authority and discipline, all levels of staff should be encouraged to show initiative. Management should encourage initiative.

That is, they should encourage the employees to make their own plans and to execute these plans. This is because an initiative gives satisfaction to the employees and brings success to the organization.

It allows the subordinates to think out a plan and do what it takes to make it happen.

14. Esprit De Corps

Esprit de Corps means 'Team Spirit'. Therefore, the management should create unity, co-operation, and team-spirit among the employees.

They should avoid dividing and rule policy. Harmony, cohesion among personnel. It's a great source of strength in the organization. It is a quality in every successful business.

These principles are guidelines for every management function. The manager must act according to the 14 principles of management; in order to reach the goal and create a surplus.

These 14 management principles of Henri Fayol are universally accepted. they work as a guideline for managers to do their job according to their responsibility.

Definition of Management: Management can be viewed as an effort made for accomplishing the organizational goals, objectives and vision through planning, organizing, staffing, directing and controlling all the business activities accordingly. These principles set the guidelines and standardize the management's course of action to run a business organization effectively and efficiently.

Though these principles are not very appropriate for the modern business world, they have laid the foundation of business management.

Also, they are studied and used by many researchers, experts and entrepreneurs, even today.

Content: Henri Fayol's 14 Principles of Management

What are the Principles of Management?

The principles of management refer to the fundamental truth which is generally applied to the everyday business operations for ensuring effective management of the organization.

Features of Principles of Management

The principles of management are identified facts which are developed through individual experiences and can be applied to all kinds of business entities. To know more about these principles, let us go through its following characteristics:

• All are Equally Important: Every management principle holds equal importance in the business organization.
• Universally Applicable: These principles can be applied to any kind of organization, whether large or small or belongs to any industry.
• Regulates Human Behaviour: The application of the management principles helps the organization to monitor and control the behaviour of the personnel.
• Flexible in Nature: The applicability of these principles vary from organization to organization.
• Develops Cause and Effect Relationship: The principles of management establishes a relationship between every action and its consequences in the short and long run.

Administrative Management and Henri Fayol

The concept of the administrative management stating the 14 principles of management was given by Henry Fayol (1841-1925) in his book published in the year 1916 under the name ‘General and Industrial Management‘.

These principles have laid the foundation of what it is called modern management theory today. This theory is still applied by some of the famous companies like Apple, Google, Microsoft, etc. He is therefore known as the ‘father of modern management theory'.

Fayol worked for an iron and coal company named, ‘Commentry-Fourchambault‘ in France for 58 years, where he was a mining engineer in the initial years and lastly became the CEO of the company.

He gained ample understanding of the problems at all levels of the organization during his growth tenure.

Thus, through all his experience and learning, he developed the 14 principles for superior management of any organization.

Henry Fayol has himself followed these principles throughout his management career. Therefore, his motive was to provide a guideline to all the other managers for the efficient management of their organizations.

Fayol's 6 Activities of Industry

In his concept of administrative management, Fayol stated that there are six significant activities which are performed in every type of organization. These activities comprise of:

• Technical: The technical part includes product or process engineering and production of goods or services.
• Commercial: All the marketing functions, including procurement, sales, distribution and promotion, are a part of commercial activity.
• Financial: The financial activity consists of the acquisition of capital and its management.
• Security: The protection and safety of the resources, i.e., personnel, capital and assets, comes under security.
• Accounting: The accounting activity comprises of bookkeeping, record maintenance, reporting, cost accounting, inventory management, etc.
• Managerial: Managerial activity includes the various functions of management, i.e., planning, organizing, commanding, coordinating and controlling of the business operations.

Fayol's 6 Functions of Management

Henry Fayol gave six managerial functions, which are performed in almost every organization. Therefore we can say that these functions are universally applicable. Let us now understand each of these in detail below:

• Forecasting: The first function is to analyze the present and past information to predict the future and plan accordingly.
• Planning: The top management plans a suitable course of action, based on the business forecast.
• Organizing: The management next needs to systematically arrange the resources, i.e., raw material, capital and human resource as per the planning.
• Commanding: The managers give instructions, directions and orders to the subordinates in this function.
• Coordinating: In this function, the management should ensure proper synchronization among all the departments. For this purpose, weekly meetings can be held with the managers of all the departments.
• Controlling: The managers need to evaluate the performance of the personnel by establishing the standards, comparing the actual performance with the desired one and implement the corrective measures accordingly.

14 Principles of Management by Henri Fayol

The term ‘principles of management' sounds quite complicated; however, it is merely a set of fundamental truth for effectively and efficiently managing any business organization.

Fayol developed these principles on the grounds of his findings and experience, which he gained throughout his journey in an iron and coal company.

We will now learn about each of these 14 principles in the following description:

Division of Work

The first principle emphasizes on dividing the work into smaller tasks which can be equally allotted to individual employees based on their ability, skills and specialization. This is to enhance their overall efficiency in performing their respective duties.

Authority and Responsibility

Giving of responsibility is always accompanied by the delegation of a certain level of authority to fulfil the given task efficiently.

Responsibility without authority may result in improper utilization of the provided resources or delay in task accomplishment. Whereas, power without responsibility may result in reckless attitude and poor leadership.

Discipline

The management must ensure that employees abide by the rules, norms, principles and policies of the organization to maintain a disciplined work environment.

The managers can adopt the techniques of motivation and penalty (in case of non-compliance) for this purpose.

Unity of Command

This principle states that every employee should be headed by only one manager and not by two or three senior authorities.

It creates a lot of confusion for the employee and may lead to conflict among the instructing supervisors or managers.

Unity of Direction

The efforts and individual objectives of all the employees performing various tasks should be directed towards the attainment of the organizational goals as an ultimate aim.

Subordination of Individual Interest to General Interest

The management should understand the individual objectives of each employee so that these personal interest of the employees can be aligned with the organizational interest or purpose.

This principle says that the organization's goal is superior to the individual aim of the employees.

Remuneration of Personnel

The remuneration policy (i.e., payment of wages and salary) of the employer should be fair enough. This is to ensure employee satisfaction, and it should either match or exceed the remuneration provided by the competitors.

The level to which the authority of decision-making is delegated to the subordinates depends upon the organization's size, type, nature and situation.

Usually, the large companies require decentralization; however, small firms may carry on with a centralized approach.

Scalar Chain

The organizational structure should be such that the employees can follow a clear hierarchy. Thus, everyone knows to whom they are accountable and, a smooth flow of information can be maintained from top to bottom level and vice-versa.

However, in case of an emergency or situation demanding quick decision-making, this concept may create a hurdle.

Therefore, for such circumstances, Fayol has given the idea of ‘gangplank'. That is, an employee at any level can break the scalar chain and communicate with the other employee belonging to any authority level.

Order

Here, order refers to organizing everything (i.e., all the resources) in a systematic and planned manner.

In short, every object should have a pre-decided place, and every employee must be placed in the right role or job position.

Equity

According to Fayol, the management should never discriminate between the employees and treat them as equal in all respect.

If the organization is impartial towards its staff, they too tend to develop trust and belongingness towards the company.

Stability of Tenure

This principle is related to the retention and attrition of employees.

The growth of any business depends upon its ability to retain its employees for a long-term since recruitment, selection and training of new personnel involves enormous cost and time.

Initiative

The organization must encourage and inspire its employees to give their input and take the initiative in the execution of the planned activity.

It not only brings out innovative and creative ideas but also motivates the employees to perform their best.

Esprit de Corps

Teamwork is an essential part of any business, and therefore, the organization should ensure that there is a cordial relation among the employees. All that game mp3 download.

It develops a unity, team spirit, loyalty, mutual understanding and positive work environment in the organization.

Limitations of Fayol's Principles of Management

Later on, Fayol's 14 principles of management were criticized by many management critics. To know the reasons for this criticism, read below:

Fayol's principles revolve around catering to the needs of the organization; however, customer needs and demand are entirely ignored in this approach.

Interest Fayol Principle Pics

Fayol Principle In Hindi Translation

These principles are not based on practical research; instead, Fayol gave this concept as per his personal experience.

Henri Fayol Administrative Principles

The 14 principles of management were developed in the period 1900s when the business scenario was very different from today. Therefore these are not exactly suitable for the present era and needs modification.

Fayol Principle In Hindi Movie