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1. Division of Labour: The more people specialize, the more efficiently they can perform their work. This principle is epitomized by the modern production assembly lines.
2. Authority: Managers must give orders so that they can get things done. While their formal authority gives them the right to command, managers will not always compel obedience unless they have personal authority (such as relevant expertise) as well.
3. Discipline: Members in an organization need to respect the rules and agreements that govern the organization. To Fayol, discipline results from good leadership at all levels of the organization, air agreements (such as provisions for rewarding superior performance),and judiciously enforced penalties for infractions. In organisations today one finds a handbook that outlines rules and regulations.
4. Unity of Command: Each employee must receive instructions from only one person. Fayol believed that when an employee reported to more than one manager, conflicts in instructions and confusion of authority would result.
5. Unity of Direction: Those operations within the organization that have the same objective should be directed by only one manager using one plan. e.g. the personnel department in a company should not have two directors, each with a different hiring policy.
6. Subordination of the individual interest to the common good. In any undertaking, the interests of employees should not take precedence over the interests of the organization as a whole. It is common practice today to find organizations that prohibit leave in peak seasons.
7. Remuneration: Compensation for work done should be fair to both employees and employers.
8. Centralization: Decreasing the role of subordinates in decision making is centralization; increasing the role is decentralization. Fayol believed that managers should retain final responsibility, but should t the same time give their subordinates enough authority to do their jobs properly. The problem is to find the proper degree of centralization in each case.
9. Hierarchy of Authority: The line of authority in an organization (often represented by the neat boxes and lines of the organization chart) runs in order of rank from top management to the lowest level of the enterprise.
10. Order: Materials and people should be in the right place at the right time. People, in particular, should be in the jobs or positions in which they are best-suited. In organizations it is common practice for management to allocate people specific sitting positions in the office.
11. Equity: Managers should be both friendly and fair to their subordinates.
12. Stability of staff: A high employee turnover rate undermines the efficient functioning of an organization.
13. Initiative: Subordinates should be given the freedom to conceive and carry out their plans, even though some mistakes may result.
14. Esprit de Corps: Promoting team spirit will give the organization a sense of unity. To Fayol, even small factors should help to develop the spirit. He suggested, for example, the use of verbal communication instead of formal, written communication whenever possible. The 14 principles are relevant today since they are still being applied in modern organizations.
Kavungya answered the question on April 28, 2021 at 09:06
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Ngure is worried about communication and the level of motivation among the employees of the enterprise. He feels that at the fortnightly meetings he had held, all his mangers and staff listened carefully, but judging from their actions, he has begun to wonder whether they had understood what he said. Ngure has noted that many o his policies were not being strictly followed,. For instance, in the stores, he often had to re-write advertising messages, while in some of the depots, the employees were talking of joining a workers union.
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Required:
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Date posted: April 28, 2021. Answers (1)
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