Classical (Administrative) School of Management (gg.) Samarina N. Maltseva V. Kuznetsov D. Ollakov A. Papoyan A.
The founders of the school A. Fayol A. Fayol L. Urwick L. Urwick D. Mooney D. Mooney A. Sloan A. Sloan A. Ginsburg A. Ginsburg A. Gastev A. Gastev With the emergence of the administrative school, specialists began to constantly develop approaches to improving management organization as a whole. A. Fayol
Henri Fayol, whose name is associated with the emergence of this school and who is sometimes called the father of management, almost all of his conscious life(aged 58) worked for a French coal processing company and iron ore. Henri Fayol, whose name is associated with the emergence of this school and who is sometimes called the father of management, spent almost his entire adult life (58 years) in a French coal and iron ore processing company. Dindall Urwick was a management consultant in England. Dindall Urwick was a management consultant in England. James D. Mooney, who co-wrote with A. K. Reilly, worked under Alfred P. Sloan at General Motors. James D. Mooney, who co-wrote with A. K. Reilly, worked under Alfred P. Sloan at General Motors.
The main goal of the school The main goal of this school was efficiency in a broader sense of the word - in relation to the work of the entire organization. The "classics" tried to look at organizations from a broader perspective, trying to identify common characteristics and patterns of organizations. The goal of the classical school was to create universal principles of government. At the same time, she proceeded from the idea that following these principles will undoubtedly lead the organization to success. The goal of the classical school was to create universal principles of government. At the same time, she proceeded from the idea that following these principles will undoubtedly lead the organization to success.
Fayol considered the organization as a single organism, which is characterized by the presence of 6 types of activities: 1. Technological / technical activity; 2. Commercial (purchase, sale, exchange); 3. Financial (search for capital and its effective use); 4. Accounting activities (inventory and accounting of property, raw materials, materials); 5. Protective function(protection of property and person); 6. Administrative (impact on personnel).
Fayol singled out 14 principles of management: 1. The division of labor, which increases the qualifications and the level of work performance. 2. Authority and responsibility. Where authority is given, responsibility arises there. 3. Discipline. Discipline involves obedience and respect for the agreements reached between the firm and its employees. 4. Unity of command. An employee should receive orders from only one immediate supervisor. 5. Unity of direction. Each group operating within the same goal must be united by a single plan and have one leader. 6. Subordination of personal interests to the general.
7. Remuneration of personnel. 8. Centralization. The appropriate degree of centralization will vary depending on specific conditions. 9. The scalar chain or chain of interaction consists in a clear construction of chains of following commands from management to subordinates. 10. Order - everyone should know their place in the organization. 11. Justice is a combination of kindness and justice. 12. The stability of the workplace for the staff and the constancy of the composition of the staff. 13. Initiative, i.e. encouraging employees when they develop new ideas. 14. Corporate spirit lies in the formation corporate culture with its norms, rules, philosophy.
Fayol has prepared a number of tips and recommendations for novice managers: Supplement your technical knowledge with the ability to manage; Gain additional knowledge in the process of communicating with managers; control your words and actions in the process of communicating with subordinates, do not make unfair remarks; Do not abuse the trust of the boss; Try as objectively as possible to assess the people around you, if possible, avoid criticism in your judgments; Constantly engage in self-education, try to keep abreast of the latest scientific achievements.
Positive features of the school: The question of the need to highlight their own management activities as a special object of study. The question of the need to highlight their own management activities as a special object of study. The need for competence and knowledge of the manager. The need for competence and knowledge of the manager. Development of an integral management system for the organization. Development of an integral management system for the organization. The structure of management and organization of the enterprise by employees based on the principle of unity of command. The structure of management and organization of the enterprise by employees based on the principle of unity of command. Creation of a system of management principles that lead the organization to success. Creation of a system of management principles that lead the organization to success.
Negative features of the school: Inattention to social aspects management. Lack of attention to the social aspects of management. Inattention to the human factor in the enterprise. Inattention to the human factor in the enterprise. Mastering new types of work based on personal experience rather than using scientific methods. Mastering new types of work based on personal experience, and not using scientific methods.
Features of the classical school of management: Rational management of an enterprise "from above" Rational management of an enterprise "from above" Consideration of management as a universal process consisting of several interrelated operations: technical, commercial, financial, insurance, accounting, administrative Consideration of management as a universal process consisting of several interrelated operations: technical, commercial, financial, insurance, accounting, administrative Outline of the basic principles of management: division of labor, power and responsibility, discipline, unity of command, unity of leadership, remuneration, centralization, scalar chain, initiative, corporate spirit, justice, etc. Presentation of the basic principles of management: division of labor, power and responsibility, discipline, unity of command, unity of leadership, remuneration, centralization, scalar chain, initiative, corporate spirit, justice, etc. Formulation of a systematized theory of management of the entire organization, highlighting management as a special type of activity Formulation of a systematic theory of management of the entire organization, highlighting management as a special type of activity Development of general management issues Development of general management issues
Introduction ................................................ ................................................. .........3
1. The personality of Henri Fayol .............................................. ...................................5
2. Management as administration............................................................... .............6
3. Control functions............................................... ......................................8
4. Principles of management.................................................... ..................................eleven
5. Significance of the theory of administration............................................... ..................14
Conclusion................................................. ................................................. ....16
Bibliography................................................ .........................................17
Introduction.
Problem Development scientific management, which unfolded at the beginning of the 20th century and focused on the activities and specialization of the leader, was faced with the need to analyze the construction and creation of principles for the functioning of the organization as a whole. The answer to this need for practice was the work of Henri Fayol, who proposed a number of organizational principles necessary for the effective management of a company.
Henri Fayol spent almost his entire adult life in a French coal and iron ore processing company, first as an engineer and then in headquarters.
Fayol associated the success of the company he led with the consistent and systematic application in management of a number of simple, but important principles. Fayol was the first to propose that management activity itself be considered as an independent object of study. He singled out five main elements, which, in his opinion, are the functions of the administration: forecasting, planning, organizing, coordinating and controlling.
For Fayol, administration forms only one of the six management functions and, in order of importance, comes after five other activities - technical, commercial, financial, insurance and accounting.
Fayol was the first to abandon the view of management as the "exclusive privilege" of top management. He argued that administrative functions exist at any level of the organization and are performed to a certain extent even by workers. Therefore, the higher the level of the organizational hierarchy, the higher the administrative responsibility, and vice versa. Functions are mandatory elements of the management process. The loss of one of these elements leads to a violation of the entire control technology. Whereas the principles embody the subjective experience of the leader, therefore they can be replaced and supplemented.
Fayol achieved fame for his ideas, which, however, were accepted too late. It was only in 1916 that Fayol's work "The Main Features of industrial administration- foresight, organization, command, coordination, control". This work is Fayol's main contribution to the science of management.
It was Henri Fayol who combined the ideas of Taylor's functional administration and the old principle of unity of command, as a result of which he received a new management scheme, which then formed the basis of modern organization theory. Fayol is called the father of modern management theory because he was the first to rise above the level of the factory floor, to generalize the principles and art of managing administration in general. According to American management historians, Fayol is the most significant figure in management science in the first half of the 20th century. The emergence of the classical (administrative) school is mainly associated with his name.
1. Personality of Henri Fayol.
Like the American F. Taylor, A. Fayol was social status and manager for interests and personal qualities. Like G. Emerson, Fayol was an extraordinary, creative person with diverse interests and broad erudition. He, like Emerson, was more attracted by the philosophical and general scientific aspects of management, understanding of its historical and social role in development modern society, general principles of organization and personnel management.
Henri Fayol (1841-1925) was a mining engineer by training. Being a Frenchman by origin, he worked all his life in the French mining and metallurgical syndicate of the Comambo company, first as an engineer, and then in the head office. From 1886 to 1918 he was the managing director of the syndicate. At the time of his appointment as general manager, the company was on the verge of bankruptcy. By the time Fayol retired (1918), the concern had become one of the largest, efficiently operating enterprises, which contributed to the defense of France during the First World War.
While in retirement, Fayol created and headed the Center for Administrative Studies, which was engaged in the execution of orders for research in various fields economic activity(tobacco industry, postal and telegraph department). Fayol was awarded the Order of the Legion of Honor and other state awards, and had high scientific ranks.
Fayol is considered the founder of the classical school. In his research, he proceeded not from American, but from European, in particular French, experience in organizing and managing production. He focused primarily on the management process itself, which he viewed as an administrative function designed to assist administrative personnel in achieving the goals of the organization.
Fayol's main work is his "General and industrial management”, written in 1916 and republished in the USSR (1923) with a foreword by A.K. Gastev. In this book, he summarized managerial experience and created a logically coherent systematic theory of management.
Fayol's concept was based on the position that in any enterprise there are two organisms: material and social. The first includes labor itself, means of labor and objects of labor in their totality, under the second he meant the relationship of people in the labor process. These relationships became the subject of Fayol's research, i.e. he deliberately limited the scope of his research.
Fayol tried to substantiate the necessity and possibility of creating a special science of people management as part of the general doctrine of enterprise management.
2. Management as administration.
Fayol intentionally uses the term "administration" instead of "management". The point is not only that “management” is a specifically American term, and the word “administration” is more familiar to the French. Although this contains a certain amount of truth. Management is born of developed market economy, it arose in the sphere of private enterprise, and not state, or non-profit management. Its appearance in the 20th century symbolized the weakening of the role of the state in regulating the economy.
On the contrary, for France, which was more backward at that time, a country where the administrative institutions of feudalism were strong for a long time, where the capitalist economy was nurtured by the state itself, management inevitably had a different connotation. The term "administration" in European languages came from Latin, which was spoken by the ancient Romans, who were famous for the rigid centralization of management. Therefore it means activity government agencies performing control functions. The term "administration" refers to the highest part of the managerial hierarchy, senior staff institutions. It has little of business and commerce, but a lot of bureaucracy and command.
Another reason is that administrative activity was only part of Fayol's management. Governance itself was a much broader area. To manage, Fayol argued, means to lead an enterprise towards its goal, extracting opportunities from all available resources. But to lead to the goal means to maneuver in the product sales market, to follow the market situation and advertising, to build up technical capacities and control the turnover of capital.
Administration, according to Fayol, includes six main groups of management operations:
† technical and technological (production, manufacture, processing);
† commercial (purchase, sale, exchange);
† financial (raising capital and effective management them);
† security (protection of property and individuals);
† accounting (inventory, balance sheets, production costs, statistics);
† administrative (foresight, organization, command, coordination and control).
Fayol called the management of the listed operations general management. However, not all six groups of operations became the subject of his close study. He paid the main attention to administrative operations, the content of which lies in the ability to manage personnel. “Only education serves as the organ and instrument of the administrative function. social order. While other functions operate on materials and machines, the administrative function affects personnel.
Fayol is interested in technical, commercial, financial and other operations only because they are the object of the administrative function. He does not consider them on his own.
To a large extent, the success of management depends, according to Fayol, on the experience of the manager, his abilities and talent. Fayol believed that the management process is not amenable to strict regulation. However, the management process should be based on certain principles and rules.
3. Control functions.
Fayol's theory of administration has two parts. The first one is connected with the understanding of management functions, the second one - with the understanding of its principles. For Fayol, the function determines the scope of activity, responsibility and competence of the manager. It answers the question of what a leader does. On the contrary, the principle answers the question of how the manager does it.
Fayol considered management as a special kind of activity, which no one had done before him. He believed that management activity itself should become a special object of study. Fayol defined that management activities include five mandatory common functions Key words: foresight (planning), organization, command, coordination and control.
Fayol understood that management activities may differ depending on the size of the enterprise (organization), level in the management hierarchy, etc. However, despite this, it must necessarily include all five of the above functions. For each function, Fayol formulated the rules and techniques for their implementation.
1. Foresight (planning)- one of the components of the management process, during which goals are formulated, samples and standards are created that form the basis of the management circuit in the organization. Planning is expressed in the development of an enterprise action program for technical, financial, commercial and other operations for the future (for example, five, ten years) and for the current period (year, month, week, day).
Fayol paid special attention to foresight. In his opinion, foresight is the most essential part of management. “To foresee - ... means to calculate the future and prepare it; to foresee is already almost to act.
The main place in foresight is given to the development of a program of action, by which he understood " ultimate goal, the guiding line of conduct, the stages of the path ahead and the means that will be set in motion. The picture of the future cannot always be clearly presented, but the upcoming events can be worked out in sufficient detail.
Knowledge of:
enterprise resources (cash capital, real estate, equipment, materials and raw materials, labor resources. magnitude production capacity, market conditions, etc.);
Leading directions of development of the enterprise;
possible changes in external conditions, the timing of which cannot be determined in advance.
Drafting necessary program, according to Fayol, requires management personnel to:
The art of managing people;
Known moral courage;
Great activity;
Sufficient stability;
Known competence in the manufacturing area;
Sufficient business experience.
Planning is based on connecting the goals of the organization and its units with the means to achieve them. At the same time, planning is indirectly a control tool, since it not only sets goals, standards, and performance standards, but also defines the boundaries of deviations from the norms, the violation of which leads to the adoption of coordinating decisions.
2. Organization. Under the organization of the work of the enterprise, Fayol understood the provision of everything necessary for its work. Fayol distinguished between material and social organization. The material organization includes the provision of the enterprise necessary materials, capital, equipment. social organization includes providing the enterprise with people. The social organism must be able to carry out all the operations necessary to carry out production process at the enterprise.
Managing people (social organism) includes the following responsibilities:
Establishing a program of action: defining the tasks, goals and needs of the enterprise and establishing correspondence between them and material and social organisms;
Ё monitoring the implementation of the program;
Ё management of the enterprise by a competent and energetic leader;
Ё correct selection of personnel of the administrative apparatus;
Ё exact definition of functions;
Ё coordination of efforts for the implementation of the planned work;
Ё clear, distinct and precise formulation of decisions;
• encouragement of responsibility and initiative;
Ё fair remuneration for work;
Ё prevention of errors and misunderstandings;
Ё obligatory observance of discipline;
Ё subordination of personal interests to the interests of the enterprise;
Ё unity of management;
Yo universal control;
Ё fight against abuses in regulation, against bureaucratic formalism, paperwork, etc.
All of these obligations are valid for the present.
The constructed social organism needs to be put into action. This task is performed using the manager function.
3. Disposition- one of the main functions of management, the essence of which is the presentation by the head of the requirements for subordinates regarding the fulfillment of their role expectations, the distribution of responsibility, and the constant impact on the behavior of subordinates. At the same time, it is mandatory for the head to use certain prerogatives of power, which are set by his role functions. The purpose of management is to extract the greatest benefit and benefit from employees subordinate to the head in the interests of the enterprise as a whole.
According to Fayol, the manager who performs the function of management must adhere to the following rules:
* to know in perfection the employees subordinate to him;
* dismiss incapable workers;
* to know well the conditions connecting the enterprise and employees;
* set a positive example;
* to carry out periodic inspection of the social organism of the enterprise;
* hold meetings with leading employees of the enterprise in order to agree on the unity of directions and efforts;
* strive to ensure that activity and devotion dominate among the personnel of the enterprise;
* do not pay much attention to trifles to the detriment of solving the most important issues.
4. Coordination. Its main goal is to achieve conformity and consistency between the various parts of the enterprise by establishing rational links in production. These links are of the most diverse nature: in terms of content, they can be technical, economic, organizational; on a hierarchical basis - links between different levels of the managed object. In addition, this includes links between production proper, on the one hand, and distribution, exchange, and consumers, on the other.
5. Control- most important function management, the end result of all management activities. The task of control is to check the execution in accordance with the adopted program. Control should be carried out by a controller who meets the following requirements: competence, sense of duty, independent position in relation to the controlled object, prudence and tact. He is obliged to refrain from interfering in the administration and execution of affairs. Control should be carried out on time and have specific consequences.
Thus, Fayol's main contribution to control theory was that he considered control as a universal process consisting of five control functions. Fayol did not just list the main functions, he laid the foundations for a special direction in management - a structural functional approach. It must be considered functional because management functions are the supporting element of the entire management framework, the initial cell of the organizational hierarchy. Fayol's structural approach is because the functions determine the structure of the organization, and do not act as a kind of appendage to it.
The conceptual model of functions developed by Fayol turned out to be so fruitful that it gave birth to many modern schools and trends.
4. Principles of management.
Fayol considered the enterprise as a closed control system. He paid the main attention to the internal opportunities (conditions) to improve the efficiency of the enterprise by improving the management process. Fayol formulated principles which, in his opinion, are applicable to any administrative activities. At the same time, Fayol noted that principles do not always require strict implementation. They are flexible and mobile, and their application depends on changing circumstances, on the composition of workers, etc.
Fayol formulated 14 principles of management:
1.) Division of labor. Its goal is to increase the quantity and quality of production with the same effort. This is achieved by reducing the number of goals to which attention and action must be directed. The division of labor is directly related to specialization.
This principle can be applied both to the sphere of production and managerial work. The division of labor is effective up to a certain extent, when it does not bring the desired results.
2.) Authority and responsibility. Powers - the right to manage the resources of the enterprise, as well as the right to direct the efforts of employees to perform assigned tasks. Responsibility is the obligation to perform tasks and ensure their satisfactory completion.
Authority is an instrument of power. Authority meant the right to give orders. Power is directly related to responsibility. Where there is authority, there is responsibility.
3.) Discipline. Discipline involves achieving the fulfillment of agreements concluded between the enterprise and its employees, including obedience. In case of violation of discipline, sanctions may be applied to employees.
4.) Unity of command (unity orders ). The employee must receive orders and instructions from his immediate supervisor. In addition, he must respect the authority of the leader.
5.) Unity of direction (direction). One leader and one program for a set of operations pursuing the same goal. Each group operating within the same goal must be united by a single plan and have one leader.
6.) Subordination of personal (individual) interests to the general. The interests of one employee or group of employees should not prevail over the interests of the organization and should be directed to the interests of the entire enterprise.
7.) Staff Remuneration , i.e. the price of the services provided. It should be fair and, if possible, satisfy both the staff and the organization, both the employer and the employee.
8.) Centralization. The enterprise must achieve a certain correspondence between centralization and decentralization, which depends on its size and specific operating conditions. The problem of centralization and decentralization is resolved by finding a measure that gives the best overall performance.
9.) Scalar chain (hierarchy). The scalar chain is a series of leadership positions, starting with the highest and ending with the lowest. The scalar chain determines the subordination of workers. A hierarchical management system is necessary, but if it harms the interests of the enterprise, then it must be improved.
10.) Order. Each employee must have their own workplace provided with everything you need. To do this, the leader must know his subordinates and their needs well. "A place for everything, everything in its place."
11.) Sp fairness . Justice is a combination of kindness and justice. An employee who feels a fair attitude towards himself feels loyalty to the company and tries to work with full dedication.
12.) Workplace stability for staff. For the enterprise, the most preferable are employees who hold on to their place. High employee turnover is both a cause and a consequence of the poor state of affairs. In a prosperous company, the management staff is stable.
13.) Initiative. Initiative is the development of a plan and its successful implementation. The implementation of this principle often requires the administration to "act in personal vanity."
14.) Corporate spirit. The strength of the enterprise is in harmony (“unity”) of all employees of the enterprise. Fayol pointed out the inadmissibility of using the principle of "divide and conquer" in management. On the contrary, he believed, leaders should encourage collectivism in all its forms and manifestations.
The classification of management principles proposed by Fayol contributed to the streamlining of the management process. Fayol emphasized the universality of the principles of management, not limiting their application only to the sphere of production. Fayol believed that the system of principles he proposed could not be definitively formulated. It should remain open to additions and changes based on new experience, its analysis and generalization. Fayol noted that the application of principles in practice is "a difficult art that requires thoughtfulness, experience, determination and a sense of proportion." Many of the above signs have not lost their relevance at the present time, despite the changes that have taken place over the past decades.
5. The value of the theory of administration.
The classical division of management functions in an enterprise, developed by A. Fayol, has passed the test of time (since 1923). All the newfangled management theories concerning this issue could not offer anything better. In practice, the classification managerial functions according to Fayol remains basically unchanged.
Application of Fayol's theory in practical work The leader will be able to:
correctly prioritize your work;
plan it correctly;
take corrective action quickly and effectively.
Knowing these theories, the leader will be able to look at the problems facing him as if from the outside. This will allow the leader to:
џ determine one's surroundings and see the problems to be solved in their relationship with others, and, consequently, find a "starting point" to start work and clarify problems;
џ evaluate the expediency of their actions;
џ clarify what resources are lacking for effective solution problems.
All this will help to find new ways and ways of solving the problems of the organization.
Many management principles still have practical value.
In the future, many researchers were engaged in the study and theoretical description of the principles of managerial activity, but all of them were only followers of Fayol, who developed, supplemented and concretized his teaching.
Conclusion.
I think Henri Fayol was key figure in the history of management. The unique nature of his work cannot be overestimated. Fayol for the first time subjected to serious scientific analysis not the work of others, but his own duties and responsibilities. He reviewed his administrative duties with an impartiality as valuable as rare.
Fayol developed Taylor's idea that management and administration should be studied from scientific positions. He showed that the improvement of management is not limited to increasing labor productivity or planning the activities of subordinate organizational units - it should be the subject of closer consideration and practical administrative development by the people at the head of the organization.
Fayol's concept left a noticeable mark on the development of management, and not only European. The theory of administration developed by him, management functions and some principles of behavior are still actively used in practice.
Bibliography.
1. Duncan U. Fundamental ideas in management. - M.: Delo, 1996
2. Sheldrake J. Theory of management: from Taylorism to Japaneseization / Per. from English. ed. V.A. Spivak. - St. Petersburg: Peter, 2001.
3. Semenova I.I. History of management: Proc. allowance for universities. - .: UNITY-DANA, 2000. -222p.
4. Kravchenko A.I. History of management: Proc. allowance for university students. - M.: Academic Project, 2000. - 352 p.
5. Vikhansky O.S., Naumov A.I., Management: Textbook. -3rd ed. - Gardariki, 2001. - 528s.
6. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management: Per. from English. - M.: Delo, 1996. - 704 p.
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Presentation on the topic: A. FAYOL ADMINISTRATIVE SCHOOL
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Description of the slide:
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Description of the slide:
INTRODUCTION The development of the problems of scientific management, which unfolded at the beginning of the 20th century and focused on the activities and specialization of the leader, faced the need to analyze the construction and creation of principles for the functioning of the organization as a whole. The answer to this need for practice was the work of Henri Fayol, who proposed a number of organizational principles necessary for the effective management of a company.
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Description of the slide:
HENRI FAYOL Henri Fayol (1841-1925) was a mining engineer by training. Being French by origin, he worked all his life in the French mining and metallurgical syndicate of the Comambo company, first as an engineer, and then in the head office. From 1886 to 1918 he was the managing director of the syndicate.
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Fayol created and headed the Center for Administrative Studies. Fayol created and headed the Center for Administrative Studies. Fayol was awarded the Order of the Legion of Honor and other state awards, and had high scientific ranks. Fayol is considered the founder of the classical (administrative) school. He paid the main attention directly to the management process itself, which he considered as a function of administration.
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Description of the slide:
THE WORK OF A. FAYOL Fayol's main work is his work "General and Industrial Management", written in 1916 and republished in the USSR (1923) with a preface by A. K. Gastev. In this book, he summarized managerial experience and created a logically coherent systematic theory of management.
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Description of the slide:
Management as administration Administration, according to Fayol, includes six main groups of operations of management activities: 1) technical and technological (production, manufacturing, processing); 2) commercial (purchase, sale, exchange); 3) financial (attraction of capital and effective management of it); 4) security (protection of property and individuals); 5) accounting (inventory, balance sheets, production costs, statistics); 6) administrative (foresight, organization, command, coordination and control).
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Principles of management Fayol formulated 14 principles of management: 1.) The division of labor is the specialization of work for the effective use of the worker's labor. 2.) Authority and responsibility - delegation of authority to each worker, responsibility for the performance of work. 3.) Discipline - the implementation of the terms of the agreement between workers and management, the application of sanctions to violators of discipline.
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4.) Unity of command (unity of command) - 4.) Unity of command (unity of command) - receiving orders and reporting to only one immediate superior. 5.) Unity of direction (direction) - combining actions with the same goal into groups and working according to a single plan. 6.) The subordination of personal (individual) interests to the general - the advantage of the interests of the organization over individual interests. 7.) Remuneration of personnel - receiving by employees a fair remuneration for their work.
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8.) Centralization - achieving better results with the right balance between centralization and decentralization. 8.) Centralization - achieving better results with the right balance between centralization and decentralization. 9.) Scalar chain (hierarchy) - the transfer of orders and communication between the levels of the hierarchy through a continuous chain of commands ("chain of chiefs") 10.) Order - working a place for every worker and every worker in his place. 11.) Fairness - fair enforcement of rules and agreements at all levels of the scalar chain.
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12.) Stability of the workplace for staff - installation of employees on loyalty to the organization and long-term work. 12.) Stability of the workplace for staff - installation of employees on loyalty to the organization and long-term work. 13.) Initiative - encouraging employees to develop independent judgments within the boundaries of their authority and work. 14.) Corporate spirit - the harmony of interests of the personnel and the organization (“strength in unity”). Fayol believed that the system of principles he proposed could not be definitively formulated. It should remain open to additions and changes based on new experience, its analysis and generalization.
Description of the slide:
Knowing these theories, the leader will be able to look at the problems facing him as if from the outside. This will allow the leader: Knowing these theories, the leader will be able to look at the problems facing him as if from the outside. This will allow the manager to: 1) determine his environment and see the problems being solved in their relationship with others, and, therefore, find a "starting point" to start work and clarify problems; 2) evaluate the expediency of their actions; 3) clarify what resources are not enough to effectively solve problems. All this will help to find new ways and ways of solving the problems of the organization.
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Conclusion Henri Fayol was a key figure in the history of management. The unique nature of his work cannot be overestimated. Fayol developed Taylor's idea that management and administration should be studied from scientific positions. He showed that the improvement of management is not limited to increasing labor productivity or planning the activities of subordinate organizational units - it should be the subject of closer consideration and practical administrative development by the people at the head of the organization.
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(1841-1925)Completed: gr 16MTM - 1.5kfs Henri
Fayol (fr.
Henry
Fayol, July 29, 1841 - 19
November 1925) - French
theorist
And
practitioner
management,
founder
classical
administrative
schools
management, as well as mining
engineer. Fayol was born in 1841 in a suburb of Istanbul
in Turkey, where his father supervised the construction of a bridge
across the Golden Horn. In 1847 his family returned home to France.
After graduating in 1860 from the Mining School of Saint-Étienne, he
got a job in mining
Compagnie de Commentry-FourchambeauDecazeville, where from 1888 to 1918 he held
post of leader. At the time of his appointment
company general manager
was on the verge of bankruptcy. TO
Fayol's retirement
(1918) the concern turned into one of
largest, efficient
enterprises,
What
contributed
defense capability
France
in
time of the first world war. In retirement, Fayol
created and headed the Center
administrative
research
which
was engaged
implementation
orders
for research in various fields
economic activity (tobacco
industry, postal and telegraph department).
Fayol was awarded the Legion of Honor and
other state awards, had high
scientific titles. An excellent mining engineer, he developed ways to deal with
fires that destroyed the reserves of its coal mines.
A good geologist, he put forward a theory about how the
the process of turning wood into carbon in lakes. This
geological theory is known as the "Gilbert Delta" after
American geologist Grove Karl Gilberat (Grove Karl
Gilbert), who presented his theory in 1885 - at that time
how Fayol presented his theory to the French Academy
Sciences (Academy of Sciences) already in 1881, with experiments and
comments. Based mainly on
on
own
experience
management, Fayol developed
own
concept
management and wanted to share
successful experience. In 1916
he laid out his theory in a book
"General and industrial management" - approximately
the same time that Frederick Winslow Taylor (Frederick
Winslow Taylor published his Principles of Scientific
Management" (Principles of Scientific Management). Fayol's work has acquired wide
fame in 1949 when she was
translated into English language And
published under the title "General and
industrial administration". In this work
Fayol
introduced
my
theory
management, known as fayolism. Before
her name Fayol, by the way, was also
known in professional circles - he,
since the 70s of the 19th century, published, in French
language, of course, articles on the problems of mining
industry and some articles on management methods,
which later took shape in a coherent theory
administrative management. Fayol's first articles
published in the bulletin "Bulletin de la Société de l" Industry
minérale" and from the beginning of the 1880s in the "Comptes rendus de l" Académie des
sciences". The last years of his life Fayol - the same
like Taylor in his time - dedicated to popularizing
their managerial theories. He founded the Center
d "Etudes Administratives (Center for Administrative
research)
And
presided over
on
weekly meetings of prominent industrialists,
writers statesmen, philosophers and
military. One of the consequences of these
assembly was distributed by Marshal Lyauté
(the French army was then in Morocco)
2,000 copies of a brochure that made
attempt
apply
principles
Fayol
To
army leadership. He
studied
Problems
state
spheres
public services, and
lectured at the Higher
school
Military
Ministries. Thus,
it can be recognized that its purpose
was
V
volume,
to
start conducting
theoretical
analysis,
encompassing
big
quantity
various
organizations.
Classical or administrative school (1920-1950)
Representatives of this school identified threemain
functions
business:
finance,
production and marketing. They believed that
this division can form the basis
optimal division of the organization into
divisions.
Founder
administrative school of management became
Henri Fayol (1841-1925) - another
eminent management representative
first quarter of the 20th century, who developed
basics
administrative
approach
To
management.
Fayol published his work in 1916
"General and Industrial Management". He, like his like-minded people (L. Ur-wick, J. Mooney), had experience
work as a manager top management in a large enterprise.
It was this experience that allowed Fayol to formulate the foundations of the science of
management based on general characteristics organizations and
rules to which it obeys. administrative school
also called classical.
From Fayol's point of view, production efficiency can be
increased not only due to the improvement of labor adaptations and
operations that the employee must perform, but also due to the correct
organization of the whole enterprise. Therefore, the role
administration, from the point of view of Fayol's concept, increased markedly.
Under efficient administration Fayol understood
such management of the enterprise, which allows you to extract the maximum
possible from the available resources.
Classical School of Management
The aim of the school was to create universal principlessuccessful management of the organization as a whole.
Principles:
1. Division of the organization into divisions. Divide
organizations into subdivisions (departments, departments, units)
on a functional basis.
2. The principle of unity of command. Worker receives orders
from just one person. Representative of the classical school:
Have direct experience
work as executives
senior management in a large
business
Researched work efficiency
the entire organization.
Reduced all the work of the enterprise to
the following main types
activities: technical;
commercial; financial;
protective; accounting;
administration. Therefore, the goal of the school is to create universal principles
management, the adherence to which will undoubtedly lead the organization to
success.
These principles were associated with two
aspects.
1) Development of rational
control systems
organization. (Defining
basic business functions
finance, manufacturing and
marketing, "classics" were
confident that they can determine
best way to split
organizations into divisions
or groups)
Fayol considered the control
to a universal process consisting
from several interconnected
functions. 2. The second category of principles concerned the construction
structures of organization and management of employees. 14 management principles of A. Fayol: Division of labor.
The purpose of separation is to do more work than
volume and better quality with the same effort. This
achieved by reducing the number of targets for which
attention and effort must be directed; Authority and responsibility.
Powers give the right to give orders, responsibility - hers.
opposite; Discipline.
Assumes obedience and respect for the agreements reached between
organization and its employees. Discipline provides for fair
application of sanctions; Unity of command.
An employee should receive orders from only one
immediate supervisor unity of direction.
Each group operating under the same goal must be
united by a single plan and have one leader; Staff remuneration.
In order to ensure the loyalty and support of employees, they
should receive a fair salary; Centralization.
It is necessary to ensure the right balance between
centralization and decentralization depending on specific
conditions; Scalar chain, that is, a series of persons standing on the guiding
positions, starting with the person holding the highest position -
down to the top management. You shouldn't give up
hierarchical system unnecessarily, but maintaining the hierarchy
harmful when it damages the business order. AND:
order. A place for everything, and everything in its place;
justice - a combination of kindness and justice;
job stability for staff.
High staff turnover reduces efficiency
organizations;
initiative. Means developing a plan and providing
its successful implementation;
corporate spirit. Union is strength, and she is
the result of staff harmony. * Knowing these theories, the manager will be able to look at
the problems facing him, as it were, from the outside. This
allows the leader to:
* 1) decide in your environment and see the solutions
problems in their relationship with others, and, consequently,
find a "reference point" to start work and clarify
Problems;
* 2) assess the appropriateness of their actions;
* 3) clarify what resources are lacking for effective
problem solution.
* All this will help to find new ways and solutions
organization problems.
Significance of the Theory of Administration
* Classical delimitation of control functions onenterprise, developed by A. Fayol, has been tested
time (since 1923).
* Application of Fayol's theory in practical work
The leader will be able to:
* 1) correctly prioritize your work;
* 2) plan it correctly;
* 3) quickly and efficiently perform corrective
actions.
*Theory value
administration Structural principles underlie the creation of the system
interrelated tasks, rights and responsibilities.
The principle of division of labor
According to Fayol, the division and specialization of labor is a natural
way to produce more products with better quality
characteristics,
making
those
same
efforts.
Through
specialization reduces the number of objects for which
be directed to the attention and efforts of the employee. As Fayol noted,
specialization is seen as the best means of using
individuals and groups of people. At the same time, the division of labor has its
limits that cannot be exceeded. Such methods
labor simplification, as work standards and research in action and in
time, focused on the technical aspects of the work, and
not behavioral. Later, in the early 1930s, there was
approach that describes human relationships and allows more
consider in depth the division of labor in organizations, taking into account
influence of the human factor. The principle of unity of purpose and leadership
works that result from the division
labor,
must
be
coordinated
And
directed towards a common goal. Grouping process
tasks on certain grounds is called
departmentalization. Fayol did not single out a basis
for departmentalization, but it really
developed the main direction, in accordance with
which an activity that has a common purpose,
should be carried out according to a single plan and
managed by one leader. Principle
explains the need for a leader
to coordinate interdependent activities. Principle
ratios
centralization
And
decentralizationThis principle is associated with an increase
or a decrease in the amount of power of the leader, which
allows us to talk about one degree or another
centralization and decentralization. The principle states
that there is an optimal balance for every situation
between centralization and decentralization and that this
balance cannot be determined without taking into account abilities
manager who coordinates activities
departments (divisions). The principle of power and responsibilityThis principle
argues that there must be a connection between
the responsibility of the leader and the power with which he
endowed. The desired relationship is the equality of these two
factors. Assess this relationship, especially when researching
tasks of managers top level, is very difficult. essence
The point is that since responsibility has been transferred
leader, then he should also be given the right to give
orders, and the power to demand obedience. Purpose Principle
The natural result of applying the previous four
principles - the creation of a subordinate chain of leaders from
top management to lower levels. The chain is
way for vertical connections in the organization. Respectively,
all connections from the lower level must go through each
leader in the chain of command. And the connections coming from above should
go through each subordinate unit before they
reached the required level. Process principles
Process principles focus on actions
leaders,
guides
activity
organizations, especially when leaders communicate with
subordinates.
The principle of justice
The fairness of leaders is seen as
main motivating factor employees To
conscientious performance of their tasks. Principle
justice
reflected
And
V
fair
remuneration. This principle states that wages
and salary must correspond to the volume and quality
completed work. The principle of team unity
According to the principle of team unity, the leader never
must demonstrate superiority in dealing with
subordinates or break the chain of command. It is believed that
any performer must obey only one
boss. Such communication and interaction are taken into account when
formation of organizational structures.
End result principles
Outcome principles define the desired
characteristics of the organization. Well planned and
directed
activity
organizations
must
be characterized by order and stability, and workers -
proactive performance of their tasks. These attributes
activities of the organization, according to Fayol, can stem from
tangible use of the principles of structure and process. Year of original publication:
1916
original name (fra):
Administration Industrielle et Generale
Description:
In the book of the engineer Henri Fayol
"General and industrial management",
the ideas on which the whole system is built
functional management
enterprises and firms in
capitalist countries,
the main functions are considered
management. All operations that are only found in enterprises,
can be divided into six following groups:
1. Technical operations (production, dressing and processing).
2. Commercial transactions (purchase, sale and exchange).
3. Financial transactions (raising funds and managing them).
4. Insurance operations (insurance and protection of property and persons).
5. Accounting operations (accounting, costing, accounting, statistics, etc.).
6. Administrative operations (foresight, organization,
direction, coordination and control).
Whether the business is simple or complex,
small or large, these six groups of operations,
or essential functions, we always meet in it. Each group of operations, or essential function, corresponds
special installation. Installations differ: technical, commercial,
financial, administrative, etc.
Each of these attitudes rests on a combination of qualities and
knowledge, which can be summarized under the following six headings:
1. Physical qualities: health, strength, dexterity.
2. Mental qualities: comprehension, easy assimilation, prudence,
strength and flexibility of the mind.
3. Moral qualities: energy, steadfastness, consciousness of responsibility,
initiative, sense of duty, tact, dignity.
4. General development: a stock of various concepts that are not exclusively related to
to the scope of the function being performed.
5. Special knowledge: pertaining exclusively to any one
functions – be it technical, be it commercial, be it financial,
be it administrative, etc.
6. Experience: knowledge arising from practice; memories of lessons
personally drawn from the facts. Management principles:
1. Division of labor.
2. Power.
3. Discipline.
4. Unity of management (command).
5. Unity of leadership.
6. Subordination of private interests to the general.
7. Reward.
8. Centralization.
9. Hierarchy.
10. Order.
11. Justice.
12. The constancy of the staff.
13. Initiative.
14. Staff unity. Controls
1. Foresight
"To manage is to foresee."
To foresee here means to calculate the future and
prepare it;
to foresee is almost to act.
Foresight can manifest innumerable
ways,
but its main manifestation, its most palpable
sign,
its most effective weapon is the program
actions.
The program of action is at the same time the final goal,
guiding line of conduct, stages of the upcoming path and
facilities,
which will be launched 2. Organization
To organize an enterprise means to supply it with everything
topics
what is necessary for its functioning: raw materials,
equipment,
money, personnel. This set can be considered
consisting
of two components: the material organism and
social
organism. Here we will only talk about the latter. Possessing
necessary
material resources, personnel, social
body,
must be able to perform the six essential
functions,
that is, perform all the operations that require
company. 3. Disposition
Once the social organism has been built, it must be made to act.
This is where the role of the manager begins.
The head, who bears the duties of the manager, must:
1. Have a deep knowledge of your staff.
2. Eliminate the incapable.
3. Be familiar with contracts,
existing between the enterprise and employees.
4. Set a good example.
5. Do periodic inspections enterprises;
during these inspections, use synoptic tables.
6. Arrange meetings with your key employees
to achieve unity of management and coordination of efforts.
7. Do not load your attention with trifles.
To ensure that the spirit of efficiency prevails among the staff,
initiative and sense of duty. 4. Coordination
To coordinate means to coordinate all operations in
enterprise in such a way as to facilitate it
functioning and success.
1. To give the material and social organism of everyone
department the proper proportions so that they can reliably and
perform their functions economically.
2. Take into account in relation to each operation - technical,
commercial, financial and so on - those obligations and
the consequences it entails for all other operations
enterprises.
3. Balance costs with financial resources, vastness
real estate and equipment with production needs,
supply with consumption, marketing with the size of production.
4. Build your house not too small and not too big,
adapt the tool to the object being processed, the road to the crew,
safety devices - to threatening danger.
5. It means to bring to the fore the essential and
on the second - secondary. In a well-coordinated enterprise, we can
notice the following:
1. Each service works in harmony with the others.
2. In each service, departments and sub-departments accurately
aware
regarding their share in common work and that
help
which they owe each other.
3. The program of the progress of work in various services and departments
each
service is constantly consistent with the circumstances. 5. Control
Control in the enterprise consists in checking whether everything is proceeding
according to the accepted program, according to the given orders and
established principles. It applies to everything: to things,
to persons, to actions.
1. From an administrative point of view, it is necessary to make sure that
that the program is available, that it is being implemented and corrected
according to the conditions of the times, that the social organism is in order.
2. From a commercial point of view, you need to make sure
that inputs and outputs are accurately quantified,
quality and cost.
3. From a technical point of view, it is necessary to monitor the progress of operations,
their results, features, timely repair,
the functioning of personnel and machines, etc.
4. From a financial point of view, control extends to books and cash,
on resources and needs, on the use of funds, etc.
5. From an insurance point of view, it is necessary to make sure that the accepted
for the protection of property and persons, the measures are working properly.
6. Finally, from an accounting point of view, it must be stated that
that documents are executed quickly, that they give a clear picture
state of the enterprise ELEMENTS
QUALIFICATIONS
MANAGERS
AND
EMPLOYEES
ENTERPRISES Health and physical endurance
Everyone should be healthy
industrial workers,
from working to
big leader. Big
or less physical
endurance - depending on
functions - should also have
everyone. Mind
And
mental
performance
The mind is made up of the ability
understand and assimilate, reason and
memorize.
mental performance
allows you to concentrate
thought on one important subject
or discuss various
topics, easily moving from one to
another.
Memory loss is very
great mental damage
performance. Moral
quality
The word character is often used to mean
some moral
qualities such as: energy, tenacity, honesty,
ciativity; I avoid using
this term because of its
inaccuracies. General
stock
knowledge
General mental versatility
determined by the amount of knowledge without
directly related to the function being performed.
It is acquired partly at school, partly at
the stream of life. Meet people who have learned
only in primary school and then reached
high position in industry and
trade, politics or military service,
and in their general knowledge they
are quite at the height of their position.
Note, by the way, that all people with great
service success is always felt
the need to expand one's general
education, which is
ends high school, at the doorstep in
the university where the specialization begins.
Each function has a specific
the degree of general education, increasing
along with hierarchical level and importance
functions. Administrative
knowledge
This knowledge is related to
foresight
organizations, administration,
coordination and control.
Primitive among the workers, they
extremely extensive in employees
high rank and especially
managing large
enterprises. At school they are not
are taught; therefore, they
have to study in the workshop,
where empiricism reigns supreme.
Hence, there is nothing surprising in
that the administrative
education is usually
unsatisfactory. To me
it seems like the time has come
organize experience data and
offer a generally acceptable
doctrine. Awareness of other functions
Rising from worker to master, manager
workshop, senior employees up to the director
industrial enterprise, we state that
the number of specialties or trades with which
everyone should be familiar, everything increases. Worker
usually knows one trade; the master extends his
supervision of four or five crafts; boss
workshop - by eight - ten; engineer - still
greater number. As for the director, he
must be familiar with not only all the technical
specialties presented in this
enterprise, but also with commercial, financial and
other functions assigned to it. From here
it follows that the master is usually less competent than
each of his workers - in his specialty; What
the shop manager is less competent than everyone else
from his masters special works one or
another brigade; that the engineer is less competent than
head of the workshop in his area. Concerning
director, then he cannot claim a greater
awareness than service chiefs in their
relevant specialties, but must have
clear view of all services. Number of knowledge
grows along with the number of rungs on the corporate ladder.
Conclusion
Henri Fayol was a key figure in the historymanagement. The unique nature of his work is difficult
overestimate.
Fayol developed Taylor's idea that management and
administration should be studied from scientific positions. He
showed that the improvement of management is not limited to
to increase labor productivity or to plan
activities of subordinate organizational units, - it
should be the subject of closer scrutiny and
practical administrative development by people standing in
the head of the organization.
