TABLE OF CONTENTS 1.0 INTRODUCTION - 1 - 2.0 BACKGROUND OF HENRI FAYOL - 2 - 3.0 FAYOL’S 14 PRINCIPLES OF MANAGEMENT - 5 - 3.1 Division of work - 5 - 3.2 Authority - 5 - 3.3 Discipline - 6 - 3.4 Unity of command - 6 - 3.5 Unity of direction - 6 - 3.6 Subordinate of individual interest to general interest - 7 - 3.7 Remuneration of personel - 7 - 3.8 Centralization - 7 - 3.9 Scalar Chain (Line Of Authority) - 8 - 3.10 Order - 9 - 3.11 Equity - 9 - 3.12 Stability of Tenure off Personnel
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effective in that role (Bartol‚ Martin‚ Tein & Matthews‚ 1995‚ p.13). Throughout the development of management‚ there are classical theory of management and modern management theory. As categorized by a French industrialist‚ Henry Fayol‚ the classic management portrays 4 functions known as POLC: Planning‚ Organizing‚ Leading‚ and Controlling. However‚ in the late 1960’s‚ Henry Mintzberg undertook a careful study of 5 executives to determine what these managers did on their jobs. In Mintzberg’s framework
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.............................................. 6 F. W. Taylor (1890-1940): Scientific Management ............................................................................ 6 The Gilbreths: Time-and-Motion Study ........................................................................................... 6 Max Weber (1864-1920): The Theory of Bureaucracy...................................................................... 7 Henri Fayol (1841-1925): Principles of Management ..................
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“Nothing is so Quite so Practical as a good Theory” (Van de Ven 1989). In general a theory creates an image of reality or an aperture of reality. A theory contains a descriptive and explanatory (causal) say about this part of the reality. On this basis become deflect predict and recommended action. Theories are linked most of the time with the claim to be able to check through observations (e.g. by means of experiments). Classical management theory was introduced in the late 19th century during
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Henri Fayol (1841-1925) Principles & Functions of Management Henri Fayol‚ a French engineer and director of mines‚ was born in a suburb of Istanbul in 1841‚ where his father‚ an engineer‚ was appointed Superintendent of Works to build a bridge over the Golden Horn. They returned to France in 1847. Fayol studied at the mining school "Ecole Nationale Supérieure des Mines" in St Etienne. At nineteen years of age he started as an engineer at a mining company "Compagnie de Commentry-Fourchambeau-Decazeville"
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Management Theories:- Organisations have a variety of goals. They usually direct their energies and resources to achieve these goals. An organisation possesses human as well as non human resources that are put to use in the service of specific goals. Management is that force that unifies these resources. Without management acting as a unifying force‚ it is not possible to convert resources into useful products. Management is defined in different words by different theorists. According to Harold
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(Davidson‚ Simon‚ Woods & Griffin‚ 2009). Management theories from the past can be utilised by contemporary managers‚ enabling them to consider a range of perspectives on how to approach problems‚ make decisions and develop systems designed to reap the benefits of employees exhibiting desirable behaviours (Davidson et al‚ 2009). Despite the common conception that theories are abstract and irrelevant to practical situations‚ management theories are grounded in reality (Davidson et al‚ 2009). Knowledge
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Running Head: COMPARE AND CONTRAST Compare and Contrast Self Administered Test Mary Coleman May 12‚ 2008 PSYU 565 Jeffrey A. Stone‚ PhD. Chapman University Compare and Contrast Self Administered Test The assignment for this week is to compare and contrast the results from three self administered tests we took in class. The tests I will compare and contrast are the 16 Personality Factors (16PF)‚ the Myers Briggs Type Indicator (MBTI)‚ and the Taylor-Johnson Temperament Analysis (T-JTA)
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think‚ accurately— summarizes recent efforts to do just that.1 These entail the identification of and subsequent assault on something called “the critical” or “critical architecture‚” usually accompanied by a collateral assault on something called “theory.” At the risk of erecting yet another straw figure that tramples on the subtleties of Baird’s analysis‚ it might be fair to characterize such practices‚ variously named “post-critical” or “projective‚” as sharing a commitment to an affect-driven‚ nonoppositional
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main content‚ effectiveness as well as their advantages and disadvantages. The difference between these two kinds of management theory would be indicated below. Taylor’s Philosophy Scientific management is a theory focusing on optimizing and simplifying jobs to efficiently increase productivity. It is also called Taylorism‚ based on the US engineer Frederick Winslow Taylor (1856-1915) who published The Principles of Scientific Management in 1909‚ where he believed scientifically optimizing the working
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