Henri Fayol (2 Page)
Born : 29
July, 1841
Death :
19 November, 1925
Nationality
: France
Education
: Ecole des Mines de Saint-Etienne
Occupation : Economist, Engineer, Entrepreneur
Henri Fayol was a French
mining engineer, mining executive, author and director of mines who developed a
general theory of business administration that is often called Fayolism.
He and his colleagues developed this theory independently of scientific
management but roughly contemporaneously. Like his contemporary Frederick
Winslow Taylor, he is widely acknowledged as a founder of modern management
method. Fayol was born in 1841 in a suburb of Constantinople (current Istanbul).
His father (an engineer) was in the military at the time and was appointed
superintendent of works to build Galata Bridge, which bridged the Golden
Horn. The family returned to France in 1847, where Fayol graduated from
the mining academy "École Nationale Supérieure des Mines" in Saint-Étienne in
1860.
In 1900 Fayol became a member of the Comité Central des Houillères de France, member of the board of the Comité des forges and administrator of the Société de Commentry, Fourchambault et Decazeville
Work :
Fayol's work became more generally known with the 1949
publication of "General and industrial administration", the English
translation of the 1916 work "Administration industrielle et
générale". In this work Fayol presented his theory of management, known
as Fayolism. Before that Fayol had written several articles on mining
engineering, starting in the 1870s, and some preliminary papers on
administration.
The 14th principle are introduced by Henri Fayol, that are : (1 Pages)
1. Division of Work. (1 Page)
In practice, employees are
specialized in different areas and they have different skills. Different levels
of expertise can be distinguished within the knowledge areas (from generalist
to specialist). Personal and professional developments support this. According
to Henri Fayol specialization promotes efficiency of the workforce
and increases productivity. In addition, the specialization of the workforce
increases their accuracy and speed. This management principle of the 14
principles of management is applicable to both technical and managerial
activities.
2. Authority and Responsibility. (1 Page)
In order to get things done in an organization, management has the authority to give orders to the employees. Of course with this authority comes responsibility. According to Henri Fayol, the accompanying power or authority gives the management the right to give orders to the subordinates. The responsibility can be traced back from performance and it is therefore necessary to make agreements about this. In other words, authority and responsibility go together and they are two sides of the same coin.
3. Discipline. (1 Page)
This third principle of the 14 principles of management is about obedience. It is often a part of the core values of a mission statement and vision in the form of good conduct and respectful interactions. This management principle is essential and is seen as the oil to make the engine of an organization run smoothly.
4. Unity of Command. (1 Page)
The management principle ‘Unity of command’ means that an individual employee should receive orders from one manager and that the employee is answerable to that manager. If tasks and related responsibilities are given to the employee by more than one manager, this may lead to confusion which may lead to possible conflicts for employees. By using this principle, the responsibility for mistakes can be established more easily.
5. Unity of Direction. (1 Page)
This management principle of the 14 principles of management is all about focus and unity. All employees deliver the same activities that can be linked to the same objectives. All activities must be carried out by one group that forms a team. These activities must be described in a plan of action. The manager is ultimately responsible for this plan and he monitors the progress of the defined and planned activities. Focus areas are the efforts made by the employees and coordination.
6. Subordination of Individual Interest to General Interest. (1 Page)
There are always all kinds of interests in an organization. In order to have an organization function well, Henri Fayol indicated that personal interests are subordinate to the interests of the organization (ethics). The primary focus is on the organizational objectives and not on those of the individual. This applies to all levels of the entire organization, including the managers.
7. Remuneration of Persons. (1 Page)
Motivation and productivity are close to one another as far as the smooth running of an organization is concerned. This management principle of the 14 principles of management argues that the remuneration should be sufficient to keep employees motivated and productive. There are two types of remuneration namely non-monetary (a compliment, more responsibilities, credits) and monetary (compensation, bonus or other financial compensation). Ultimately, it is about rewarding the efforts that have been made.
8. Centralisation and Decentralisation. (1 Page)
Management and authority for
decision-making process must be properly balanced in an organization. This
depends on the volume and size of an organization including its hierarchy.
Centralization implies the concentration of decision making authority at the top management (executive board). Sharing of authorities for the decision-making process with lower levels (middle and lower management), is referred to as decentralization by Henri Fayol. Henri Fayol indicated that an organization should strive for a good balance in this.
9. Principle of Scalar Chain. (1 Page)
Hierarchy presents itself in any given organization. This varies from senior management (executive board) to the lowest levels in the organization. Henri Fayol ’s “hierarchy” management principle states that there should be a clear line in the area of authority (from top to bottom and all managers at all levels). This can be seen as a type of management structure. Each employee can contact a manager or a superior in an emergency situation without challenging the hierarchy. Especially, when it concerns reports about calamities to the immediate managers/superiors.
10. Principle of Order. (1 Page)
According to this principle of the 14 principles of management, employees in an organization must have the right resources at their disposal so that they can function properly in an organization. In addition to social order (responsibility of the managers) the work environment must be safe, clean and tidy.
11. Principle of Equity. (1 Page)
The management principle of equity often occurs in the core values of an organization. According to Henri Fayol, employees must be treated kindly and equally. Employees must be in the right place in the organization to do things right. Managers should supervise and monitor this process and they should treat employees fairly and impartially.
12. Stability of Tenure of Personnel. ( 1 Page )
This management principle of the 14 principles of management represents deployment and managing of personnel and this should be in balance with the service that is provided from the organization. Management strives to minimize employee turnover and to have the right staff in the right place. Focus areas such as frequent change of position and sufficient development must be managed well.
13. Initiative. ( 1 Page )
Henri Fayol argued that with this management principle employees should be allowed to express new ideas. This encourages interest and involvement and creates added value for the company. Employee initiatives are a source of strength for the organization according to Henri Fayol. This encourages the employees to be involved and interested.
14. Esprit de Corps. ( 1 Page )
The management principle ‘esprit de corps’ of the 14 principles of management stands for striving for the involvement and unity of the employees. Managers are responsible for the development of morale in the workplace; individually and in the area of communication. Esprit de corps contributes to the development of the culture and creates an atmosphere of mutual trust and understanding.
About Dominos Pizza (3 Page)
Domino's Pizza, Inc., branded as Domino's,
is an American multinational pizza restaurant chain founded in 1961. The
corporation is Delaware-domiciled and
headquartered at the Domino's Farms Office Park in Ann Arbor, Michigan.
History
In 1961, Tom Monaghan and
his brother, James, took over the operation of DomiNick's, an existing small
pizza restaurant chain that had been owned by Dominick DiVarti, The deal
was secured by a $500 down payment, and the brothers borrowed $900 to pay for
the store.
The company logo originally had three
dots, representing the three stores in 1965. Monaghan planned to add a new
dot with the addition of every new store, but this idea quickly faded, as
Domino's experienced rapid growth. Domino's Pizza opened its first
franchise location in 1967 and by 1978, the company expanded to 200 stores. In
1975, Domino's faced a lawsuit by Amstar Corporation, the maker of Domino
Sugar, alleging trademark infringement and unfair competition.
On May 12, 1983, Domino's opened its
first international store. That same year, Domino's opened its 100th store. In
1993, they became the second American franchise to open in the Dominican
Republic and the first one to open in Haiti. By 1995, Domino's had expanded
to 1,000 international locations. In 1997, Domino's opened its 1,500th
international location, By 2014, the company had grown to 6,000 international
locations and was planning to expand to pizza's birthplace, Italy; this was
achieved on October 5, 2015, in Milan, with their first Italian location.
CEO Patrick Doyle, in May 2014, said the company would concentrate on its
delivery model there.
In February 2016, Domino's opened its
1,000th store in India. Outside the United States, India has the
largest number of Domino's outlets in the world.
In June 2018, Domino's began
repairing potholes in America as part of its "Paving for
Pizza" initiative to prevent its pizzas from being damaged in transit.
In June 2019, Domino's announced a
partnership with robotics company, Nuro
In August 2012,
Domino's Pizza changed their name to simply Domino's. At the same time,
Domino's introduced a new logo.
Franchises
Domino's Pizza, as of September 2018, has locations in the United States (including the District of Columbia, Guam, Puerto Rico and the U.S. Virgin Islands), in 83 other countries, including overseas territories such as the Cayman Islands and states with limited recognition such as Kosovo and Northern Cyprus. It has its stores in 5,701 cities worldwide (2,900 international and 2,800 in the U.S.) In 2016, Domino's opened its 1,000th store in India. As of the first quarter of 2018, Domino's had approximately 15,000 stores, with 5,649 in the U.S., 1,232 in India, and 1,094 in the U.K.
Conclusion (1 Page)
The 14 principles of management can be used to manage organizations and are useful tools for forecasting, planning, process management, organization management, decision-making, coordination and control.
Although they are obvious, many of these matters are still used based on common sense in current management practices in organizations. It remains a practical list with focus areas that are based on Henri Fayol ’s research which still applies today due to a number of logical principles.
0 Comments