14 Principles of Management
(Henri Fayol)
Over a million managers and consultants are working together on management issues via 12manage each month...
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14 Principles of Management
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Over a million managers and consultants are working together on management issues via 12manage each month... |
The general management principles as summarized by Fayol. Explanation of 14 Principles of Management of Henri Fayol. (1916)Contributed by: Vincent Marino |
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What are the 14 Principles of Management? DescriptionThe 14 Management Principles from Henri Fayol (1841-1925) are:
What is Management? Five elementsFayol's definition of management roles and actions distinguishes between Five Elements:
Origin of the 14 Principles of Management. HistoryHenri Fayol (1841-1925) was a French management theorist whose theories in management and organization of labor were widely influential in the beginning of 20th century. He was a mining engineer who worked for a French mining company Commentry-Fourchamboult-Decazeville, first as an engineer. Then he moved into general management and became Managing Director from 1888 to 1918. During his tenure as Managing Director he wrote various articles on 'administration' and in 1916 the Bulletin de la Société de l’ Industrie Minérale, printed his "Administration, Industrielle et Générale – Prévoyance, Organisation, Commandement, Coordination, Contrôle". In 1949 the first English translation appeared: ‘General and Industrial Management’ by Constance Storrs.
Usage of the 14 Management Principles. Applications
Book: Henri Fayol
- General and Industrial Management -
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Compare with the 14 Principles of Management: POSDCORB | Organization Chart | Fourteen Points of Management (Deming) | Ten Schools of Thought | Training Within Industry | Eight Attributes of Management Excellence | Centralization and Decentralization
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| └► Vandana (India) | Esprit de Corps Example | "Espirit de corps basically refers to employee morale. May be we can elaborate it as: Suppose a new project comes to a manager, which he wants to assign to 3 of his employees. As a manager he has been analysing the employees. So when assigning the work he can make sure that the employees get the opportunities according to the skills which they posses to make the project successful. He can ask the first person who is good in managing things to come up with a complete plan which needs to be worked out and to lead that part whenever required. The second person who is good in communication can be used to discuss the issues with the client. The third person can lead the technical part as he/she good in that. As a result all employees get the work they prefer/enjoy doing and each one gets equal opportunity of showing their individual talent so it will avoid possible jealousies and disturbing harmonious relations. As a result the work gets completed on time." |
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| └► Fred Newcomer (USA) | Example of Esprit de Corps | "My experience working with work teams and boy scouts has given me a definition of esprit de corp. When the team or the scouts buy in to an idea and understand how it works, they back the idea and support it with their attitude and activities. They then work together, accomplishing more than originally thought." | |
| └► Joseph (Netherlands) | Esprit de Corps Definition | "Esprit de corps is about a spirit of pride and loyalty, which should be created among people in the firm." | |
| └► Madhava S (India) | What is Esprit de Corps. Definition | "Esprit de Corps actually means unity or cohesiveness. The above example given by Vandana is very apt to showcase the example for esprit de corps. However, the actual point to be made is when different specialists are working on a single project the completion of the project can only be realized when unity and collaboration exists - i.e. esprit de corps." | |
| └► Tikaram Patel (Nepal) | Esprit de Corps | "I think edc is the harmonization at the work place." | |
| └► Lulu (France) | Esprit de Corps | "Basically it is literally translated as "team spirit' or more eloquently "common spirit of a group of people". I think it is just the well known principle of cooperation and common aims among of a group of people in the workplace disregarding their positions in hiercharchy" | |
| └► Okon Oyo (Nigeria) | Esprit de Corps | "Esprit de corps or team spirit is the harmonious relationship that exist within a group. It produces a sense of belonging which create an atmosphere of mutual trust and understanding for the attainment of the group objective." | |
| └► Okumo Austen Oghenekaro (UK) | Meaning of Esprit de Corps | "Esprit de Corps means respect for teams and group work, which culminates into a harmonious relationship in the work place with the view of achieving a common objective." | |
| └► Edna Rotich (Kenya) | Description Esprit de Corps | "This can be defined as working with others towards shared goals and objectives. Balance a focus on the task with attention to relationships, sharing plans, information, resources." |
| └► Arul S Ramakrishnan (UK) | Ownership Attitude | "I do accept but not fully, as I doubt ownership attitude may affect the employee performance to be a good team member." | |
| └► Colin Goodluck (Guyana) | Ownership Attitude is not Enough | "To have an employee with an "ownership attitude" and without doctrine of management theory/ies, is like a plane taking flight without a compass. An employee with the right attitude and without the adequate secular instruction can easily be demotivated, especially if the company does achieve planned goal(s) that are directly linked to him. Also, an employee that is without any secular instruction to accompany his motivational attitude, is often observed as the victim of internal management conflict(s)." | |
| └► Vinod Menon (India) | Principles of Management | "I fully agree with views expressed by Gaurav. Most of this so called 14 management principles are from another era. Some may work but majority won't." | |
| └► Venkatesan Mr (India) | Ownership Attitude is not Enough | "I agree with Arul, that this will affect the employee performance in respect of his work as well as his attitude. As of me it will work to some extent." | |
| └► Gaurav Prakash (In) | Ownership Attitude is not Enough | "If a team is having an "ownership attitude" then definetly they will work in cooperation and co-ordinate with eachother. In such a case there will be no question of individual interests and efforts will be given to the team objectives. Hence saying ownership attitude wil affect team objective is not acceptable." |
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| └► Majid Abdul Wahab Bawazir (UAE) | Ownership Attitude is OK But... | "An ownership attitude is okay for employee, he/she should be self-motivated by this concept which will increase the potential of employee and his responsibility towards his task, contributing to the organization ultimately. But it should be checked by the organization that the employee doesn't grow overconfident, taking decisions himself without consultations." | |
| └► Emmanuel Guobadia (Nigeria) | Ownership Attitude is Good But not Enough | "I agree with you guys ownership attitude is good but remember that individuals have varying backgrounds. So despite ownership attitude they must be able to integrate it all together to have a balanced work environment. That's why emotional intelligence and team building are key as well." | |
| └► Arjun (India) | Ownership Attitude Good and Dangerous | "Ownership attitude towards organization is good to an employee, but as the natural tendency of a human being is if he does something for any body, he expects something and if he has ownership attitude he/she may have a high expectations from organization & that thing is not fulfilled there will be negative approach towards organization. So I conclude that it is good but dangerous too." | |
| └► Ashok A Kella (India) | Ownership Attitude | "Ownership attitude is ultimate contributor to all contribution but it is not only one. One must give equal weights to team work, intelligence, innovation. However a strong rooted ownership attitude will lead towards all other parameters." | |
| └► Kunal Bhat (India) | Ownership Attitude - The Primary Ingredient | "Having see all the posts above, and having experienced management in different flavors of teams, I feel everybody is right from their own experience. Training, attitude, team work etc. do make a difference, but ownership is of paramount importance. I have personally measured my performances with and without the sense of ownership and believe me, I can see the gaps in the dark. However, what matters the most is the sense of collective ownership. The manager should not only have the sense of ownership, but should be capable of infusing the same into his team. However, beware, ownership is not the only thing but just the starting point - that huge kick to get things started (not get things done). Planning, training, understanding the goals and the people involved in achieving it form the remaining pillars." |
| └► Tan Hong Dang (Vietnam) | Good Organization and the Zoo | "I agreed with your point. Only when the monkeys truly become human being with updated knowledge and experience and a will to make better, then the zoo will become a good organization." |
| └► Joey D. Soneja (Philippines) | Why Management is Needed? | "Everything will be put into wastage without management, resources, personal life, business, career and so on so forth - name it. Management is a very broad term covering the all facets of life. Management is needed to achieve our personal or business goals and objectives through it's four functions (planning, organizing, controlling and leading)." | |
| └► Fahmy Ahmed (Kenya) | Why is Management is Needed? | "To effectively and efficiently achieve our goals & objectives within a desired time frame work in our undertakings." |
| └► Erick Billy (Tanzania) | Principles of management | "I think Mr. Fayol principles are applicable to many organizations and institutions in one way or the other and people use them as foundation of their managing systems and others will be built froma these to increase effectiveness and good administration in any Organization." | |
| └► Emmanuel (India) | 14 Principles still Practical | "These principles are spectacular and very pratical. Despite all the changes in technology and conceptual analysis, most companies that are succeeding are making good use of Fayol's principles." | |
| └► Odukoya Ademola (Ghana) | Fayol's Principles are Evergreen | "The set of rules put in place by Henri Fayol, discovered, put to use, tested and sustained till date will continue to remain evergreen. It's the lifeline of both the new and existing organization. If I have my way, I would print these principles on the heart of corporate and private establishment. The more top executives understand this, the more we have a positive, functional and dynamic premises for talented interpreneurial minds to develop in corporate settings, because the system and approaches are all scientific." | |
| └► Charlie (UK) | Fayol's principles are old fashioned | "I am not so sure, these principles seem based on "command and control", that management knows best. It fosters a 'them and us' mentality. What does this say about 'empowerment' and flatter organisational structures? I think a lot of this is old school thinking." | |
| └► Ravi Chhabra (India) | Relevance can not be denied | "Even after almost 100 years since these principles were first proposed, their relevance can not be denied. The 14 principles are still valid in the present scenario and can be applied by all present and future managers." | |
| └► Matonda (Kenya) | 14 Principles very relevant | "These principles are very relevant in the sense that from here we have the prevoyance and the foundation to build on a stable management structure. Think about specialization, unity of command, remuneration, scalar chain, discipline and esprit de corps not forgetting direction.They can even influence the political atmosphere when applied shrewdly. HENRI FAYOL deserves appreciation!" | |
| └► Ingrid (Zambia) | Relevant or not? | "I think these principles are very relevant and are applied by a lot of managers in different scenerios. But the environment is the most important thing. In Zambia, you will need to command one or two people to get performance." | |
| └► Tahir Qurban Ali Ch. (Pakistan) | Principles of Management | "I apply Fayol's 14 Principles of Management in my department while serving in different organizations with limited available resources and feel easy to achieve my targets in time." | |
| └► Makori (Kenya) | Enabling Better Management | "The 14 principles form the basis of the entire management practice in all organisations and companies. They happen to be active in all sectors and industries." | |
| └► Touazock Benny (Congo) | 14 Principles Still on Course | "The 14 principles birthed by Henri Fayol is still reigning in all aspects of Management and Administration of most, if not all, organisations in the World. Fayol truly was a genius in Management." | |
| └► Robinson (Kenya) | Relevance of Fayol's Principles | "'The 14 principles of management by Fayol will always remain relevant in management and administration for the foreseeable time to come. Any emerging manager will always find them very instrumental stepping stones." |
| └► nana boakye (Ghana) | Management is an art and a science | "It's an art because it involves a specialized individual in making an organizations goals achieved. It's a science also because it involves the study of humans and the environment in which they live and operate and applying these in making the goals of the organization achieved." | |
| └► Kuldeep (India) | Management is a jungle | "At the end mgt is a jungle. There are no single theories, sometimes everything works and sometimes nothing, even if the fundamentals are correct." | |
| └► Rahul (India) | Management is a process | "Management is a systematic process of taking decisions and implementing them. It consists of various functions like planning, controling, organizing and coordinating." | |
| └► Calvin (Hong Kong/China) | Management is domain-specific | "Management is to decide what to do and get things done. It is a domain-specific concept. Simply discussing what "management" is does not make much sense or don't mean much. "X + Management" means "how human beings do the X". e.g. HR Management, impression management, comprehensive pest management ... Management itself can be a technique/science or craft/art! The point is to know what to do and mission completed," | |
| └► shrikant (india) | Management is more than theory | "Management is a lot more than the theoretical and bookish concepts. It has everything to do with the situation in which a manager makes decisions , considering the goals of the company at its apex where at the same time the subordinates are also not kept out of the book. The manager who acieves this is the one who is following the definition of management" | |
| └► Dr. Stella John Samuel (India) | Management by a group of people | "Management is much more than what any individual person or manager can say. It is a process which involves a series of actions and commands by a group of people, who aim at achieving a target or goal set by the organization in which they work." | |
| └► Sanjay kumar Mohapatra (India) | Management is Practical | "In real meaning management is not theoretical but more practical. Driving man tactfully, leading them to achieve a proper goal, organizing man and machine into a particular space in a harmonious way, may be considered as a great principle of management. And in brief it may be said that to manage men tactfully is the real management." | |
| └► Qaiss Alokozai (Afghanistan) | Management is developing your employees | "Can we say developing your employees through your work is management?" | |
| └► Laeeq (Pakistan) | Definition of management | "There is no standard definition of management and the term management is interpreted in various ways depending on the context in which it is used. But one of the earliest definitions of management is given by Mr. Fayol. That's why I salute him." | |
| └► Laxmi Pradad Khanal (Nepal) | Management tells what to do | "Management tells us what to do at what time for what purposes. It explains doing the right things at the right time." | |
| └► AfriKing (Newham, East London) | The Best Definition of Management | "Management is the attainment of organisational goals in an effective and efficient manner through planning, organising, controlling and leading." | |
| └► Manish (India) | Management is Co-ordination | "Management is the business of co-ordination with command and the right mix of compassion. Good managers do lead but follow the people's perspective and put prejudices and thier own whims and fancies in the backyard..." | |
| └► Usman Kamal (Pakistan Peshawar) | Process of getting activities completed | "Management is the process of getting activities completed efficiently and effectively with and through other people." | |
| └► Peejay van den Berg (South Africa) | Management is the Mother of all Sciences | "Wow, way back in 1999 I was in a position to ask myself: "What is the definition of management? Good news, it took me 10 (ten) years of research and alas I have a definition. You just wont believe it, its simple, compelling and usable. Watch this space to share in my 10 years of labor of inquiry in a book soon to be published. MANAGEMENT IS NOT A DISCIPLINE OF THE SOCIAL SCIENCES - IT IS THE MOTHER OF ALL SCIENCES. The question is not whether Management is a science? THE QUESTION SHOULD BE WHETHER SCIENCE IS A SCIENCE." | |
| └► Bhanu Prakash (India) | Management is Getting Things Done | "Management is getting things done with the aim of achieving goals effictively and efficently." | |
| └► Major.siva (India) | Management is Common Sense | "As a lecturer in management studies, I just consider management as a common sense, may be in a little bit higher degree. What HF said is not beyond the line of my thinking." | |
| └► Poonam (India) | Management | "Management means: "MANAGE MEN Tactfully"." | |
| └► Naresh (India) | Management is Pragmatic and Situational | "Management is not defined by bookish concepts. It is simply pragamatic in its approach. It varies from situation to situation. We can't define it by some hypothetis." | |
| └► Alka Tomar (India) | Management is efficient use of resources | "Management is efficient use of resources. Who said this?" | |
| └► Joey D. Soneja (Philippines) | Management is thinking before doing. | "There is no one best way of doing things. Management is situational. " | |
| └► Halimi (Afghanistan) | Management Definition | "Management is derived from 3 words: Man = means human being Age = step by step or the time being that we are achieving our goals Ment = means ends or we can say the target that we will achieve." |
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| └► Ruben A. Villanueva (Philippines) | Management is Control, Order and Direction | "Management for me is control, order, and direction. It's lifeblood is systems, innovation, and standards." | |
| └► Kunal Bhat (India) | Manage-mint | "Through my experience, I have come to understand this: management should be read managemint, i.e. : manage + mint. Managers manage projects to mint value(s). Values could be monetary & purpose-oriented (as the end goals), or in terms of know-how, skill, capability etc (as intermediate goals). The end goals/objectives are the purpose while the other intermediate steps are the means. Keeping a focus on the purpose and then identifying & applying the means will lead to successful closures. Taking a high-level view, the key elements are the objectives, the means and the points-of-failure for the means. If one identifies the points-of-failure which can jeopardize the main and intermediate objectives, a sub-plan should be put in place. The cumulative output of this results into a project plan. This approach aligns with a risk-based style of thinking.To summarize, a manager should manage the means (people, capabilities, processes, tools etc) to mint the purpose (revenue, productivity, savings, quality etc)." |
| └► Shekar (India) | Modern Organisational Hierarchy | "In the vertical layers of ranks of personnel within an organization, each layer subordinate to the one above it. Organization hierarchy is often shown in the form of an organization chart. An extended hierarchy is typical of a bureaucracy, but during the later 20th and early 21st centuries the layers of hierarchical positions within large organizations have often been reduced as part of downsizing exercises. These result in shallow or nonexistent hierarchies of flexible, flat organizations, within which there is greater employee empowerment and autonomy. There is no more important or less important managerial roles in managerial hierarchy. Each layer is an integral part of the root. " |
| └► Steve Deporter (USA) | Risks | "Great addition, because if the manager is not patient then the process of him/her managing will be soon lost or eschewed by another emotion." | |
| └► P Kamesh (India) | Management requires patience | "Patience is the backbone as a matter of fact. There are lot many solutions to a problem/issue but the best and the optimum solution has to be selected. To do that information is to be gathered without which proper decisions cannot be taken. There would be time constraints for the solutions to be reached and therefore the importance of "patience"." |
| └► del (Ghana) | Fayol Beneficial | "When contemporary management practices are critically observed, it is noted that Henri Fayol's 14 principles are evident. The application of these principles in management practice to some extent brings about higher productivity despite its shortfalls." | |
| └► Enimola DJ (Nigeria) | Foundation for Contemporary Management | "Henri Fayol's 14 principles- foundation for the contemporary management. Students in all management programmes and practicing managers will find it a useful tool. Kudos to Fayol!" | |
| └► Hussain (India) | 14 principles of management | "14 princples of management by fayol are the fundamentals of managerial study. Many of the principles should be updated by evaluating the present environment." | |
| └► Aditi (India) | Management and Fayol | "Henry Fayol's 14 Principles of Management have helped to achieve significant role in the corporate sector as well. These many roles have widely helped to understand, analyse the roles of management better... For instance, so that one can practically incorporate these practices in an organisation for better solutions." | |
| └► m'nyk (nigeria) | 14 principles | "As an artist, I feel greatly moved by these priciples right from my higher education yrs. 3 kposa for Fayol..." |
| └► Dianne (Belgium) | The 10 Principles of Urwick (2) | "5. The principle of responsibility - The responsibility of the superior for the acts of the subordinate is absolute. 6. The principle of definition - The content of each position, both the duties involved, the authority and responsibility contemplated and the relationships with other positions should be clearly defined in writing and published to all concerned. 7. The principle of correspondence - In every position, the responsibility and the authority should correspond. 8. The principle of span of control - No person should supervise more than five, or at most, six direct subordinates whose work interlocks. 9. The principle of balance - It is essential that the various units of an organisation should be kept in balance. 10. The principle of continuity - Re-organisation is a continuous process: in every undertaking specific provision should be made for it." | |
| └► David Shortt (Ireland) | Theory of managment | "Thats very informative, thank you" | |
| └► SERAJ (INDIA) | management | "the above statements and definitions are very accurate." | |
| └► Franco Giacomazzi (Italy) | Urwick | "As seen now, some of these principles sound obsolete, others are still valid." |
| └► Erica David (Philippines) | Principles of Management | "It's good, it's fun and it's easy if you concentrate in your work on being a manager." |
| └► omolola (Nigeria) | RISK in Principles fayol | "I believe risk is included in the first 3 principles mention above. That is: if there is adeqate Discipline, Authority and Proper Division of Work, I believe that there shall be minimal Risk." | |
| └► menbre Zenebe (Ethiopia) | Risk | "As risks are not confined to only internal environment, no matter how effective are the principles, we can not do way with them." | |
| └► P. Kamesh (India) | Risk in Principles of Management | "If we study the principles in the way it has been explained there are no risks involved. The "born" manager can understand the principles and also implement in the right spirit whatever odds one is facing. The "made" manager will only be able to implement if the subordinates also understand the principles. The risks here are bigger: let us take the first where discipline is involved. Nobody wants to follow the discipline regime and to follow one has to monitor constantly which takes away valuable time of the manager." |
| └► Umair (Pakistan) | Good and Bad Managers | "Because these 14 principles are not part of the job description of a manager. He manages and is free to manage in his own natural style." | |
| └► Vinit (India) | 14 Management Principles | "The 14 principals are not always practical, it depends on your work area and your surroundings. A few things remain the same, but management decisions and management policies change frequently." | |
| └► Joy (Kenya) | Response to Arijit: Culture | "Speaking from experience of developing country, the culture of inefficiency and ineffectiveness perpetutated by the highest office of the country makes it challenging for the principles to work. This culture is not only present in the country as a whole but in organisations as well. The general situation of the country's socio-economic and political structure provides poor environment for the managers to practice good management. (Opinion/reflection)" | |
| └► muhammad sharif (Pakistan) | Good and Bad Managers | "Dear Arijit, sometimes managers have to mold themselves according to the situation and they seem not to follow the principles." | |
| └► sajeel (Pakistan) | Managers and Principles of Henri Fayol | "Managers usually do not follow the principles because they are free to control the organization or the firm." | |
| └► Evelyn Mendoza (Philippines) | Managers are only Human | "These 14 principles of management are not always followed by managers for reasons that they are only humans and they make mistakes in handling and managing their people." | |
| └► Chitra (India) | Principles are just Guidelines | "These principles are just guidelines for the manager which help him to take decisions and actions. We know that no two individuals are similar in personality, thinking etc. Therefore being a human being, everybody has its own way of thinking and analysing things." | |
| └► Furqan Jamil (Pakistan) | Management Princples for Study, not Practice | "The 14 principal are only used for to study in books, not to apply them in the organization completely. So managers do their job as they want according to their mind." |
| └► Said (Oman) | 14 Principals | "The real question is, do you really need to memorize them? My answer - and advice - is that memorizing them wouldn't add a value to you as a manager. Understanding the principals & how they are - or should be - implmented is an assurance that you know them without really needing to memorize them. " | |
| └► Jwalatiger (India) | How to Remember the 14 Principles | "Can any one tell in a simple way to me how to remember them?" | |
| └► P Kamesh (India) | Remembering 14 Principles | "Take the first letter of each of the principle and create an acronym which should be sounding funny." | |
| └► Akash Chauhan (India) | Shortcut or Trick to Remember the 14 Principles | "A,E2,I,O,U2,D2,S3,C,R Authority Equity and Espirit de Corps Initiative Order Unity of Command and Unity of Direction Discipline and Division of Work Subordination of Individual Interest, Scalar Chain and Stability of Tenure Centralisation Remuneration" |
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| └► sumit (India) | RE: shortcut or trick to remember the 14 principles- Akash chauhan | "hi, This rail is of great use. Good work." | |
| └► M. Ali Mateen (Pakistan) | Easiest Way to Remember the 14 Principles | "Here is the simpliest formula to keep the beginning letters in mind for years: DADI SO U SEE CUReS 1_2_3_13 6_10 4 6_11_14 8_5_7_9 LOL!" |
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| └► Editor (Netherlands) | Trick to Remember Fayol's 14 Principles | "Wow Ali, I'm impressed!" | |
| └► Vipin Verma (India) | Easiest Way to Remember of 14 Principle of Henri Fayol | "I DECODE USSR USA 13 1_11_8_10_3_14 4_6_9_7 5_12_2" |
| └► Kidane (Eritrea) | Good for operational and clerical aspects | "The 14 principles for management are really good in the operational and clerical aspects of any business organization." |
| └► Sija (tz) | Fayol 14 principles | "Managerial skills are not inborn, but rather acquired through formal training. Leadership skills are born." | |
| └► Ramya (India) | There is nothing called born or made | "According to me a manager is neither both.. It is what he learns from his experiences or his idol that he puts into practice.. No manager can be born .. A person can't have all the qualities by birth.. He inculcates them by gradual learning and experiencing.. Only when he puts his theories into practice he becomes a manager.. A leader may be born but a manager is made.." | |
| └► Kushal (India) | Managers are not born | "Nobody is a manager by birth, only after birth going through different spheres of life he gets any information. " | |
| └► Rodrigo Corte-Real Oliveira (pt) | management levels | "Look at Dr. Clare Graves' Spiral Dynamics Theory: People tend to evolutes since birth reaching, with time, the higher levels. Though, during life (meaning experiences/fazes) they can be up and down within levels. The same can happen with managers: during life (experiences/companies/environments/cultures) they can be up or down. It's often to see good managers fail completely if they change company. This proves one of two things: either the manager had a favorable environment in the first experience, or he reached the (personal) top level" | |
| └► Ghaya (Sudan) | Manager: born or made? | "A manager is made, not born. If it's born, then why do we study management?" | |
| └► Sivaraman (India) | Managers are Made | "Managing a work is not an art, it is skill. We can develop our skills based on experience." | |
| └► Abhishek (India) | Managers:Born or made | "Management comes along with the life ...its the art ...the skill of choosing...of walking ahead on the path ...it cant be decided back in the womb but is acquired..... percieved ...management is the art of judgements..its learned .... seldom inherited" | |
| └► Aditi (India) | Managers : Born or made | "Yes, I agree. A manager Plays an very significant role in an organisation.For this, he gains knowledge with experience , skill and are definitely made by practice with a great indepth of knowledge as well." | |
| └► Rajesh Patil (India) | Mangers:Born or Made | "I believe that with birth an individual can get 10% of management qualities, but he learns 90% from his environment and education, which help to use common sense with less common." | |
| └► Olawole Boy (Nigeria) | Manager: Born AND Made | "Being born as a manager is necessary but not enough. To be an efficent manager, I believe the acquisition and adherence to Henry Fayol's principles of management will help a born-manager to perform more effectively." | |
| └► Midhun (New Zealand) | Managers are Made | "I think managers are made not born. Because managerials skills are developed through the circumstances and experiences a person face. It totally depends on one's living environment." | |
| └► Adeola Sunday (Nigeria) | Celebrated Managers | "I believe some managers are celebrated while others are not because inborn managerial qualities combined with training creates celebrated managers, especially when the managers are doing the right thing at the right time with the right motives." | |
| └► Aletta Shatona (Namibia) | Managers Born or Made | "Managers are mostly made. Not only through formal training and work experience. The way a person was raised and the environment he grows up also play a role. I believe there is a small number that comes with inborn traits." | |
| └► Methaphorn Kovit (Thailand) | Manager:born or made | "Manager may not be a good leader. Management done by rule administration but leader follows his own rule. Some manager was promoted due to being good game player but some good leader may not be so. You shall note that different environment need different kind of persons to get it done. Managers in long established environment may not be as good as they should be as they may never pass the tough time before. A man will be promoted to the less performance position, which is the best he can do; otherwise he will be more promoted to higher position." | |
| └► Adedeh (Kenya) | Manager : Born or Made | "Managers are 100% made. The inherent qualities that make one have the capacity to lead in any given field are either class taught or gained through apprenticeship ( earning through being). The management qualities which include technical skills, conceptual skills, diagnostic skills, human skills among others, are not qualities anybody is born with as a set... but are rather gathered through a process of rigorous training, one way or the other..." | |
| └► Majid Abdul Wahab Bawazir (UAE) | Manager's R born | "Manager's cannot be made or prepared, they need to be acting by mind & creative. Training for management is get best out of future entreprenuer's, more just to sharpen their skill's." | |
| └► Kunal Bhat (India) | Managers - Born and Made | "Managers, to be good managers, need the right instincts. These instincts are usually in-born qualities. Hence, we can say that managers are born. A manager could be a people's person - social, friendly, compassionate, understanding etc. That could be a reason why teams listen to him and follow him. However, this alone will not suffice. He will need additional attributes to complete his status as a manager - e.g. planning and organizing skills. These are cultivated. Some people just do not have the instinct to lead - they prefer a solitary role. They are good managers, but limited to managing themselves. To expand to a domain beyond the self, it is imperative that a person have the right instincts and blend it with the right training." |
| └► Kulpreet (India) | POLICE Acronym | "Planning Organising Leading Initiative Controlling Entrepreneurship" | |
| └► Ansir (Mehmood) | Explaination of POLICE in Management | "It's correct as explained by Kulpreet." |
| └► Alex (Zambia) | 14 Principles of Management | "I would like to react to Bridget's question but unfortunately I wont because it is an assignment. She has to read on her own." |
| └► Pradeep Sukumar (India) | Efficiency vs Effectiveness | "Dear Shabbir, to me, organisational efficiency appears to be of paramount importance, in the light of the intensively competitive business environment. Don't you feel that effectiveness would be a natural consequence of efficiency?" | |
| └► Rameshwer Rao (India) | Organisational Effectiveness | "Undoubtedly organisational efficiency is the real mantra for success of any organisation. However, it should be well supported by effective working practices." | |
| └► Muhammad Yousaf (Pakistan) | Management | "Efficiency and effectiveness also callled end and means how we can more explain? if possible?" | |
| └► Silvanus Obondi (Kenya) | Effectiveness and Efficiency | "Efficiency is more important since it indirectly encompasses effectiveness.. The fact that both are very crucial in any entity, efficiency refers to meeting the desired output with minimum possible input. This then means that the desired output( effectiveness) is achieved through minimum output." |
| └► Emmanuel Guobadia (Nigeria) | Authority | "A good manager should not exonerate himself from adhering to corporate ethics, ethics should be binding on all members of the organisation irrespective of the management level. More so, managers are to lead by example. Although there could be some difference in terms and conditions of service in the various management cadre, this should not apply in areas of ethics and conducts." |
| └► Editor (Netherlands) | Subordination of Individual Interest Example | "Suppose an employee would like to obtain a big raise of his salary, beyond what what is usual for his job. Doing so would not be in the general interest of the firm, as it would loose it's competitiveness if it conitinues to pay too much to its employees. Therefore the principle Subordination of Individual Interest says that in this case the general interest should prevail over the individual interest of the employee." | |
| └► Nannette Riddick (USA) | Example of Subordination of Individual Interest | "I would have to agree with Henry Fayol on the matter about this subject creating "lively debate." After all, "Who decides what the interest of the organization as a whole is?"" | |
| └► Kevin (USA) | Subordination of Individual Interest | "Considering the company's mission to do "X", "X" is always more important than management or staff interests. Typically, what will create the most "buy in" from executive management is to point out that an activity supports the organization's goal of "X". If the "interest" and the mission are not in sync, even though it is important to the manager (or staff member), the "interest" cannot be justified." | |
| └► Henry (USA) | Example of Subordination of Individual Interest | "Another example: Units of a firm may develop a new product or a new direction. Given this innovation is not aligned with corporate direction. Thus corporate direction has been subverted or subordinated to individual interest. Corporation coopt this behavior by encouraging and investing in skunkwork projects. " |
| └► P Kamesh (India) | School Based Management | "The principles will remain the same, it's only how we interpret them to the needs of the school. This is a good idea to initiate. The principles if learnt the right way at school then become a real stepping stone for the future managers." | |
| └► shashikant (India) | Graduation level principles of management | "i want to create reference notes for graduation level(1st year) BBA course,how should i go about it?" |
| └► Huang (Malaysia) | Police | "what is consentious citizen?" | |
| └► Nannette Riddick (United States) | Consentious citizen | "One who agrees with the majority of citizens." | |
| └► Majid Abdul Wahab Bawazir (UAE) | Police- Consentious Citizen | "Is it nesseccery that majority are correct???" |
