14 Prinzipien des Managements
Fayol

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Was sind die 14 Principles of Management (14 Prinzipien des Managements)? Beschreibung

Die 14 Managementgrundsätze von Henri Fayol (1841-1925) sind:

1. Arbeitsteilung. Spezialisierung erlaubt der Einzelperson, Erfahrung aufzubauen, und seine Fähigkeiten ununterbrochen zu verbessern. Dadurch kann er produktiver sein.
2. Autorität. Das Recht, Befehle zu geben, mit dem die ausgeglichene Verantwortlichkeit für seine Funktion einhergehen muss.
3. Disziplin. Angestellte müssen folgsam sein, aber dieses ist zweiseitig: Angestellte werden nur Aufträge befolgen, wenn das Management seinen Teil dazu beiträgt, indem es gute Führung zur Verfügung stellt.
4. Einheit des Befehls. Jeder Arbeiter sollte nur einen Vorgesetzten ohne andere kontroverse Instanzlinien haben.
5. Einheit der Richtung. Personen, die die gleiche Art von Aktivitäten ausüben, müssen die gleichen Zielsetzungen in einem einzigen Plan haben. Dieses ist wesentlich, um Einheit und Korrdination im Unternehmen sicherzustellen. Einheit des Befehls besteht nicht ohne Einheit der Richtung, aber stammt nicht notwendigerweise von ihr ab.
6. Unterordnung der individuellen Interessen (zu den allgemeinen Interessen). Management muss sehen, dass die Ziele der Unternehmen immer vorrangig sind.
7. Vergütung. Bezahlung ist ein wichtiger Motivator, obgleich, indem er eine Anzahl von Möglichkeiten analysiert, Fayol unterstreicht, dass es kein vollkommenes System gibt.
8. Zentralisierung (oder Dezentralisierung). Dieses ist eine Frage des Grades, abhängig von dem Zustand des Unternehmens und der Qualität seines Personals.
9. Skalarkette (Autoritätsbereich). Eine Hierarchie ist für Einheit der Richtung notwendig. Aber laterale Kommunikation ist auch fundamental, solange Vorgesetzte wissen, dass solche Kommunikation stattfindet. Skalarkette bezieht sich auf die Anzahl von Niveaus in der Hierarchie, von der entscheidenden Autorität bis zum niedrigsten Niveau in der Organisation. Sie sollte nicht überdehnt sein und aus zu vielen Niveaus bestehen.
10. Ordnung. sowohl materielle Ordnung als auch soziale Ordnung sind notwendig. Ersteres minimiert verlorene Zeit und unbrauchbare Bearbeitung von Materialien. Letzteres wird durch Organisation und Auswahl erzielt.
11. Eigenkapital. Im Führen eines Geschäftes ist eine „Kombination von Freundlichkeit und Gerechtigkeit“ erforderlich. Angestellte gut zu behandeln ist wichtig, um Eigenkapital zu erzielen.
12. Stabilität der Amtszeit des Personals. Angestellte arbeiten besser, wenn ihnen Arbeitsplatzsicherheit und Karrierefortschritt zugesichert werden. Eine unsicherer Amtszeit und eine hohe Rate von Angestelltenfluktuation beeinflussen die Organisation nachteilig.
13. Initiative. Dem gesamten Personal zu erlauben, ihre Initiative zu zeigen, ist in gewisser Weise eine Quelle der Stärke für die Organisation. Obwohl es auch ein Opfer „der persönlichen Eitelkeit“ von seiten vieler Manager einbeziehen kann.
14. Esprit de Corps. Management muss die Moral seiner Angestellten fördern. Darüber hinaus schlägt er vor: „reales Talent ist erforderlich, um Bemühung zu koordinieren, Eifer anzuregen, Fähigkeiten jeder Person zu verwenden, und den Verdienst jedes einzelnen zu belohnen, ohne mögliche Eifersucht zu wecken und harmonische Beziehungen zu stören.“

5 Managementfunktionen (Fayol)

Im Rahmen der „administrativen“ Tätigkeit, des Administrators – den wir heute Manager nennen – unterscheidet Fayol fünf Funktionen:

1. Prevoyance. (Prognose u. Plan). Die Zukunft überprüfen und einen Aktionsplan aufstellen. Die Elemente der Strategie.
2. Zu organisieren. Die Struktur des Unterfangens aufbauen , sowohl materiell als auch menschlich.
3. Zu befehlen. Beibehalten der Aktivität unter dem Personal.
4. Zu koordinieren. Zusammenbinden, alle Aktivität und Bemühung vereinheitlichen und harmonisieren.
5. Zu kontrollieren. Sehen, dass alles in Übereinstimmung mit etablierter Richtlinie und ausgedrücktem Befehl geschieht.

Ursprung der 14 Principles of Management (14 Prinzipien des Managements). Geschichte

Henri Fayol (1841-1925) war ein französischer Managementtheoretiker, dessen Theorien im Management und in der Organisation der Arbeit am Anfang des 20. Jahrhunderts sehr einflußreich waren. Er war ein Mineningenieur, der für eine französische Bergwerkgesellschaft Commentry-Fourchamboult-Decazeville arbeitete, zuerst als Ingenieur. Dann arbeitete er im allgemeinen Management und wurde Geschäftsführer von 1888 bis 1918. Während seines Besitzes als -Geschäftsführer schrieb er verschiedene Artikel auf „Leitung“ und in 1916 das Nachricht de la Société de l' Industrie Minérale, gedruckt seiner „Leitung, Industrielle und Générale - Prévoyance, Organisation, Commandement, Korrdination, Contrôle“. Im Jahr 1949 erschien die erste englische Übersetzung:   „General and Industrial Management“ durch Constance Storrs.

Gebrauch der 14 Managementgrundsätze. Anwendungen

• Veränderung und Organisation.
• Entscheidungsfindung.
• Fähigkeiten. Kann verwendet werden, um die grundlegende Effektivität eines Managers zu verbessern.
• Um zu verstehen, dass Management als eine Vielzahl von Aktivitäten angesehen werden kann, die aufgelistet und gruppiert werden können.

Buch: Henri Fayol - General and Industrial Management

Forum Forumsdiskussionen über Prinzipien des Managements. Unten können Sie eine Frage zu diesem Thema stellen, Ihre Erfahrungen teilen, eine neue Entwicklung melden oder etwas erklären. Starten Sie ein neues Thema über Prinzipien des Managements Teilen Sie hier Ihr Wissen (oder stellen Sie eine Frage)   Are Fayol's 14 Management Principles Still Relevant Today? Despite being challenged by various scholars, these principles from Fayol are still relevant in many organisations in Tanzania, what we are doing is just refining those principles in order to suit our... 241   39 Kommentare What is Management? Art, Science, …? Management... Indeed is a great learning and makes many things easy in their own way. Decision-making, organizing, co-ordinating and work not least are the components which come together in management... 213   113 Kommentare What is organisational hierarchy? 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