![]() ![]() There should be a direct line of authority from the top of the corporate hierarchy to the bottom, so that any employee can contact a manager in the line of authority if an issue arises that needs a decision. This was a quite forward-thinking principle, and foreshadowed the ongoing trend to empower employees well down in the organizational structure. The amount of decision making should be properly balanced throughout the organization, and not just at the top. ![]() Subsequent research has found that remuneration only forms a part of the rewards that employees tend to value. Though obvious, this principle points out that employees will work harder if they are properly compensated for their work. RemunerationĮmployees must be paid a fair wage. If this principle were to be violated, employees could refuse to work on essential but uninteresting tasks. The interests of a single employee do not override those of the entire organization. Subordination of Individuals to the Group This principle is inherently obvious there cannot be multiple, possibly conflicting plans tugging employees in different directions. There should be one plan of action to guide employees. Also, teams are more likely to operate with reduced levels of supervision, instead tackling issues as a group. This principle has largely held up, though matrix organizations involve the use of two supervisors. Unity of CommandĮach employee should only receive orders from one supervisor. This principle is still true and remains relevant. DisciplineĮmployees must obey the governing rules of the organization. This principle has held up, though a general trend toward pushing decision making deep down in the organization has shifted authority to more and more people. Managers must be vested with authority, which gives them the right to give orders. Though quite correct, this principle resulted in deeply uninteresting jobs employers have subsequently added back tasks to make jobs more interesting. Division of Workīy having employees specialize in just a few tasks, they can become much more efficient than having employees engage in every possible task. He believed that the following principles could be applied to any business. General administrative theory is a set of 14 principles of management, as set forth by Henri Fayol, a French mining engineer and executive. ![]()
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