Fayol's Principles of Management in Mcdonalds Essay

2170 Words Nov 4th, 2012 9 Pages
Fayol was a key figure in the turn-of-the-century Classical School of management theory.He saw a manager's job as:

planning

organizing

commanding

coordinating activities

controlling performance Notice that most of these activities are very task-oriented, rather than people-oriented.This is very like.Fayol laid down the following principles of organization (he called them principles of management):1.
Specialization of labor
. Specializing encourages continuous improvement inskills and the development of improvements in methods.2.
Authority
. The right to give orders and the power to exact obedience.3.
Discipline
. No slacking, bending of rules.4.
Unity of command
. Each employee has one and only one boss.5.
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to control see that everything occurs in conformity with policy and practiceFayol also synthesized 14 principles for organizational design and effectiveadministration. It is worthwhile reflecting on these are comparing the conclusions tocontemporary utterances by Peters, Kanter and Handy to name but three managementgurus. Fayol's 14 principles are:

Specialization/division of labor
A principle of work allocation and specialization in order toconcentrate activities to enable specialization of skills andunderstandings, more work focus and efficiency.

Authority with corresponding responsibility If responsibilities are allocated then the post holder needs therequisite authority to carry these out including the right to requireothers in the area of responsibility to undertake duties. Authoritystems from:

that ascribed from the delegation process (the job holder is assigned to act as the agent of the high authority towhom they report - hierarchy)

Allocation and permission to use the necessary resourcesneeded (budgets, assets, and staff) to carry out theresponsibilities.

Selection - the person has the expertise to carry out theresponsibilities and the personal qualities to win thesupport and confidence of others.The
R = A correspondence is important to understand.
R = A enables accountability in the delegation process. Who do we copewith situations where
R

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