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Equality of treatment (but not necessarily identical treatment)12.
Personnel Tenure
. Limited turnover of personnel. Lifetime employment for goodworkers.13.
Initiative
. Thinking out a plan and do what it takes to make it …show more content…
The best safeguard against abuse of authority and weakness on the part of a higher manager is personal integrity and particularly high moral character of such amanager..... This integrity is conferred neither by election nor ownership. “1916A manager should never be given authority withoutresponsibility--and also should never be given responsibilitywithout the associated authority to get the work done.
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Discipline The generalization about discipline is that discipline is essential
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5.
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:
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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.
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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 …show more content…
This issue does not go away evenwhere flatter, devolved organizations occur. Decentralization - isfrequently centralized-decentralization!!! The modes of control
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over the actions and results of devolved organizations are stillmatters requiring considerable attention.
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Scalar chain/line of authority the scalar chain of command of reporting relationships from topexecutive to the ordinary shop operative or driver needs to besensible, clear and understood.
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Order The level of generalization becomes difficult with this principle.Basically an organization "should" provide an orderly place for each individual member - who needs to see how their role fitsinto the organization and be confident, able to predict theorganizations behavior towards them. Thus policies, rules,instructions and actions should be understandable andunderstood. Orderliness implies steady evolutionary movementrather than wild, anxiety provoking, unpredictable movement.
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Equity Equity, fairness and a sense of justice "should” pervade theorganization - in principle and practice.
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Stability of tenure Time is needed for the employee to adapt to his/her work and perform it effectively. Stability of tenure promotes loyalty to theorganization, its purposes and values.
Personnel Tenure
. Limited turnover of personnel. Lifetime employment for goodworkers.13.
Initiative
. Thinking out a plan and do what it takes to make it …show more content…
The best safeguard against abuse of authority and weakness on the part of a higher manager is personal integrity and particularly high moral character of such amanager..... This integrity is conferred neither by election nor ownership. “1916A manager should never be given authority withoutresponsibility--and also should never be given responsibilitywithout the associated authority to get the work done.
•
Discipline The generalization about discipline is that discipline is essential
[pic][pic] [pic][pic]
5.
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 …show more content…
This issue does not go away evenwhere flatter, devolved organizations occur. Decentralization - isfrequently centralized-decentralization!!! The modes of control
[pic][pic]
over the actions and results of devolved organizations are stillmatters requiring considerable attention.
•
Scalar chain/line of authority the scalar chain of command of reporting relationships from topexecutive to the ordinary shop operative or driver needs to besensible, clear and understood.
•
Order The level of generalization becomes difficult with this principle.Basically an organization "should" provide an orderly place for each individual member - who needs to see how their role fitsinto the organization and be confident, able to predict theorganizations behavior towards them. Thus policies, rules,instructions and actions should be understandable andunderstood. Orderliness implies steady evolutionary movementrather than wild, anxiety provoking, unpredictable movement.
•
Equity Equity, fairness and a sense of justice "should” pervade theorganization - in principle and practice.
•
Stability of tenure Time is needed for the employee to adapt to his/her work and perform it effectively. Stability of tenure promotes loyalty to theorganization, its purposes and values.