Management Science

Stability of Tenure of Personnel [11] Henri Fayol's principle, "Stability of Tenure of Personnel," advocates for keeping employees in an organisation for extended periods. This principle emphasises numerous advantages:  - Long-tenured employees accrue expertise and specialised knowledge which benefit  company operations and growth. - It reduces costs associated with turnover, such as hiring and training expenses.  - Employees feeling secure in their positions are more motivated, leading to higher job   satisfaction and morale. - Reduced turnover enhances team cohesion, which, in the long term, improves efficiency  and productivity. Fayol warned that constant personnel turnover disrupts organisational  functioning, hinders productivity, and incurs additional costs. However, modern workplaces require a balance between stability and adaptability to accommodate changing business needs and technological advancements. While Fayol's principle remains rele...

Scalar Chain [10] It is a management principle based on establishing an unbroken line of authority from the highest levels of management on down.  In this model, the person at each management level communicates with only those directly above and below them. The manager at the highest level has the most decision-making power, and responsibility for decisions decreases as one goes down the chain. The system can be circumvented in emergencies and for operational efficiency, when two people at the same level can directly communicate with each other, rather than go through the upper levels that connect them, as long as their supervisors are aware. This exception is called a gangplank.   Organisations employ this principle to ensure that decision-making power remains in the control of high-ranking managers. Aiden

 Order [9] The principle of order relates to resource allocation within an organisation. Managers must budget for human resources, raw materials, machinery, advertising, distribution, and much more. Materials must have “a place appointed for each thing and each thing must be in its appointed place.” Places should also be “suitably arranged” and “well chosen.” This is to avoid “useless handling, lost time, and risk of mistakes. If everything in a factory has a defined place and if they are located there, there will be no delay in production. This will lead to a higher level of productivity and efficiency. Aiden

Equity [10] Henri Fayol’s equity principle states that employees must be treated kindly and equally with fairness and justice. Managers should supervise and monitor the employees and give equal treatment to employees of similar position.  This principle was incredibly important and groundbreaking at the time. The idea that all people in the workplace deserved to be treated with respect and kindness was a new way of thinking. But equity does not mean total absence of harshness and responsibility. Fayol was of the opinion that “at times force and harshness might become necessary for the sake of equity”. This principle shows just how ahead of his time Fayol was, as equity is something we still strive for today. As we strive for a fairer and better world of work where anyone can do anything, it is principles like this that point us in the right direction. Morgan

Centralisation and Decentralisation [8] Complete centralisation means that people at the bottom have no authority over their responsibilities. On the other hand, complete decentralisation means that there will be no superior authority to control the organisation. Therefore, it is vital firms maintain a healthy balance between these two components.  Fayol argued that in certain situations, centralisation could be beneficial. For example, in certain organisations tasks are routine and employees need clear instructions, this authority may be needed to provide efficient control and keep uniformity within the firm.  Fayol also recognised the importance of decentralisation, most notably in situations where tasks require creativity and quick decision-making.  Fayol wrote, "A place for everyone and everyone in his place." Emma

Remuneration [7] Fayol believed that employees should receive a fair wage for their work, taking into account factors such as the nature of the job, the skills and qualifications of the employee. According to Fayol's research  fair pay ensures staff are happy, which promotes better productivity and loyalty. In turn, both the firm and its workers benefit.  Moreover he further stressed that wages and salaries should be set considering the complexity of the tasks performed, the level of responsibility, and the overall economic conditions as well as the importance of providing additional incentives, such as bonuses, to encourage employees to go above and beyond their regular duties. In conclusion, he believed that just compensation based on employees' contributions, not only motivated the workforce but also improved interpersonal relationships productivity within the firm. Emma

 Collective Interest over Individual Interest [6] The broad interest of the team as a whole should be prioritised above an individual’s personal interest. One person’s preference should not derail the entire organisation’s process.   This was significant because if one person splits from the group, the whole organisation could be in jeopardy. The organisation’s stability is vital to its lifespan. For example: If a team planned a corporate trip away, the team member in charge of booking accommodation and making arrangements must do so with affordability and practicality in mind, rather than prioritising their personal wants and needs. In another situation, one employee may think that they are entitled to smoke in the workplace, however the health and comfort of the entire team must be prioritised here.    Grace

Unity of Direction [5] There should be only one manager and one plan in charge of a team that has one goal. Fayol wrote that it is - “The condition essential to unity of action, coordination of strength and focusing of effort.”  He stressed the importance of organising work and tasks so that the team works seamlessly and in harmony under one director and using one plan. It was significant because it meant that everyone was working towards the same goal and avoided confusion over responsibilities.  Similar activities should be grouped together into one department, for example marketing activities including advertising, sales promotion, and market research should have one manager in charge of this total department with sub managers for each activity.  Splitting it up avoids confusion and increases productivity. Grace

Unity of Command [4] This principle states that employees receive orders from one supervisor or manager. I believe he says this because if an employee has more than one supervisor it could lead to miscommunication and ego clashes. In the novel “The brain instructions for using” by David Rock it clearly demonstrates how the brain reacts to multitasking. It reacts much worse and leads to errors and slower performance. This effect is lessened when employees receive only one voice telling them what to do, which is the basis of Henri Fayol's principle of unity of command. Why is it significant? With a clear and obvious chain of command, companies can run more efficiently and allow better performance.  George

Discipline [3] This principle states that for organisations to run smoothly and efficiently there should be a structure of rules and philosophies that everyone should meet. Breaking and bending of these rules should not be tolerated and should be met with a penalty. In Chelsea Football Club in 2021 striker Romelu Lukakuwas fined £325,000 by the club for doing an interview for Sky Italia where he criticised the club as a result for this the club fined him for a breach of discipline. I believe that rules and discipline are crucial in companies as it gives a company's workers structure and decorum. They also create an efficient work environment. George

Authority [2] Managers must possess the authority to give orders, and recognize that with authority comes responsibility. As well as rank, Fayol argues that a manager's intelligence, experience and values should command respect. We see this principle everywhere in today’s world with the use of job titles such as CEO and COO etc. This helps employees understand their position in the hierarchy who they should report to in this line of command. Furthermore, just like Fayol stated, these roles come with certain authorities and responsibilities such as decision-making, conflict resolution, performance appraisals and enforcing company rules and policies. Kishi

Division of Labour [1] The first Henry Fayol principle of management is based on the theory that if an employee is given a specific task to do, they will become more efficient and skilled in it. Productivity increases as employees become more skilled, assured and efficient. Today, experts still warn against multi-tasking. Even in Trinity, we see this principle in action. Every department has a different responsibility, like the academic registry, sports centre, administration, sanitation etc. These responsibilities are taken care of by employees specialising in that particular department, increasing efficiency and productivity and making them specialists in their field. Kishi

Early Life and Background [14] Henri Fayol was born on the 29 July 1841, in Istanbul. His father was an engineer and the whole family relocated to France in 1847.  Afte r studying in an academy in Saint-Etienne, Fayol became a French mining engineer and he went on to develop one of the most important concepts in modern management. In 1888, Fayol was promoted to managing director of the mining company where he worked.  Under his watch, the struggling company prospered and became one of the most successful steel and iron manufacturers in France.  Fayol spent thirty years working in this position, earning huge respect and admiration. He died at 84 years old on November 19, 1925.

The Fayolists Henri Fayol Grace Fahy, Aiden O'Carroll, Kishi Akinyemi, Emma Boylan, George Cosgrave, Morgan McMahon