Intro


The Fayolists

Henri Fayol

Grace Fahy, Aiden O'Carroll, Kishi Akinyemi, Emma Boylan, George Cosgrave, Morgan McMahon


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Stability of Tenure of Personnel

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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...
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Unity of Direction

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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
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Collective Interest over Individual Interest

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 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
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