14 Principles Of Management Essay
Henri Fayol (1841-1925) was a French mining engineer, mining executive, management theorist and author. Based on his experience in the mining sector where large numbers of people were employed, he developed what is now known as the “14 Principles of Management”. In a nutshell, the fourteen management principles of Henri Fayol is categorised under the following heads : (1) Division of Work, (2) Authority, (3) Discipline, (4) Unity of Command, (5) Unity of Direction, (6) Subordination of individual interest, (7) Remuneration, (8) Centralisation (or Decentralisation), (9) Scalar chain (Line of Authority), (10) Order, (11) Equity, (12) Stability of Tenure of Personnel, (13) Initiative, and (14) Esprit de Corps.
These 14 principles, or “Fayol’s
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To achieve its objective, this assignment will first discuss the principle of authority and responsibility as explained by Fayol. Secondly, this assignment will look at an independent view of Fayol’s principles by another author and discuss the criticism of those principles by that author. Finally, the assignment will focus on the current management practices of the Fiji Police Force and compare it with Fayol’s principle to determine its applicability in the …show more content…
The Constitution places the organisation under the command of the Commissioner of Police who is not subject to direction or control by any other authority in this regard. By the very nature of it roles and responsibilities stipulated in section 5 of the Act, the organisation is authority driven where superiors give directives and subordinates are required to obey without question or option.
The organisation has a cardinal rule – “do first, complain later”. This concept of management fits in well with Fayol’s experience of the mining sector where executives then gave orders and employees (miners) meekly complied. Collective decision making where officers of all ranks are consulted on any impending directive which directly affects them is unheard of. Decisions are made in the commissioner office or after consultation amongst the chief officers consisting of very senior officers, a formal directive is issued. The same concept applies at departmental, divisional, district and station level. Perhaps, by the very nature of its work, the organisation needs this type of
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