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14 Principles of Management
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The general management principles as summarized by Fayol. Explanation of 14 Principles of Management of Henri Fayol. (1916)Contributed by: Vincent Marino |
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What are the 14 Principles of Management? DescriptionThe 14 Management Principles from Henri Fayol (1841-1925) are:
What is Management? Five elementsFayol's definition of management roles and actions distinguishes between Five Elements:
Origin of the 14 Principles of Management. HistoryHenri Fayol (1841-1925) was a French management theorist whose theories in management and organization of labor were widely influential in the beginning of 20th century. He was a mining engineer who worked for a French mining company Commentry-Fourchamboult-Decazeville, first as an engineer. Then he moved into general management and became Managing Director from 1888 to 1918. During his tenure as Managing Director he wrote various articles on 'administration' and in 1916 the Bulletin de la Société de l’ Industrie Minérale, printed his "Administration, Industrielle et Générale – Prévoyance, Organisation, Commandement, Coordination, Contrôle". In 1949 the first English translation appeared: ‘General and Industrial Management’ by Constance Storrs.
Usage of the 14 Management Principles. Applications
Book: Henri Fayol
- General and Industrial Management -
Principles of Management Special Interest Group
Principles of Management Forum
 Comment on this PagePrinciples of Management Education & Events
Compare with the 14 Principles of Management: POSDCORB | Organization Chart | Fourteen Points of Management (Deming) | Ten Schools of Thought | Training Within Industry | Eight Attributes of Management Excellence | Centralization and Decentralization
Return to Management Hub: Change & Organization | Communication & Skills | Decision-making & Valuation | Human Resources
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| ● (Philippines) | Why Management is Needed? | "Everything will be put into wastage without management, resources, personal life, business, career and so on so forth - name it. Management is a very broad term covering the all facets of life. Management is needed to achieve our personal or business goals and objectives through it's four functions (planning, organizing, controlling and leading)." |
| ● (Philippines) | Ownership and Management | "Use more-than-fair principle in setting-up a business. As the saying goes "take care of your employee and the employee will take of your business", or "people do not care how much do you know, until they know how much you care", thus, everything will follow. However, it is imperative in establishing a business to set-up a vision, mission, goals and objectives, techniques and strategies in order to become progressive in the long run. In getting things done, let us don't forget that management is situational and there is no one best way of doing things. Profound experiences in management and leadership are the best foundation in running a successful business." |
| ● (Sweden) | Centralisation or Decentralisation? | "Did ou get any good answer!" | |
| ● (India) | Centralisation and Decentralisation | "When Fayol said centralisation and decentralisation he talked about power and authority. Power and authority are very crucial things in every organisation. If they're in the wrong hand everything goes wrong. He pointed out the method of delegating power and authority as centralisation and decentralisation. Centralisation means all the power is in the center: only one center person has all the power. Decentralisation means the authority to lower levels of management. So it is not in a single hand. In small organisation it may be possible to have complete centralisation policy of power and authority. But it is not possible in a big organisation to have complete centralisation of authority and responsibility because it may lead to delay in decision making." |
| ● (Netherlands) | Subordination of Individual Interest Example | "Suppose an employee would like to obtain a big raise of his salary, beyond what what is usual for his job. Doing so would not be in the general interest of the firm, as it would loose it's competitiveness if it conitinues to pay too much to its employees. Therefore the principle Subordination of Individual Interest says that in this case the general interest should prevail over the individual interest of the employee." | |
| ● (USA) | Example of Subordination of Individual Interest | "I would have to agree with Henry Fayol on the matter about this subject creating "lively debate." After all, "Who decides what the interest of the organization as a whole is?"" | |
| ● Kevin (USA) | Subordination of Individual Interest | "Considering the company's mission to do "X", "X" is always more important than management or staff interests. Typically, what will create the most "buy in" from executive management is to point out that an activity supports the organization's goal of "X". If the "interest" and the mission are not in sync, even though it is important to the manager (or staff member), the "interest" cannot be justified." | |
| ● Henry (USA) | Example of Subordination of Individual Interest | "Another example: Units of a firm may develop a new product or a new direction. Given this innovation is not aligned with corporate direction. Thus corporate direction has been subverted or subordinated to individual interest. Corporation coopt this behavior by encouraging and investing in skunkwork projects. " |
| ● Erick Billy (Tanzania) | Principles of management | "I think Mr. Fayol principles are applicable to many organizations and institutions in one way or the other and people use them as foundation of their managing systems and others will be built froma these to increase effectiveness and good administration in any Organization." | |
| ● Emmanuel (India) | 14 Principles still Practical | "These principles are spectacular and very pratical. Despite all the changes in technology and conceptual analysis, most companies that are succeeding are making good use of Fayol's principles." | |
| ● Odukoya Ademola (Ghana) | Fayol's Principles are Evergreen | "The set of rules put in place by Henri Fayol, discovered, put to use, tested and sustained till date will continue to remain evergreen. It's the lifeline of both the new and existing organization. If I have my way, I would print these principles on the heart of corporate and private establishment. The more top executives understand this, the more we have a positive, functional and dynamic premises for talented interpreneurial minds to develop in corporate settings, because the system and approaches are all scientific." | |
| ● Charlie (UK) | Fayol's principles are old fashioned | "I am not so sure, these principles seem based on "command and control", that management knows best. It fosters a 'them and us' mentality. What does this say about 'empowerment' and flatter organisational structures? I think a lot of this is old school thinking." | |
| ● Ravi Chhabra (India) | Relevance can not be denied | "Even after almost 100 years since these principles were first proposed, their relevance can not be denied. The 14 principles are still valid in the present scenario and can be applied by all present and future managers." | |
| ● Matonda (Kenya) | 14 Principles very relevant | "These principles are very relevant in the sense that from here we have the prevoyance and the foundation to build on a stable management structure. Think about specialization, unity of command, remuneration, scalar chain, discipline and esprit de corps not forgetting direction.They can even influence the political atmosphere when applied shrewdly. HENRI FAYOL deserves appreciation!" | |
| ● Ingrid (Zambia) | Relevant or not? | "I think these principles are very relevant and are applied by a lot of managers in different scenerios. But the environment is the most important thing. In Zambia, you will need to command one or two people to get performance." | |
| ● Tahir Qurban Ali Ch. (Pakistan) | Principles of Management | "I apply Fayol's 14 Principles of Management in my department while serving in different organizations with limited available resources and feel easy to achieve my targets in time." | |
| ● Makori (Kenya) | Enabling Better Management | "The 14 principles form the basis of the entire management practice in all organisations and companies. They happen to be active in all sectors and industries." |
| ● nana boakye (Ghana) | Management is an art and a science | "It's an art because it involves a specialized individual in making an organizations goals achieved. It's a science also because it involves the study of humans and the environment in which they live and operate and applying these in making the goals of the organization achieved." | |
| ● Kuldeep (India) | Management is a jungle | "At the end mgt is a jungle. There are no single theories, sometimes everything works and sometimes nothing, even if the fundamentals are correct." | |
| ● Rahul (India) | Management is a process | "Management is a systematic process of taking decisions and implementing them. It consists of various functions like planning, controling, organizing and coordinating." | |
| ● Calvin (Hong Kong/China) | Management is domain-specific | "Management is to decide what to do and get things done. It is a domain-specific concept. Simply discussing what "management" is does not make much sense or don't mean much. "X + Management" means "how human beings do the X". e.g. HR Management, impression management, comprehensive pest management ... Management itself can be a technique/science or craft/art! The point is to know what to do and mission completed," | |
| ● shrikant (india) | Management is more than theory | "Management is a lot more than the theoretical and bookish concepts. It has everything to do with the situation in which a manager makes decisions , considering the goals of the company at its apex where at the same time the subordinates are also not kept out of the book. The manager who acieves this is the one who is following the definition of management" | |
| ● Dr. Stella John Samuel (India) | Management by a group of people | "Management is much more than what any individual person or manager can say. It is a process which involves a series of actions and commands by a group of people, who aim at achieving a target or goal set by the organization in which they work." | |
| ● Sanjay kumar Mohapatra (India) | Management is Practical | "In real meaning management is not theoretical but more practical. Driving man tactfully, leading them to achieve a proper goal, organizing man and machine into a particular space in a harmonious way, may be considered as a great principle of management. And in brief it may be said that to manage men tactfully is the real management." | |
| ● Qaiss Alokozai (Afghanistan) | Management is developing your employees | "Can we say developing your employees through your work is management?" | |
| ● Laeeq (Pakistan) | Definition of management | "There is no standard definition of management and the term management is interpreted in various ways depending on the context in which it is used. But one of the earliest definitions of management is given by Mr. Fayol. That's why I salute him." | |
| ● Laxmi Pradad Khanal (Nepal) | Management tells what to do | "Management tells us what to do at what time for what purposes. It explains doing the right things at the right time." | |
| ● AfriKing (Newham, East London) | The Best Definition of Management | "Management is the attainment of organisational goals in an effective and efficient manner through planning, organising, controlling and leading." | |
| ● Manish (India) | Management is Co-ordination | "Management is the business of co-ordination with command and the right mix of compassion. Good managers do lead but follow the people's perspective and put prejudices and thier own whims and fancies in the backyard..." | |
| ● Usman Kamal (Pakistan Peshawar) | Process of getting activities completed | "Management is the process of getting activities completed efficiently and effectively with and through other people." | |
| ● Peejay van den Berg (South Africa) | Management is the Mother of all Sciences | "Wow, way back in 1999 I was in a position to ask myself: "What is the definition of management? Good news, it took me 10 (ten) years of research and alas I have a definition. You just wont believe it, its simple, compelling and usable. Watch this space to share in my 10 years of labor of inquiry in a book soon to be published. MANAGEMENT IS NOT A DISCIPLINE OF THE SOCIAL SCIENCES - IT IS THE MOTHER OF ALL SCIENCES. The question is not whether Management is a science? THE QUESTION SHOULD BE WHETHER SCIENCE IS A SCIENCE." | |
| ● Bhanu Prakash (India) | Management is Getting Things Done | "Management is getting things done with the aim of achieving goals effictively and efficently." | |
| ● Major.siva (India) | Management is Common Sense | "As a lecturer in management studies, I just consider management as a common sense, may be in a little bit higher degree. What HF said is not beyond the line of my thinking." | |
| ● Poonam (India) | Management | "Management means: "MANAGE MEN Tactfully"." | |
| ● (India) | Management is Pragmatic and Situational | "Management is not defined by bookish concepts. It is simply pragamatic in its approach. It varies from situation to situation. We can't define it by some hypothetis." | |
| ● (India) | Management is efficient use of resources | "Management is efficient use of resources. Who said this?" | |
| ● (Philippines) | Management is thinking before doing. | "There is no one best way of doing things. Management is situational. " |
| ● (India) | Modern Organisational Hierarchy | "In the vertical layers of ranks of personnel within an organization, each layer subordinate to the one above it. Organization hierarchy is often shown in the form of an organization chart. An extended hierarchy is typical of a bureaucracy, but during the later 20th and early 21st centuries the layers of hierarchical positions within large organizations have often been reduced as part of downsizing exercises. These result in shallow or nonexistent hierarchies of flexible, flat organizations, within which there is greater employee empowerment and autonomy. There is no more important or less important managerial roles in managerial hierarchy. Each layer is an integral part of the root. " |
| ● Steve Deporter (USA) | Risks | "Great addition, because if the manager is not patient then the process of him/her managing will be soon lost or eschewed by another emotion." | |
| ● (India) | Management requires patience | "Patience is the backbone as a matter of fact. There are lot many solutions to a problem/issue but the best and the optimum solution has to be selected. To do that information is to be gathered without which proper decisions cannot be taken. There would be time constraints for the solutions to be reached and therefore the importance of "patience"." |
| ● del (Ghana) | Fayol Beneficial | "When contemporary management practices are critically observed, it is noted that Henri Fayol's 14 principles are evident. The application of these principles in management practice to some extent brings about higher productivity despite its shortfalls." | |
| ● Enimola DJ (Nigeria) | Foundation for Contemporary Management | "Henri Fayol's 14 principles- foundation for the contemporary management. Students in all management programmes and practicing managers will find it a useful tool. Kudos to Fayol!" | |
| ● Hussain (India) | 14 principles of management | "14 princples of management by fayol are the fundamentals of managerial study. Many of the principles should be updated by evaluating the present environment." | |
| ● Aditi (India) | Management and Fayol | "Henry Fayol's 14 Principles of Management have helped to achieve significant role in the corporate sector as well. These many roles have widely helped to understand, analyse the roles of management better... For instance, so that one can practically incorporate these practices in an organisation for better solutions." | |
| ● m'nyk (nigeria) | 14 principles | "As an artist, I feel greatly moved by these priciples right from my higher education yrs. 3 kposa for Fayol..." |
| ● Dianne (Belgium) | The 10 Principles of Urwick (2) | "5. The principle of responsibility - The responsibility of the superior for the acts of the subordinate is absolute. 6. The principle of definition - The content of each position, both the duties involved, the authority and responsibility contemplated and the relationships with other positions should be clearly defined in writing and published to all concerned. 7. The principle of correspondence - In every position, the responsibility and the authority should correspond. 8. The principle of span of control - No person should supervise more than five, or at most, six direct subordinates whose work interlocks. 9. The principle of balance - It is essential that the various units of an organisation should be kept in balance. 10. The principle of continuity - Re-organisation is a continuous process: in every undertaking specific provision should be made for it." | |
| ● David Shortt (Ireland) | Theory of managment | "Thats very informative, thank you" | |
| ● SERAJ (INDIA) | management | "the above statements and definitions are very accurate." |
| ● Erica David (Philippines) | Principles of Management | "It's good, it's fun and it's easy if you concentrate in your work on being a manager." |
| ● omolola (Nigeria) | RISK in Principles fayol | "I believe risk is included in the first 3 principles mention above. That is: if there is adeqate Discipline, Authority and Proper Division of Work, I believe that there shall be minimal Risk." | |
| ● menbre Zenebe (Ethiopia) | Risk | "As risks are not confined to only internal environment, no matter how effective are the principles, we can not do way with them." | |
| ● P. Kamesh (India) | Risk in Principles of Management | "If we study the principles in the way it has been explained there are no risks involved. The "born" manager can understand the principles and also implement in the right spirit whatever odds one is facing. The "made" manager will only be able to implement if the subordinates also understand the principles. The risks here are bigger: let us take the first where discipline is involved. Nobody wants to follow the discipline regime and to follow one has to monitor constantly which takes away valuable time of the manager." |
| ● Umair (Pakistan) | Good and Bad Managers | "Because these 14 principles are not part of the job description of a manager. He manages and is free to manage in his own natural style." | |
| ● Vinit (India) | 14 Management Principles | "The 14 principals are not always practical, it depends on your work area and your surroundings. A few things remain the same, but management decisions and management policies change frequently." | |
| ● Joy (Kenya) | Response to Arijit: Culture | "Speaking from experience of developing country, the culture of inefficiency and ineffectiveness perpetutated by the highest office of the country makes it challenging for the principles to work. This culture is not only present in the country as a whole but in organisations as well. The general situation of the country's socio-economic and political structure provides poor environment for the managers to practice good management. (Opinion/reflection)" | |
| ● (Pakistan) | Good and Bad Managers | "Dear Arijit, sometimes managers have to mold themselves according to the situation and they seem not to follow the principles." | |
| ● sajeel (Pakistan) | Managers and Principles of Henri Fayol | "Managers usually do not follow the principles because they are free to control the organization or the firm." | |
| ● (Philippines) | Managers are only Human | "These 14 principles of management are not always followed by managers for reasons that they are only humans and they make mistakes in handling and managing their people." | |
| ● Chitra (India) | Principles are just Guidelines | "These principles are just guidelines for the manager which help him to take decisions and actions. We know that no two individuals are similar in personality, thinking etc. Therefore being a human being, everybody has its own way of thinking and analysing things." | |
| ● Furqan Jamil (Pakistan) | Management Princples for Study, not Practice | "The 14 principal are only used for to study in books, not to apply them in the organization completely. So managers do their job as they want according to their mind." |
| ● Said (Oman) | 14 Principals | "The real question is, do you really need to memorize them? My answer - and advice - is that memorizing them wouldn't add a value to you as a manager. Understanding the principals & how they are - or should be - implmented is an assurance that you know them without really needing to memorize them. " | |
| ● Jwalatiger (India) | How to Remember the 14 Principles | "Can any one tell in a simple way to me how to remember them?" | |
| ● (India) | Remembering 14 Principles | "Take the first letter of each of the principle and create an acronym which should be sounding funny." | |
| ● Akash Chauhan (India) | Shortcut or Trick to Remember the 14 Principles | "A,E2,I,O,U2,D2,S3,C,R Authority Equity and Espirit de Corps Initiative Order Unity of Command and Unity of Direction Discipline and Division of Work Subordination of Individual Interest, Scalar Chain and Stability of Tenure Centralisation Remuneration" |
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| ● sumit (India) | RE: shortcut or trick to remember the 14 principles- Akash chauhan | "hi, This rail is of great use. Good work." | |
| ● M. Ali Mateen (Pakistan) | Easiest Way to Remember the 14 Principles | "Here is the simpliest formula to keep the beginning letters in mind for years: DADI SO U SEE CUReS 1_2_3_13 6_10 4 6_11_14 8_5_7_9 LOL!" |
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| ● (Netherlands) | Trick to Remember Fayol's 14 Principles | "Wow Ali, I'm impressed!" | |
| ● Vipin Verma (India) | Easiest Way to Remember of 14 Principle of Henri Fayol | "I DECODE USSR USA 13 1_11_8_10_3_14 4_6_9_7 5_12_2" |
| ● Kidane (Eritrea) | Good for operational and clerical aspects | "The 14 principles for management are really good in the operational and clerical aspects of any business organization." |
| ● Sija (tz) | Fayol 14 principles | "Managerial skills are not inborn, but rather acquired through formal training. Leadership skills are born." | |
| ● Ramya (India) | There is nothing called born or made | "According to me a manager is neither both.. It is what he learns from his experiences or his idol that he puts into practice.. No manager can be born .. A person can't have all the qualities by birth.. He inculcates them by gradual learning and experiencing.. Only when he puts his theories into practice he becomes a manager.. A leader may be born but a manager is made.." | |
| ● Kushal (India) | Managers are not born | "Nobody is a manager by birth, only after birth going through different spheres of life he gets any information. " | |
| ● Rodrigo Corte-Real Oliveira (pt) | management levels | "Look at Dr. Clare Graves' Spiral Dynamics Theory: People tend to evolutes since birth reaching, with time, the higher levels. Though, during life (meaning experiences/fazes) they can be up and down within levels. The same can happen with managers: during life (experiences/companies/environments/cultures) they can be up or down. It's often to see good managers fail completely if they change company. This proves one of two things: either the manager had a favorable environment in the first experience, or he reached the (personal) top level" | |
| ● Ghaya (Sudan) | Manager: born or made? | "A manager is made, not born. If it's born, then why do we study management?" | |
| ● Sivaraman (India) | Managers are Made | "Managing a work is not an art, it is skill. We can develop our skills based on experience." | |
| ● Abhishek (India) | Managers:Born or made | "Management comes along with the life ...its the art ...the skill of choosing...of walking ahead on the path ...it cant be decided back in the womb but is acquired..... percieved ...management is the art of judgements..its learned .... seldom inherited" | |
| ● Aditi (India) | Managers : Born or made | "Yes, I agree. A manager Plays an very significant role in an organisation.For this, he gains knowledge with experience , skill and are definitely made by practice with a great indepth of knowledge as well." | |
| ● Rajesh Patil (India) | Mangers:Born or Made | "I believe that with birth an individual can get 10% of management qualities, but he learns 90% from his environment and education, which help to use common sense with less common." | |
| ● Olawole Boy (Nigeria) | Manager: Born AND Made | "Being born as a manager is necessary but not enough. To be an efficent manager, I believe the acquisition and adherence to Henry Fayol's principles of management will help a born-manager to perform more effectively." | |
| ● Midhun (New Zealand) | Managers are Made | "I think managers are made not born. Because managerials skills are developed through the circumstances and experiences a person face. It totally depends on one's living environment." | |
| ● Adeola Sunday (Nigeria) | Celebrated Managers | "I believe some managers are celebrated while others are not because inborn managerial qualities combined with training creates celebrated managers, especially when the managers are doing the right thing at the right time with the right motives." | |
| ● (Namibia) | Managers Born or Made | "Managers are mostly made. Not only through formal training and work experience. The way a person was raised and the environment he grows up also play a role. I believe there is a small number that comes with inborn traits." | |
| ● (Thailand) | Manager:born or made | "Manager may not be a good leader. Management done by rule administration but leader follows his own rule. Some manager was promoted due to being good game player but some good leader may not be so. You shall note that different environment need different kind of persons to get it done. Managers in long established environment may not be as good as they should be as they may never pass the tough time before. A man will be promoted to the less performance position, which is the best he can do; otherwise he will be more promoted to higher position." | |
| ● (Kenya) | Manager : Born or Made | "Managers are 100% made. The inherent qualities that make one have the capacity to lead in any given field are either class taught or gained through apprenticeship ( earning through being). The management qualities which include technical skills, conceptual skills, diagnostic skills, human skills among others, are not qualities anybody is born with as a set... but are rather gathered through a process of rigorous training, one way or the other..." |
| ● Alex (Zambia) | 14 Principles of Management | "I would like to react to Bridget's question but unfortunately I wont because it is an assignment. She has to read on her own." |
| ● (India) | Efficiency vs Effectiveness | "Dear Shabbir, to me, organisational efficiency appears to be of paramount importance, in the light of the intensively competitive business environment. Don't you feel that effectiveness would be a natural consequence of efficiency?" | |
| ● (India) | Organisational Effectiveness | "Undoubtedly organisational efficiency is the real mantra for success of any organisation. However, it should be well supported by effective working practices." | |
| ● Muhammad Yousaf (Pakistan) | Management | "Efficiency and effectiveness also callled end and means how we can more explain? if possible?" |
| ● (India) | School Based Management | "The principles will remain the same, it's only how we interpret them to the needs of the school. This is a good idea to initiate. The principles if learnt the right way at school then become a real stepping stone for the future managers." | |
| ● shashikant (India) | Graduation level principles of management | "i want to create reference notes for graduation level(1st year) BBA course,how should i go about it?" |
| ● Huang (Malaysia) | Police | "what is consentious citizen?" | |
| ● (United States) | Consentious citizen | "One who agrees with the majority of citizens." |
