Business Project

To study the fourteen principles of Fayol
To study how these principles are applied in “MILKY MIST DIARY FOOD PRIVATE
LIMITED” organization.
To analyze the needs of these principles in the organization.

Management is an individual (or) a group of individuals that accepts
responsibilities to run an organization. They plan ,organize ,direct ,and control are
essential activities of the organization.
Management do not exist for itself. They motivate others to do the work and co
ordinate are the work in order to achieve the objectives of the organization.
Management brings together all men and women ,money ,machine ,materials
,methods and markets. They uses these to achieve high sales ,maximum profits
,business expansion to co ordinate and to control effectively and efficiently.
Through this project we understood the practical application of principals of
management.[Fayol’s 14 principles].
“MILKY MIST DIARY FOOD PRIVATE LIMITED” applies most of the principles
though the employees are not aware of it. All the principles of management are
not practically applied , if applied it will bring in more efficiency.
If we tend to establish an organization in the future ,we would male sure that all
the principles are positively applied in the organization.
DIVISION OF WORK
Dividing the full work of the organization among individuals and creating
departments is called the division of work In the long term, this same
targeted division of work helps the labour in specializing in the work they
are doing, thereby ensuring there are far fewer mistakes. In a factory, the
problem solver is always someone who has worked on the machinery for
years on end.
Authority and Responsibility
In order to get things done in an organization, management has

the authority to give orders to the employees. Of course with this
authority comes responsibility. According to Henri Fayol, the
accompanying power or authority gives the management the
right to give orders to the subordinates. The responsibility can be
traced back from performance and it is therefore necessary to
make agreements about this. In other words, authority and
responsibility go together and they are two sides of the same
coin.
Discipline
This third principle of the 14 principles of management is about

obedience. It is often a part of the core values of a mission and
vision in the form of good conduct and respectful interactions.
This management principle is essential and is seen as the oil to
make the engine of an organization run smoothly.
Unity of Command
The management principle ‘Unity of command’ means that an

individual employee should receive orders from one manager and
that the employee is answerable to that manager. If tasks and
related responsibilities are given to the employee by more than
one manager, this may lead to confusion which may lead to
possible conflicts for employees. By using this principle, the
responsibility for mistakes can be established more easily.
Unity of Direction
This management principle of the 14 principles of management is

all about focus and unity. All employees deliver the same
activities that can be linked to the same objectives. All activities
must be carried out by one group that forms a team. These
activities must be described in a plan of action. The manager is
ultimately responsible for this plan and he monitors the progress
of the defined and planned activities. Focus areas are the efforts
made by the employees and coordination.
Subordination of Individual Interest
There are always all kinds of interests in an organization. In order

to have an organization function well, Henri Fayol indicated that
personal interests are subordinate to the interests of the
organization (ethics). The primary focus is on the organizational
objectives and not on those of the individual. This applies to all
levels of the entire organization, including the managers.
Remuneration
Motivation and productivity are close to one another as far as the

smooth running of an organization is concerned. This
management principle of the 14 principles of management argues
that the remuneration should be sufficient to keep employees
motivated and productive. There are two types of remuneration
namely non-monetary (a compliment, more responsibilities,
credits) and monetary (compensation, bonus or other financial
compensation). Ultimately, it is about rewarding the efforts that
have been made.
The Degree of Centralization
Management and authority for decision-making process must be

properly balanced in an organization. This depends on the volume
and size of an organization including its hierarchy.
Centralization implies the concentration of decision making

authority at the top management (executive board). Sharing of
authorities for the decision-making process with lower levels
(middle and lower management), is referred to as
decentralization by Henri Fayol. Henri Fayol indicated that an
organization should strive for a good balance in this.
Scalar Chain
Hierarchy presents itself in any given organization. This varies

from senior management (executive board) to the lowest levels in
the organization. Henri Fayol ’s “hierarchy” management principle
states that there should be a clear line in the area of authority
(from top to bottom and all managers at all levels). This can be
seen as a type of management structure. Each employee can
contact a manager or a superior in an emergency situation
without challenging the hierarchy. Especially, when it concerns
reports about calamities to the immediate managers/superiors.
Order
According to this principle of the 14 principles of management,

employees in an organization must have the right resources at
their disposal so that they can function properly in an
organization. In addition to social order (responsibility of the
managers) the work environment must be safe, clean and tidy.
Equity
The management principle of equity often occurs in the core

values of an organization. According to Henri Fayol, employees
must be treated kindly and equally. Employees must be in the
right place in the organization to do things right. Managers should
supervise and monitor this process and they should treat
employees fairly and impartially.
Stability of Tenure of Personnel
This management principle of the 14 principles of management

represents deployment and managing of personnel and this
should be in balance with the service that is provided from the
organization. Management strives to minimize employee turnover
and to have the right staff in the right place. Focus areas such as
frequent change of position and sufficient development must be
managed well.
Initiative
Henri Fayol argued that with this management principle

employees should be allowed to express new ideas. This
encourages interest and involvement and creates added value for
the company. Employee initiatives are a source of strength for
the organization according to Henri Fayol. This encourages the
employees to be involved and interested.
Esprit de Corps
The management principle ‘esprit de corps’ of the 14 principles of

management stands for striving for the involvement and unity of
the employees. Managers are responsible for the development of
morale in the workplace; individually and in the area of
communication. Esprit de corps contributes to the development of
the culture and creates an atmosphere of mutual trust and
understanding.
In conclusion on the 14 Principles of management
The 14 principles of management can be used to manage

organizations and are useful tools for forecasting, planning,
process management, organization management, decision-
making, coordination and control.
Although they are obvious, many of these matters are still used
based on common sense in current management practices in
organizations. It remains a practical list with focus areas that are
based on Henri Fayol ’s research which still applies today due to a
number of logical principles.
Management Principles of Henri Fayol
14 principles of management are universally accepted and used

even today. According to Henri Fayol, all managers must follow
these 14 principles.
Henri Fayol, a French industrialist, is now recognized as the

Father of Modern Management. In the year 1916 Fayol wrote a
book entitled “Industrial and General Administration”. In this book,
he gave the 14 Principles of Management.
14 PRINCIPLES OF MANAGEMENT
1.Division of Work
2.Authority and Responsibility
3. Discipline
4.Unity of Command
5. Unity of Direction
6. Subordination of Individual to General Interest
7. Remuneration of employees
8. Centralisation and Decentralisation
9. Scalar Chain
10. Order
11. Equity
12. Stability of Personal
13. Initiative
14. Esprit de Corps

THE INDIAN PUBLIC SCHOOL
ERODE – 638002
2019-20
BUSINESS STUDIES
PRINCIPLES OF MANAGEMENT
DONE BY
NITHIN KUMAR
YUVENDRA
LOHITH SURYA
SUNDARAM
HENRY FAYOL
Life time 29 July 1841 – 19 November 1925
Occupation French mining engineer ,
Known for Fayolism

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To study the fourteen principles of Fayol

To analyze the needs of these principles in the organization.

Authority and Responsibility

In order to get things done in an organization, management has

This third principle of the 14 principles of management is about

The management principle ‘Unity of command’ means that an

This management principle of the 14 principles of management is

Subordination of Individual Interest

There are always all kinds of interests in an organization. In order

Motivation and productivity are close to one another as far as the

The Degree of Centralization

Management and authority for decision-making process must be

Centralization implies the concentration of decision making

Hierarchy presents itself in any given organization. This varies

According to this principle of the 14 principles of management,

The management principle of equity often occurs in the core

This management principle of the 14 principles of management

Henri Fayol argued that with this management principle

The management principle ‘esprit de corps’ of the 14 principles of

The 14 principles of management can be used to manage

14 principles of management are universally accepted and used

Henri Fayol, a French industrialist, is now recognized as the

2.Authority and Responsibility

6. Subordination of Individual to General Interest

8. Centralisation and Decentralisation

12. Stability of Personal

14. Esprit de Corps

Life time 29 July 1841 – 19 November 1925

Occupation French mining engineer ,

Known for Fayolism

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