14 Principles of Management described by Henri Fayol.

1. Division of Labor a. Henry Fayol has stressed on the specialization of jobs. b. He recommended that work of all kinds must be divided & subdivided and allotted to various persons according to their expertise in a particular area. c. Subdivision of work makes it simpler and results in efficiency. d. t also helps the individual in ac!uiring speed" accuracy in his performance. e. Specialization leads to efficiency & economy in spheres of business. 2. Party of Authority & Responsibility a. #uthority & responsibility are co$existing. b. f authority is given to a person" he should also be made responsible. c. n a same way" if anyone is made responsible for any job" he should also have concerned authority. d. #uthority refers to the right of superiors to get exactness from their sub$ordinates whereas responsibility means obligation for the performance of the job assigned. e. %here should be a balance between the two i.e. they must go hand in hand. f. #uthority without responsibility leads to irresponsible behavior whereas responsibility without authority makes the person ineffective. 3. Principle of One Boss a. # sub$ordinate should receive orders and be accountable to one and only one boss at a time. b. n other words" a sub$ordinate should not receive instructions from more than one person because $ $ $ $ $ $ $ $ $ t undermines authority &eakens discipline 'ivides loyalty (reates confusion 'elays and chaos )scaping responsibilities 'uplication of work *verlapping of efforts

4.

c. %herefore" dual sub$ordination should be avoided unless and until it is absolutely essential. d. +nity of command provides the enterprise a disciplined" stable & orderly existence. e. t creates harmonious relationship between superiors and sub$ordinates. nity of Direction a. Fayol advocates one head one plan which means that there should be one plan for a group of activities having similar objectives. b. ,elated activities should be grouped together. %here should be one plan of action for them and they should be under the charge of a particular manager. c. #ccording to this principle" efforts of all the members of the organization should be directed towards common goal. d. &ithout unity of direction" unity of action cannot be achieved. e. n fact" unity of command is not possible without unity of direction.

Basis -eaning

nity of co!!an" t implies that a sub$ordinate should receive orders & instructions from only one boss. t is related to the functioning of personnel/s.

nity of "irection t means one head" one plan for a group of activities having similar objectives. t is related to the functioning of departments" or organization as a whole. t is necessary for sound organization.

.ature

.ecessity

t is necessary for fixing responsibility of each subordinates. t avoids conflicts" confusion & chaos.

#dvantage

t avoids duplication of efforts and wastage of resources. t leads to smooth running of the enterprise.

,esult

t leads to better superior sub$ordinate relationship.

%herefore it is obvious that they are different from each other but they are dependent on each other i.e. unity of direction is a pre$re!uisite for unity of command. 0ut it does not automatically come from the unity of direction. #. $%uity a. )!uity means combination of fairness" kindness & justice. b. %he employees should be treated with kindness & e!uity if devotion is expected of them. c. t implies that managers should be fair and impartial while dealing with the subordinates. d. %hey should give similar treatment to people of similar position. e. %hey should not discriminate with respect to age" caste" sex" religion" relation etc. f. )!uity is essential to create and maintain cordial relations between the managers and sub$ordinate. g. 0ut e!uity does not mean total absence of harshness. h. Fayol was of opinion that" 1at times force and harshness might become necessary for the sake of e!uity2. &. Or"er a. %his principle is concerned with proper & systematic arrangement of things and people. b. #rrangement of things is called material order and placement of people is called social order. c. -aterial order$ %here should be safe" appropriate and specific place for every article and every place to be effectively used for specific activity and commodity.

d. Social order$ Selection and appointment of most suitable person on the suitable job. %here should be a specific place for every one and everyone should have a specific place so that they can easily be contacted whenever need arises. '. Discipline a. #ccording to Fayol" 1'iscipline means sincerity" obedience" respect of authority & observance of rules and regulations of the enterprise2. b. %his principle applies that subordinate should respect their superiors and obey their order. c. t is an important re!uisite for smooth running of the enterprise. d. 'iscipline is not only re!uired on path of subordinates but also on the part of management. e. 'iscipline can be enforced if $ $ %here are good superiors at all levels. $ %here are clear & fair agreements with workers. $ Sanctions 3punishments4 are judiciously applied. (. )nitiative a. &orkers should be encouraged to take initiative in the work assigned to them. b. t means eagerness to initiate actions without being asked to do so. c. Fayol advised that management should provide opportunity to its employees to suggest ideas" experiences& new method of work. d. t helps in developing an atmosphere of trust and understanding. e. 5eople then enjoy working in the organization because it adds to their zeal and energy. f. %o suggest improvement in formulation & implementation of place. g. %hey can be encouraged with the help of monetary & non$monetary incentives. *. +air Re!uneration a. %he !uantum and method of remuneration to be paid to the workers should be fair" reasonable" satisfactory & rewarding of the efforts. b. #s far as possible it should accord satisfaction to both employer and the employees. c. &ages should be determined on the basis of cost of living" work assigned" financial position of the business" wage rate prevailing etc. d. 6ogical & appropriate wage rates and methods of their payment reduce tension & differences between workers & management creates harmonious relationship and pleasing atmosphere of work. e. Fayol also recommended provision of other benefits such as free education" medical & residential facilities to workers. 1,. -tability of .enure a. Fayol emphasized that employees should not be moved fre!uently from one job position to another i.e. the period of service in a job should be fixed. b. %herefore employees should be appointed after keeping in view principles of recruitment & selection but once they are appointed their services should be served. c. #ccording to Fayol. 1%ime is re!uired for an employee to get used to a new work & succeed to doing it well but if he is removed before that he will not be able to render worthwhile services2. d. #s a result" the time" effort and money spent on training the worker will go waste.

e. Stability of job creates team spirit and a sense of belongingness among workers which ultimately increase the !uality as well as !uantity of work. 11. -calar /hain a. Fayol defines scalar chain as /%he chain of superiors ranging from the ultimate authority to the lowest2. b. )very orders" instructions" messages" re!uests" explanation etc. has to pass through Scalar chain. c. 0ut" for the sake of convenience & urgency" this path can be cut shirt and this short cut is known as 7ang 5lank. d. # 0an1 Plan2 is a temporary arrangement between two different points to facilitate !uick & easy communication as explained below8

n the figure given" if ' has to communicate with 7 he will first send the communication upwards with the help of (" 0 to # and then downwards with the help of ) and F to 7 which will take !uite some time and by that time" it may not be worth therefore a gang plank has been developed between the two. e. 0an1 Plan2 clarifies that management principles are not rigid rather they are very flexible. %hey can be moulded and modified as per the re!uirements of situations 12. -ub3Or"ination of )n"ivi"ual )nterest to 0eneral )nterest a. #n organization is much bigger than the individual it constitutes therefore interest of the undertaking should prevail in all circumstances. b. #s far as possible" reconciliation should be achieved between individual and group interests. c. 0ut in case of conflict" individual must sacrifice for bigger interests. d. n order to achieve this attitude" it is essential that $ $ )mployees should be honest & sincere. $ 5roper & regular supervision of work. $ ,econciliation of mutual differences and clashes by mutual agreement. For example" for change of location of plant" for change of profit sharing ratio" etc. 13. $spirit De4 /orps 5can be achieve" throu1h unity of co!!an"6 a. t refers to team spirit i.e. harmony in the work groups and mutual understanding among the members. b. Spirit 'e/ (orps inspires workers to work harder. c. Fayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run. d. %o inculcate )spirit 'e/ (orps following steps should be undertaken $ %here should be proper co$ordination of work at all levels Subordinates should be encouraged to develop informal relations among themselves. )fforts should be made to create enthusiasm and keenness among subordinates so that they can work to the maximum ability. )fficient employees should be rewarded and those who are not up to the mark should be given a chance to improve their performance.

Subordinates should be made conscious of that whatever they are doing is of great importance to the business & society. e. He also cautioned against the more use of 0ritain communication to the subordinates i.e. face to face communication should be developed. %he managers should infuse team spirit & belongingness. %here should be no place for misunderstanding. 5eople then enjoy working in the organization & offer their best towards the organization. 14. /entrali7ation & De3/entrali7ation

a. (entralization means concentration of authority at the top level. n other words" centralization is a situation in which top management retains most of the decision making authority. b. 'ecentralization means disposal of decision making authority to all the levels of the organization. n other words" sharing authority downwards is decentralization. c. #ccording to Fayol" 1'egree of centralization or decentralization depends on no. of factors like size of business" experience of superiors" dependability & ability of subordinates etc. d. #nything which increases the role of subordinate is decentralization & anything which decreases it is centralization. e. Fayol suggested that absolute centralization or decentralization is not feasible. #n organization should strike to achieve a lot between the two.

PRINCIPLE !F M"N"#EMEN$%
1. D)8)-)O9 O+ :OR;8 &ork should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization. 2. A .<OR).=8 %he concepts of #uthority and responsibility are closely related. #uthority was defined by Fayol as the right to give orders and the power to exact obedience. ,esponsibility involves being accountable" and is therefore naturally associated with authority. &hoever assumes authority also assumes responsibility. 3. D)-/)PL)9$8 # successful organization re!uires the common effort of workers. 5enalties should be applied judiciously to encourage this common effort. 4. 5. 9).= O+ /O>>A9D8 &orkers should receive orders from only one manager. 9).= O+ D)R$/.)O98 %he entire organization should be moving towards a common objective in a common direction.

6. - BORD)9A.)O9 O+ )9D)8)D AL )9.$R$-.- .O .<$ 0$9$RAL )9.$R$-.- 8 %he interests of one person should not take priority over the interests of the organization as a whole. 7. R$> 9$RA.)O98 -any variables" such as cost of living" supply of !ualified personnel" general business conditions" and success of the business" should be considered in determining a worker/s rate of pay. 8. /$9.RAL)?A.)O98 Fayol defined centralization as lowering the importance of the subordinate role. 'ecentralization is increasing the importance. %he degree to which

centralization or decentralization should be adopted depends on the specific organization in which the manager is working. 9. -/ALAR /<A)98 -anagers in hierarchies are part of a chain like authority scale. )ach manager" from the first line supervisor to the president" possess certain amounts of authority. %he 5resident possesses the most authority9 the first line supervisor the least. 6ower level managers should always keep upper level managers informed of their work activities. %he existence of a scalar chain and adherence to it are necessary if the organization is to be successful. 10. ORD$R@ For the sake of efficiency and coordination" all materials and people related to a specific kind of work should be treated as e!ually as possible. 11. $A ).=8 #ll employees should be treated as e!ually as possible. 12. -.AB)L).= O+ .$9 R$ O+ P$R-O99$L8 ,etaining productive employees should always be a high priority of management. ,ecruitment and Selection (osts" as well as increased product$reject rates are usually associated with hiring new workers. 13. )9).)A.)8$8 -anagement should take steps to encourage worker initiative" which is defined as new or additional work activity undertaken through self direction. 14. $-P)R). D$ /ORP-8 -anagement should encourage harmony and general good feelings among employees.

Management t&eoretician Henri Fayol's 14 principles disc(ssed

Principle 1% )i*ision of +or,
%he idea of division of work" or as #dam Smith called it 1division of labour2" in :;;< probably goes back to the beginning of work itself. Fayol recognizes this in considering specialization as part of 1the natural order2 comparing it to the organs of the body . 1%he object of division of work is to produce more and better work with the same effort2" Fayol describes. %his very objective has not been altered in today/s labor. n a sense this principle is the fundamental feature of modern economy" allowing for the largest increases of productivity. 5eter F. 'rucker informs us" that the =>th century has seen a rate of ?@ productivity increase per year" hence productivity has risen A> fold since the time of Frederick %aylor" who acted as a catalyst in the development of division of work . #n example of this fact can come from early industrialization" namely the Ford motor company " where %aylor/s system of a scientific approach was applied. %aylor was interested in skill development by means of standardization and functional specialization . *ne worker would assemble the dashboard" another would assemble the wheels" and yet another would paint the exterior. %he effects of this are well known and lead to Ford becoming not just the predominant car maker but also the inventor of the conveyer$belt production system$ revolutionizing many industries. However" one could argue that extremes of division of work could lead to undesired effects. 'ivision of labor can ultimately reduce productivity and increase costs to produce units. Several reasons as causes for reduction in productivity can be thought of. For example" productivity can

suffer when workers become bored with the constant repetition of a task. #dditionally" productivity can be affected when workers lose pride in their work because they are not producing an entire product they can identify as their own work.

Principle -% "(t&ority and Responsibility

Fayol defines authority as the 1right to give orders2" but he emphasizes that responsibility arises with it . He 1demands high moral character" impartiality and firmness.2 Fayol thinks of responsibility as something that is 1feared as much as authority is sought after2. %his fear" he explains can lead to a paralysis and must be counter$acted by personal integrity and a 1particularly high moral character2. %hese !ualities may be rewarded monetarily" Fayol argues. Fayol himself apparently has not merely preached high morals but lived them too" when in the position of a ()* . He for example purchased no shares in (ommentry$Fourchambault" where he served" in order to avoid a dependence on the board" so he could subordinate his interests to the common good . &hen looking at these standards" Fayol arguably should be followed as a leading example. n the light of current developments in regards to the financial crisis of the year =>>B and onwards" one notices a discrepancy between today/s leadership moral and Fayol/s demands.

Principle .% )iscipline
'iscipline Fayol understood as obedience and outward marks of respect between the firm and its employees . He considered it as an absolute prere!uisite in order to assure a smooth running of the business. 1&ithout it2" he says" 1no enterprise could prosper2. nterestingly" Fayol emphasizes discipline not merely as something the employee owes the management" but rather as something that 1depends essentially on the worthiness of its leaders2" in other words on the respect employees have for their leader. He continues in describing the reasons for defects in employee and management relationships by stating8 1the ill mostly results from the ineptitude of the leaders2 . ,espect for a leader increases with the leader possessing the appropriate !ualifications for the position" i.e. with their perceived 1worthiness2 . n this respect" Fayol has a somewhat more behavioral approach to the problem of discipline than for instance %aylor" who points to 1soldiering2" 3i.e. the agreement between workers to low standards of work in order to protect their own interests4 as something one can recognize as a lack of discipline . %his lack of discipline" %aylor suggests" can be counter$acted by applying various techni!ues" none of which clearly addresses the interaction between worker and manager" other than" what he calls 1heartily cooperation2.

Principle 4% /nity of Command

%his rule re!uires that an 1employee should receive orders from one superior only2 . 'ual command must not necessarily derive from an intentional organizational design" but can occur coincidently" for instance if departments are not clearly demarcated" responsibilities and authorities are not clearly defined" or relationship dynamics 3e.g. amongst friends" family etc4 lead to someone assuming authority that was not originally associated with this individual.

Similar to Fayol/s argument that specialization" and hence division of work is a natural state" one could make the point that a single leader is an evolutionary re!uirement. Simple speaking8 social groups of animals often are organized in a way that resembles the hierarchy of companies" so called dominance hierarchies . %his is especially true in primates. Some argue that our ability as well as our proneness to hierarchies with a clear leadership and the connected aggression" with which we search to establish such hierarchical structures" is imbedded into our brains due to our evolution. Hence unity of command is a principle we find applied in the military just as much as in rather modern and alternatively run companies like 7oogle nc." which is run by three ()*s 3Sergey" )ric and 6arry4 . 7oogle claims to have flat hierarchies and maintain a small$business feel . However" there still must be a leader" a decision maker" one who carries the largest responsibility" or" as in the case of 7oogle" a team of leaders.

Principle 0% /nity of )irection

Fayol summarizes this principle with the words8 1one head and one plan for a group2 . Hence" this point is naturally closely connected to the unity of command principle. #gain Sloan and 7- can serve as an example. Sloan introduced a wide variety of metrics in order to measure the performance of departments and the firms that were part of the 7- concern. His attitude is summarized in his words8 1&e have such control over this ship Cthe 7- corporationD that we know exactly where we are at all times2 . *r as Fayol said8 1+nity of direction is provided for by sound organization of the body corporateE2 . %hat means first one must know where to take the company and subse!uently constantly assure that the plan is still on track. %he success story of 7- under Sloan exemplifies the validity of this principle.

Principle 1% (bordination of indi*id(al interest to general interest

Fayol points out" that personal interests and company interests must be reconciled. 7enerally speaking however" the companies/ interests must be put ahead of personal interests . %he struggle of interest can be exemplified by the worker rights movements and unions. Fayol was not at all opposed to such organizations as unions. n fact" he believed in granting benefits to workers . &e see" Fayol did not mean to suppress workers interests but rather that every worker must compromise with the interests of the collective" i.e. the corporation. nterestingly" Fayol suggests 1constant supervision2 as one measure to restrict unwanted egoistic effects" like selfishness" laziness and others" which cloud the vision for the company/s interests . %his indicates" that with the demand for subordination of individual interest to general interest Fayol included another principle in his catalogue that has not lost its validity today.

Principle 2% Rem(neration of Personnel

n discussing how to apply fair modes of payment" Fayol mentions several still used strategies" e.g. time rates" job rates" and piece rates . -ost interestingly he also mentions the aforementioned bonuses and profit sharing. He emphasizes that there should be no overpayment 1beyond reasonable limits2.

*ne can only speculate how Fayol would think about the bonus practice of banks today. #s Fayol explains himself" in his time bonuses and profit$sharing were still rather new concepts. #nd he wonders what would happen with bonuses in lean times" pointing out" that a salary entirely depending on profit$sharing would lead to a loss of salary under certain circumstances. ,evisiting the banks/ situation of today we see how Fayol/s thoughts on remuneration are largely ignored in regards to the example of the hotly debated banker$bonuses. #dditionally" he describes salary policies as important in maintenance of 1relative social !uiet2" as he calls it . %his attitude echoes like a warning for today/s management leaders" whose remuneration practice is perceived as socially unsustainable and hence immoral" and Fayol/s suggestion is thereby proven to be a relevant principle also today.

Principle 3% Centrali4ation
(entralization is understood by Fayol as the necessity to have control over processes in a central place" and compares this concept with the brain where centrally control is exhibited over the body. Fayol is flexible on the concept of centralization though. He suggests that the degree of centralization must fit the design and size of the corporation . 5ossibly larger firms" with longer chains of command do better with more centralization and vice versa. n today/s corporate world % has contributed to an easier approach to centralization. #t the same time has the fact that large corporations act globally led to adjustments that can best be performed locally. n other words" a company must be able to do both. For different business aspects" different solutions must be found. %his concept can be exemplified by -ichael Hammer/s approach who goes so far as to claim that 1the key structural issue is no longer centralization versus decentralization$ it/s process standardization versus process diversity2 . However" in a traditional administrative approach the examples mentioned by Hammer exemplify the dichotomy modern management is facing. # revealing example mentioned by Hammer is that of Fohnson & Fohnson. %he company standardized 3centralized the process aspect in other words4 ,&' activities and manages these efforts as a single research portfolio. #t the same time the sales and manufacturing processes are dealt with decentralized in order to enable decisions to be taken tailored to the specific circumstances and products. (oncluding" Fayol/s flexible approach regarding centralization is absolutely of relevance for today/s businesses.

Principle 5% calar C&ain

n many organizations" the scalar chain principle is still very much alive. However" some have argued that modern management demands new approaches. t has been argued that with ever increasing size of globally acting companies the scalar chain is increasing in length" thus increasing the cost of coordination . &ith the changing environment" globally operating companies find themselves exposed to in the twenty$first century" some adopt structures that emphasize flexibility and !uick response to change 3as discussed with 7oogle above4.

-any organizations attempt to place decision$making authority in the organizational structure with those who can most effectively and efficiently respond to environmental demands. %his reminds of -ichael Hammer/s theory of the process enterprise . Hammer states" that case managers" with heightened autonomy would lead to a more productive work process. He repeatedly emphasizes the usage of modern % in order to simplify" unify and increase efficiency of processes. #t first sight this may contradict Fayol/s principle. 0ut if we take a closer look" we see that this new approach also demands a close communication base. #s Fustin 6ongnecker puts it" discussions and meetings" contact managers and their subordinates have" may improve or harm the effectiveness of the direct report relationships in the chain of command . n other words" it is still compulsory for companies to have a clearly defined hierarchy of communication that incorporates a 1respect for the line of authority2" which is being 1reconciled with the need for swift action2" as Fayol himself put it . # problem associated with the scalar chain" as Fayol observes it" occurs when a subordinate bypasses a manager in either the communication of information or the making of a decision. %his would undermine the authority and position of the manager who is bypassed. f this would be allowed" morale of the managers would decline. # modern example can be found in two personal examples. &hen working as a chemical technician it was of crucial importance that both" information and orders were passed along a well defined chain of command" in order to assure a smooth production process. n this specific case it was also necessary in order to avoid wrong decision taking that could have had physical conse!uences in a dangerous work environment.

Principle 16% !rder

n discussing" what he calls material order" Fayol points to lost time and an increase of mistakes as a main disadvantage of disorder . He also points to social order and the risks attached to a lack thereof" namely" a reduction of productivity. %he control of order is a paramount interest in Fayol/s opinion" but he warns that 1real order2 does not simply mean that things have the appearance of order. 15erfect order presupposes a judiciously chosen place and the appearance of order is merely a false or imperfect image of real order2" he states. For social order he demands 1the right man in the right place2" in order to achieve the maximum possible outcome of the employee/s applied skills. -odern corollaries of how this principle can be applied can be found in the fact that every larger company today has a human resources department that to the largest part deals with the !uestion of how to find the right employees . Hence" the modern answer to Fayol/s problem to find the 1right man2 is a specialized department that addresses this aspect of social order. Furthermore" the material order is being addressed by a range of strategies" which are designed to maintain or achieve order. +ltimately" material order is a !uestion of 1!uality management2. %he international organization for standardization 3 S*4 is one modern example of how today/s management attempts to achieve order. %he S* has developed guidelines that intent to help management to achieve order and the correlated high level of !uality of leadership" production and documentation . %he S* certifications" which are designed to test a companies/ compliance with the S* principles" are a fixed part of literally every business undertaking there is.

%he principle of order that Fayol mentioned is thereby taken very seriously in today/s business world.

Principle 11% E7(ity

1)!uity and e!uality of treatment are aspirations to be taken into account in dealing with employees2" Fayol says. (learly" this standard is not easily achieved" however" today/s work environment is arguably more e!uipped to tackle this issue than previous generations of corporations. *ne indication for this claim is to be found in the fact that most companies have appointed officials who deal with complaints of employees against the management" for instance the so$called ombudsman . However" this system is naturally not fool proof and private organizations attempt to draw attention to the victims of mistreatment. *ne example is an organization taking care of claims of victims of mobbing within the company .ovartis . &hile the problem still persists" Fayol/s principle is being recognized by corporations and enhanced by the public opinion and most importantly the lawmakers . Several nations" e.g. 7ermany" Sweden and others" intend to tackle the problem of une!ual treatment by passing laws that intend to establish a juridical basis for people who fell victim of ine!uality.

Principle 1-% tability of $en(re of Personnel

t is Fayol/s opinion that it is better to have a 1mediocre manager who stays2 than 1outstanding mangers who merely come and go2 . Fayol does not only apply this idea to management though" he also points to negative effects of a lack of stability when it comes to employees. &hile this point might be debatable to some extend it is clear that stability contributes to better planning possibilities. t also allows for a psychologically beneficial state of mind of the employees" hence certainly improving efficiency and the willingness to perform well for the corporation/s good. #pparently however" this rule of re!uirement has not sunken in generally. %his is demonstrated by the fact that most countries have passed employee protection regulations when it comes to the reasons why people can be laid off. nternationally the nternational 6abor *rganization" a section of the +nited .ations" watches over various aspects of employment and also deals with unfair dismissals of employees . &hile from an employee perspective the protection laws make sense" employers may occasionally view this issue differently. n fact" it is easy to find web$blogs with advice how to fire workers without ensuing lawsuit and some influential individuals" for instance (handrajit 0anerjee" head of the (onfederation of the ndian ndustry " demands it to become easier to hire and fire in ndia . -aybe a way out of this dilemma and back to following Fayol/s principle can derive from an example Henry (hesbrough gave when discussing differences in culture between the +S# and Fapan .

Principle 1.% Initiati*e

Fayol summarizes the need for employees to show initiative in the saying" that 1the initiative of all" added to that of the managerErepresents a great source of strength for businesses2 . He suggests to management to 1inspire and maintain everyone/s initiative2. Some modernly run companies have come to find their special ways in order to ensure employee satisfaction" and" concomitantly their initiative. *ne example is again 7oogle and their policy of 1=>@ time2 . %his policy implies that employees get a large part of their time to invest in projects of their choosing. &hile these projects are not necessarily connected to their immediate work tasks experience has shown" that they often built the basis for spin$off ideas that benefit the firm.

Principle 14% Esprit de Corps

%his principle unifies a number of demands that can best be summarized with Fayol/s own words8 1+nion is strength2. %his principle deals with the personnel being united in their direction and in regards to the correlating efforts to achieve the set goals" in translation" to reveal team spirit. Fayol emphasizes the importance of meetings and personal communication over written communications. %he importance of teamwork is mentioned" and Fayol warns managers against believing they could achieve their goals by the strategy 1divide an rule2. #gain modern % companies can be utilized as living example of this principle. # survey looking at approval ratings for ()*s and overall employee satisfaction shows companies like #pple and 7oogle in top positions. (ompanies" in other words" which are famed" to emphasize and nurture team spirit. %his circumstantial evidence hints to a confirmation of Fayol/s assumption" i.e. that companies who strive to become successful must strengthen team spirit.