The 14 Management Principles from Henri Fayol (1841-1925)

The 14 Management Principles from Henri Fayol (1841-1925) are:


Division of Work. Specialization allows the individual to build up experience, and to continuously improve his skills. Thereby he can be more productive.


Authority. The right to issue commands, along with which must go the balanced responsibility for its function.


Discipline. Employees must obey, but this is two-sided: employees will only obey orders if management play their part by providing good leadership.


Unity of Command. Each worker should have only one boss with no other conflicting lines of command.


Unity of Direction. People engaged in the same kind of activities must have the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise. Unity of command does not exist without unity of direction but does not necessarily flows from it.


Subordination of individual interest (to the general interest). Management must see that the goals of the firms are always paramount.


Remuneration. Payment is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system.


Centralization (or Decentralization). This is a matter of degree depending on the condition of the business and the quality of its personnel.


Scalar chain (Line of Authority). A hierarchy is necessary for unity of direction. But lateral communication is also fundamental, as long as superiors know that such communication is taking place. Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not be over-stretched and consist of too-many levels.


Order. Both material order and social order are necessary. The former minimizes lost time and useless handling of materials. The latter is achieved through organization and selection.


Equity. In running a business a ‘combination of kindliness and justice’ is needed. Treating employees well is important to achieve equity.


Stability of Tenure of Personnel. Employees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely.


Initiative. Allowing all personnel to show their initiative in some way is a source of strength for the organization. Even though it may well involve a sacrifice of ‘personal vanity’ on the part of many managers.


Esprit de Corps. Management must foster the morale of its employees. He further suggests that: “real talent is needed to coordinate effort, encourage keenness, use each person’s abilities, and reward each one’s merit without arousing possible jealousies and disturbing harmonious relations.”

What is Management? Five elements



Fayol’s definition of management roles and actions distinguishes between Five Elements:

Prevoyance. (Forecast & Plan). Examining the future and drawing up a plan of action. The elements of strategy.


To organize. Build up the structure, both material and human, of the undertaking.


To command. Maintain the activity among the personnel.


To coordinate. Binding together, unifying and harmonizing all activity and effort.


To control. Seeing that everything occurs in conformity with established rule and expressed command.


Ability to compromise

Ability to Compromise

There are subtle changes that most people can make in their lives in order to make their spouse happy. This is part of the never ending compromise phase that is critical.


When single, I’d watch football games at bars every Saturday and Sunday (and sometimes Thursday). Once married, I toned it down to one day. This is a manageable change that I was willing to make. However, had my wife insisted that I give up all sports entirely, I would have resisted and eventually resented her. That resent would have spread and ultimately influenced my overall attitude towards her.


The same is true for just about everything. The willingness of the other person to compromise today (of the lack thereof) and your reaction to it will prove to be a precedent setting event. If someone is absolutely unwilling to compromise on minor issues, you should expect the same for larger issues. Don’t be shocked and appalled by it when it happens three years from now- you knew this going in and you accepted it

You can’t make a man love, want or need you.

You can’t make a man love, want or need you. You can’t make the same man look at you if he doesn’t want to. You cannot expect respect from a man who does not respect himself. You cannot plan the future with a man in mind who only thinks about today and remembers your past and forgets his. You can’t put fire in the eyes of a man who pays no attention to you. You can’t arouse awe in a man who was never taken by you when you were or are at your most plain, simple and natural.

Don’t ever make the mistake of loving a selfish man. The one who has you below his priorities, the one who has you as just another option. The one who acts like romance and chivalry are overated. Don’t spare not one tear, not one moment of your life, for a man who will drop you like a bad habit any chance he gets because around him there are more important things than being with you. Do not try to create cherisheable memories with a man who thinks that saying ‘I love you’ communicates all of their feelings and shows how much you mean to him.

A man who waits for you to do more than your 50%, waits for you to cross your half way boundary to meet him at his point zero, is a man not worth your time, emotions or energy.