Classical (administrative) school of management (city) Samarina N. Maltseva V. Kuznetsov D. Ollakov A. Papoyan A.

Founders of the school A. Fayol A. Fayol L. Urwick L. Urwick D. Mooney D. Mooney A. Sloan A. Sloan A. Ginsburg A. Ginsburg A. Gastev A. Gastev With the emergence of the administrative school, specialists began to constantly develop approaches to improving management the organization as a whole. A. Fayol

Henri Fayol, whose name is associated with the emergence of this school and who is sometimes called the father of management, worked almost his entire adult life (58 years) in a French company processing coal and iron ore. Henri Fayol, whose name is associated with the emergence of this school and who is sometimes called the father of management, worked almost his entire adult life (58 years) in a French company processing coal and iron ore. Dindall Urwick was a management consultant in England. Dindall Urwick was a management consultant in England. James D. Mooney, who wrote with A. C. Reilly, worked under Alfred P. Sloan at General Motors. James D. Mooney, who wrote with A. C. Reilly, worked under Alfred P. Sloan at General Motors.

The main goal of the school The main goal of this school was efficiency in the broader sense of the word - in relation to the work of the entire organization. The "classics" tried to look at organizations from a broad perspective, trying to determine the general characteristics and patterns of organizations. The goal of the classical school was to create universal principles of management. In doing so, she proceeded from the idea that following these principles would undoubtedly lead the organization to success. The goal of the classical school was to create universal principles of management. In doing so, she proceeded from the idea that following these principles would undoubtedly lead the organization to success.

Fayol considered the organization as a single organism, which is characterized by the presence of 6 types of activities: 1. Technological\technical activities; 2. Commercial (purchase, sale, exchange); 3. Financial (search for capital and its effective use); 4. Accounting activities (inventory and accounting of property, raw materials, materials); 5. Protective function (protection of property and personality); 6. Administrative (impact on personnel).

Fayol identified 14 principles of management: 1. Division of labor, which increases the qualifications and level of work performance. 2. Authority and responsibility. Where authority is given, responsibility arises. 3. Discipline. Discipline involves obedience and respect for agreements reached between the company and its employees. 4. Unity of command. An employee must receive orders only from one immediate superior. 5. Unity of direction. Each group operating within the same goal must be united by a single plan and have one leader. 6. Subordination of personal interests to general ones.

7. Staff remuneration. 8. Centralization. The appropriate degree of centralization will vary depending on the specific conditions. 9. The scalar chain or chain of interaction consists in the clear construction of chains of commands from management to subordinates. 10. Order - everyone should know their place in the organization. 11. Justice is a combination of kindness and justice. 12. Stability of the workplace for personnel and consistency of personnel. 13. Initiative, i.e. encouraging employees when they develop new ideas. 14. Corporate spirit lies in the formation of a corporate culture with its norms, rules, and philosophy.

Fayol has prepared a number of tips and recommendations for novice managers: · complement your technical knowledge with management skills; · gain additional knowledge in the process of communicating with managers; · control your words and actions when communicating with subordinates, do not make unfair comments; · do not abuse the trust of your boss; · try to approach the assessment of the people around you as objectively as possible, and, if possible, avoid criticism in your judgments; · constantly educate yourself, try to keep abreast of the latest scientific achievements.

Positive features of the school: The question of the need to highlight one’s own management activities as a special object of research. The question of the need to highlight one’s own management activities as a special object of research. The need for competence and knowledge of the manager. The need for competence and knowledge of the manager. Development of an integrated management system for the organization. Development of an integrated management system for the organization. The structure of management and organization of the enterprise by employees based on the principle of unity of command. The structure of management and organization of the enterprise by employees based on the principle of unity of command. Creation of a system of management principles leading the organization to success. Creation of a system of management principles leading the organization to success.

Negative features of the school: Inattention to the social aspects of management. Lack of attention to the social aspects of management. Inattention to the human factor at the enterprise. Inattention to the human factor at the enterprise. Mastering new types of work based on personal experience, rather than using scientific methods. Mastering new types of work based on personal experience, rather than using scientific methods.

Features of the classical school of management: Rational enterprise management “from above” Rational enterprise management “from above” Consideration of management as a universal process consisting of several interrelated operations: technical, commercial, financial, insurance, accounting, administrative Consideration of management as a universal process consisting of several interrelated operations: technical, commercial, financial, insurance, accounting, administrative Statement of the basic principles of management: division of labor, power and responsibility, discipline, unity of command, unity of leadership, remuneration, centralization, scalar chain, initiative, corporate spirit, justice, etc. Statement of the basic principles of management: division of labor, power and responsibility, discipline, unity of command, unity of leadership, remuneration, centralization, scalar chain, initiative, corporate spirit, justice, etc. Formulation of a systematized theory of management of the entire organization, highlighting management as a special type of activity Formulation of a systematized theory of management of the entire organization, highlighting management as a special type of activity Development of general management issues Development of general management issues

Henri Fayol (French Henri Fayol, July 29, November 1925) French theorist and practitioner of management, founder of the classical administrative school of management, as well as a mining engineer.

At the time of his appointment as general manager, the company was on the verge of bankruptcy. By the time Fayol retired (1918), the concern had become one of the largest, efficiently operating enterprises, which contributed to the defense capability of France during the First World War.

Award While in retirement, Fayol created and headed the Center for Administrative Research, which carried out orders for research in various areas of economic activity (tobacco industry, postal and telegraph department). Fayol was awarded the Order of the Legion of Honor and other state awards, and had high scientific titles.

An excellent mining engineer, he developed ways to combat the fires that destroyed the reserves of his coal mines. A good geologist, he put forward a theory about how the process of converting wood into carbon occurs in lakes. This geological theory is known as the "Gilbert delta" after the American geologist Grove Karl Gilbert, who outlined his theory in 1885 - while Fayol presented his theory to the French Academy of Sciences as early as 1881 year, with experiences and comments.

Fayol's work became widely known in 1949 when it was translated into English and published under the title General and Industrial Administration. In this work, Fayol presented his theory of management, known as Fayolism. Before her, the name of Fayol, by the way, was also known in professional circles - starting from the 70s of the 19th century, he published, in French, of course, articles on the problems of the mining industry and some articles on management methods, which later took shape in a coherent theory of administrative management.

He studied the problems of the state sphere of public services, and also lectured at the Higher School of the Ministry of War. Thus, it can be recognized that his goal was to begin to conduct a theoretical analysis covering a large number of different organizations.

Representatives of this school identified three main functions of business: finance, production and marketing. They believed that this division could form the basis for an optimal division of the organization into divisions. The founder of the administrative school of management was Henry Fayol () another outstanding representative of management in the first quarter of the 20th century, who developed the foundations of the administrative approach to management. In 1916, Fayol published General and Industrial Management.

He, like his like-minded people (L. Urwick, J. Mooney), had experience as a senior manager at a large enterprise. It was this experience that allowed Fayol to formulate the foundations of the science of management, based on the general characteristics of the organization and the patterns to which it is subject. The administrative school is also called classical. From Fayol's point of view, production efficiency can be increased not only by improving the devices of work and the operations that the worker must perform, but also by properly organizing the work of the entire enterprise. Consequently, the role of administration, from the point of view of Fayol’s concept, increased noticeably. By effective administrative management, Fayol understood such management of an enterprise that makes it possible to extract the maximum possible from the available resources.

3.Discipline

in its essence, is based on obedience and respect between the company and employees (which is necessary for success and is based on respect rather than fear).

Poor discipline was the inevitable result of poor management, but good discipline came from good leaders, clear agreements on rules between management and workers, and the judicious use of sanctions (fines).

4. Unity of management

The principle is that only one superior should give orders to an employee.

Just as no man can serve two masters, duality of command is a threat to power, discipline, and stability.

MANAGEMENT PRINCIPLES

5. Unity of leadership

means one leader one program of a group of activities having the same goal.

Unity of leadership emanating from an effective organizational structure is necessary for unity of action, coordination of forces and summation of efforts.

6. Subordination of private interests to general ones

this principle was a call for the elimination of ignorance, ambition, selfishness, laziness, weakness and other human passions that create conflict when an individual or group tries to dominate an organization.

7.Principle of staff remuneration

was Fayol's version of economic man.

After discussing the issues of hourly, daily and piece wages, bonuses, and profit sharing, he concluded that the method of payment depends on many factors and that the goal is to make the staff more useful...

and inspire passion.

His analysis did not contain a clear concept of personnel evaluation and a clear concept of motivation.

MANAGEMENT PRINCIPLES

8. The principle of centralization

Centralization is not a management system, good or bad in itself, it cannot be accepted or rejected according to the whims of managers or circumstances; it is always present to a greater or lesser extent.

The question of centralization or decentralization is a simple matter of proportion and measure, it is a matter of finding the optimal degree for a particular enterprise.

In small enterprises, where the manager's orders go directly to his subordinates, there is absolute centralization; in large enterprises, where there is a long scalar chain between the manager and lower agents, orders and return reports must pass through a series of intermediaries.

Every employee, intentionally or unintentionally, brings something of himself to the transmission and execution of orders and information. It does not act like a clean transmission link in a car. What appropriate share of initiative can be left to intermediaries depends on the personal character of the manager, his merits, the qualities and reliability of his subordinates, and also on the conditions of the business. The degree of centralization must vary according to circumstances. But the main goal always remains the optimal use of all staff capabilities.

The continuum of possibilities of centralization and decentralization, possible communication distortions in the scalar chain, and variable factors affecting the degree of decentralization were the supporting pillars in the development of the theory.

MANAGEMENT PRINCIPLES

9. Hierarchy (scalar chain)

there is a chain of leadership positions

starting from the highest and ending with the lowest. It shows the direction of the line of power and communication channels. To counter possible communication delays caused by the unity of the command principle, Fayol developed his bridge, which allowed communications to cross lines of authority, but only when it was agreed upon by all parties and the superiors were kept informed in all cases.

10.Order

provided a definite place for every thing and every thing in its place.

This applied to materials, store cleanliness and staff.

For people, it was like this: each worker in a place and each place had a worker, that is, each person in his place.

11. Justice

followed from kindness and justice and provided a principle for relations between employees.

12. Consistency of personnel

was intended to provide personnel planning and conditions for replacement of human resources.

13. Initiative

encouraged individuals to show zeal and energy in all endeavors.

14.Staff unification

emphasized the creation of harmony and unity within the firm.

Dividing the enemy's forces to weaken them is a skillful thing, but dividing one's own forces is a serious sin against the cause.

THUS

Fayol's Fourteen Principles

Represent the building blocks in his discussion of controls.

They were intended to provide guidance as guides in theory and practice and were not exhaustive or interpreted as rigid in application.

The early factory system reflected many of these principles in practice, but Fayol's contribution was to bring them together in a conceptual scheme.

Henri Fayol (1841-1925)

The manager must remember the following rules:

1. Try to get to know your subordinates better.

2. Fight incompetence.

3. Enter into all the details of the agreements the company enters into with employees.

4. Set a good example.

5. 5Conduct periodic reviews of the organization and use summary charts to follow up.

6. Hold meetings with key employees to set the direction of development and the main priorities of the company.

7. Don't get carried away with details.

8. Strive to establish an atmosphere in the team that would stimulate unity, energy, initiative and loyalty of employees.

Identified five main elements

management

1. planning

2. organization

3. management

4. coordination

5. control

CONTROLS

COMBINED PLANNING FUNCTION AND

ANTICIPATIONS

was universal in use and a fundamental building block for all organizations

to manage means to foresee and foresight is necessary

control element

Any program of action rests:

1. on enterprise resources, that is, real estate, equipment, raw materials, personnel, sales areas, public relations, etc.;

2. the nature and importance of current operations;

3. future trends in the entire activity of the enterprise, the time of occurrence of which cannot be determined.

Developing the program of action, Fayol proposed an early concept of employee participation in management: The study of resources, remote capabilities and the means of their use necessary to achieve the goal requires the participation of all heads of services within their specialty; each of them brings to this study the contribution of his personal experience with an awareness of the responsibility that will be assigned to him in implementing the program.

A good program of action has features of unity (one general comprehensive program is supplemented by specific programs for each type of activity); continuity (long-term and short-term programs); accuracy (maximum exclusion of unknowns); flexibility (the ability to respond to unexpected events).

it is necessary to create a number of private programs that will complement the overall comprehensive program of the enterprise. Daily, weekly, monthly, annual five-year and ten-year forecasts (or plans) must be prepared and revised as conditions change.

CONTROLS

Organization

necessary conditions for structuring actions and

relations, as well as recruitment, assessment and training of personnel

For Fayol to organize a business

meant: to provide it with everything useful for functioning: raw materials, tools and equipment, capital, personnel and management responsibility was to ensure that the social and material components correspond to the purpose, resources and needs of the enterprise.

The structure of the organization should be

arranged in such a way as to ensure unity of movement towards the company's goal. A good structure clearly defines responsibilities, encourages initiative and responsibility, aligns and coordinates efforts, and provides control without excessive regulation, bureaucracy, and paper control.

By staff, Fayol meant a group of people who had the power, knowledge, and time to assist the manager, acting as an extension of the manager's personality.

The staff had to receive orders only from the general manager and Fayol compared this to the military concept of a headquarters.

The functions of the staff consisted of assisting the manager with tasks such as correspondence, interviews, conferences, etc., assisting in coordination and control, collecting information and formulating future plans and seeking improvements. The final function of the headquarters was unique to Fayol he argued that operations management had neither the time nor the energy to engage in long-term research and planning because they were preoccupied with the current and complex problems of running the business.

The headquarters, freed from daily worries, could begin to search for better methods of work, understand changes in the business, and devote themselves to solving promising issues.

CONTROLS

Management

was intended to involve

As far as possible, subordinate employees are included in the circle of interests of the enterprise.

Leadership is an art that was based on certain personal qualities and knowledge of general management principles.

Most of these aspects of leadership, together with the fourteen principles, form a fairly consistent picture of Fayol's concept of leadership.

He considered conferences a very useful tool for achieving unity of management and emphasized that the manager must constantly be aware of all events in the enterprise.

It is the act of balancing costs and revenues, maintaining equipment in line with production goals, and ensuring compatibility and alignment between sales and production.

Organization and planning facilitated coordination by defining responsibilities and proper actions, creating plans and schedules, and focusing attention on goals.

Management introduced the initiative and meetings between the manager and subordinates ensured an overview of all problems, progress and plans. The meeting was a quick, easy way to communicate and create organizational unity.

Control

consisted of checking whether everything was proceeding according to the adopted program, in accordance with given orders and established principles.

The purpose of control is to find errors so that they can be corrected and prevented from happening again. Control had to be applied to people, goals and actions.

Effective control is based on prompt action, followed by sanctions when necessary.

Control must be impartial and independent.

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Presentation on the topic: A. FAYOLLE SCHOOL OF ADMINISTRATIVE

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INTRODUCTION The development of scientific management problems, which unfolded at the beginning of the 20th century and focused on the activities and specialization of the manager, was faced with the need to analyze the construction and creation of principles for the functioning of the organization as a whole. The answer to this practical need was the work of Henri Fayol, who proposed a number of organizational principles necessary for the effective management of a company.

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HENRI FAYOL Henri Fayol (1841-1925) was a mining engineer by training. Being French by birth, he worked all his life in the French mining and metallurgical syndicate of the Comambo company, first as an engineer and then in the main department. From 1886 to 1918 he was managing director of the syndicate.

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Fayol created and headed the Center for Administrative Studies. Fayol created and headed the Center for Administrative Studies. Fayol was awarded the Order of the Legion of Honor and other state awards, and had high scientific titles. Fayol is considered the founder of the classical (administrative) school. He paid his main attention directly to the management process itself, which he considered as an administration function.

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WORK OF A. FAYOL Fayol's main work is his work “General and Industrial Management”, written in 1916 and republished in the USSR (1923) with a foreword by A. K. Gastev. In this book, he summarized management experience and created a logically coherent systematic theory of management.

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Management as administration Administration, according to Fayol, includes six main groups of operations of management activities: 1) technical and technological (production, manufacturing, processing); 2) commercial (purchase, sale, exchange); 3) financial (raising capital and effectively managing it); 4) security (protection of property and individuals); 5) accounting (inventory, balance sheets, production costs, statistics); 6) administrative (foresight, organization, management, coordination and control).

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Principles of management Fayol formulated 14 principles of management: 1.) Division of labor - specialization of work for the effective use of the worker’s labor. 2.) Authority and responsibility - delegation of authority to each worker, responsibility for performing the work. 3.) Discipline - fulfillment of the terms of the agreement between workers and management, application of sanctions to violators of discipline.

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4.) Unity of command (unity of command) – 4.) Unity of command (unity of command) – receiving orders and reporting to only one immediate superior. 5.) Unity of direction (directorate) - combining actions with the same goal into groups and working according to a single plan. 6.) The subordination of personal (individual) interests to the general ones - the advantage of the interests of the organization over individual interests. 7.) Personnel remuneration - employees receiving fair compensation for their work.

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8.) Centralization - achieving better results with the right balance between centralization and decentralization. 8.) Centralization - achieving better results with the right balance between centralization and decentralization. 9.) Scalar chain (hierarchy) - transfer of orders and communication between hierarchy levels through a continuous chain of commands (“chain of superiors”) 10.) Order - workplace for each employee and each employee in his place. 11.) Fairness - fair enforcement of rules and agreements at all levels of the scalar chain.

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12.) Stability of the workplace for personnel - setting employees up for loyalty to the organization and long-term work. 12.) Stability of the workplace for personnel - setting employees up for loyalty to the organization and long-term work. 13.) Initiative - encouraging workers to develop independent judgments within the boundaries of their powers and work. 14.) Corporate spirit - harmony of interests of staff and organization (“there is strength in unity”). Fayol believed that the system of principles he proposed could not be finally formulated. It must remain open to additions and changes based on new experience, its analysis and generalization.

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Knowing these theories, the leader will be able to look at the problems facing him as if from the outside. This will allow the manager: Knowing these theories, the manager will be able to look at the problems facing him as if from the outside. This will allow the manager: 1) to determine his environment and see the problems being solved in their relationship with others, and, therefore, find a “starting point” for starting work and clarifying the problems; 2) evaluate the appropriateness of your actions; 3) clarify what resources are missing to effectively solve problems. All this will help to find new ways and means of solving the problems of the organization.

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Conclusion Henri Fayol was a key figure in the history of management. The unique nature of his work cannot be overestimated. Fayol developed Taylor's idea that management and administration should be studied from a scientific perspective. He showed that improving management is not limited to increasing labor productivity or planning the activities of subordinate organizational units - it should become the subject of closer consideration and practical administrative development by people at the head of the organization.

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The presentation on the topic "A. FAYOL'S SCHOOL OF ADMINISTRATIVE" can be downloaded absolutely free of charge on our website. Project subject: Economics. Colorful slides and illustrations will help you engage your classmates or audience. To view the content, use the player, or if you want to download the report, click on the corresponding text under the player. The presentation contains 16 slide(s).

Presentation slides

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1) Introduction 2) Henri Fayol 3) Management as administration 4) Functions of management 5) Principles of management 6) The importance of administration theory 7) Conclusion

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The development of scientific management problems, which unfolded at the beginning of the 20th century and focused its attention on the activities and specialization of the manager, was faced with the need to analyze the construction and creation of principles for the functioning of the organization as a whole. The answer to this practical need was the work of Henri Fayol, who proposed a number of organizational principles necessary for the effective management of a company.

INTRODUCTION

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Henri Fayol (1841-1925) was a mining engineer by training. Being French by birth, he worked all his life in the French mining and metallurgical syndicate of the Comambo company, first as an engineer and then in the main department. From 1886 to 1918 he was managing director of the syndicate.

HENRI FAYOLLE

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Fayol created and headed the Center for Administrative Studies. Fayol was awarded the Order of the Legion of Honor and other state awards, and had high scientific titles. Fayol is considered the founder of the classical (administrative) school. He paid his main attention directly to the management process itself, which he considered as an administration function.

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WORK OF A. FAYOLLE

Fayol's main work is his work “General and Industrial Management,” written in 1916 and republished in the USSR (1923) with a foreword by A. K. Gastev. In this book, he summarized management experience and created a logically coherent systematic theory of management.

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Administration, according to Fayol, includes six main groups of management operations: 1) technical and technological (production, manufacturing, processing); 2) commercial (purchase, sale, exchange); 3) financial (raising capital and effectively managing it); 4) security (protection of property and individuals); 5) accounting (inventory, balance sheets, production costs, statistics); 6) administrative (foresight, organization, management, coordination and control).

Management as administration

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1. Foresight (planning) 2. Organization 3. Direction 4. Coordination 5. Control

Control functions

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Fayol formulated 14 principles of management: 1.) Division of labor - specialization of work for the effective use of the worker’s labor. 2.) Authority and responsibility - delegation of authority to each worker, responsibility for performing the work. 3.) Discipline - fulfillment of the terms of the agreement between workers and management, application of sanctions to violators of discipline.

Management principles

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4.) Unity of command (unity of command) - receiving orders and reporting to only one immediate superior. 5.) Unity of direction (directorate) - combining actions with the same goal into groups and working according to a single plan. 6.) The subordination of personal (individual) interests to the general ones - the advantage of the interests of the organization over individual interests. 7.) Personnel remuneration - employees receiving fair compensation for their work.

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8.) Centralization - achieving better results with the right balance between centralization and decentralization. 9.) Scalar chain (hierarchy) - transfer of orders and communication between hierarchy levels through a continuous chain of commands (“chain of superiors”) 10.) Order - workplace for each employee and each employee in his place. 11.) Fairness - fair enforcement of rules and agreements at all levels of the scalar chain.

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12.) Stability of the workplace for personnel - setting employees up for loyalty to the organization and long-term work. 13.) Initiative - encouraging workers to develop independent judgments within the boundaries of their powers and work. 14.) Corporate spirit - harmony of interests of staff and organization (“there is strength in unity”). Fayol believed that the system of principles he proposed could not be finally formulated. It must remain open to additions and changes based on new experience, its analysis and generalization.

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The classic division of management functions in an enterprise, developed by A. Fayol, has stood the test of time (since 1923). The application of Fayol's theory in the practical work of a manager will make it possible to: 1) correctly determine priorities in your work; 2) plan it correctly; 3) take corrective actions quickly and effectively.

The importance of administration theory

Slide 14

Knowing these theories, the leader will be able to look at the problems facing him as if from the outside. This will allow the manager: 1) to determine his environment and see the problems being solved in their relationship with others, and, therefore, find a “starting point” for starting work and clarifying the problems; 2) evaluate the appropriateness of your actions; 3) clarify what resources are missing to effectively solve problems. All this will help to find new ways and means of solving the problems of the organization.

Slide 15

Henri Fayol was a key figure in the history of management. The unique nature of his work cannot be overestimated. Fayol developed Taylor's idea that management and administration should be studied from a scientific perspective. He showed that improving management is not limited to increasing labor productivity or planning the activities of subordinate organizational units - it should become the subject of closer consideration and practical administrative development by people at the head of the organization.

Conclusion