Human resources

Table of Contents

1. Topic pack - introduction
2. 2.1 Human Resource Planning - Notes
3. 2.1 Human resource planning - questions
4. 2.2 Organisational structure - notes
5. 2.2 Organisational structure - questions
6. 2.3 Communication - notes
7. 2.3 Communication - questions
8. 2.4 Leadership and management - notes
   1. Leadership and management
   2. Leadership styles
   3. Trait and situation theory
   4. Tannenbaum and Schmidt's leadership model
   5. R. Blake and J. Mouton: The Managerial Grid
   6. Rensis Likert's four management styles (1967)
   7. Difference between leadership and management
   8. Key functions of management
   9. Henri Fayol - Functions of management
   10. Peter Drucker: Management by objectives (MbO)
   11. Charles Handy
   12. Exam tips
9. 2.4 Leadership and management - questions
10. 2.5 Motivation - notes
11. 2.5 Motivation - questions
12. 2.5 Motivation - simulations and activities
13. 2.6 Organisational and corporate cultures - notes (HL only)
14. 2.6 Organisational and corporate cultures - questions
15. 2.7 Employer and employee relations - notes (HL only)
16. 2.7 Employer and employee relations - questions
17. 2.8 Crisis management and contingency planning - notes
18. 2.8 Crisis management and contingency planning - questions
19. Printable version

Henri Fayol - Functions of management

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• Henri Fayol - Functions of management

Fayol believed that effective management was the result of knowledge of the business and the ability to motivate employees and manage resources effectively. He set down 14 principles of management which include:

• Division of labour allowing for specialisation and continuous improvement of skills
• Authority to carry out the job with a clear downward chain of command
• Unity of Command ensuring that every employee knows exactly who their line manager is so facilitating clear channels of communication
• Unity of direction where a single mind creates a single plan
• Appropriate reward for effort
• Centralisation of the management functions to ensure unity of purpose
• Equal treatment of all employees to ensure commitment to the organisation and its goals
• Esprit de corps through the building of teams and the creation of harmony and shared values

Fayol provided a language to communicate management theory and establish a foundation for management training. However, most of these activities identified by Fayol are task-oriented, rather than people-oriented. His work is often associated with that of Taylor and described as complementary as they both applied scientific techniques to the problems of management.

Fayol's principles describe a vision rather than reality and are based on his own experience not on empirical research. Later studies by Mintzberg and Kotter found that successful managers spend little time carrying out Fayol's activities and rely more on cultivating networks and personal contacts.