management and organization
✓ Management Process Approach (Henri Fayol):
• French mining engineer
• About the same time as Taylor, but unbeknownst to him.
laid down general management principles.
• He was brought to the directorate in the mining and metallurgy enterprise where he worked and
has brought this company, which is on the verge of bankruptcy, to a very good position.
• Fayol started his business life as a low-level manager, not with production, but with general
He was interested in management events and he applied his principles from the management level, that is, from above.
determined downwards. Unlike Taylor, he works in a single company in his business life.
worked ; Taylorism was dominant even in France during his lifetime, more than death.
Then his star shone. The reason for this delay in fame was translated into Turkish in 1936.
This is due to the fact that his work was translated into English very late.
• He developed a macro theory. Management is at the managerial level, not at the worker level.
interested.
• Dealing with the management event from the point of view of top management, Fayol stated that the science of management
that it is universal and that it is operated by a number of functions depending on a number of principles.
claimed to have been carried out.
✓ Henri Fayol's 4 main contributions to the Management Process Approach:
1. It has divided the business into certain activity groups. Functions of the business:
a) Management
b) Production
c) Marketing
d) Financing
e) Accounting
f) Human Resources
g) Public Relations
h) Research and Development (R & D) 2.Functions of Management
a) Planning: Determining the business objectives and how to achieve these objectives
b) Organizing: Establishing the organizational structure,
determining the employees, creating the environment that will enable the achievement of the goals
creation
c) Execution (directing): The people (subordinates) who make up the organization, reaching the goals
to act towards, to motivate them (motivation)
d) Coordination: Harmonization of all activities and employees
e) Control (audit): Whether or not the objectives have been achieved or to what extent
determining and taking corrective measures 3. 14 Management Principles:
A. Organizational Structure Principles (5):
• The principle of division of labor and specialization:
o Division of Labour: :Division of work to tasks in very small chunks
separation
o Specialization: Each task is constantly performed by one person
to be done
• Management Unity Principle: Activities that serve the same purpose should be arranged in a plan.
managed by a single administrator.
• Principle of Equivalence of Authority and Responsibility: Authority and responsibility are inseparable.
are parts. To the authorized manager, in proportion to his/her authority.
should be given responsibility. No unauthorized person can be held and responsible
abuse of authority.
• Principle of Centralization: The degree of centralization, the decision-making authority
It's about distribution between levels. Managers hold their power
centralization of possession; delegating authority to lower levels
decentralization, decentralization or centrifugal
called system.
• Hierarchy Principle: From the highest level of the organization to the lowest level
It is a chain of command that goes down to the ground and connects the managers.
Communication and other relationships follow this path. But big
In organizations and where speed in communication is important, this
that the rule can be extended a little and that two personnel at the same level,
meeting directly, provided that they inform their superiors.
f
✓ Management Process Approach (Henri Fayol):
• French mining engineer
• About the same time as Taylor, but unbeknownst to him.
laid down general management principles.
• He was brought to the directorate in the mining and metallurgy enterprise where he worked and
has brought this company, which is on the verge of bankruptcy, to a very good position.
• Fayol started his business life as a low-level manager, not with production, but with general
He was interested in management events and he applied his principles from the management level, that is, from above.
determined downwards. Unlike Taylor, he works in a single company in his business life.
worked ; Taylorism was dominant even in France during his lifetime, more than death.
Then his star shone. The reason for this delay in fame was translated into Turkish in 1936.
This is due to the fact that his work was translated into English very late.
• He developed a macro theory. Management is at the managerial level, not at the worker level.
interested.
• Dealing with the management event from the point of view of top management, Fayol stated that the science of management
that it is universal and that it is operated by a number of functions depending on a number of principles.
claimed to have been carried out.
✓ Henri Fayol's 4 main contributions to the Management Process Approach:
1. It has divided the business into certain activity groups. Functions of the business:
a) Management
b) Production
c) Marketing
d) Financing
e) Accounting
f) Human Resources
g) Public Relations
h) Research and Development (R & D) 2.Functions of Management
a) Planning: Determining the business objectives and how to achieve these objectives
b) Organizing: Establishing the organizational structure,
determining the employees, creating the environment that will enable the achievement of the goals
creation
c) Execution (directing): The people (subordinates) who make up the organization, reaching the goals
to act towards, to motivate them (motivation)
d) Coordination: Harmonization of all activities and employees
e) Control (audit): Whether or not the objectives have been achieved or to what extent
determining and taking corrective measures 3. 14 Management Principles:
A. Organizational Structure Principles (5):
• The principle of division of labor and specialization:
o Division of Labour: :Division of work to tasks in very small chunks
separation
o Specialization: Each task is constantly performed by one person
to be done
• Management Unity Principle: Activities that serve the same purpose should be arranged in a plan.
managed by a single administrator.
• Principle of Equivalence of Authority and Responsibility: Authority and responsibility are inseparable.
are parts. To the authorized manager, in proportion to his/her authority.
should be given responsibility. No unauthorized person can be held and responsible
abuse of authority.
• Principle of Centralization: The degree of centralization, the decision-making authority
It's about distribution between levels. Managers hold their power
centralization of possession; delegating authority to lower levels
decentralization, decentralization or centrifugal
called system.
• Hierarchy Principle: From the highest level of the organization to the lowest level
It is a chain of command that goes down to the ground and connects the managers.
Communication and other relationships follow this path. But big
In organizations and where speed in communication is important, this
that the rule can be extended a little and that two personnel at the same level,
meeting directly, provided that they inform their superiors.
f
