Henri Fayol Principals Essay

article of faith 1 Division of workAccording to Fayols principle matchless of management, breakdown of work, he proposed that work rout out be performed more than efficiently if it is split up into smaller elements and assigning unique(predicate) elements to specific workers (Rodrigues 2001, p. 880). Contrary to this principle, workers might write down bored of doing the same delegate. For instance in a factory, work is split up into many parts where each of the worker is responsible for a specific assess. Eventually these workers result be proficient in their assembly line, where it will nonplus a routine work. However, if they were to continue to perform the same routine parturiency over a very long period of time, they might put up interest or become too complacent. They ar not world challenged or made to encounter saucily or different situations during the vocation. Thus, this does not create opportunities for them to develop new acquisitions. Employees need to be exposed to job opportunities so that they will be qualified to pick up new skills, and not just focusing on a specific task. If these employees argon prone the probability to develop new skills, it will receive them a sense of importance and belonging in the organisation, and these new k straightledge will inspire and motivate them to be more engaged and acquit a better understanding in their work. Every employees would seize it as an opportunity whenever they face challenges (McGregor & Harpaz, cited in Rodrigues 2011, p. 881).Therefore, organisation should come out with methods and tools that are able to increase the opportunities and challenges of the employees (Schmitt, Zacher & de Lange 2013, p. 516). To support this, employers target provide workshops and trainings for employees to broaden their skills and specializations. This will too open up the employees room for professional development. For example, Singapore work force education Agency, WDA advertizes em ployees, professionals, managers and executives to upgrade and build up on their skills through skills-based trainings (Singapore Workforce suppuration Agency 2012). Opportunities given to employees at work will allow them to let out and gain more skills and knowledge. In addition, this will also boost up their growth and confidence level in their work as they are em queened with multi responsibilities. In the presence of job enrichment, employees are able to change their job responsibilities and fuddle control over their work (Dickie & Dickie 2011, p. 71). melody enrichment will benefit the organisation as it will reduce the fleck of absenteeism, turnoverintentions and neighborly loafing while increase employees job satisfaction, organisational commitment and individual productivity (Davoudi 2013, p. 107). In other words, organisation should encourage and send their employees for skills upgrading to stretch their capabilities. In demarcation line to Fayols understanding that an employee doing one task will increase their efficiency, employee that have more than one skill will benefit the organisation as their knowledge has become great than before.Another disadvantage to this principle in this 21st century scope is the impact of technology whereby machines has taken over some but not all, specialised jobs (Rodrigues 2001, pp. 880-881). Back to the factory example then people were hire to do manufacturing jobs such as assembling cars. Each worker was given a specific task to assemble a car, but now these tasks are carried out by robots, where they are able to do more than one task (John Markoff 2012). As a result these workers might move back their jobs. Thus this principle, to a certain extent, it may not be pertinent now. There are still organisations who practice this principle, but with the fast contemptible technology and employees who are eager to learn, it might not apply to this day. ?The managers have the power to instruct their employees to perform work that they give. Thus in this principle, managers give their employee rights (authority) and let them be responsible to complete the task (responsibility) that is being delegated to them (Bushardt et al. 2010, p. 9). In this context, it shows that the managers share is authoritative, which makes the subordinates have to follow the managers instructions (Cheng 2004, p. 91). Managers must(prenominal) stay in mind that they must have a share understanding with their employees when they assign the task to them (Miles, cited in Evans et al. 2013, p. 24). They must take in consideration not to misuse their authoritative power to the extent that their employees have no choice nor say when their managers delegate the task to them.When the manager and the employee have a common goal, it will open up opportunities for employees to share opinions and make decisions to accomplish the required task. This also allows the managers to understand their employees and hold back eng aged with them. In support of this, managers need to be a broad(a) example to their employees so that they will feel inspired and motivated to strive their organisational goals. Hence, managers have to be a transformational leader by moving their group forward to inspire and motivate them (Warrick 2011, p. 12). Whenever someone thinks of a leader, he will associate them with acquiring power, influence and authority (Dickie & Dickie 2011, p. 83). One can have power and authority, but only a few are able to influence, inspire and motivate their employees.Fig 1.1Leader behaviour continuum (Tannenbaum & Schmidt, cited in Dickie & Dickie 2011, p. 87) The two-dimensional model in fig 1.1 explains that managers role of authoritativeness and sub-ordinates empowerment has to be balanced between managers and the employees. Employees are able to take part in the decision making by voicing out their ideas to their managers. Managers can then make a decision based on this divided up understa nding (Tannenbaum & Schmidt 1973). Hence, employees are given the permission to complete the given task which was based on a clear and discussed understanding with the manager. In contrast of Fayols perspective, delegation of work to the employees should be tasked responsibly with a shared understanding. Thus, employees will feel that their role in the organisation is worthy andtrusted.ReferencesDavoudi, SMM 2013, furbish up Job Enrichment in Organizational Citizenship Behaviour, SCMS diary of Indian Management, p. 107, descent Source Complete, EBSCOhost, viewed 21 November 2013. Dickie, L & Dickie, C 2011, Cornerstones of Management, second edn, Tilde University Press, Australia, p. 71. Rodrigues, CA 2001, Fayols 14 principles of management then and now A framework for managing todays organizations effectively, Management Decision, vol. 39, no. 10, pp. 880-889. Schmitt, A, Zacher, H & de Lange, AH 2013, Focus on opportunities as a boundary condition of the relationship between j ob control and work engagement A multi-sample, multi-method study, European Journal of Work and Organizational Psychology, vol. 22, no. 5, p. 516, Business Source Complete, EBSCOhost, viewed 17 declination 2013. 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