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Fundamentals of Management - Textbook - Semenov A.K., Nabokov V.I. - 2008

The textbook discusses the historical, theoretical and methodological foundations modern management. Issues covered planning, organizations, motivation, control, coordination. Special attention paid to the role of the manager in the organization management system in the conditions market economy.

For students of higher and secondary specialized educational institutions, teachers, practitioners, as well as those who are interested in contemporary issues company (enterprise) management.

Semenov A. K., Nabokov V. I. Fundamentals of management:
Textbook. - 5th ed., revised. and additional - M.: Publishing and Trade Corporation "Dashkov and Co", 2008. - 556 p.

ISBN 978-5-91131-422-4
UDC 65.01
BBK 65.290-2
C30

Free download e-book in a convenient format, watch and read:
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Introduction

Chapter 1. History of development and state of the art management
1.1. Historical Background of Management
1.2. Scientific schools of management
1.3. Development of domestic management
1.4. Modern Russian management
1.5. Foreign management models
test questions
Literature.

Chapter 2 Methodological foundations of management
2.1. Management and management
2.2. Essence, types and management system (management)
2.3. Scientific approaches and principles of management
2.4. Management methods
2.5. Management and Entrepreneurship
test questions
Literature.

Chapter 3 Management Technology
3.1. Process and control functions
3.1.1. Planning
3.1.2. Organization
3.1.3. Motivation
3.1.4. Control
3.1.5. Coordination
3.2. Communications in the control system
3.3. Management Information
3.4. Management decisions
test questions
Literature.

Chapter 4 Organizations and their management
4.1. The concept and essence of the organization
4.2. Organization classification
4.3. Self-organization and self-government of economic entities
4.4. Internal and external environment of organizations
4.5. Structuring the activities of organizations
4.6. Organizational and legal forms of organization management
4.7. Organizational forms integration of economic entities
4.8. Modern trends in the development of organizations
4.9. New types of organizations
4.10. Strategic management of the organization
test questions
Literature

Chapter 5 The effectiveness of the organization's management
5.1. The concept and essence of management effectiveness
5.2. Assessment approaches and indicators economic efficiency management
5.3. Social efficiency management
test questions
Literature.

Chapter 6 State regulation activities of business entities
6.1. Objective necessity, essence and goals of state regulation
6.2. The main directions of regulation of the activities of economic entities
6.3. Regulation of intercompany relations
test questions
Literature

Chapter 7 Modern Manager
7.1. Manager: concept, personal and business qualities, functions
7.2. Style and image of a manager
7.3. Ethics of modern business
7.4. Business Etiquette manager
7.5. Stress management
test questions
Literature

Chapter 8 Organization of managerial work
8.1. Managerial work: characteristics, features, types
8.2. Scientific organization of managerial work
8.3. Leader self-management
8.4. Information manager work
8.5. Toolkit for planning and organizing the activities of a manager
test questions
Literature

Chapter 9 group dynamics
9.1. Work collective: concept and types
9.2. Informal groups(groups)
9.3. Formation and diagnostics of the labor collective
9.4. Influence and power
9.5. Participation of employees in management
9.6. Conflict Management
test questions
Literature

Glossary of terms

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Management: a textbook for university students studying in the direction of "Economics and Management" / ed. MM. Maksimtsova, M.A. Komarov. - 4th ed., revised. and additional - M.: UNITI-DANA, 2017. - 343 p. - ISBN 978-5-238-02247-5. - Text: electronic. - URL: https://new.site/catalog/product/1028774 read

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The methodological foundations of management, the strategy and tactics of managing an organization, the role of managers and their Social responsibility, modern tendencies in management. A comprehensive integrated approach to management processes, uncertainty and risk factors in management are considered. Basics are given crisis management. For university students studying in the direction of "Economics and Management". It can be useful for heads of enterprises and organizations, managers.

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Glumakov Victor Nikitovich

Strategic management: Workshop / V.N. Glumakov, M.M. Maksimtsov, N.I. Malyshev. - M.: Vuz. textbook, 2006. - 187 p.: 60x90 1/16. (hardback) ISBN 5-9558-0035-2 - Access mode: http://website/catalog/product/107656 read

The textbook includes the main conclusions and theoretical provisions for the course "Strategic Management", control questions, tests, practice exercises and business situations for analysis, a dictionary of basic terms and concepts, as well as a list of recommended literature. For university students and teachers, managers and specialists of enterprises and organizations.

Ignatieva Alina Vsevolodovna

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Economics of organizations (enterprises): Textbook for universities / Ed. prof. V.Ya. Gorfinkel, prof. V.A. Shvandar. - M. : UNITY-DANA, 2017. - 608 p. - ISBN 978-5-238-00517-2. - Text: electronic. - URL: https://new.site/catalog/product/1028884 read

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The textbook has been prepared in accordance with the requirements of the State educational standard higher professional education of the Russian Federation (2000) for a number of economic specialties. The structure of the national economy and its main link - organization (enterprise), types of enterprises and industries, methods of organizing production are considered. The infrastructure of organizations (enterprises), resources - material and labor are presented, the marketing and product strategy is shown. The issues of innovation and investment policy of the enterprise, the formation of the cost of production are covered, the methodology for analyzing the effectiveness of the enterprise is disclosed. The issues of taxation, environmental safety and bankruptcy of organizations are also outlined. For students and teachers of economic specialties of universities, heads of enterprises and organizations, specialists in economic and financial services of organizations (enterprises).

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Ignatieva Alina Vsevolodovna

Management: Educational and practical guide / A.V. Ignatieva, M.M. Maksimtsov, I.V. Vdovina, E.V. Dotsenko. - M.: Vuzovsky textbook: INFRA-M, 2011. - 284 p.: 60x90 1/16. (hardback) ISBN 978-5-9558-0168-1 - Access mode: http://website/catalog/product/248147 read

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Maksimtsov, M. M. Management[Electronic resource]: a textbook for university students studying in the direction of "Economics and Management" / M. M. Maksimtsov; ed. M. M. Maksimtsova, M. A. Komarova. - 4th ed., revised. and additional - M. : UNITI-DANA, 2012. - 343 p. - ISBN 978-5-238-02247-5. read

The methodological foundations of management, the strategy and tactics of managing an organization, the role of managers and their social responsibility, and current trends in management are outlined. A comprehensive integrated approach to management processes, uncertainty and risk factors in management are considered. The basics of anti-crisis management are given. For university students studying in the direction of "Economics and Management". It can be useful for heads of enterprises and organizations, managers.

Maksimtsov Mikhail Mikhailovich

Modern management: Textbook / Ed. prof. MM. Maksimtsova, V.Ya. Gorfinkel. - Moscow: Vuzovsky textbook: INFRA-M, 2012. - 299 p. ISBN 978-5-9558-0160-5. - Text: electronic. - URL: https://website/catalog/product/232967 read

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Ignatieva Alina Vsevolodovna

Management: Educational and practical guide / A.V. Ignatieva, M.M. Maksimtsov, I.V. Vdovina, E.V. Dotsenko. - M.: Vuzovsky textbook: INFRA-M, 2012. - 284 p.: 60x90 1/16. (hardback) ISBN 978-5-9558-0168-1 - Access mode: http://website/catalog/product/367084 read

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Maksimtsov Mikhail Mikhailovich

Management: A textbook for students of universities studying in economic specialties, in the direction " Management" / Under the editorship of Maksimtsov M.M., - 4th ed., revised and additional - M.: UNITY-DANA, 2015. - 343 p.: 60x90 1/16 ISBN 978-5-238-02247 -5 - Access mode: http://website/catalog/product/876945 read

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Introduction

This textbook highlights a wide range of problems in the development of management as an important factor in the socio-economic progress of Russia.

The material of the training manual is systematized in the following sequence:

– theoretical basis modern management, main schools of management and stages of development of management in the world;

– general methodological issues of management theory and practice; the content of the main functions of a manager (planning, organization, motivation, control);

- psychological and social foundations management: psychological characteristics management, influencing the behavior of personnel, activities and communication, problems of group dynamics (power, leadership, leadership style, informal interaction in the organization, conflicts).

This structure of the textbook will allow students to master the basic theoretical provisions of modern management, to study the content of the main functions of a manager and, ultimately, to form and improve their knowledge in the field of modern management.

Section 1. Methodological foundations of management

Topic 1.1. The evolution of the development of management as a scientific direction

1.1.1. Stages of development of management in the world

Conventionally, eight stages of management development can be distinguished.

The first stage in the development of management began at the beginning of the twentieth century and is associated with the teachings of F. Taylor. In his book "Principles of Scientific Management" (1911), he first considered scientific approaches and principles for building a management system. It was under the influence of Taylor's teachings that a little later scientific work Frank Management and Lillian Gilbert, Ganita.

The second stage (1920s to the present) of management development is associated with the emergence of the administrative (classical) school of management, the founders of which were A. Fayol, P. Urwick, D. Mooney, P. Sloan. In particular, A. Fayol was the first to propose a new theory of management, revealing its functions, principles and the need for theoretical study.

The third stage (1930s to the present) of management development is called "neoclassical", and it is associated with the emergence of the school " human relations”, the founder of which is considered the professor of Harvard University E. Mayo. The formation of this school is also associated with the names of scientists A. Fayol, D. Mooney, P. Sloan.

The fourth stage in the development of management refers to the period 1940-1960. During these years, the evolution of managerial thought takes place, which is aimed at developing the theory of management based on the achievements of the psychological and sociological sciences, which have a decisive impact on a person as a subject of management.

The fifth stage (1950s to the present) of the development of managerial thought differs from all previous ones in that modern quantitative methods of acceptance and justification are emerging. management decisions under the influence of the widespread use in practice of economic and mathematical methods and electronic computers and on the basis of achievements in cybernetics and mathematics. This process is successfully developing to the present.

The sixth stage of management development can be attributed to the period 1970-1980. Scientists are developing new approaches in the development of management theory, the meaning of which is that the organization is open system, adaptable to external environment. Based on this message, relationships were established between the types of environments and various management models. This period includes theories: “strategic management” by I. Ansoff, “the theory of power structures between organizations” by G. Salanchik, “ competitive strategy, competitiveness, consumer qualities of products and resources "Porter, etc.

The seventh stage refers to the 80s, which were marked by the emergence of new subspecies in management, the discovery of " organizational structure” as a powerful control mechanism, especially successfully used by Japan.

The eighth stage of management development refers to the 90s. At this stage, three main trends are visible:

- return to the past;

- the creation of social behavioral elements is an increase in attention not only to organizational culture, but also to various forms of democratization of management, the participation of ordinary workers in profits, in the implementation of managerial functions in other areas of activity;

- Strengthening the international nature of management associated with the globalization of the world economy.

1.1.2. Schools of Management

Traditional School of Management

Frederick Winslow Taylor (1856-1915) is the founder of the scientific approach to management and the ancestor of the traditional school of management.

According to Taylor, the main task of enterprise management is the maximum profit for the entrepreneur, combined with the maximum welfare of the employee. Maximum Profit for the entrepreneur is achieved by development to the highest degree of perfection, ensuring the constant nature of the realization of profit. The maximum welfare of the worker consists not only in increasing remuneration, but also in developing to the highest possible degree of productivity, which would allow him to give labor himself. High Quality which means further giving him, if possible, the work of precisely this quality, for which he is most capable according to his natural inclinations. With a scientific approach to the organization of labor, Taylor solves two opposing tasks, uniting the interests of the entrepreneur and workers: to set high wage rates and reduce the cost of labor. The resource he found is a huge difference between the amount of work that a first-class worker can do with favorable conditions, and what is actually produced by an ordinary worker.

The grounds for the introduction of the scientific organization of labor are as follows:

- insufficient productivity of most acts of daily activities leads to huge losses;

- the cure is not in the search for an extraordinary personality, but in the systematic organization of labor;

- organization of labor - a science based on laws, principles;

- the basic principles of the scientific organization of labor are equally applicable to all types of human activity.

Taylor identifies three reasons for poor worker productivity:

- the misconception that an increase in output leads to the loss of work of a significant number of employed workers;

- an erroneous system of organization of enterprise management;

- Roughly practical methods of leadership.

The type of business management (during Taylor's time) in which the worker shows all his initiative in exchange for some special incentive, is called by Taylor - "initiative-encouragement." This type of management organization is based on the fact that, while yielding superiority to the workers in matters of production, the administration openly confronts its workers with the problem of the best and most economical production of work, i.e. in practice, the process of organizing production is at the mercy of the workers, and they see their task in compelling the worker to show all his initiative and skill in order to realize the greatest possible income for his entrepreneur.

Taylor proposes scientific management, which is based on four great basic principles of management:

1. Scientific basis of production

Development of a scientific foundation as a replacement for traditional rough-and-ready methods for each individual work.

2. Selection of workers by scientific grounds

In the “initiative-reward” type of management organization, the worker himself chose a specialty and trained in it himself, i.e. developed his individuality, choosing those tools and methods that he liked. In the scientific organization of labor, the selection of workers takes place on scientific grounds. However, the final choice of workers can only be made after testing. Taylor viewed the worker as an extension of the machine and considered the main task to be the complete synchronization of the man with the machine.

3. Worker training

The worker who is best equipped to carry blanks is utterly incapable of understanding the fundamentals of science relating to his work. Incapable workers - to dismiss, capable - to encourage. One of the fundamental principles is the conformity of people to structure.

By maximizing the well-being of the worker, Taylor meant more to increase his productivity, since he believed that getting rich quick was not beneficial for most people.

The size of the increase in the rate depends on the nature of the work: for ordinary work of the same type, an increase of 30% is possible; at work that does not require mental stress, but strong physical stress and leading to fatigue - by 50-60%; for work requiring special education - 70-80%; in highly qualified jobs requiring high mental stress - 80-100%.

4. Close friendly cooperation between management and workers: redistribution of responsibility.

In the type of management organization "initiative-encouragement", the success of the enterprise depended on the ability to get the initiative from the workers. The administration was engaged in "knocking out" the initiative from the workers, while the process of organizing production and the production of labor lay with the workers. With a scientific approach, the implementation of the initiative took place in the order of absolute uniformity, and success depended more on the preparation of plans by the administration and lessons (tasks) for the workers, which were drawn up on the basis of plans. Management must be optimized in terms of increasing the quantity and quality of preparatory activities that will enable the worker to do the job better and faster. A layer of “non-production” employees appears at the enterprise, creating conditions for effective work"production" workers.

Conversations between superiors and subordinates should be conducted in a tone appropriate to their level. And the worker should be encouraged to discuss all the difficulties with the boss.

Basics of Taylor's scientific organization of labor: science instead of traditional skills; harmony instead of contradiction; cooperation instead of individual work; maximum performance instead of limited performance; development of each individual worker to the maximum available to him productivity and maximum well-being.

Enterprise goals:

- entrust the worker with the highest type of work, which is available to him according to his dexterity, skill, abilities and physical constitution;

- to encourage him to give the maximum of work worthy of a first-class representative of his category and strive for success;

– to encourage an increase in the rate by 30-100%.

Analyzing the most common type of organization "on a military foot", Taylor points out that in this type of organization the boss is responsible for the success of the entire workshop, but the minimum number of functions that the boss must perform cannot be found in one person. In this regard, it is necessary to abolish this type of organization, moving the mental work from the workshop to the planning and distribution departments, and leave only executive functions to the boss. This type of organization is a functional type of administration, which consists in such a distribution of management work so that each employee performs the smallest possible number of functions, which makes it possible to relatively short term prepare officials to the role of foremen, ordering and helping. The higher the position, the narrower the range of functions in comparison with the functions of the lower management staff, but they are more detailed and deeper.

If in the past the organizer was in the first place, now the system is in the first place, i.e. the role of the organizer should be reduced to establishing the organization of the system itself.

With a scientific organization of labor, resourceful and intelligent workers can grow into administrative positions. No worker should expect to be promoted until he has prepared a substitute for himself.

The scientific basis of labor lies in the well-known broad general principles, while the fact that individual person considers the best mechanism for the application of these principles, should in no way be confused with the principles themselves. There is no single panacea to eliminate all difficulties, according to Taylor, as long as some are born lazy or incapable, while others are greedy and cruel. As long as there are vices and crimes, there will also be poverty, misery and misfortune.

No definite remedy can ensure the continued welfare of workers and employers, because it depends on so many factors that there will inevitably be periods when both sides have to suffer to a greater or lesser extent. But with a scientific organization of labor, the period of prosperity will be longer, and strife and enmity will be less severe.

Henry Ford's views on business management

G. Ford did not become the founder of any scientific school management, however, along with F. W. Taylor and A. Fayol, he is considered one of the fathers of modern management. And, despite the fact that a number of his principles of production and statements are diametrically opposed to the principles of modern management, his contribution to the US economy and his achievements in this area are worthy of attention. As one American journalist said: "Ford's book will not appeal to entrepreneurs, but it will help them get rich."

G. Ford (1863-1947) - a famous American industrialist who created the first car with a 4-stroke engine, went down in history as the inventor of the assembly line and one of the most honest millionaires, he pulled America out of the economic depression and became a symbol of the American economy.

Henry Ford's famous book, My Life, My Achievements, is a catechism of the Romantic mechanic. His ideas and methods of organizing production, described in this book, have been introduced into the activities of thousands of enterprises and deserve the attention of every person who organizes his own business.

G. Ford wrote that life is a journey, and people are used to living only half alive. Power and machinery, money and possessions are useful only insofar as they contribute to the freedom of life. The goal of his theory is to create a source of joy from the world.

Shareholders have the right to be only people who themselves are engaged in business, considering the enterprise an instrument of service, and not a machine that makes money. Everything that happens at the enterprise should be a personal matter of each employee. Current business matters should be decided not by the geniuses of the organization, but by the system. Production is controlled not by a person, but by the labor process. Management and leadership are identical concepts. Things cannot be controlled from above. It is necessary to avoid formalization and strive for a smaller distribution of powers. However, there is a measure of rationality for everything: the head of the workshop must reckon only with the amount of output, there is no reason to split the forces, diverting him to another area.

Most people can get the job done, but it's easy to let the title get the better of them. Too often the title serves as a sign for release from work. Much of the personal dissatisfaction stems from the fact that title holders and dignitaries are not always the true leaders in reality. Everyone is ready to recognize a born leader - a person who can think and give orders.

Poverty in to a large extent comes from dragging dead weights. To demand that more effort be expended on this or that work than is necessary is to be wasteful. Extravagance results from an insufficiently conscious attitude towards our actions or from a careless execution of them.

Basic principles of production:

“Do not be afraid of the future and do not respect the past. Who is afraid of the future, i.e. failures, he himself limits the scope of his activities. Failure only gives you an excuse to start again and smarter. Honest failure is not shameful; disgraceful fear of failure. The past is useful only insofar as it shows us the way and the means to development.

- Pay no attention to the competition. Let the one who does the job better work. Trying to upset someone's affairs is a crime, since it means trying to upset another person's life in pursuit of profit and establish in return common sense the dominance of power.

The minutes that we devote to competing enterprises are unprofitable for our own business. It is better to do your best to improve a good idea than to chase other new ideas.

Put work for the common good above profit. According to G. Ford, the preponderance of financial interests destroys the principle of service, because all interest is directed to profit today. But if you serve for the sake of service itself, for the sake of satisfaction, which is given by the consciousness of the rightness of the cause, then money will automatically appear in abundance. Greed for money is a sure way not to get money. The purpose of money is not idleness, but the multiplication of means for useful service.

Greed is a kind of myopia. The predatory waste of time and effort is the cause of high prices and low earnings.

To produce is to buy raw materials at reasonable prices and turn them, at possibly the least additional cost, into a good product. The laws of work are like the law of gravity, whoever opposes them is forced to test their power. You should take something that has proven its suitability and eliminate all unnecessary in it.

It is wrong to start production until the product itself has been perfected. True simplicity is associated with understanding the practical and expedient. Production must come from the product itself. Factory, organization, marketing and financial considerations themselves adapt to the fabricated product. Most manufacturers are more willing to accept a change in the product than in the methods of their production, we use the reverse method.

Exorbitantly high prices are always a sign of an unhealthy business. Every monopoly and every pursuit of profit is evil.

Speculation in finished products has nothing to do with business - it is a more decent form of theft, not amenable to eradication by legislation. If we are unable to produce, we are unable to possess.

According to G. Ford, there can be no statement more absurd and more harmful to humanity than that all people are equal. Not all people are equally gifted. G. Ford noted that everyone should be placed in such a way that the scale of his life is in due proportion to the services he provides to society.

G. Ford writes: “We never ask a person who is looking for a job with us about the past - we hire not the past, but the person. We fundamentally do not accept married women whose husbands have jobs. In a small enterprise, a person lives in an atmosphere of competition, and in a large enterprise, in an atmosphere of cooperation.

The overwhelming majority wants to be led, wants others to decide for them in all cases and remove responsibility from them. For most people, the punishment is the need to think. They do not like any changes that are not proposed by themselves. The disadvantage of all radical reforms is that they want to change a person and adapt him to certain subjects.

Public opinion is a great police force for those people who need to be kept in order. Most people can't do without coercion public opinion. It's not so bad to be a fool for the sake of justice.

An enterprise can live only to the extent that it develops the talents of its employees and their efficiency, since it is only with their help that an enterprise can be carried on. G. Ford is a supporter of utilitarian education; we believe that true education will bind the mind of man to work, and not turn away from it.

Administrative (classical) school of management

Henri Fayol (1841-1925) devoted most of his long life to the management of mining and metallurgical enterprises. Therefore, much in his eventful biography, one way or another, is connected with the technical and geological aspects of the respective industries. He was born in 1841 and studied first at the Lycée Lyon, then at the National School of Mines in Saint-Étienne. In 1860 he joined the Commentfy mine system, owned by a mining and smelting plant known as Comambault, as an engineer. Fayol's entire working life was connected with this plant. He stepped down as managing director in 1918 and remained director of the company until his death (1925). When Fayol left his post at the age of 77, the combine's financial position was unshakable. The last years of his life Fayol - just like Taylor in his time - devoted to popularizing his managerial theories. He founded the Center d'Etudes Administratives (Centre for Administrative Studies) and presided over weekly meetings of prominent industrialists, writers, statesmen, philosophers, and the military. One of the consequences of these meetings was the distribution by Marshal Lyauté (the French army was then in Morocco) of 2,000 copies of a pamphlet in which an attempt was made to apply Fayol's principles to army leadership. Fayol's main work "Administration, industrielle et generale" ("General and Industrial Management") was published when the author was already 75 years old.

According to Fayol, activity industrial enterprises can be divided into six groups:

– Technical activities(production, dressing and processing).

– commercial activity(purchase, sale, exchange).

– Financial activity (search and optimal use of capital).

– Activities aimed at ensuring safety (protection of property and personnel).

– Accounting (audit of funds, balance sheets, costs, statistics).

– Management activities(planning, organization, command, coordination, control).

Fayol distinguished management from leadership. He wrote: “Management is an activity in which managers and employees of a corporation take part. managerial function different from the other five main functions. It should not be confused with leadership. To manage means to lead the enterprise towards the intended goal, trying to make the best use of all available reserves and ensure the stability of the six main functions. Management is one of the six functions whose stability must be ensured by management.

Defining the principles of management, A. Fayol does not claim that these principles or their implementation are immutable, nor that he gives a complete list of them. On the contrary, he writes that the number of management principles is unlimited, a change in the situation may entail a change in the rules, which, therefore, to a certain extent, turn out to be a product of this situation. He then proceeds to consider fourteen management principles that have played a special role in his career:

– Division of labor- a principle whose goal is "to produce more and better with the same effort." Specialization, according to Fayol, is one of the signs of the natural order of things, observed both in the animal world and in human communities. He believed that the division of labor should not be limited to technical activity, but should apply to all aspects of the organization's work. However, in this matter he did not go as far as the supporters of scientific management, who divided tasks into basic elements. He believed that "the division of labor has its limits, determined both by our experience and a sense of proportion."

– Power“The right to give orders and demand their execution.” Fayol distinguishes between "official" (associated with the position held, received "according to the charter") and "personal" authority (due to such qualities as intelligence, life experience integrity and ability to play a leadership role). He goes on to argue that the personal authority of a first-class manager is "an indispensable complement" to official authority. Fayol states that authority is always associated with responsibility, and both presuppose the ability to make decisions and, if necessary, impose certain sanctions. All this is possible only with sufficient integrity of the person. Fayol puts it this way: “The ability to make decisions ... is determined by developed morality, impartiality and firmness ... A responsible decision always involves a certain courage ... A good leader must have the determination to make responsible decisions and transfer this determination to others ... For a high-level leader, the guarantee of absence as an abuse of power, so the weakness is the integrity of his personality and his high moral character; this wholeness, as you know, is not chosen and not acquired. Further he writes: “The courageous acceptance and consciousness of responsibility causes the respect of others; it is a kind of courage, everywhere highly valued. A clear proof of this is in the much higher appraisal of some industry leaders compared to other civil servants of the same scale of work, but - irresponsible. Nevertheless, responsibility is usually as disliked as authorities seek. Fear of responsibility paralyzes many undertakings and nullifies many qualities.

– Discipline– “essentially comes down to obedience, diligence, energy, certain behavior and external signs of respect observed in accordance with the agreement existing between the firm and employees. Fayol believes that various organizations discipline can take many forms, and insists that it is always one of their most essential elements. He notices that the time of the agreements between individual owner enterprises and employees are a thing of the past. Instead, agreements are made between employers' associations and trade unions, in which, under the conditions of the First World War, the state also actively participates. According to Fayol, the transition from individual to collective agreements contributed to the development of certain disciplinary rules. At the same time, management was not relieved of the obligation to maintain discipline, resorting, if necessary, to sanctions such as warnings, fines, suspension from office, transfer to a less qualified job and dismissal.

4. Unity of command“A subordinate should receive orders from only one superior.” According to Fayol, double orders are in any case a source of tension, confusion and conflict. He talks about the tendency to divide command functions between individuals and the blurring of boundaries between different departments. As a result of these processes, a feeling of irresponsibility arises, and ordinary communication links lose their meaning. In certain cases, a high-ranking leader can give orders to workers, bypassing middle-level managers. Fayol writes: “If such mistakes are repeated, a situation of double subordination will arise with all its consequences, which include confusion on the part of the subordinates, irritation and discontent on the part of the leaders who are out of work, and disruption of the normal course of work.”

5. Unity of leadership- "one leader and one plan for a set of operations aimed at achieving the same goal." If the principle of unity of command required that each subordinate receive orders from only one leader, then this principle is reduced to the unity of management and plan. In the words of Fayol, “this is a condition for unity of action, coordination of forces and focus on the goal. The body with two heads, both in the social and in the animal world, is a monster and usually does not survive.

6. Subordination of individual interests to common ones- "makes you remember that in business the interest of one subordinate or a group of subordinates should not contradict the goals of the enterprise." Fayol draws attention to the fact that one of the most serious problems of management is the coordination of common and personal, or group interests. He writes about it this way: “Ignorance, ambition, selfishness, laziness, weakness and all sorts of passions lead to the weakening of common interests, giving way to personal interests, and this circumstance gives rise to eternal struggle.”

7. Staff remuneration -"work must be rewarded." Fayol considers factors that determine the level of payment, but do not depend on the will of the employer, such as the cost of living, the offer work force, the economic situation and the economic situation of the enterprise. He also considers various methods of compensation, such as time rate, piecework (piecework) payment, piecework payment, bonus, profit sharing, payment in kind and various non-material incentives. He comes to the following conclusion: “Regardless of what remuneration the worker receives - money or such benefits as heat, light, shelter, food - its meaning is to satisfy the needs of the worker.” Fayol also considers other non-material incentives, showing a certain paternalism in his view of production relations.

8. Centralization- "like the division of labor ... inherent in the natural order of things." Considering the question of what kind of structure - centralized or decentralized - an organization should have, Fayol compares it with a living organism: “In any organism, animal and social, sensations go to the brain or to the control organ, and commands go from the latter to all parts of the body. setting it in motion." One of Fayol's main ideas was that organizations are more like living organisms than machines. Accordingly, he believed that principles should not be imposed by force, but used pragmatically according to the situation. He writes about centralization: “The question of centralization or decentralization is a question of measure, a question of finding the optimal device for a given situation ... Everything that leads to an increase in the role of subordinates is decentralization, while centralization is accompanied by a weakening of this role.”

9. Scalar chain- "the power vertical linking all levels of subordination from the highest authority to the lowest levels." More familiar terms for defining this concept would be "hierarchy" and "channels" or "lines of communication." Fayol combines these two concepts in his concept of a scalar chain, asserting the need for a higher authority and at the same time emphasizing that solving problems by referring to it is far from always the fastest, and sometimes, if we are talking, for example, about government instances, it can be and too long. In order to maintain the possibility of control and avoid unnecessary loss of time, he suggests using a system of delegating rights and responsibilities to subordinates for the implementation of the necessary communications. This approach was called "trap", "gang plank". This method of communication between individuals of the same rank allows solving individual problems without going beyond the given hierarchical level.