Revision: Principles and Functions of Management >> Principles of Management CUET (UG) Principles of Management

Principle is defined as a fundamental truth or proposition that serves as the foundation for a system of belief or behaviour or for a chain of reasoning.

Henry Fayol (1841-1925) was a French mining engineer who turned a leading industrialist and a successful manager. He started his career as a mining engineer in a French mining company and rose to the position of the Chief Managing Director. After conducting many experiments and observations in organization, Fayol proposed 14 principles of management which are explained in his famous book 'General and Industrial Administration'. Due to his contribution in development of managerial thoughts he is called as 'Father of Modern Management'. Fayol suggested 14 principles of management. These statements serve as a guideline for decision-making and management actions.

• Management coordinates planning, organising, staffing, coordinating, and controlling.
• Management is needed in all kinds of organisations.
• Management is counted as a key resource alongside machines, materials, and money.
• A principle = a fundamental truth or proposition.
• Principles of management act as broad guidelines for decision-making.
• They are less rigid than pure science.
• Principles are different from both techniques and values.

• Management principles offer practical insights into real situations faced by managers.
• They support optimum resource utilisation and effective administration.
• They enable scientific (logical/evidence-based) decision-making.
• They help organisations adapt to environmental changes.
• They guide managers in fulfilling social responsibilities.
• They serve as the foundation for management education, training, and research.

• Scientific Management is one of three classical schools, alongside Administrative Theory and Bureaucracy.
• Taylor is identified as the founder of the Scientific Management movement.
• Key elements include time studies, standardisation, differential rates, functional supervision, and management by exception.
• Planning is deliberately separated from execution under this approach.
• Practical studies at Bethlehem Steel and in brick laying demonstrate real-world application of these principles.
• The Lijjat Papad case illustrates how business, Gandhian values, and social responsibility can coexist.