1

APRESENTATION

ON“HENRI FAYOL”

Presented By:Group No: 2

- Chetan Narkhede.- Anurag Singh.

- Anmol Dabriwal.- Indu bala.

- Mayur Deshmukh.

2

ABOUT HENRI FAYOL: Henri Fayol (Istanbul, 29 July 1841 – Paris, 19

November 1925).

He was a French Mining Engineer ES Director of mines who developed a general theory of business administration that is often called FAYOLISM.

He was one of the most influential contributors to modern concepts of Management.

He stated 14 Principles and 5 Functions of management

3

14 PRINCIPLES OF MANAGEMENT1. DIVISION OF WORK 8. CENTRALIZATION

2. AUTHORITY 9. SCALAR CHAIN

3. DISCIPLINE 10. ORDER

4. UNITY OF COMMAND 11. EQUITY

5. UNITY OF DIRECTION 12. STABILITY OF TENURE OF PERSONNEL.

6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS

13. INITIATIVES

7. REMUNERATION 14. ESPRIT DE CORPS

4

1. DIVISION OF WORK:Work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization.

2. AUTHORITY:Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised. There must be balance between authority and responsibility.

3. DISCIPLINE:Employees must obey and respect the rules that govern the organization. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organization's rules, and the judicious use of penalties for infractions of the rules.

5

4. UNITY OF COMMAND:Every employee should receive orders from only one superior.

5. UNITY OF DIRECTION:Each group of organizational activities that have the same objective should be directed by one manager using one plan. All the efforts of the employees must be directed in one way in achievement of one common goal.

6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS:

The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.

6

7. REMUNERATION:Workers must be paid a fair wage for their services.

8. CENTRALIZATION:Centralization refers to the degree to which subordinates are involved in decision making. Whether decision making is centralized (to management) or decentralized (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralization for each situation.

9. SCALAR CHAIN:The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross-communications can be allowed if agreed to by all parties and superiors are kept informed.

7

10. ORDERThis principle is concerned with systematic arrangement of men, machine, material etc. there should be specific place for every employee in organization

11. EQUITY:Managers should be kind and fair to their subordinates.

12. STABLITY OF TENURE OF PERSONNELS:High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.

8

13. INITIAVTIES:Employees who are allowed to originate and carry out plans will exert high levels of effort.

14. ESPRIT DE CORPS:Promoting team spirit will build harmony and unity within the organization.

9

5 FUNCTIONS OF MANAGEMENT: PLANNING:Managers must plan for future conditions, develop strategic objectives and secure the achievement of future goals.

ORGANIZING:Managers must organize the workforce in an efficient manner and structure and align the activities of the organization.

COMMANDING:Managers must supervise subordinates in their daily work, and inspire them to achieve company goals. Likewise it is the responsibility of managers to communicate company goals and policies to subordinates.

10

CO-ORDINATING:Managers must harmonize the procedures and activities performed by the company, meaning that every activity of each organizational unit should complement and enrich the work of another.

CONTROLLING:Managers must control that company activities are in line with general company policies and objectives. It is also the responsibility of the manager to observe and report deviations from plans and objectives, and to make initiatives to correct potential deviations.

11

DABUR

Dabur (Dabur India Ltd.) is India's largest Ayurvedic medicine manufacturer.

Dabur was founded in 1884 by Dr. SK Burman, a physician in West Bengal, to produce and dispense Ayurvedic medicines.

Dr. Burman designed Ayurvedic medication for diseases such as cholera and malaria.

Sustainable Development Society (Sundesh), a non-profit organisation started by Dr. Burman, aims to carry out welfare activities in the spheres of health care, education and other socio-economic activities.

12

POPULAR PRODUCTS

13

MISSION AND VISION

MISSION: "Being a leader in the natural foods Beverages Industry and aims in offering qualityproducts and distributors higher returns to Stake Holders“

VISION:"Dedicated to the health and well being

of every Household"

14

VALUES Ownership

We accept personal responsibility, and accountability to meet business needs.

Passion For Winning

We all are leaders in our area of responsibility, with a deep commitment to deliver results. 

People DevelopmentPeople are our most important asset. We add value through result driven training, and

we encourage & reward excellence.

Consumer FocusWe have superior understanding of consumer needs and develop products to fulfill

them better.

Team WorkWe work together on the principle of mutual trust & transparency in a boundary-less

organization. 

InnovationContinuous innovation in products & processes is the basis of our success.

IntegrityWe are committed to the achievement of business success with integrity.

15

ADITYA BIRLA GROUP

Aditya Birla group was established in 1857. Shiv Narayan Birla started cotton trading operations

in the small town of Pilani in Rajasthan. Company Headquaters in Mumbai. Operates in 33 countries with more than 1,33,000

employees worldwide. Largest Cement Player in India. Among top 3 Mobile Telecom Companies.

16

MOST POPULAR BRANDS:

17

ORGANISATION STRUCTURE

18

MISSION & VISION:

MISSION:To be premium global conglomerate with a

clear focus on each business.

VISION:To deliver superior value to our customers,

shareholders, employees and social at large.

19

VALUES

20

ITC COMPANY ITC was incorporated on August 24, 1910

under the name Imperial Tobacco Company of India Limited. 

Later Named as Indian Tobacco Company Limited.

Chairman of ITC - Y C Deveshwar. Its diversified business includes five

segments: Fast Moving Consumer Goods (FMCG), Hotels, Paperboards & Packaging, Agri Business & Information Technology.

21

POPULAR PRODUCTS

22

MISSION AND VISION

MISSION: To enhance the wealth generating capability of the enterprise in a globalising environment, delivering superior and sustainable stakeholder value. VISION:

Sustain ITC's position as one of India's most valuable corporations through world class performance, creating growing value for the Indian economy and the Company's stakeholders.

23

VALUES

Trusteeship Customer Focus Respect For People Excellence Innovation. Nation Orientation

24

THANK YOU