Introduction ................................................ ................................................. .........3

1. The personality of Henri Fayol .............................................. ...................................5

2. Management as administration............................................................... .............6

3. Control functions............................................... ......................................8

4. Principles of management.................................................... ..................................eleven

5. Significance of the theory of administration............................................... ..................14

Conclusion................................................. ................................................. ....16

Bibliography................................................ .........................................17

Introduction.

The development of scientific management problems, which unfolded at the beginning of the 20th century and focused on the activities and specialization of the leader, faced the need to analyze the construction and creation of principles for the functioning of the organization as a whole. The answer to this need for practice was the work of Henri Fayol, who proposed a number of organizational principles necessary for the effective management of a company.

Henri Fayol spent most of his adult life working for a French coal and iron ore company, first as an engineer and then in headquarters.

Fayol associated the success of the company he led with the consistent and systematic application of a number of simple but important principles in management. Fayol was the first to propose that management activity itself be considered as an independent object of study. He singled out five main elements, which, in his opinion, are the functions of the administration: forecasting, planning, organizing, coordinating and controlling.

For Fayol, administration forms only one of the six management functions and, in order of importance, comes after five other activities - technical, commercial, financial, insurance and accounting.

Fayol was the first to abandon the view of management as the "exclusive privilege" of top management. He argued that administrative functions exist at any level of the organization and are performed to a certain extent even by workers. Therefore, the higher the level of the organizational hierarchy, the higher the administrative responsibility, and vice versa. Functions are mandatory elements of the management process. The loss of one of these elements leads to a violation of the entire control technology. Whereas the principles embody the subjective experience of the leader, therefore they can be replaced and supplemented.

Fayol achieved fame for his ideas, which, however, were accepted too late. Only in 1916 was Fayol's work "The Main Features of Industrial Administration - Foresight, Organization, Disposition, Coordination, Control" published. This work is Fayol's main contribution to the science of management.

It was Henri Fayol who combined the ideas of Taylor's functional administration and the old principle of one-man command, as a result of which he received new scheme management, which then formed the basis modern theory organizations. Fayol is called the father of modern management theory because he was the first to rise above the level of the factory floor, to generalize the principles and art of managing administration in general. According to American management historians, Fayol is the most significant figure in management science in the first half of the 20th century. The emergence of the classical (administrative) school is mainly associated with his name.

1. Personality of Henri Fayol.

Like the American F. Taylor, A. Fayol was socially positioned and a manager based on interests and personal qualities. Like G. Emerson, Fayol was an extraordinary, creative person with diverse interests and broad erudition. He, like Emerson, was more attracted by the philosophical and general scientific aspects of management, understanding of its historical and social role in the development of modern society, general principles organization and personnel management.

Henri Fayol (1841-1925) was a mining engineer by training. Being a Frenchman by origin, he worked all his life in the French mining and metallurgical syndicate of the Comambo company, first as an engineer, and then in the head office. From 1886 to 1918 he was the managing director of the syndicate. At the time of his appointment as general manager, the company was on the verge of bankruptcy. By the time Fayol retired (1918), the concern had become one of the largest, efficiently operating enterprises, which contributed to the defense of France during the First World War.

While in retirement, Fayol created and headed the Center for Administrative Studies, which was engaged in the execution of orders for research in various fields economic activity(tobacco industry, postal and telegraph department). Fayol was awarded the Order of the Legion of Honor and other state awards, and had high scientific ranks.

Fayol is considered the founder of the classical school. In his research, he proceeded not from American, but from European, in particular French, experience in organizing and managing production. He focused primarily on the management process itself, which he viewed as an administrative function designed to assist administrative personnel in achieving the goals of the organization.

Fayol's main work is his "General and industrial management”, written in 1916 and republished in the USSR (1923) with a foreword by A.K. Gastev. In this book, he summarized managerial experience and created a logically coherent systematic theory of management.

Fayol's concept was based on the position that in any enterprise there are two organisms: material and social. The first includes labor itself, means of labor and objects of labor in their totality, under the second he meant the relationship of people in the labor process. These relationships became the subject of Fayol's research, i.e. he deliberately limited the scope of his research.

Fayol tried to substantiate the necessity and possibility of creating a special science of people management as part of the general doctrine of enterprise management.

2. Management as administration.

Fayol intentionally uses the term "administration" instead of "management". The point is not only that “management” is a specifically American term, and the word “administration” is more familiar to the French. Although this contains a certain amount of truth. Management is born of developed market economy, it arose in the sphere of private enterprise, and not state, or non-profit management. Its appearance in the 20th century symbolized the weakening of the role of the state in regulating the economy.

On the contrary, for France, which was more backward at that time, a country where the administrative institutions of feudalism were strong for a long time, where the capitalist economy was nurtured by the state itself, management inevitably had a different connotation. The term "administration" in European languages ​​​​came from Latin, which was spoken by the ancient Romans, who were famous for the rigid centralization of management. Therefore it means activity government agencies performing control functions. The term "administration" refers to the highest part of the managerial hierarchy, the management personnel of the institution. It has little of business and commerce, but a lot of bureaucracy and command.

Another reason is that administrative activity was only part of Fayol's management. Governance itself was a much broader area. To manage, Fayol argued, means to lead an enterprise towards its goal, extracting opportunities from all available resources. But to lead to the goal means to maneuver in the product sales market, to follow the market situation and advertising, to build up technical capacities and control the turnover of capital.

Administration, according to Fayol, includes six main groups of operations management activities:

† technical and technological (production, manufacture, processing);

† commercial (purchase, sale, exchange);

† financial (raising capital and effective management them);

† security (protection of property and individuals);

† accounting (inventory, balance sheets, production costs, statistics);

† administrative (foresight, organization, command, coordination and control).

Fayol called the management of the listed operations general management. However, not all six groups of operations became the subject of his close study. He paid the main attention to administrative operations, the content of which lies in the ability to manage personnel. “Only education serves as the organ and instrument of the administrative function. social order. While other functions operate on materials and machines, the administrative function affects personnel.

Fayol is interested in technical, commercial, financial and other operations only because they are the object of the administrative function. He does not consider them on his own.

To a large extent, the success of management depends, according to Fayol, on the experience of the manager, his abilities and talent. Fayol believed that the management process is not amenable to strict regulation. However, the management process should be based on certain principles and rules.

3. Control functions.

Fayol's theory of administration has two parts. The first one is connected with the understanding of management functions, the second one - with the understanding of its principles. For Fayol, the function determines the scope of activity, responsibility and competence of the manager. It answers the question of what a leader does. On the contrary, the principle answers the question of how the manager does it.

Fayol viewed management as special kind activities that no one had done before. He believed that management activity itself should become a special object of study. Fayol defined that management activities include five mandatory common functions Key words: foresight (planning), organization, command, coordination and control.

Fayol understood that management activities may differ depending on the size of the enterprise (organization), level in the management hierarchy, etc. However, despite this, it must necessarily include all five of the above functions. For each function, Fayol formulated the rules and techniques for their implementation.

1. Foresight (planning)- one of the components of the management process, during which goals are formulated, samples and standards are created that form the basis of the management circuit in the organization. Planning is expressed in the development of an enterprise action program for technical, financial, commercial and other operations for the future (for example, five, ten years) and for the current period (year, month, week, day).

Fayol paid special attention to foresight. In his opinion, foresight is the most essential part of management. “To foresee - ... means to calculate the future and prepare it; to foresee is already almost to act.

The main place in foresight is given to the development of a program of action, by which he understood "the ultimate goal, the guiding line of conduct, the stages of the upcoming path and the means that will be put into action." The picture of the future cannot always be clearly presented, but the upcoming events can be worked out in sufficient detail.

Knowledge of:

enterprise resources (cash capital, real estate, equipment, materials and raw materials, labor resources. magnitude production capacity, market conditions, etc.);

Leading directions of development of the enterprise;

possible changes in external conditions, the timing of which cannot be determined in advance.

Drawing up the necessary program, according to Fayol, requires management personnel:

The art of managing people;

Known moral courage;

Great activity;

Sufficient stability;

Known competence in the manufacturing area;

Sufficient business experience.

Planning is based on connecting the goals of the organization and its units with the means to achieve them. At the same time, planning is indirectly a control tool, since it not only sets goals, standards, and performance standards, but also defines the boundaries of deviations from the norms, the violation of which leads to the adoption of coordinating decisions.

2. Organization. Under the organization of the work of the enterprise, Fayol understood the provision of everything necessary for its work. Fayol distinguished between material and social organization. material organization includes enterprise support necessary materials, capital, equipment. social organization includes providing the enterprise with people. The social organism must be able to carry out all the operations necessary to carry out production process at the enterprise.

Managing people (social organism) includes the following responsibilities:

Establishing a program of action: defining the tasks, goals and needs of the enterprise and establishing correspondence between them and material and social organisms;

Ё monitoring the implementation of the program;

Ё management of the enterprise by a competent and energetic leader;

Ё correct selection of personnel of the administrative apparatus;

Yo precise definition functions;

Ё coordination of efforts for the implementation of the planned work;

Ё clear, distinct and precise formulation of decisions;

• encouragement of responsibility and initiative;

Ё fair remuneration for work;

Ё prevention of errors and misunderstandings;

Ё obligatory observance of discipline;

Ё subordination of personal interests to the interests of the enterprise;

Ё unity of management;

Yo universal control;

Ё fight against abuses in regulation, against bureaucratic formalism, paperwork, etc.

All of these obligations are valid for the present.

The constructed social organism needs to be put into action. This task is performed using the manager function.

3. Disposition- one of the main functions of management, the essence of which is the presentation by the head of the requirements for subordinates regarding the fulfillment of their role expectations, the distribution of responsibility, and the constant impact on the behavior of subordinates. At the same time, the use by the head of certain prerogatives of power, which are set by his role functions, is mandatory. The purpose of management is to extract the greatest benefit and benefit from employees subordinate to the head in the interests of the enterprise as a whole.

According to Fayol, the manager who performs the function of management must adhere to the following rules:

* to know in perfection the employees subordinate to him;

* dismiss incapable workers;

* to know well the conditions connecting the enterprise and employees;

* set a positive example;

* to carry out periodic inspection of the social organism of the enterprise;

* hold meetings with leading employees of the enterprise in order to agree on the unity of directions and efforts;

* strive to ensure that activity and devotion dominate among the personnel of the enterprise;

* do not pay much attention to trifles to the detriment of solving the most important issues.

4. Coordination. Its main goal is to achieve consistency and consistency between various parts enterprises by establishing rational ties in production. These links are of the most diverse nature: in terms of content, they can be technical, economic, organizational; on a hierarchical basis - links between different levels of the managed object. In addition, this includes links between production proper, on the one hand, and distribution, exchange, and consumers, on the other.

5. Control- the most important function of management, the final result of all management activities. The task of control is to check the execution in accordance with the adopted program. Control should be carried out by a controller who meets the following requirements: competence, sense of duty, independent position in relation to the controlled object, prudence and tact. He is obliged to refrain from interfering in the administration and execution of affairs. Control should be carried out on time and have specific consequences.

Thus, Fayol's main contribution to control theory was that he considered control as a universal process consisting of five control functions. Fayol not only listed the main functions, he laid the foundations for a special direction in management - structural functional approach. It must be considered functional because management functions are the supporting element of the entire management framework, the initial cell of the organizational hierarchy. Fayol's structural approach is because the functions determine the structure of the organization, and do not act as a kind of appendage to it.

The conceptual model of functions developed by Fayol turned out to be so fruitful that it gave birth to many modern schools and trends.

4. Principles of management.

Fayol considered the enterprise as a closed control system. He paid the main attention to the internal opportunities (conditions) to improve the efficiency of the enterprise by improving the management process. Fayol formulated principles which, in his opinion, are applicable to any administrative activity. At the same time, Fayol noted that principles do not always require strict implementation. They are flexible and mobile, and their application depends on changing circumstances, on the composition of workers, etc.

Fayol formulated 14 principles of management:

1.) Division of labor. Its goal is to increase the quantity and quality of production with the same effort. This is achieved by reducing the number of goals to which attention and action must be directed. The division of labor is directly related to specialization.

This principle can be applied both to the sphere of production and managerial work. The division of labor is effective up to a certain extent, when it does not bring the desired results.

2.) Authority and responsibility. Powers - the right to manage the resources of the enterprise, as well as the right to direct the efforts of employees to perform assigned tasks. Responsibility is the obligation to perform tasks and ensure their satisfactory completion.

Authority is an instrument of power. Authority meant the right to give orders. Power is directly related to responsibility. Where there is authority, there is responsibility.

3.) Discipline. Discipline involves achieving the fulfillment of agreements concluded between the enterprise and its employees, including obedience. In case of violation of discipline, sanctions may be applied to employees.

4.) Unity of command (unity orders ). The employee must receive orders and instructions from his immediate supervisor. In addition, he must respect the authority of the leader.

5.) Unity of direction (direction). One leader and one program for a set of operations pursuing the same goal. Each group operating within the same goal must be united by a single plan and have one leader.

6.) Subordination of personal (individual) interests to the general. The interests of one employee or group of employees should not prevail over the interests of the organization and should be directed to the interests of the entire enterprise.

7.) Staff Remuneration , i.e. the price of the services provided. It should be fair and, if possible, satisfy both the staff and the organization, both the employer and the employee.

8.) Centralization. The enterprise must achieve a certain correspondence between centralization and decentralization, which depends on its size and specific operating conditions. The problem of centralization and decentralization is resolved by finding a measure that gives the best overall performance.

9.) Scalar chain (hierarchy). The scalar chain is a series of leadership positions, starting with the highest and ending with the lowest. The scalar chain determines the subordination of workers. A hierarchical management system is necessary, but if it harms the interests of the enterprise, then it must be improved.

10.) Order. Each employee must have their own workplace provided with everything you need. To do this, the leader must know his subordinates and their needs well. "A place for everything, everything in its place."

11.) Sp fairness . Justice is a combination of kindness and justice. An employee who feels a fair attitude towards himself feels loyalty to the company and tries to work with full dedication.

12.) Workplace stability for staff. For the enterprise, the most preferable are employees who hold on to their place. High employee turnover is both a cause and a consequence of the poor state of affairs. In a prosperous company, the management staff is stable.

13.) Initiative. Initiative is the development of a plan and its successful implementation. The implementation of this principle often requires the administration to "act in personal vanity."

14.) Corporate spirit. The strength of the enterprise is in harmony (“unity”) of all employees of the enterprise. Fayol pointed out the inadmissibility of using the principle of "divide and conquer" in management. On the contrary, he believed, leaders should encourage collectivism in all its forms and manifestations.

The classification of management principles proposed by Fayol contributed to the streamlining of the management process. Fayol emphasized the universality of the principles of management, not limiting their application only to the sphere of production. Fayol believed that the system of principles he proposed could not be definitively formulated. It should remain open to additions and changes based on new experience, its analysis and generalization. Fayol noted that the application of principles in practice is "a difficult art that requires thoughtfulness, experience, determination and a sense of proportion." Many of the above signs have not lost their relevance at the present time, despite the changes that have taken place over the past decades.

5. The value of the theory of administration.

The classical division of management functions in an enterprise, developed by A. Fayol, has passed the test of time (since 1923). All the newfangled management theories concerning this issue could not offer anything better. In practice, the classification managerial functions according to Fayol remains basically unchanged.

Application of Fayol's theory in practical work The leader will be able to:

correctly prioritize your work;

plan it correctly;

take corrective action quickly and effectively.

Knowing these theories, the leader will be able to look at the problems facing him as if from the outside. This will allow the leader to:

џ determine one's surroundings and see the problems to be solved in their relationship with others, and, consequently, find a "starting point" to start work and clarify problems;

џ evaluate the expediency of their actions;

џ clarify what resources are lacking for effective problem solving.

All this will help to find new ways and ways of solving the problems of the organization.

Many management principles still have practical value.

In the future, many researchers were engaged in the study and theoretical description of the principles of managerial activity, but all of them were only followers of Fayol, who developed, supplemented and concretized his teaching.

Conclusion.

I think that Henri Fayol was a key figure in the history of management. The unique nature of his work cannot be overestimated. Fayol for the first time subjected to serious scientific analysis not the work of others, but his own duties and responsibilities. He reviewed his administrative duties with an impartiality as valuable as rare.

Fayol developed Taylor's idea that management and administration should be studied from scientific positions. He showed that the improvement of management is not limited to increasing labor productivity or planning the activities of subordinate organizational units - it should be the subject of closer consideration and practical administrative development by the people at the head of the organization.

Fayol's concept left a noticeable mark on the development of management, and not only European. The theory of administration developed by him, management functions and some principles of behavior are still actively used in practice.

Bibliography.

1. Duncan U. Fundamental ideas in management. - M.: Delo, 1996

2. Sheldrake J. Theory of management: from Taylorism to Japaneseization / Per. from English. ed. V.A. Spivak. - St. Petersburg: Peter, 2001.

3. Semenova I.I. History of management: Proc. allowance for universities. - .: UNITY-DANA, 2000. -222p.

4. Kravchenko A.I. History of management: Proc. allowance for university students. - M.: Academic Project, 2000. - 352 p.

5. Vikhansky O.S., Naumov A.I., Management: Textbook. -3rd ed. - Gardariki, 2001. - 528s.

6. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management: Per. from English. - M.: Delo, 1996. - 704 p.

slide 3

INTRODUCTION

The development of scientific management problems, which unfolded at the beginning of the 20th century and focused on the activities and specialization of the leader, faced the need to analyze the construction and creation of principles for the functioning of the organization as a whole. The answer to this need for practice was the work of Henri Fayol, who proposed a number of organizational principles necessary for the effective management of a company.

slide 4

HENRI FAYOL

Henri Fayol (1841-1925) was a mining engineer by training. Being French by origin, he worked all his life in the French mining and metallurgical syndicate of the Comambo company, first as an engineer, and then in the head office. From 1886 to 1918 he was the managing director of the syndicate.

slide 5

Fayol created and headed the Center for Administrative Studies. Fayol was awarded the Order of the Legion of Honor and other state awards, and had high scientific ranks. Fayol is considered the founder of the classical (administrative) school. He paid the main attention directly to the management process itself, which he considered as a function of administration.

slide 6

THE WORK OF A. FAYOL

Fayol's main work is his work General and Industrial Management, written in 1916 and republished in the USSR (1923) with a preface by A.K. Gastev. In this book, he summarized managerial experience and created a logically coherent systematic theory of management.

Slide 7

Management as administration

Administration, according to Fayol, includes six main groups of management operations: 1) technical and technological (production, manufacturing, processing); 2) commercial (purchase, sale, exchange); 3) financial (attraction of capital and effective management of it); 4) security (protection of property and individuals); 5) accounting (inventory, balance sheets, production costs, statistics); 6) administrative (foresight, organization, command, coordination and control).

Slide 8

Control functions

1. Foresight (planning) 2. Organization 3. Management 4. Coordination 5. Control

Slide 9

Management principles

Fayol formulated 14 principles of management: 1.) The division of labor is the specialization of work for the effective use of the worker's labor. 2.) Authority and responsibility - delegation of authority to each worker, responsibility for the performance of work. 3.) Discipline - the implementation of the terms of the agreement between workers and management, the application of sanctions to violators of discipline.

Slide 10

4.) Unity of command (unity of command) - receiving orders and reporting to only one immediate superior. 5.) Unity of direction (direction) - combining actions with the same goal into groups and working according to a single plan. 6.) The subordination of personal (individual) interests to the general - the advantage of the interests of the organization over individual interests. 7.) Remuneration of personnel - receiving by employees a fair remuneration for their work.

slide 11

8.) Centralization - achieving better results with the right balance between centralization and decentralization. 9.) Scalar chain (hierarchy) - the transfer of orders and communication between the levels of the hierarchy through a continuous chain of commands ("chain of chiefs") 10.) Order - working a place for every worker and every worker in his place. 11.) Fairness - fair enforcement of rules and agreements at all levels of the scalar chain.

slide 12

12.) Stability of the workplace for staff - installation of employees on loyalty to the organization and long-term work. 13.) Initiative - encouraging employees to develop independent judgments within the boundaries of their authority and work. 14.) Corporate spirit - the harmony of interests of the personnel and the organization (“strength in unity”). Fayol believed that the system of principles he proposed could not be definitively formulated. It should remain open to additions and changes based on new experience, its analysis and generalization.

slide 13

Significance of the Theory of Administration

The classical division of management functions in an enterprise, developed by A. Fayol, has passed the test of time (since 1923). The application of Fayol's theory in the practical work of a manager will make it possible to: 1) correctly prioritize your work; 2) plan it correctly; 3) take corrective action quickly and effectively.

Slide 14

Knowing these theories, the leader will be able to look at the problems facing him as if from the outside. This will allow the manager to: 1) determine his environment and see the problems being solved in their relationship with others, and, therefore, find a "starting point" to start work and clarify problems; 2) evaluate the expediency of their actions; 3) clarify what resources are not enough to effectively solve problems. All this will help to find new ways and ways of solving the problems of the organization.

slide 15

Conclusion

Henri Fayol was a key figure in the history of management. The unique nature of his work cannot be overestimated. Fayol developed Taylor's idea that management and administration should be studied from scientific positions. He showed that the improvement of management is not limited to increasing labor productivity or planning the activities of subordinate organizational units - it should be the subject of closer consideration and practical administrative development by the people at the head of the organization.

slide 16

Fayol's concept left a noticeable mark on the development of management, and not only European. The theory of administration developed by him, management functions and some principles of behavior are still actively used in practice.

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Presentation - Administrative (classical) school of management

The text of this presentation

Administrative (classical) school of management
Completed by 4th year students group B Profile "Preschool education" Efremova Alina Ilyina Tatyana Mudarisova Ekaterina Vasilyeva Evgenia
Ministry of Education and Science Russian Federation FSBEI HE "Chuvash State Pedagogical University named after I.I. I.Ya.Yakovleva Faculty of Preschool and Correctional Pedagogy and Psychology Department of Preschool Education and Service
Cheboksary 2016

School founder
Henri Fayol - founder of the administrative school
Henri Fayol was born in the suburbs of Istanbul, Turkey on July 29, 1841 - he died in November 1925 in Paris. Fayol created and headed the Center for Administrative Research, which was engaged in the execution of orders for research in various areas of economic activity (tobacco industry, postal and telegraph department). Fayol was awarded the Order of the Legion of Honor and other state awards, and had high scientific ranks. Fayol is considered the founder of the classical school. In his research, he proceeded not from American, but from European, in particular French, experience in organizing and managing production. He focused primarily on the management process itself, which he viewed as an administrative function designed to assist administrative personnel in achieving the goals of the organization. Fayol's main work is his work General and Industrial Management, written in 1916 and republished in the USSR (1923) with a preface by A.K. Gastev. In this book, he summarized managerial experience and created a logically coherent systematic theory of management. it was published a few years before the publication of Frederick Winslow Taylor's theory of scientific management.

Fayol's concept was based on the position that in any enterprise there are two organisms: material and social. The first includes labor itself, means of labor and objects of labor in their totality, under the second he meant the relationship of people in the labor process. These relationships became the subject of Fayol's research, i.e. he deliberately limited the scope of his research. Fayol tried to substantiate the necessity and possibility of creating a special science of people management as part of the general doctrine of enterprise management. Fayol had extensive experience in senior management of the organization. Therefore, his research was aimed at improving the efficiency of the entire organization. Fayol believed that the source of the effectiveness of the management system is the management procedures applied by the administration. At the same time, he argued that the main method of achieving efficiency is the correct application of the principles (rules) of management.

Contribution to the theory of management development by Henri Fayol
Henri Fayol made a major contribution to the theory of management by developing " general approach» to the administration and formulated some principles of administrative theory. It defines the functions, principles and controls. Fayol's concept was based on the position that in any enterprise there are two organisms: material and social. The first includes labor itself, means of labor and objects of labor in their totality, under the second he meant the relationship of people in the labor process. These relationships became the subject of Fayol's research, i.e. he deliberately limited the scope of his research. Fayol argued that administrative functions exist at any level of the organization and they are performed even by the workers themselves, but the higher the level of the managerial hierarchy, the higher the administrative responsibility. He made attempts to formulate requirements for vocational training workers, foremen, shop managers, directors and senior managers. Management is generated by a developed market economy, it arose in the field of private enterprise, and not state or non-profit management. Its appearance in the 20th century symbolized the weakening of the role of the state in regulating the economy. On the contrary, for France, which was more backward at that time, a country where the administrative institutions of feudalism were strong for a long time, where the capitalist economy was nurtured by the state itself, management inevitably had a different connotation.

Another reason is that administrative activity was only part of Fayol's management. Governance itself was a much broader area. To manage, Fayol argued, means to lead an enterprise towards its goal, extracting opportunities from all available resources. But to lead to the goal means to maneuver in the product sales market, to follow the market situation and advertising, to build up technical capacities and control the turnover of capital. Administration, according to Fayol, includes six main groups of management activities present in all industrial enterprises: technical and technological (production, manufacturing, processing); commercial (purchase, sale, exchange); financial (attraction of capital and effective management of it); security (protection of property and individuals); accounting (inventory, balance sheets, production costs, statistics); administrative (foresight, organization, command, coordination and control).

The contribution of representatives of the administrative school to the development of management science.
Henri Fayol - French scientist, "father" of management. He made a huge contribution to the development of management as a science. Developed a number of universal management principles. 1916 - work "General and industrial management". Fourteen principles according to Henri Fayol: 1. Division of labor - the specialization of work necessary for effective use work force(by reducing the number of goals to which the attention and efforts of the worker are directed). 2. Authority and Responsibility - Each worker must be delegated sufficient authority to be held accountable for the performance of the job. 3. Discipline - workers must obey the terms of the agreement between them and the head of the enterprise, managers must apply fair sanctions to violators of discipline. 4. Unity of command - the employee receives orders and reports to only one immediate superior. 5. Unity of action - all actions that have the same goal must be combined into groups and carried out according to a single plan. 6. Subordination of personal interests - the interests of the organization take precedence over the interests of individuals. 7. Remuneration of personnel - the receipt by employees of a fair remuneration for their work. 8. Centralization - natural order in an organization that has a control center. The best results are achieved with the right proportion between centralization and decentralization. Authority (power) should be delegated in proportion to responsibility. 9. Scalar chain - an inextricable chain of commands, through which all orders are transmitted and communications are carried out between all levels of the hierarchy ("chain of chiefs"). 10. Order - a workplace for each employee and each employee at his workplace. 11. Fairness - established rules and agreements must be enforced fairly at all levels of the scalar chain. 12. Stability of staff - installation of employees on loyalty to the organization and long-term work, as high turnover reduces efficiency. 13. Initiative - encouraging employees to develop independent judgments within the boundaries of delegated authority and work performed. 14. Corporate spirit - the harmony of interests of the personnel and the organization ensures the unity of efforts (“strength in unity”).

Fayol's initial point of view on management was that he considered it obligatory in any sphere of human activity: in production, business, politics, government, religion, in the family. That management was not taught in schools and universities, as was the case with the teaching of technical sciences, was, according to Faiol, the result of a lack of management theory. Fayol tried to define the theory of management, which he considered as a combination of principles, rules and methods of management, developed and tested by the general experience of work. Since practice is much richer than theory, there is a discrepancy between them. This was the reason for the difficulties arising in further theoretical generalizations of management and its subsequent teaching.

In 1908, in a report at the anniversary meeting of the Extractive Industry Society, Fayol highlights the main principles of management; - centralization and decentralization of power. It is a matter of measure. You just need to know their optimal ratio, which is most in the interests of the enterprise; the essence of the worker. Each employee, consciously or unconsciously, is a part of the organization, puts his soul into it; - unity of leadership. There must be one leader and one action plan to achieve a common goal; - order. To each man his place and each in his place; - staff unity. There is strength in unity.

Of interest is Fayol's assessment of the qualities that a manager needs. He arranged them in this order: - physical qualities (health, strength, speech); - mental qualities (the ability to understand and study, the ability to evaluate, adaptation); - moral character(energy, initiative, responsibility, loyalty, tact, dignity); - general education(knowledge of issues related not only to the functions performed); - special knowledge (technical, commercial, financial, managerial and other knowledge directly related to the position held); - work experience (knowledge gained on the basis of previous activities).

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