Management and Henri
Henry remained at Commenter-Formulation Company until his retirement In 1918. He was considered a very successful man whilst working at Geometry, at the age of 25 Henry became manager of Commenter pits, then to manager of the group coal minds at the age of 31. At the age of 47 Henry gained the position of Managing director and remained as its chief executive until his retirement. Throughout his time at Commenter he became critical of higher management’s practice of letting the sale of coal drive its production.
Payola sought to solve this problem by preparing sales and production plans with records of inventory that sales people could use to guide their selling, Henry was chosen by the board to oversee his dissolution. Accepting this Henry spent 4 months to develop a complete plan to present to the board. (Daniel A. Wren 2001, p. 477) Retirement didn’t stop Payola from continuing in succession. Moving on to further ventures, Henry set up a Centre for Administrative Studies (CASE).
The centre held regular meetings attended by leaders from professional fields such as writers, philosophers, engineers, public-sector officials, the military and industrials. The centre helped in the overall effort for Henry to develop and popularize his
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Henry won many awards In his career which were all accorded In recognition to both of his technical contributions to geology and metallurgy and contributions to the field of management. (Lee D, Parker, Philip A. Risottos 2005, p. 179) Payola portrayed as a pioneering figure who helped lay the foundations of anthropometry management theory. His ideas have been acknowledged and critiqued by management text authors and teachers to several generations of managers In business and government. Best remembered for a three-fold contribution to management thought.
First, Payola is credited with the belief that organizational and five key functions or elements that comprised managerial activity. And thirdly Payola is said to have advocated four- teen principles designed to guide the successful manager. Henries fourteen principles of management are his most frequently citied contribution to the management literature. Based on the Six Administrative activities: Technical, Managerial, Commercial, Financial, Accounting and security Henry developed the fourteen management principles: 1 .
Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient. 2. Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility. 3. Discipline – Discipline must be upheld in organizations, but methods for doing so can vary. 4. Unity of Command – Employees should have only one direct supervisor. 5. Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated. . Subordination of Individual Interests to the General Interest – The interests of one employee should not be allowed to become more important than those of the group. This includes managers. 7. Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation. 8. Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance. 9. Scalar Chain – Employees should be aware of where they stand in the organization’s hierarchy, or chain of command. 0. Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place. 11. Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate. 12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority. 13. Initiative – Employees should e given the necessary level of freedom to create and carry out plans. 14. Esprit De Corps – Organizations should strive to promote team spirit and unity.
Beyond defining general rules, Henry Payola has also conducted groundbreaking work on continuous improvement and operational excellence, arguing that progress is a vital necessity for companies in maintaining their competitiveness. He may even be considered as a forerunner of lean management, when he defends the need to combine theoretical teaching and shoofly learning-by-doing, favors direct cross communication, denounces cumbersome organizations and hierarchical inconsistencies, highlights the importance of personnel commitment and initiative, and stigmatize losses related to the lack of storage, order and cleanliness. Henry Payola Institute ?Cole Nationals Suprehire des Mines De Saint-?tinge) Haven’t found the author and date, Henry Payola, Henry Payola Institute ?Cole Nationals Payola initiated a ‘here manager’ or ‘quasi-autobiographical’ approach to management theorizing that remains an element of management literature to this day. Payola relied upon his opinion, Judgment and experience to ground his ideas.