management and organization✓ Management Process Approach (Henri Fayol):• French mining engineer• About the same time as Taylor, but unbeknownst to him.laid down general management principles.• He was brought to the directorate in the mining and metallurgy enterprise where he worked andhas brought this company, which is on the verge of bankruptcy, to a very good position.• Fayol started his business life as a low-level manager, not with production, but with generalHe was interested in management events and he applied his principles from the management level, that is, from above.determined downwards. Unlike Taylor, he works in a single company in his business life.worked ; Taylorism was dominant even in France during his lifetime, more than death.Then his star shone. The reason for this delay in fame was translated into Turkish in 1936.This is due to the fact that his work was translated into English very late.• He developed a macro theory. Management is at the managerial level, not at the worker level.interested.• Dealing with the management event from the point of view of top management, Fayol stated that the science of managementthat it is universal and that it is operated by a number of functions depending on a number of principles.claimed to have been carried out.✓ Henri Fayol's 4 main contributions to the Management Process Approach:1. It has divided the business into certain activity groups. Functions of the business:a) Managementb) Productionc) Marketingd) Financinge) Accountingf) Human Resourcesg) Public Relationsh) Research and Development (R & D) 2.Functions of Managementa) Planning: Determining the business objectives and how to achieve these objectivesb) Organizing: Establishing the organizational structure,determining the employees, creating the environment that will enable the achievement of the goalscreationc) Execution (directing): The people (subordinates) who make up the organization, reaching the goalsto act towards, to motivate them (motivation)d) Coordination: Harmonization of all activities and employeese) Control (audit): Whether or not the objectives have been achieved or to what extentdetermining and taking corrective measures 3. 14 Management Principles:A. Organizational Structure Principles (5):• The principle of division of labor and specialization:o Division of Labour: :Division of work to tasks in very small chunksseparationo Specialization: Each task is constantly performed by one personto be done• Management Unity Principle: Activities that serve the same purpose should be arranged in a plan.managed by a single administrator.• Principle of Equivalence of Authority and Responsibility: Authority and responsibility are inseparable.are parts. To the authorized manager, in proportion to his/her authority.should be given responsibility. No unauthorized person can be held and responsibleabuse of authority.• Principle of Centralization: The degree of centralization, the decision-making authorityIt's about distribution between levels. Managers hold their powercentralization of possession; delegating authority to lower levelsdecentralization, decentralization or centrifugalcalled system.• Hierarchy Principle: From the highest level of the organization to the lowest levelIt is a chain of command that goes down to the ground and connects the managers.Communication and other relationships follow this path. But bigIn organizations and where speed in communication is important, thisthat the rule can be extended a little and that two personnel at the same level,meeting directly, provided that they inform their superiors.fHe said it was possible for them to come. Buna Fayol Bridgeis called.located at the same level in the hierarchical structure according to the Fayol Bridge principle.This was previously used for people to communicate directly with each other.people should be allowed.B. Principles of Processes (5):• Discipline: Fayol's discipline, obedience, hard work, persistence, behaviororder and the provisions of the agreement between the organization and its memberstreated as respect. These provisions are written rules, tradition.It could be custom, etiquette, or legal rules. Discipline, obedience and firmsymbolizes respect. (Employees must comply with certain rules)• Unity of Command Principle: A subordinate takes orders from only one superior.• Equality Principle: Everyone is equal in line with their abilities and abilities.is to be treated. Employee engagement and commitment to the organizationManagers must treat employees equally.Employees will be motivated with the principle of equality and in this way they will beefficiency will be achieved. Equality principle, fair to all employeesmeans to be.• Rewarding and wages of employees: According to the achievements of the employeesto be rewarded and to receive a fair wage for their hard work.is doing. Fayol in return for the work of the people workingthe fairness of the remuneration paid to them, in other words, the work doneoffered a reasonable wage. High performance requirementsshould be rewarded. This principle means giving employees their rights.income.• The Supremacy of General Interests over Personal Interests: Fayol organized the organization with this principle.the general aims and interests concerning thenot prioritizing the interests of the organization over the interests of individuals or groups.He wanted to show that he should not be sacrificed.C. Principles of Results: (four)• The principle of order: It is about choosing the place of every job and function well. in the organizationthat all the material and human means of production have a definite place andin a certain place so that it can be used effectively and efficiently when necessary.is to be found.• Personnel Continuity: Fail the job and workplace of the newly hired personnel.arguing that there is a process for learningpositive attitude and behavior to the employee during the process,to be assisted; not treated in this way (exhibiting attitudes and behaviors that prevent the employee from getting used to the job)argued that the new employee could leave the job.• Initiative: It is the ability to plan and implement. Employees at workto spend all their talents and strengths before problems arise.foresight and initiative to take precautions and seize opportunitiesIt means to have a soul. In other words, according to FayolManagers rely on their subordinates when necessary, giving them the opportunity to