14 Principles of Management by Henri Fayol
Management can feel like constantly shifting gears. Achieving goals. Keeping processes running. Getting people on board. And in the meantime, the workload often remains high. That’s when it’s nice to fall back on a set of clear basic principles. Henri Fayol’s 14 Principles of Management provide that guidance. They help you to create structure, clarify responsibilities, and better organize collaboration. For managers, this is a practical framework for more consistent leadership. For employees, it clarifies what is expected and why choices are made in a certain way.
In this article, you will discover what Fayol meant by these 14 Principles of Management, where the model comes from, and how you can recognize the 14 principles in daily practice. For each principle, you will read what it means, what it delivers, and where things can go wrong if you apply it too strictly or too loosely. This allows you to use the principles as a compass, not a straitjacket. Enjoy reading!
History and the development of the 14 principles of management
In the last century, organizations already had to deal with management in practice. In the early 1900s, large organizations, such as production factories, had to be managed too. At the time there were only few (external) management tools, models, theory and methods available.
Thanks to scientists like Henri Fayol (1841-1925) the first foundations were laid for modern scientific management. These first concepts, also called principles of management are the underlying factors for successful management.
Henri Fayol explored this comprehensively and, as a result, he synthesized the 14 principles of management. Henri Fayol’s principles of management and research were published in the book ‘General and Industrial Management’ (1916).
14 Principles of Management, the indept video
Henri Fayol’s 14 Principles of Management explained including examples
Henri Fayol’s 14 Principles of Management are statements that are based on a fundamental truth. These principles of management serve as a guideline for decision-making and management actions.
They are drawn up by means of observations and analyses of events that managers encounter in practice. Henri Fayol was able to synthesize 14 principles of management after years of study.
These principles of management are:
- Division of Work
- Authority and Responsibility
- Discipline
- Unity of Command
- Unity of Direction
- Subordination of Individual Interest
- Remuneration
- The Degree of Centralization
- Scalar Chain
- Order
- Equity
- Stability of Tenure of Personnel
- Initiative
- Esprit de Corps
Figure 1 – Henri Fayol’s 14 Principles of Management (Fayol, 1916)
1. Division of Work
In practice, employees are specialized in different areas and they have different skills. Different levels of expertise can be distinguished within the knowledge areas (from generalist to specialist).
Personal and professional developments support this. According to Henri Fayol specialization promotes efficiency of the workforce and increases productivity. In addition, the specialization of the workforce increases their accuracy and speed. This management principle of the 14 principles of management is applicable to both technical and managerial activities.
2. Authority and Responsibility
In order to get things done in an organization, management has the authority to give orders to the employees. Of course with this authority comes responsibility. According to Henri Fayol, the accompanying power or authority gives the management the right to give orders to the subordinates.
The responsibility can be traced back from performance and it is therefore necessary to make agreements about this. In other words, authority and responsibility go together and they are two sides of the same coin.
3. Discipline
This third principle of the 14 principles of management is about obedience. It is often a part of the core values of a mission statement and vision in the form of good conduct and respectful interactions. This management principle is essential and is seen as the oil to make the engine of an organization run smoothly.
4. Unity of Command
The management principle ‘Unity of command’ or chain of command means that an individual employee should receive orders from one manager and that the employee is answerable to that manager.
If tasks and related responsibilities are given to the employee by more than one manager, this may lead to confusion which may lead to possible conflicts for employees. By using this principle, the responsibility for mistakes can be established more easily.
5. Unity of Direction
This management principle of the 14 principles of management is all about focus and unity. All employees deliver the same activities that can be linked to the same objectives. All activities must be carried out by one group that forms a team. These activities must be described in a plan of action.
The manager is ultimately responsible for this plan and he monitors the progress of the defined and planned activities. Focus areas are the efforts made by the employees and coordination.
6. Subordination of Individual Interest
There are always all kinds of interests in an organization. In order to have an organization function well, Henri Fayol indicated that personal interests are subordinate to the interests of the organization (ethics).
The primary focus is on the organizational objectives and not on those of the individual. This applies to all levels of the entire organization, including the managers.
7. Remuneration
Motivation and productivity are close to one another as far as the smooth running of an organization is concerned. This management principle of the 14 principles of management argues that the remuneration should be sufficient to keep employees motivated and productive.
There are two types of remuneration namely non-monetary (a compliment, more responsibilities, credits) and monetary (compensation, bonus or other financial compensation). Ultimately, it is about rewarding the efforts that have been made.
8. The Degree of Centralization
Management and authority for decision-making process must be properly balanced in an organization. This depends on the volume and size of an organization including its hierarchy.
Centralization implies the concentration of decision making authority at the top management (executive board). Sharing of authorities for the decision-making process with lower levels (middle and lower management), is referred to as decentralization by Henri Fayol. Henri Fayol indicated that an organization should strive for a good balance in this.
9. Scalar Chain
Hierarchy presents itself in any given organization. This varies from senior management (executive board) to the lowest levels in the organization. Henri Fayol’s “hierarchy” management principle states that there should be a clear line in the area of authority (from top to bottom and all managers at all levels).
This can be seen as a type of management structure. Each employee can contact a manager or a superior in an emergency situation without challenging the hierarchy. Especially, when it concerns reports about calamities to the immediate managers/ superiors.
10. Order
According to this principle of the 14 principles of management, employees in an organization must have the right resources at their disposal so that they can function properly in an organization. In addition to social order (responsibility of the managers) the work environment must be safe, clean and tidy.
11. Equity
The management principle of equity often occurs in the core values of an organization. According to Henri Fayol, employees must be treated kindly and equally.
Employees must be in the right place in the organization to do things right. Managers should supervise and monitor this process and they should treat employees fairly and impartially.
12. Stability of Tenure of Personnel
This management principle of the 14 principles of management represents deployment and managing of personnel and this should be in balance with the service that is provided from the organization.
Management strives to minimize employee turnover and to have the right staff in the right place. Focus areas such as frequent change of position and sufficient development must be managed well.
13. Initiative
Henri Fayol argued that with this management principle employees should be allowed to express new ideas. This encourages interest and involvement and creates added value for the company.
Employee initiatives are a source of strength for the organization according to Henri Fayol. This encourages the employees to be involved and interested.
14. Esprit de Corps
The management principle ‘esprit de corps’ of the 14 principles of management stands for striving for the involvement and unity of the employees. Managers are responsible for the development of morale in the workplace; individually by team member and in the area of communication.
Esprit de corps contributes to the development of the culture and creates an atmosphere of mutual trust and understanding which motivate employees.
What Fayol’s 14 management principles mean for you as a professional
Henri Fayol’s 14 Principles of Management are often presented as something that applies to “the organization” or “management.” At their core, however, they also concern how an individual professional works. They touch on structure in one’s own work, collaboration with colleagues and managers, and growth in a position or career.
Fayol’s 14 Principles of Management can be seen as a lens through which to view your own work. Principles about division of labor, authority, hierarchy, order, and stability are not just about organizational charts. They also touch on questions such as: is my role clear, do I know what is expected of me, and how do I organize my time and energy? This makes these principles relevant for anyone seeking more peace, focus, and predictability in their work.
A second group of principles mainly concerns cooperation and culture. Think of discipline, unity of command, unity of direction, subordinating individual interests to the whole, equality, and team synergy. This is about the way people interact with each other. How clear are agreements? How fair does the treatment of employees feel? How strong is the sense of a common goal? These principles directly influence trust, job satisfaction, and mutual communication.
Finally, there are principles that mainly say something about growth and ownership, such as reward and initiative. They touch on the question of what motivates people and how much space they are given and take to come up with ideas themselves. These are key principles for personal and professional development. An environment that rewards initiative and values development makes it easier to take on new responsibilities and grow in a role.
By reading Fayol’s 14 Principles of Management not only as an organizational concept, but also as a mirror for one’s own actions, an extra layer is created. Professionals can use it to explore where their work environment supports them and where there is tension. Managers are given a language to look at structure, collaboration, and development opportunities together with their team. In this way, a classic model becomes a practical tool for current personal and professional growth.
Reflection questions on Fayol’s 14 management principles
The 14 Principles of Management are not just a checklist for organizations. They also reflect how you organize your work, collaborate, and make choices in your professional development. The reflection questions below will help you translate the principles into your own practice.
Structure and focus in work
Consider work distribution, authority and responsibility, hierarchy, order, staff stability, and centralization.
- How clear are your role and work package at the moment?
- Where would a better distribution of tasks in your team ensure more peace and quality?
- In which areas of management do you need more clarity in order to perform well?
- Which routines and structures in your working day help you, and which ones work against you?
Cooperation and culture
Think of discipline, unity of command, unity of direction, subordination of individual interests, and equality.
- Where do you experience tension between your own interests and those of the team or organization?
- How fairly and consistently are agreements, rules, and expectations handled in your environment?
- To what extent do you feel that everyone in the team is working towards the same goal?
- What can you do yourself to contribute to greater trust and clarity in the collaboration?
Growth and ownership
Think of reward, team synergy, and initiative
- What forms of appreciation and reward motivate you most in your work?
- Where do you already take visible initiative and where might you be holding back unnecessarily?
- How can you better contribute and hold on to your own ideas?
- What one concrete choice will increase your influence on your development in your position this month?
You can use these questions individually, as preparation for a meeting with your manager, or as a starting point for a team session. Choose one cluster and one or two questions at a time. This way, working with Fayol’s 114 Principles of Management becomes a practical tool for your personal and professional growth, rather than just a theoretical overview.
Fayol’s principles and your leadership
Fayol’s 14 Principles of Management are not only a blueprint for organizations, but also a mirror for leadership. They directly address questions such as: how clear am I about direction and expectations, how do I deal with the distribution of tasks, and how much room do I give others to take initiative? Those who look at their own leadership through Fayol’s lens will more quickly see where structure helps and where it hinders.
Principles such as division of labor, authority and responsibility, unity of command, and unity of direction touch on the basics of leadership. They are about clarity. Do employees know who to turn to, what the priorities are, and how their work contributes to the bigger picture? Managers can use these principles to assess whether their team has too many stray tasks, whether roles are duplicated or remain open.
Other principles, such as equality, reward, and team synergy, emphasize culture and motivation. They show how important it is that agreements are perceived as fair, that performance is recognized, and that cooperation pays off. For personal leadership, this means, among other things, demonstrating consistent behavior, treating similar cases equally, and making the team’s successes visible.
Finally, initiative shows how leadership contributes to employee ownership. A manager who focuses solely on discipline and control discourages initiative. A manager who combines clear frameworks with room for ideas actually strengthens commitment and development. By consciously choosing which principles to focus on, a manager can refine his or her style step by step.
Related Toolshero models for your development
Fayol’s 14 Principles of Management align well with other models that focus on collaboration, behavior, and development. Combining these models provides a richer picture of what is going on in a team or organization and what development steps are logical.
Team models such as the Tuckman model help to understand what phase a team is in and what tensions are associated with that phase. In a storming phase, principles such as discipline, unity of direction, and subordination of individual interests come to the fore. In a performing team, team synergy, initiative, and reward play a greater role.
Models based on cooperation and trust, such as the Lencioni Trust pyramid, are in line with principles such as equality, team synergy, and discipline. They show how trust, open conflict, commitment, and shared responsibility contribute to the healthy application of Fayol’s principles in practice.
The GROW model is a useful addition for coaching and personal development. For example, if the 14 principles reveal that task distribution or initiative is an area of concern, a manager can use GROW to conduct a structured conversation about goals, the current situation, options, and concrete steps.
Models such as the Wheel of Life, transactional analysis and coaching leadership are also suitable for working with Fayol’s principles. They reveal how a person’s personal style, communication patterns, and balance outside of work influence the way they deal with structure, hierarchy, and responsibility.
By combining Fayol’s 14 Principles of Management with these development models, readers not only gain a theoretical framework, but also practical insights to get started with their own behavior, team dynamics, and leadership.
Recommended books and articles on Henry Fayol’s 14 Principles of Management
These books and articles provide a clear and in-depth explanation of Henri Fayol’s 14 Principles of Management. The sources combine classic organizational insights with modern interpretations and practical applications, making the model not only understandable but also relevant to contemporary management. This provides you with a solid theoretical foundation and practical guidance for applying the principles.
- Drucker, P. F. (2006). The Practice of Management. New York, NY: HarperBusiness. → Explains contemporary management thinking and links classic principles to modern functional and strategic tasks.
- Fayol, H. (1949). General and Industrial Management. London, UK: Pitman Publishing. → The classic in which Henri Fayol formulates his 14 management principles and lays the foundations for modern management thinking.
- Fayol, H. (1930). Industrial and general administration. Translation of Administration Industrielle et Générale. Management International Review, 30(4), 219–227. → A later article in which Fayol explains his principles and links them to organizational practice, which helps to interpret the model from a historical perspective as well.
- Gulick, L. (1937). Notes on the theory of organization. Papers on the Science of Administration, 1, 3–12. → Explains concepts such as coordination and hierarchy, which are related to Fayol’s 14 Principles of Management and clarify the practice of management structures.
- Gulick, L., & Urwick, L. (Eds.). (1937). Papers on the Science of Administration. New York, NY: Institute of Public Administration. → Collects important contributions to classical management theory, including commentary on Fayol’s work, and places his principles in a broader context.
- Mintzberg, H. (1973). The Nature of Managerial Work. New York, NY: Harper & Row. → Compares practical roles of managers with classical principles and shows how management practice has evolved.
- Simon, H. A. (1947). The new science of management decision. Harper & Brothers. → Introduces decision science in a management context and offers a counterpart to classical principles from a rational decision-making perspective.
- Taylor, F. W. (1911). The Principles of Scientific Management. New York, NY: Harper & Brothers. → Although it takes a different theoretical starting point than Fayol, this work provides context for early management ideas about efficiency and working with systems.
- Wren, D. A., Bedeian, A. G., & Breeze, J. D. (2002). The Foundations of Henri Fayol’s Administrative Theory. London, UK: Routledge. → Provides an in-depth analysis of Fayol’s 14 Principles of Management and their development, which helps to understand the core and timeless relevance of the model.
- Wren, D. A. (1994). The evolution of management thought. Journal of Management History, 1(1), 10–23. → Analyzes how classical management principles originated and how they have developed in modern theory, which helps to sharply position Fayol’s 14 Principles of Management.
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Van Vliet, V. (2009). 14 Principles of Management (Fayol). Retrieved [insert date] from Toolshero: https://www.toolshero.com/management/14-principles-of-management/
Original publication date: 09/07/2009 | Last update: 01/08/2026
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Vincent van Vliet
Vincent van Vliet is co-founder and responsible for the content and release management. Together with the team Vincent sets the strategy and manages the content planning, go-to-market, customer experience and corporate development aspects of the company.
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