Bharati Airtel and Fayol's Principal

 The Fourteen Fourteen Principles of Management- Henri Fayol

And Bharti Airtel Limited Batch:2014 Roll #: 731 Course code:50121106 Course:

"he ourteen Principles $f %anaement &i'ision of (or) . Specialization allos the indi!idual to "uild up e#perience$ e#perience$ and to continuously impro!e his s%ills. There"y he can "e more producti!e.  !uthorit*. The right to issue commands$ along ith hich must go the "alanced responsi"ility for its function.  &iscipline . &mployees must o"ey$ "ut this is to-sided' employees ill only o"ey orders if management play their part "y pro!iding pro!iding good leadership.  +nit* of Command. &ach or%er should ha!e only one "oss ith no other con(icting lines of command.  +nit* of &irection. People engaged in the same %ind of acti!ities must ha!e the same o")ecti!es in a single plan. This is essential to ensure unity and coordination in the enterprise. *nity of direction does not e#ist ithout unity of command "ut does not necessarily (o from it.  ,u-ordination of indi'idual interest +to the general interest,. Management must see that the goals of the rms are alays paramount.  Remuneration. Payment is an important moti!ator although "y analyzing a num"er of possi"ilities$ Fayol points out that there is no such thing as a perfect system.  Centrali.ation +or ecentralization,. This is a matter of degree depending on the condition of the "usiness and the /uality of its personnel.  ,calar chain +Line of Authority,. A hierarchy is necessary for unity of direction. But lateral communication is also fundamental$ as long as superiors %no that such communication is ta%ing place. Scalar chain refers to the num"er of le!els in the hierarchy from the ultimate authority to the loest le!el in the organization. 0t should not "e o!er-stretched and consist of too-many le!els. 

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,ta-ilit* of "enure of Personnel. &mployees or% "etter if )o" security and career progress progress are assured to them. th em. An insecure insecu re tenure and a high rate of employee turno!er ill a1ect the organization ad!ersely. /nitiati'e. Alloing all personnel to sho their initiati!e in some ay is a source of strength for the organization. &!en though it may ell in!ol!e a sacrice of 2personal !anity3 on the part of many managers. sprit de Corps . Management must foster the morale of its employees. He further suggests that' 4real talent is needed to coordinate e1ort$ encourage %eenness$ use each person3s a"ilities$ and reard each one3s merit ithout arousing possi"le )ealousies and distur"ing harmonious relations.5 $rder. Both material order and social order are necessary. necessary. The former minimizes lost time and useless handling of materials. The latter is achie!ed through organization and selection. uit*. 0n running a "usiness a 2com"ination of %indliness and )ustice3 is needed. needed . Treating Treating employees ell is important to achie!e e/uity e/ uity..

Bharti !irtel imited 

Bharti airtel limited is a leading glo"al telecommunications company ith operations in 67 countries across Asia and Africa. The company o1ers mo"ile !oice 8 data ser!ices$ #ed line$ high speed "road"and$ 0PT9$ TH$ turn%ey telecom solutions for enterprises and national 8 international long distance ser!ices to carriers. Bharti Airtel has "een ran%ed among the si# "est performing technology companies in the orld "y "usiness ee%. Bharti Airtel has :;; million customers across its operations.

&i'ision of a-our 

Being a telecommunications telecommunications company that co!ers almost all the aspects of communication$ it ma%es it important to ha!e s%illed employees in each department that perform one particular tas% ith complete commitment. eg a department for "road"and under hich there ould "e su"-departments for technical$ customer relations$ mar%eting etc. *nder each department e!ery employee is gi!en a particular  )o" to hich they they ha!e to "e completely completely loyal.  This is the form form of system system of la"our that Bharti Airtel follos.

!uthorit* 

0n Bharti Airtel authority is passed don to managers of di1erent departments ho are responsi"le to control the acti!ities of their departments. These managers can themsel!es create su"-departments and pass don authority pro!ided they thin% this ill ena"le the tas% at hand to "e achie!ed more e1ecti!ely.

&iscipline 

Bharti Airtel does not carry out a authoritarian form of management "ut follos a democratic yet organized form of leadership hich creates a form of discipline among its employees ithout the use of force. This shos ho good leadership leads to automatic discipline.

+nit* of Command and &irection Airtel follos a system of specic departments for specic aspects of the company. This means that each department has its on head to hich they are ansera"le. There is no criss cross of netor%s.  Hoe!er all these departments$ despite "eing di1erent or% toards the same main goal hich creates a *nity of irection. 

,u-ordination of /ndi'idual /nterest At Airtel$ the ultimate goal and !ision is alays gi!en importance to and is something that they are proud of.  Their !ision itself is something that e!ery employee ould ant to or% toards "ecause more than a corporate aspect it touches the emotional aspect too.  The Airtel !ision is' 4"y :;6< Airtel ill "e the most lo!ed "rand 

Remuneration Airtel as of no has not "een criticised for their payment systems.  They follo all the common payment methods of salary$ "onus aards and also fringe "enets depending on the post.

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Centralisation or &ecentralisation 

Bharti Airtel follos a ecentralised ay of management. =ather than focusing all the company aspects to one main o>ce and indi!idual$ the company is split into many "ranches$ outlets and e!en )oint !entures and also high amount of delegation is carried out.

,calar Chainine of !uthorit*

ine $f !uthorit*  The a"o!e chart shos the top line of authority ie. the top le!el managers. *nder these corporates fall the middle le!el and lo le!el managers folloed "y the general employees.  This shos the a system of hierarchy ithin Airtel$ "ut this does not mean me an that communication is only topdon. Horizontal communication 

$rder 

Airtel follos a strict code of conduct hich each of its employees are e#pected to follo. There is a system of rules and regulations hich ensure o!erall order hether in relation to a certain "usiness process or in terms of social order.

uit* 

Airtel maintains a %no discrimination policy and as mentioned "efore has a strict code of conduct hich ensures that no mem"er of Airtel faces any form of un)ust "eha!iour "eha!iour..

,ta-ilit* of "enure of Personnel Airtel does not e#perience a large employee turno!er e#cept in departments here a large num"er of young part time or%ers are employed.  ?!erall Airtel maintains a or%ing en!ironment en!ironment apt enough for or%ers to "e satised ith their )o"s for long periods. Also Airtel ensures a form f orm of  )o" security and career appraisal 

/nitiati'e and sprit &e corps Airtel "elie!es in moti!ating the or%force "y encouraging them to continuously impro!e and increase their s%ills and also creating a sense of importance for their or%. Airtel also is in!ol!ed in many social acti!ities such as the Bharti Foundation for the underpri!ileged hich also creates a sense of pride for the employees as they "elong to