Henri Fayol Division of Work Principle
Fundamentally speaking, any institution requires a hierarchical structure with a strong authority at the apex. The authority must be skilled enough to manage the system efficiently. Management is central to any niche. Any niche or institution is bound to collapse without an effective management system.
In 1916, Henri Fayol gave his groundbreaking theory of principles of management. He gave 14 principles of management, including the Henri Fayol division of work principle, and concluded that they are the core of any management system.
We aim to provide a basic understanding of the division of work principle of management in the following sections.
What is a Division of Work?
The principle of division of work states that any work project must be divided into small tasks among workers based on their specialization. This division of work promotes achieving specialization in a skill. This is the primary answer to the question, “what is division of work?”
The Theory Behind the concept of Division of Work
The theory which governs the principle of work division says that when a labourer is assigned with a specialised work task, they gain mastery in the skill over due course of time. That inevitably saves time as well as resources since the worker can focus all their energy on one task and manage time efficiently. In conclusion, such segmentation is highly cost-efficient and reliable.
Division of Work Example
If you are still not able to grasp what is a division of work, here is a simple division of work example:
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The above picture depicts the principle of division of work in the process of dress production. To elaborate, suppose one gets the task of making a dress for a bridal ceremony. The process can be divided into the following various sub-processes.
Designing:
Outlining a draft sketch of the dress and creating a 3D version of the initial 2D design. This process involves two tasks, designing and patterning. Thus, this process is further divided between a designer and some who can pattern the 2D design.
Production or Making of The Dress:
The making of the dress can further be divided into several processes, and each worker can be assigned a task based on their skills. A weaver weaves the textile while a tailor sews the dress.
Embroidery related work:
After a dress is sewn, it might need detailing. This task is divided based on the requirements of the design. One worker can do sequencing, while the other can do embroidery. Further, a different worker can add laces to the dress.
Hence, one can clearly see the importance of division of labour for ensuring efficient working.
Advantages and Importance of Division of Work
The advantages and importance of division of work have been highlighted below:
Intensification of Production:
When the process of production is split into sub-processes, and each worker is assigned a task in particular to their mastery, the output indisputably increases. When a group of people focus on a specific work, the yield can almost double.
Saving the Expenditure on Production:
When the outcome of production increases, naturally, the need to invest more resources decreases simultaneously. Hence, the costs of production reduce significantly.
Time Management:
Since tasks are segregated, multiple processes can be carried out by different people/groups simultaneously. This results in faster production. Additionally, division of work promotes skill specialisation, which increases the efficiency of the worker.
The importance of the concept lies in its effectiveness. Without a proper allocation of resources and labour, a person would be burdened. It is not only impractical to expect a person to be dexterous in all tasks but also unethical. Hence, a division of labour based on expertise is of paramount importance.
Fun Facts
The principle of division of work was conceptualized originally in the year 1776 by Adam Smith, a Scottish economist and pioneer in political economy. In his book: An Inquiry into the Nature and Causes of the Wealth of Nations, he pointed out that product’s quality and efficiency increases with the splitting of roles and duties among workers through the example of a pin factory’s manufacturing process.
FAQs on Division of Work: Meaning and Importance
1. What is the principle of 'Division of Work' in management?
The principle of 'Division of Work', as introduced by Henri Fayol, suggests that the total work of an organisation should be divided into smaller, manageable tasks. Each task should then be assigned to a specialist employee who is competent to perform it. The intent is to produce more and better work with the same amount of effort by focusing on a limited set of activities.
2. What is the main importance of implementing the division of work in a business?
The primary importance of division of work is that it leads to specialisation. When an employee performs the same task repeatedly, they gain expertise, speed, and accuracy. This specialisation results in several key benefits for the organisation, including:
Increased efficiency and productivity.
Improved quality of work output.
Reduced wastage of time, effort, and resources.
Simplified training processes for new employees.
3. Can you provide some real-world examples of division of work?
Yes, division of work is visible in many settings. For instance, in a car manufacturing plant, one worker might be responsible only for fitting tyres, another for installing engines, and a third for painting. Similarly, in a bank, some employees handle cash deposits (tellers), others process loans (loan officers), and some manage customer accounts (relationship managers). This specialisation ensures each part of the process is handled by an expert.
4. What are the potential advantages and disadvantages of applying the division of work principle?
While division of work offers significant benefits, it also has potential drawbacks.
Advantages:
Leads to specialisation and expertise.
Increases overall organisational efficiency and output.
Reduces the complexity of tasks, making them easier to learn.
Disadvantages:
Can lead to monotony and boredom for employees, reducing job satisfaction.
May limit the skill development of an employee to a very narrow area.
Can create issues with coordination and dependency between different specialists.
5. How does the principle of division of work lead to specialisation?
The division of work is the direct cause of specialisation. By breaking a large job into smaller sub-tasks and assigning each to a different person, that person performs a limited scope of work repeatedly. This constant repetition allows the worker to perfect their skills for that specific task, eliminating wasted actions and improving their technique. Over time, this focused practice transforms the worker from a generalist into a specialist with deep knowledge and high efficiency in their particular role.
6. How does a manager decide to divide work effectively among team members?
An effective manager divides work not just by breaking down tasks, but by aligning them with the right people. This involves several considerations:
Skills and Competency: Matching the task's requirements with the employee's existing skills and qualifications.
Interest and Aptitude: Assigning tasks that align with an employee's interests to improve motivation and performance.
Workload Balance: Ensuring that work is distributed equitably to avoid overburdening some employees while underutilising others.
Development Goals: Sometimes assigning tasks that stretch an employee's abilities to help them develop new skills.
7. Is there a point where division of work can become counterproductive? Explain the risk of over-specialisation.
Yes, division of work can become counterproductive if taken to an extreme, a concept known as over-specialisation. When tasks become too fragmented and repetitive, it can lead to severe monotony, boredom, and a lack of creative engagement. This can result in decreased motivation, higher employee turnover, and a decline in quality as workers lose sight of the overall product or objective. A successful organisation balances the benefits of specialisation with the need for job enrichment and employee satisfaction.
