Application of Fayol's Principles of Management in Engineering Project Execution and Team Coordination
Keywords:
Classical management theory, Engineering project management, Fayol’s principles of management, Organizational efficiency, Project execution, Team coordinationAbstract
Although Henri Fayol's management principles were proposed more than a century ago, they continue to have relevance in the contemporary engineering project environment. This study examines the application and impact of Fayol’s 14 principles on engineering project performance and team coordination, with particular attention to cost efficiency, schedule adherence, quality performance, and team satisfaction. Engineering projects are inherently complex, involving multidisciplinary teams, technical uncertainty, and stringent deadlines, making effective managerial frameworks essential for success. Using correlation analysis (Pearson’s r), the study evaluates how the degree of implementation of each principle relates to key project performance indicators. The results reveal a strong overall positive relationship (average r̄ = 0.71) between the application of Fayol’s principles and project outcomes. Principles such as unity of direction, division of work, order, and equity showed the strongest correlations with overall project performance, highlighting their role in improving coordination, reducing inefficiencies, and promoting fairness. Human-centered principles, particularly esprit de corps and equity were most strongly associated with team satisfaction, underscoring the importance of morale, trust, and collaboration in engineering teams. Moderate correlations for principles such as discipline, authority, and scalar chain suggest that while control and structure remain necessary, excessive rigidity may limit flexibility and innovation. The findings demonstrate that Fayol’s classical principles remain a valuable foundation for engineering management when adapted to modern, technology-driven, and collaborative project contexts. Overall, the study reinforces the need to balance structural clarity with people-oriented management to achieve sustainable project success in contemporary engineering practice.
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