According to the principle of unity of command, an employee should receive orders / instruction from one & only one boss or superior On the other hand, the principle of functional foremanship insists on orders and instructions from eight specialists.
So, if an organization has appointed eight functional specialists, then it is not possible to allow only one superior to give orders. Hence, the principle of unity of command does not hold good in the case of functional foremanship.

Principle of initiative.

Principle of stability of tenure of personnel : According to this principle, employees should not be moved from their place frequently. The period of service in a position should be fixed. Fayol suggest that employee turnover should be minimized to maintain organizational efficiency. There should not be frequent terminations & transfers. Effects :
1. Provides a feeling of job – security among the employees.
2. Employees efficiency increases and they contribute their maximum when feel that their job is secure.
3. No wastage of time & resources
Adverse effects of violation :-
1. Cost of unnecessary labour turnover. Recruitment, selection & training cost will be high.
2. If the job of a person is not secure, he/she will look out job else where and his/her work will not be satisfactory

In the words of Taylor, 'scientific management means knowing exactly what you want men to do and seeing that they do it in the best and the cheapest way'.
It emphasises replacement of 'rule of thumb'  i.e. personal judgement, by scientific selected methods and tools.
Three principles of scientific management are:
(i) Science, not rule of thumb.
(ii) Harmony, not discord.
(iii) Cooperation, not individualism.

Meeting changing evvironment requirements 
Modern business environment is complex and everchanging, In order to survive sucessfully, organisations have to adapt to these changes.
Principles of management are dynamic in nature. They are flexible and frequently adapt to changes, which are favourable and profitable for the business.

(i) Contingent
The application of principles of management is contingent or dependent upon the prevailing situation. Therefore, principles have to be applied as per the requirements of a given situation, leading to professionalisation of management.
(ii) Mainly behavioural
Management principles aim at influencing human behaviour, for better utilisation of resources in the organisation. The management principles do not pertain to material things and are therefore, called behavioural.

(i) On the basis of observation 
Fayol developed management principles on the basis of observation. e.g 'division of work ' tells us that in order to achieve efficiency, divide the work into small tasks. How can this analysis be made? It is only made by those managers who observed that division of work leads to specialisation.
(ii) On the basis of observation experimentation 
All the principles of management establish a cause-and-effect relationship between variables, which means that they are developed on the basis of experimental studies.

The contribution of Henry Fayol and F.W. Taylor to the field of management is explained in following table.
Taylor vs Fayol

Taylor’s principles of scientific management and Fayol’s principles of management are mutually complementary.
Reasons for this view are given below :-
1. The aim of the principles of both Taylor and Fayol is the same, i.e., to maximize efficiency of work and performance.
2. Both sets of principles suggest mutual cooperation between employer and employees.
3. Taylor and Fayol both advocate division of work and responsibility.
4. Both of them have contributed immensely to the knowledge of management, which has formed a basis for further practice by managers.

Techniques of Scientific Management
Functional foremanship :- It is an extension of the principle of division of work on specialization to the shop floor. Each worker will have to take order from eight foremen in the related process of function of production.
Basic Aim of Functional Foremanship :-To separate planning functions from executive (operative) functions. Under the factory manager there was a planning in change and a production incharge.
1. Under planning incharge, four personnel, namely, instruction card clerk, route clerk, time clerk and cost clerk and disciplinarian worked. These four personnel would draft instructors for the workers specify the route of production prepare time and cost sheet and ensure discipline, respectively.
2. Under production incharge four personnel who would work were speed boss, gang boss, repair boss and inspector. They were responsible for timely and accurate completion of job, keeping machines and tools etc., ready for operation by workers, ensure proper working condition of machines and tools and chick the quality of work.
3. Foremen should have intelligence, education, tact, judgment, special knowledge, energy, honesty and good health all these qualities cannot always be found in a single foreman. So, Taylor purposed eight specialists.

Taylor's scientific management
Scientific management means applying the standardised methods and tools to increase the output, its quality and to reduce costs and wastages. It is a systematic and thoughtful approach. In the words of Taylor, 'Scientific management means knowing exactly what you want men to do and seeing that they do it the best and the cheapest way.'
It emphasises replacement of 'rule of thumb' i.e. personal judgement, by scientific selected methods and tools.
Principles of Scientific Management
The philosophy of scientific management is based upon the following principles:
1. Science, not Rule of Thumb
This principle of scientific management discards the old approach of rule of thumb. According to Taylor, each job should be performed in an organisation as per the scientific approach, as there is always one best method to maximise efficiency.
This method can be developed through study and analysis. It involves the following steps:
(i) Investigation of traditional
(ii) unifying the best practices
(iii) Developing a standard method.
Selecting 'one best method' for activities can result in saving time, effort, money and resources.
2.Harmony, not Discord
According to this principle, Taylor emphasised that there should be complete harmony between the management and workers and there should be transformation in thinking of both parties, called mental revolution.
It implies that management should share the gains with workers and workers should work hard for the betterment of the business.
It also emphasises that prosperity of the employer cannot exist for long fit it is not accompained by the prosperity of its employees, and vice versa. e.g. Japnese work culture, where the workers wear a black badge if they go on strikes and works more than normal working hours to gain the sympathy of the management.
3.Cooperation, not Individualism
This principle is an extension of principle of harmony, not discord. According to this principle, 'Competition should be replaced by cooperation. Management and workers both should realise that they need each other'. For this, management should entertain and reward the constructive suggestions of employees and follow paternalistic style of management. At the same time, workers should also cooperate with management, desist from going on strikes and making unreasonable demands to the management. According to Taylor, there must be an equal division of work and responsibility between workers and management.
4. Development of Each and Every Person his/her Greatest Efficiency
According to this principle, 'Each person should be scientifically selected and then assigned work as per their specialisation and in any case, if training is required, then impart training to them as efficient employees would produce more and earn more'. Worker training is essential to learn the 'best method' developed as per the scientific approach. This would ensure greatest efficiency for both, workers and the organisation.

(i) Time Study
It determines the standard time taken to perform a well-defined job. Time measuring devices were used to conduct this study. This type of study is helpful in deciding the time required to perform a job. It also helps in determining incentive schemes and labour costs.
(ii) Motion Study
Motion Study refers to an in-depth study of movements of a worker while doing a task. Taylor recognised three types of movements:
(a) Productive   (b) UnProductive   (c) Incidental
The objective of motion study is to eliminate unproductive movements in doing a task to achieve efficiency and reduce the time required to do the task. for this, Taylor used stopwatches and various colours and symbols to idntify productive and unproductive movements of the employees.
(iii) Fatigue Study
Fatigue study seeks to find out the amount and frequency of rest intervals to be given to workers in completing task. This would help the worker to regain his stamina and work with the same efficiency again. It also aims to reduce various causes of fatigue such as long working hours, doing unsuitable work, bad working conditions, etc. The objective of this study is to find out how long a person can perform the standard task without any adverse effects on his health and productivity.
(iv) Method Study
This technique of scientific management is conducted to find out the 'one best method or way' of performing a particular task. The objective of this study is to minimise the cost of production and maximise the quality and satisfaction of the customer.
For this, techniques such as process charts and operations research are used.
(v) Simplification and Standardisation of work
Standardisation is the process of setting standards for every business activity, process, raw materials, time, machinery and methods, to achieve efficiency.
Standardisation of product implies that the size, design, quality, shape, etc of the product should meet the requirements and tastes of consumers.
The objective of standardisation are:
(i) To maintain quality standards.
(ii) To set up performance standards of men and machines.
(iii) To provide interchangeability of manufactured parts and products.
(iv) To achieve target production in pre-determined time. simplification means eliminating superfluous sizes, varieties and dimensions. Its aim is to:
(a) Eliminate unnecessary diversity of products and thereby reduce costs.
(b) Help in achieving economy in the use of required machines and tools.

Nature of managerial principles
(a) General guidelines— They are not readymade solutions to all managerial problems, rather they are general guidelines to help the management.
(b) Formed by practice and experimentation — They are not developed overnight. They are derived on the basis of observations and analysis of events which managers face in actual practice. Secondly they are derived after conducting experimental studies.
(c) Flexible— They can be modified by managers to meet the needs of the situations.
(d) Universal Applicability— They are applicable to all types of organizations

Principles of management are evolutionary in nature-They are formed by practice and experimentations. They are developed on the basis of organized quantative facts or from the long experiences of the leaders and scholars of management thought’s.
They are derived on the basis of observation and analysis of event which management face in actual practice. They are based on experimental studies.

Management principles are statement of fundamental truth which provide guidelines for managerial decision making and action. These principles are derived on the basis of observations and analysis or experimental studies. They help in predicting the results of managerial action. They have been given Henry Fayol and F.W. Taylor
E.g. Principle of Division of work