(i) Operation Research
(ii) Cost Accounting
(iii) 'Kanban' and Kaizen'

Centralisation means concentration of authority at the top level of management. Fayol suggests that an appropriate balance should be maintained between centralisation and decentralisation.

The degree of centralisation and decentralisation will depend upon several factors such as size of the organisation, competence of top managers, ability of subordinates, etc.

Science, not 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.
Harmony, not discord 
According to this principle, there should be complete harmony between management and workers and there should be a transformation in the thinking of both parties, called Mental Revolution.

The technique of motion study helps in improving the efficiency level in the following ways:
(i) It helps in determining the movements of workers while performing a task.
(ii) It helps to differentiate between productive and unproductive motions.
(iii) It helps to eliminate the unnecessary movements and results in saving the time to complete the job.

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.

Study of management principles is necessary due to the following reasons:
(i) They provide useful insights to managers.
(ii) Principles help managers to secure optimum utilisation of resources.
(iii) It helps in taking scientific decisions.
(iv) Management principle help in fulfilling social responsibilities.

(i) Unity of Direction
It implies that there should be one head and one plan for a group of activities having the same objective. In other words, the related activities should be put under one group, there should be one plan of action for them and they should be in the control of one manager.
This ensures unity of action and coordination.

S.No.	Positive Effects	Negative Effects
(i)	It ensures unity of action among various groups.	Duplication of efforts and wastage of resources.
(ii)	It helps in coordination.	Lack of coordination.
(iii)	Facilitates achievement of goals.	Failure in achievement of goals.

(ii) Equity
This principle emphasises kindliness and justice in the behaviour of managers towards workers. It will bring loyalty and devotion in the behaviour of employees and they will put their best to achieve the targets.
There should be no discrimination against anyone on account of sex, religion, language, caste or belief and equal opportunities should be available for all. 

S.No.	Positive Effects	Negative Effects
(i)	It ensures loyalty among the workers	Dissatisfaction among employees leading to greater turnover.
(ii)	Cordial relation between workers and managers.	Poor relations between workers and managers
(iii)	Congenial atmosphere within the organisation.

(iii) Esprit De Corps
It means union is strength. Fayol emphasised on team work. He suggested that every employee must consider himself as a part of team. This sprit brings harmony in the groups and they strive to work hard to achieve the targets of an organisation.
For this, managers should replace 'I' with 'We' in all his conversations.

S.No.	Positive Effects	Negative Effects
(i)	Helps in developing feeling of trust and belongingness among employees	Failure in achievement of goals
(ii)	Easy achievement of goals	Lack of coordination in the organisation.

(iv) Order
As per this principle, there should be an orderly arrangement of men and material which implies that there is a fixed place for everything and everyone in the organisation.
A place for everything, called material order and a place for everyone. called social order, ensures that there is no hindrance in the activity going on in the organisation.

S.No.	Positive Effects	Negative Effects
(i)	No wastage of time and efforts in search of men or material.	obstacle in smooth working
(ii)	No obstacle in smooth running of operations.	wastage of time and efforts unnecessarily
(iii)	Increased efficiency and productivity.	-

(v) Centralisation and Decentralisation
The concentration of decision-making authority is called centralisation whereas its dispersal among more than one person is known as decentralisation. According to Fayol, an organisation should strive to achieve a proper balance between centralisation and decentalisation according to size of organisation, ability of superiors, ability of subordinates, etc.
In general large organisations have more decentralisation than small organisations.

S.No.	Positive Effects	Negative Effects
(i)	Decentralisation facilitates quick decision-making, avoiding delays in operations.	Complete centralisation leads to delay in decision-making and action.
(ii)	Avoids misuse of authority.	Complete decentralisation leads to misuse of authority.
(iii)	Centralisation ensures optimal decision-making in core matters.	-

(vi) Initiative
Fayol suggested that employees at all levels should take Initiatives or actions without any force or boundations. They should be encouraged to develop and carry out plans for improvements. Initiative means taking the first step with self-motivation.
This will help to motivate them and they will work hard for the betterment of the organisation.

S.No	Positive Effects	Negative Effects
(i)	Motivation of employees.	Fustration and dissatisfaction among employees.
(ii)	Increased efficiency and productivity.	No motivation for improvements.
(iii)	Improvements in operations	-