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Henri Fayol

Fayol was a key figure in the turn-of-the-century Classical School of management theory. Hesaw a manager's job as:

Planning

Organiing

Comman!ing

Coor!inating acti"ities

Controlling #erformance

$otice that most of these acti"ities are "ery task-oriente!% rather than #eo#le-oriente!. &his is"ery like &aylor an! Scientific anagement.

Fayol lai! !own the following #rinci#les of organiation (he calle! them #rinci#les ofmanagement):

S#ecialiation of labor. S#ecialiing encourages continuous im#ro"ement in skills an! the!e"elo#ment of im#ro"ements in metho!s.

 *uthority. &he right to gi"e or!ers an! the #ower to e+act obe!ience.

,isci#line. $o slacking% ben!ing of rules.

nity of comman!. ach em#loyee has one an! only one boss.

nity of !irection. * single min! generates a single #lan an! all #lay their #art in that #lan.

Subor!ination of /n!i"i!ual /nterests. 0hen at work% only work things shoul! be #ursue! orthought about.

1emuneration. m#loyees recei"e fair #ayment for ser"ices% not what the com#any can getaway with.

Centraliation. Consoli!ation of management functions. ,ecisions are ma!e from the to#.

Scalar Chain (line of authority). Formal chain of comman! running from to# to bottom of theorganiation% like military

Or!er. *ll materials an! #ersonnel ha"e a #rescribe! #lace% an! they must remain there.

2uity. 2uality of treatment (but not necessarily i!entical treatment)

Personnel &enure. 3imite! turno"er of #ersonnel. 3ifetime em#loyment for goo! workers.

/nitiati"e. &hinking out a #lan an! !o what it takes to make it ha##en.

s#rit !e cor#s. Harmony% cohesion among #ersonnel.

Out of the 45% the most important elements are specialization, unity of command, scalar chain,

and, coordination by managers (an amalgam of authority and unity of direction).

Biography

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Fayol was born in 4654 in a suburb of  /stanbul% Ottoman m#ire. His father (an engineer) was

a##ointe! su#erinten!ent of works to buil! 7alata 8ri!ge% which bri!ge! the 7ol!en Horn.94 &he

family returne! to France in 465;% where Fayol gra!uate! from the mining aca!emy <=cole

$ationale Su#>rieure !es ines< in Saint-=tienne in 46?@.

/n 46?@ at the age of nineteen Fayol starte! the mining com#any name! <Com#agnie !e

Commentry-Fourchambault-,ecae"ille< in Commentry as the mining engineer. /n 4666 he

became managing !irector% when the mine com#any em#loye! o"er 4@%@@@ #eo#le% an! hel!

that #osition o"er A@ years until 4B46. 8y 4B@@ the com#any was one of the largest #ro!ucers of 

iron an! steel in France an! was regar!e! as a "ital in!ustry.

8ase! largely on his own management e+#erience% he !e"elo#e! his conce#t of a!ministration.

/n 4B4? he #ublishe! these e+#erience in the book <*!ministration /n!ustrielle et 7>n>rale<% at

about the same time as Fre!erick 0inslow &aylor #ublishe! his Principles of Scientific

Management 

Work

Fayol's work became more generally known with the 4B5B #ublication of General and industrial

administration% the nglish translation of the 4B4? article <*!ministration in!ustrielle et

g>n>rale<. /n this work Fayol #resente! his theory of management% known as Fayolism. 8efore

that Fayol ha! written se"eral articles on mining engineering% starting in the 46;@s% an! some

#reliminary #a#ers on a!ministration.

ining engineering

Starting in the 46;@s% Fayol wrote a series of articles on mining subjects% such as on the

s#ontaneous heating of coal (46;B)% the formation of coal be!s (466;)% the se!imentation of

the Commentry% an! on #lant fossils (46B@)%

His first articles were #ublishe! in the French Bulletin de la Société de l!ndustrie minérale% an!

beginning in the early 466@s in the Com#tes ren!us !e l'*ca!>mie !es sciences% the

#rocee!ings of the French *ca!emy of Sciences.

Fayolism

Main article" #ayolism

Fayol's work was one of the first com#rehensi"e statements of a general theory of

management. He #ro#ose! that there were fi"e #rimary functions of management an! fourteen

#rinci#les of management

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#unctions of management 

4. &o #lanning

. &o organie

A. &o comman! or !irect

5. &o coor!inate

D. &o control

&he control function% from the French contr$ler % is use! in the sense that a manager must

recei"e fee!back about a #rocess in or!er to make necessary a!justments an! must analyse

the !e"iations. 3ately scholars of management combine! the comman!ing an! coor!inatingfunction into one lea!ing function.

Principles of management 

4. ,i"ision of labor - &he !i"ision of work is the course of tasks assigne! to% an! com#lete!

by% a grou# of workers in or!er to increase efficiency. ,i"ision of work% which is also

known as !i"ision of labor% is the breaking !own of a job so as to ha"e a number of

!ifferent tasks that make u# the whole. &his means that for e"ery one job% there can be

any number of #rocesses that must occur for the job to be com#lete.

. *uthority - anagers must be able to gi"e or!ers. *uthority gi"es them this right. $ote

that res#onsibility arises where"er authority is e+ercise!.

A. ,isci#line - m#loyees must obey an! res#ect the rules that go"ern the organiation.

7oo! !isci#line is the result of effecti"e lea!ershi#.

5. nity of comman! - "ery em#loyee shoul! recei"e or!ers from only one su#erior.

D. nity of !irection - ach grou# of organiational acti"ities that ha"e the same objecti"e

shoul! be !irecte! by one manager using one #lan for achie"ement of one common

goal.

?. Subor!ination - &he interests of any one em#loyee or grou# of em#loyees shoul! not

take #rece!ence o"er the interests of the organiation as a whole.

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;. 1emuneration - 0orkers must be #ai! a fair wage for their ser"ices.

6. Centraliation - Centraliation refers to the !egree to which subor!inates are in"ol"e! in

!ecision making.

B. Scalar chain - &he line of authority from to# management to the lowest ranks re#resents

the scalar chain. Communications shoul! follow this chain.

4@.Or!er - this #rinci#le is concerne! with systematic arrangement of men% machine%

material etc. there shoul! be a s#ecific #lace for e"ery em#loyee in an organiation

44.2uity - anagers shoul! be kin! an! fair to their subor!inates.

4.Stability of tenure of #ersonnel - High em#loyee turno"er is inefficient. anagement

shoul! #ro"i!e or!erly #ersonnel #lanning an! ensure that re#lacements are a"ailableto fill "acancies.

4A./nitiati"e - m#loyees who are allowe! to originate an! carry out #lans will e+ert high

le"els of effort.

45.s#rit !e cor#s - Promoting team s#irit will buil! harmony an! unity within the

organiation.

Fayol's work has stoo! the test of time an! has been shown to be rele"ant an! a##ro#riate to

contem#orary management. any of to!ayEs management te+ts inclu!ing 1ichar! 3.

,aft's ha"e re!uce! the si+ functions to fi"e: (4) #lanning () organiing (A) lea!ing (5)

controlling (D) forecasting. ,aft's te+t is organie! aroun! Fayol's fi"e functions.