herni fayol

þÿ Henri Fayol (29 July 1841 19 November 1925) was a French mining engineer, mining executive, author and
director of mines who developed a general theory of business administration that is often called Fayolism.[1]
He and his colleagues developed this theory independently of scientific management but roughly
contemporaneously. Like his contemporary Frederick Winslow Taylor, he is widely acknowledged as a founder
of modern management methods.

Biography
Fayol was born in 1841 amidst the eruption of the industrial revolution in a suburb of Constantinople (now
Istanbul). His father, a military engineer, was appointed superintendent of works to build Galata Bridge, across
the Golden Horn.[1] The family returned to France in 1847, where Fayol graduated from the mining academy
"École Nationale Supérieure des Mines" in Saint-Étienne in 1860.

That same year, aged 19, Fayol started working at the mining company named "Compagnie de
Commentry-Fourchambault-Decazeville" in Commentry, in the Auvergne region.[2] He was hired by Stéphane
Mony, who had decided to hire the best engineers from the Saint-Étienne Mining School, and Fayol joined the
firm as an engineer and trainee manager. Mony made Fayol his protégé, and Fayol succeeded him as manager
of the Commentry mine when he was 25. Eventually he was made managing director of
Commentry-Fourchambault and Decazeville.[3]

During his time at the mine, he studied the causes of underground fires, how to prevent them, how to fight
them, how to reclaim mining areas that had been burned, and developed a knowledge of the structure of the
basin.[2] In 1888 he was promoted to managing director. During his time as director, he made changes to
improve the working situations in the mines, such as allowing employees to work in teams, and changing the
division of labor.[2] Later, more mines were added to his duties.

In 1900 Fayol became a member of the Comité Central des Houillères de France, member of the board of the
Comité des forges and administrator of the Société de Commentry, Fourchambault et Decazeville.[4]
Eventually, the board decided to abandon its iron and steel business and the coal mines. They chose Henri Fayol
to oversee this as the new managing director. Upon receiving the position, Fayol presented the board with a
plan to restore the firm. The board accepted the proposal.[2] At that time, the company was at the verge of
bankruptcy. With rich and broad administrative experience, Fayol contributed a lot in turning around the
company's fortunes. When he retired in 1918, the company was financially strong and one of the largest
industrial combines in Europe.

Based largely on his own management experience, he developed his concept of administration. In 1916 he
promoted his ideas in Administration Industrielle et Générale, at about the same time as Frederick Winslow
Taylor published his Principles of Scientific Management. After his retirement he became the Director of the
Centre of Administrative Studies in Paris.[5]

Work
Fayol's work became more generally known with the 1949 publication of "General and industrial
administration",[6] the English translation[7] of the 1916 work "Administration industrielle et générale". In this
work Fayol presented his theory of management, known as Fayolism. Before that Fayol had written several
articles on mining engineering, starting in the 1870s, and some preliminary papers on administration.[8]

Mining engineering

Henri Fayol, ca. 1870-80 (age 30-40)

His first articles were published in the French Bulletin de la Société de l'Industrie minérale, and beginning in
the early 1880s in the Comptes rendus de l'Académie des sciences, the proceedings of the French Academy of
Sciences.

Fayolism
Main article: Fayolism
Fayol's work was one of the first comprehensive statements of a general theory of management.[9] He proposed
that there were six types of organisational activity, including management as one of these, five primary
functions of management and fourteen principles of management.[10]

Types of organisational activity

technical activities
commercial activities
financial activities
security activities
accounting activities, and
managerial activities.[5]
Functions of management
In his original work, Administration industrielle et générale; prévoyance, organisation, commandement,
coordination, controle, five primary functions were identified:[10]

Planning
Organizing
Commanding
Co-ordinating
Controlling
The control function, from the French contrôler, is used in the sense that a manager must receive feedback
about a process in order to make necessary adjustments and must analyze the deviations. Lately scholars of
management combined the directing and coordinating function into one leading function.

Principles of management
Division of work - In practice, employees are specialized in different areas and they have different skills.
Different levels of expertise can be distinguished within the knowledge areas (from generalist to specialist).
Personal and professional developments support this. According to Henri Fayol specialization promotes
efficiency of the workforce and increases productivity. In addition, the specialization of the workforce increases
their accuracy and speed. This management principle of the 14 principles of management is applicable to both
technical and managerial activities.
Authority and Responsibility - According to Henri Fayol, the accompanying power or authority gives the
management the right to give orders to the subordinates.
Discipline - This principle is about obedience. It is often a part of the core values of a mission and vision in the
form of good conduct and respectful interactions.
Unity of command - Every employee should receive orders from only one superior or on behalf of the superior.
Unity of direction - Each group of organisational activities that have the same objective should be directed by
one manager using one plan for achievement of one common goal.
Subordination of Individual Interest to General Interest - The interests of any one employee or group of
employees should not take precedence over the interests of the organisation as a whole.
Remuneration - All Workers must be paid a fair wage for their services. The wages paid must be as per a certain
standard of living to the employee at the same time it is within the paying capacity of the company.
Centralization and Decentralization - This refers to the degree to which subordinates are involved in decision
making.
Scalar chain - The line of authority from top management to the lowest ranks represents the scalar chain.
Communications should follow this chain. However if someone needs to communicate some other person in
þÿemergency he/she might use "Gang Plank". "dFayol suggested the concept of Gang Plank to avoid delays and
þÿallow direct communication between two subordinates at the same level."e
Order - this principle is concerned with systematic arrangement of men, machine, material etc. There should be
a specific place for every employee in an organization. That is 'a place for everything (people) and everything
has a place'.
Equity - All the employees in the organization must be treated equally with respect to the justice and kindliness.
Stability of tenure of personnel - High employee turnover is inefficient. Management should provide orderly
personnel planning and ensure that replacements are available to fill vacancies.
Initiative - Employees who are allowed to originate and carry out plans will exert high levels of effort.
Esprit de Corps - Promoting team spirit will build harmony and unity within the organization.
Some Fayolian principles still influence some contemporary management theories to a certain degree.[11]

Publications
Books, translated
In 1930, Industrial and General Administration. Translated by J.A. Coubrough, London: Sir Isaac Pitman &
Sons.
Fayol, Henri (1949). General and Industrial Management. London: Sir Isaac Pitman & Sons.
Articles, translated, a selection
1900. "Henri Fayol addressed his colleagues in the mineral industry 23 June 1900." Translated by J.A.
þÿCoubrough. In: Fayol (1930) Industrial and General Administration. pp. 79 81 (Republished in: Wren, Bedeian
& Breeze, (2002) "The foundations of Henri Fayol's administrative theory Archived 2016-01-17 at the Wayback
Machine")
1909. "L'exposee des principles generaux d'administration". Translated by J.D Breeze. published in: Daniel A.
Wren, Arthur G. Bedeian, John D. Breeze, (2002) "The foundations of Henri Fayol's administrative theory
þÿArchived 2016-01-17 at the Wayback Machine", Management Decision, Vol. 40 Iss: 9, pp. 906 918
1923. "The administrative theory in the state". Translated by S. Greer. In: Gulick, L. and Urwick. L. Eds. (1937)
þÿPapers on the Science of Administration, Institute of Public Administration. New York. pp. 99 114
References
Morgen Witzel (2003). Fifty key figures in management. Routledge, 2003. ISBN 0-415-36977-0, p.96.
Wren, D.A. (2001). "Henri Fayol as a strategist: a nineteenth century corporate turnaround". Management
þÿDecision. 39 (6): 475 487. doi:10.1108/EUM0000000005565.
Wood, John C.; Wood, Michael C. (2002), Henri Fayol: Critical Evaluations in Business and Management,
Taylor & Francis, ISBN 978-0-415-24818-1, retrieved 2018-03-09
"Fayol, Henri", Patrons de France (in French), retrieved 2017-08-02
Voxted, S., "100 years of Henri Fayol", Management Revue, Volume 28, No. 2 (2017), pp. 256-274, accessed
14 February 2021
Daniel A. Wren, Arthur G. Bedeian, John D. Breeze, (2002) "The foundations of Henri Fayol's administrative
theory", Management Decision, Vol. 40 Iss: 9, pp.906 - 918 state: "It was not until the Storr's translation that
Fayol's (1949) Administration Industrielle et Générale reached a wider audience, especially in the USA and
established Fayol as a major authority on management."
The first English translation by J.A. Coubrough in 1930 didn't have that much impact. The first translation in
German was published around the same time in 1929.
Derek Salman Pugh, David John Hickson (2007) Great Writers on Organizations: The Third Omnibus Edition,
p.144
Narayanan, Veekay K; Nath, Raghu (1993), Organization theory : a strategic approach, Irwin, p. 29, ISBN
978-0-256-08778-9, OCLC 300929151