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General and Industrial Management
2013 Reprint of 1949 Edition. Full facsimile of the original edition, not reproduced with Optical Recognition Software. While Frederick Taylor was tinkering with the technology employed by the individual worker, Fayol was theorizing about all of the elements necessary to organize and manage a major corporation. This work, published in French in 1916, was practically ignored in the U.S. until Constance Storrs' English translation, reproduced in this edition. Since that time, Fayol's theoretical contributions have been widely recognized and his work is considered as fully important as Taylors. Fayol's work was one of the first comprehensive statements of a general theory of management. He proposed that there were Six primary functions of management and 14 principles of management: 1. Forecast and plan 2. Organize 3. Command or direct 4. Coordinate 5. Develop output 6. Control (French: controler: in the sense that a manager must receive feedback about a process in order to make necessary adjustments and must analyze the deviations)
140 pages, Paperback
First published January 1, 1916
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Henri Fayol
25 books16 followersThe father of the modern operational management theory
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Displaying 1 - 7 of 7 reviews
October 10, 2018
Published in French in 1916 and later in English in 1949, this book establishes Fayol’s standing as one of the founding fathers of modern management, expounding in detail what eventually went on to be called as “Fayolism”. The brilliance and pioneering nature of this book and its ideas derive from the fact that although Fayol has a rich collection of the practitioner’s experience, he rigorously creates both the outline and the framework for management as an academic discipline.
With each segment of the book, Fayol addresses a unique dimension of the management function. He begins with a relevant discussion on the need for dedicated management education, explaining in detail the various activities of management as we know them today- technical, commercial, financial, security, accounting, and managerial. It is remarkable to observe that 100 years after his work was first published, management schools continue to offer these very areas as specializations and academic texts on managements continue to study the field through this fundamental framework that he established. He also outlines the “special abilities” such as physical, mental, knowledge and special abilities that go into the making of a worker engaged in any of these activities. Here, it can be observed how Fayol distinguishes between the different activities require varying skills, arriving at the conclusion that at higher grades of employees is the managerial ability. From this point onwards, he creates the edifice on which management education and business schools exist today- by deconstructing a set of myths such as: managerial ability can be acquired by practice only or that technical ability is enough for good managerial decision making. He highlights the vacuum created absence of management theory.
The next section, outlining the 14 principles of management is unarguably the most important piece of text in management literature, taught across all schools and referred to by all writers on management. He makes remarkable points with regard to each-
1. Division of Work- a tool to “produce better work with same effort”
2. Authority & Responsibility- He propound that responsibility is a corollary of authority and that good leadership requires an ability to handle both.
3. Discipline- Fayol describes discipline as respect towards the standard agreement between employees and the organization. Instead of representing it as an iron hand, he shows a deeper understanding of organizational dynamics.
4. Unity of Command- This is a highly important idea from Fayol, that one worker should receive instructions from only one supervisor, the absence of which wreaks havoc through confusion and conflict. Stressing the importance of this rule, Fayol terms it as “principle”.
5. Unity of Direction- This principle stresses the importance of a single action plan across the organization.
6. Subordination of individual interest to general interest- this is necessary for organizational effectiveness, fairness and order.
7. Remuneration of Personnel – Unlike contemporaries, Fayol talks of satisfaction of the worker and the employer with the remuneration. It is remarkable to observe that he mentions cost of living, which may be early for those times. He also mentions ways approaches to wage determination and addresses the issue of profit sharing.
8. Centralization- There is a nuanced understanding of this concept in Fayol’s writings. He says- “The question of centralization or decentralization is a simple question of proportion, it is a matter of finding the optimum degree for each concern”. This idea stays relevant even today as he does not take a dogmatic stance on the issue.
9. Scalar Chain- This concept helps create the pyramidal structure of management as we know it today.
10. Order-Both material and social order are essential for efficiency.
11. Equity- a combination of kindliness and justice, excluding forcefulness and sternness, depending on good sense and good nature that works better in an organization as opposed to the concept of justice.
12. Stability of tenure of personnel- this is the earliest concept and attempt at institutionalizing “job security”.
13. Initiative- Modern management studies talk about the intra-preneurial spirit in each employee, drawing from this first documented ideology of initiative by all employees at all levels of the organization.
14. Espirit de Corps- this principle emphasizes the importance of unity within the organization by virtue of harmony and association.
In this same segment, Fayol presents the functions of management- another of his ideas that continue in management literature, i.e. planning, organizing, command, co-ordination and control.
From here, it is increasingly clear that Fayol’s focus, unlike his contemporary F.W. Taylor, was on management as opposed to the task. While both are considered classical management theorists, it is interesting to observe the differences between them as we proceed in this course from readings on Taylor to Fayol. While both concern themselves with efficiency, Fayol displays greater sympathy for the worker. Another notable difference lies in the perspectives both take on an organization. Taylor’s view is bottom up, his contributions make best senxe when applied to the bottom of the organizational pyramid. Fayol, however, is looking at the organization in a top-down manner. He insists on the efficiencies of the managerial process in contrast with Taylor who insisted on the efficiencies of the worker with regard to production. Finally, the structure propounded by Taylor where more than one individuals supervise the worker, disagrees with Fayol’s principle “Unity of Command”.
It can be said that through his philosophy of administration, Fayol has contributed most widely to both, the theory and the practice of management. He was clearly much ahead of his contemporaraies. On reading this book, it is clear that he advocated the understanding of management not only for those engaged directly in business, its training and research, but also for the layman, the general audience, because according to Fayol, everyone requires managerial skill in everyday activity. In the book, he says: “Everyone needs some concepts of management; in the home, in affairs of state, the need for managerial ability is in keeping with the importance of the undertaking, and for individual people the need is everywhere in greater accordance with the position occupied.”
With each segment of the book, Fayol addresses a unique dimension of the management function. He begins with a relevant discussion on the need for dedicated management education, explaining in detail the various activities of management as we know them today- technical, commercial, financial, security, accounting, and managerial. It is remarkable to observe that 100 years after his work was first published, management schools continue to offer these very areas as specializations and academic texts on managements continue to study the field through this fundamental framework that he established. He also outlines the “special abilities” such as physical, mental, knowledge and special abilities that go into the making of a worker engaged in any of these activities. Here, it can be observed how Fayol distinguishes between the different activities require varying skills, arriving at the conclusion that at higher grades of employees is the managerial ability. From this point onwards, he creates the edifice on which management education and business schools exist today- by deconstructing a set of myths such as: managerial ability can be acquired by practice only or that technical ability is enough for good managerial decision making. He highlights the vacuum created absence of management theory.
The next section, outlining the 14 principles of management is unarguably the most important piece of text in management literature, taught across all schools and referred to by all writers on management. He makes remarkable points with regard to each-
1. Division of Work- a tool to “produce better work with same effort”
2. Authority & Responsibility- He propound that responsibility is a corollary of authority and that good leadership requires an ability to handle both.
3. Discipline- Fayol describes discipline as respect towards the standard agreement between employees and the organization. Instead of representing it as an iron hand, he shows a deeper understanding of organizational dynamics.
4. Unity of Command- This is a highly important idea from Fayol, that one worker should receive instructions from only one supervisor, the absence of which wreaks havoc through confusion and conflict. Stressing the importance of this rule, Fayol terms it as “principle”.
5. Unity of Direction- This principle stresses the importance of a single action plan across the organization.
6. Subordination of individual interest to general interest- this is necessary for organizational effectiveness, fairness and order.
7. Remuneration of Personnel – Unlike contemporaries, Fayol talks of satisfaction of the worker and the employer with the remuneration. It is remarkable to observe that he mentions cost of living, which may be early for those times. He also mentions ways approaches to wage determination and addresses the issue of profit sharing.
8. Centralization- There is a nuanced understanding of this concept in Fayol’s writings. He says- “The question of centralization or decentralization is a simple question of proportion, it is a matter of finding the optimum degree for each concern”. This idea stays relevant even today as he does not take a dogmatic stance on the issue.
9. Scalar Chain- This concept helps create the pyramidal structure of management as we know it today.
10. Order-Both material and social order are essential for efficiency.
11. Equity- a combination of kindliness and justice, excluding forcefulness and sternness, depending on good sense and good nature that works better in an organization as opposed to the concept of justice.
12. Stability of tenure of personnel- this is the earliest concept and attempt at institutionalizing “job security”.
13. Initiative- Modern management studies talk about the intra-preneurial spirit in each employee, drawing from this first documented ideology of initiative by all employees at all levels of the organization.
14. Espirit de Corps- this principle emphasizes the importance of unity within the organization by virtue of harmony and association.
In this same segment, Fayol presents the functions of management- another of his ideas that continue in management literature, i.e. planning, organizing, command, co-ordination and control.
From here, it is increasingly clear that Fayol’s focus, unlike his contemporary F.W. Taylor, was on management as opposed to the task. While both are considered classical management theorists, it is interesting to observe the differences between them as we proceed in this course from readings on Taylor to Fayol. While both concern themselves with efficiency, Fayol displays greater sympathy for the worker. Another notable difference lies in the perspectives both take on an organization. Taylor’s view is bottom up, his contributions make best senxe when applied to the bottom of the organizational pyramid. Fayol, however, is looking at the organization in a top-down manner. He insists on the efficiencies of the managerial process in contrast with Taylor who insisted on the efficiencies of the worker with regard to production. Finally, the structure propounded by Taylor where more than one individuals supervise the worker, disagrees with Fayol’s principle “Unity of Command”.
It can be said that through his philosophy of administration, Fayol has contributed most widely to both, the theory and the practice of management. He was clearly much ahead of his contemporaraies. On reading this book, it is clear that he advocated the understanding of management not only for those engaged directly in business, its training and research, but also for the layman, the general audience, because according to Fayol, everyone requires managerial skill in everyday activity. In the book, he says: “Everyone needs some concepts of management; in the home, in affairs of state, the need for managerial ability is in keeping with the importance of the undertaking, and for individual people the need is everywhere in greater accordance with the position occupied.”
October 26, 2015
La sección de Taylor es más común a las personas y quizá por eso es más reconocido, tiene un lenguaje simple y anécdotas de cómo pasó de ser un simple obrero a ser un conductor de aquella empresa en la que trabajaba por un episodio en el que se metió en las cloacas. Sí, da lineamientos de administración pero es más... anecdótico.
En cambio, Henri Fayol, mi favorito, alinea sus pensamientos mediante ítems, explica de un modo mucho más racional y científico los procedimientos para la mejora administrativa dentro de una empresa.
Es un excelente dúo, seguro, pero cada quién con su favorito.
En cambio, Henri Fayol, mi favorito, alinea sus pensamientos mediante ítems, explica de un modo mucho más racional y científico los procedimientos para la mejora administrativa dentro de una empresa.
Es un excelente dúo, seguro, pero cada quién con su favorito.
March 14, 2025
1. What is this?
Fredrick Taylor, Max Weber & Henry Fayol are part of Classical Management Science.
The other authors are related.
Here's the link to Fayol's work
Henry Fayol's work
2. Why Taylor, Fayol & Weber's Scientific Principles of Organization is important to workplace?
From readings on Historical series in Manufacturing Sector, I came across works of Fredrick Taylor, Henri Fayol, Max Weber, who all focused on contributing to Science of Management.
Until now, it was not that clear to me, Why this was important?
Applying this helps organization scientifically to improve in revenue, create clarity in environment, profit and have higher employee well-being.
Firstly you can divide activities of a business units into chunks of smaller parts to create structure, Secondly, organizing management activities to make clear roles & responsibilities, which will increase output in revenue & profit. Thirdly, create decision-making & hierarchy.
This can be applied across sectors of industries
a. Schools
b. Colleges
c. Hospitals
d. Manufacturing-Industries
Taylor specifically invented newer ways of managing, which is mind-blowing!
He called it, “Scientific way of managing” Taylor focused from the tasks.
He applied at Bethlehem Steel Company, Bricklaying and came up with Science of Management.
Henri Fayol also invented newer ways of managing, impressive indeed!
Fayol focused mostly on management activities, differing with Taylor who focused on tasks. Max Weber suggested to organize management into layers.
Real-world application in Tamil Nadu, India
I think of an example from Pavoorchatram, a small trading town between Coutrallam & Tirunelveli, there are lumber mills, that can apply into cutting, polishing, men who are raised from rural backgrounds, who have strong sense of identity (caste) and wealth.
Processes in Pavoorchatram’s MKVK Lumbermill:
Cut Trees → Transport Logs → Scale Logs → Debark Logs → Sort Logs Cut Logs into Cants & Flitches → Re-saw Cants → Trim Edges → Dry Lumber, Smooth Lumber → Inspect → Ship into Market.
Here’s an easy way to make the lumber-mill better: Divide every processes, tasks and find best ways, apply standardization methods to all for employees.
Taylor’s Methods:
1) Science, not rule of thumb — study, analyze each task, to find the one best way to do it, this saves time
2) Harmony, not discord — managers & workers work together, acknowledge each other’s needs
3) Cooperation, not individualism — between managers & workers
4) Development of each person to their greatest efficiency — Select & Train workers (No favoritism)
3. So, What is Fayol's Method?
Fayol’s methods focused on organization of management, role of managers in planning, organizing, control.
1) Division of work
2) Delegation of authority and responsibilities
3) Discipline
4) Unity of commands
5) Unity of direction
6) Subordination or Interrelation between individual interests and common organizational goals
7) Compensation package or Remuneration,
8) Centralization And Decentralisation
9) Scalar chains
10) Order
11) Equity
12) Job guarantee or Stability of Employees
13) Initiatives
14) Team-Spirit or Esprit de corps
Overall, amazing works!
Deus Vult,
Gottfried
Fredrick Taylor, Max Weber & Henry Fayol are part of Classical Management Science.
The other authors are related.
Here's the link to Fayol's work
Henry Fayol's work
2. Why Taylor, Fayol & Weber's Scientific Principles of Organization is important to workplace?
From readings on Historical series in Manufacturing Sector, I came across works of Fredrick Taylor, Henri Fayol, Max Weber, who all focused on contributing to Science of Management.
Until now, it was not that clear to me, Why this was important?
Applying this helps organization scientifically to improve in revenue, create clarity in environment, profit and have higher employee well-being.
Firstly you can divide activities of a business units into chunks of smaller parts to create structure, Secondly, organizing management activities to make clear roles & responsibilities, which will increase output in revenue & profit. Thirdly, create decision-making & hierarchy.
This can be applied across sectors of industries
a. Schools
b. Colleges
c. Hospitals
d. Manufacturing-Industries
Taylor specifically invented newer ways of managing, which is mind-blowing!
He called it, “Scientific way of managing” Taylor focused from the tasks.
He applied at Bethlehem Steel Company, Bricklaying and came up with Science of Management.
Henri Fayol also invented newer ways of managing, impressive indeed!
Fayol focused mostly on management activities, differing with Taylor who focused on tasks. Max Weber suggested to organize management into layers.
Real-world application in Tamil Nadu, India
I think of an example from Pavoorchatram, a small trading town between Coutrallam & Tirunelveli, there are lumber mills, that can apply into cutting, polishing, men who are raised from rural backgrounds, who have strong sense of identity (caste) and wealth.
Processes in Pavoorchatram’s MKVK Lumbermill:
Cut Trees → Transport Logs → Scale Logs → Debark Logs → Sort Logs Cut Logs into Cants & Flitches → Re-saw Cants → Trim Edges → Dry Lumber, Smooth Lumber → Inspect → Ship into Market.
Here’s an easy way to make the lumber-mill better: Divide every processes, tasks and find best ways, apply standardization methods to all for employees.
Taylor’s Methods:
1) Science, not rule of thumb — study, analyze each task, to find the one best way to do it, this saves time
2) Harmony, not discord — managers & workers work together, acknowledge each other’s needs
3) Cooperation, not individualism — between managers & workers
4) Development of each person to their greatest efficiency — Select & Train workers (No favoritism)
3. So, What is Fayol's Method?
Fayol’s methods focused on organization of management, role of managers in planning, organizing, control.
1) Division of work
2) Delegation of authority and responsibilities
3) Discipline
4) Unity of commands
5) Unity of direction
6) Subordination or Interrelation between individual interests and common organizational goals
7) Compensation package or Remuneration,
8) Centralization And Decentralisation
9) Scalar chains
10) Order
11) Equity
12) Job guarantee or Stability of Employees
13) Initiatives
14) Team-Spirit or Esprit de corps
Overall, amazing works!
Deus Vult,
Gottfried
October 18, 2021
"Yönetim görevinin hakkıyla yapılabilmesi için bazı ilkelere, yani müspet bazı gerçeklere dayanması gerekir. İlkesiz yürümek, karanlıkta, boşlukta yürümek demektir. İlke, yol gösteren bir fenerdir. Fakat, sadece limanın girişini bilenlerin işine yarar."
July 10, 2022
This was a very good foundational reading.
May 6, 2023
Un libro antigüito pero bien power.
August 28, 2019
Flawless.
Displaying 1 - 7 of 7 reviews