It was through Fayol’henri fayol general and industrial management pdf work as a philosopher of administration that he contributed most widely to the theory and practice of organizational management. He enlightened managers on how to accomplish their managerial duties, and the practices in which they should engage. Fayol outlined his theory of general management, which he believed could be applied to the administration of myriad industries.
A bourgeois himself, he believed in controlling workers to achieve greater productivity over all other managerial considerations. Fayol advocated a flexible approach to management, one he believed could be applied to any circumstance whether in the home, the workplace, or within the state. Taylor’s system of scientific management is the cornerstone of classical theory. Fayol was also a classical theorist, and referred to Taylor in his writing and considered him a visionary and pioneer in the management of organizations. However, Fayol differed from Taylor in his focus. Taylor’s main focus was on the task, whereas Fayol was more concerned with management.
Another difference between the two theorists is their treatment of workers. Fayol appears to have slightly more respect for the worker than Taylor had, as evidenced by Fayol’s proclamation that workers may indeed be motivated by more than just money. Fayol also argued for equity in the treatment of workers. Fayol and Taylor was that Taylor viewed management processes from the bottom up, while Fayol viewed it from the top down. Taylor’s approach differs from the one we have outlined in that he examines the firm from the bottom up. He suggests that Taylor has staff analysts and advisors working with individuals at lower levels of the organization to identify the ways to improve efficiency.
According to Fayol, the approach results in a “negation of the principle of unity of command”. Fayol criticized Taylor’s functional management in this way. This, he said, was an unworkable situation, and that Taylor must have somehow reconciled the dichotomy in some way not described in Taylor’s works. Fayol’s desire for teaching a generalized theory of management stemmed from the belief that each individual of an organization at one point or another takes on duties that involve managerial decisions. Unlike Taylor, however, who believed management activity was the exclusive duty of an organizations dominant class. Fayol’s approach was more in sync with his idea of Authority, which stated, “that the right to give orders should not be considered without the acceptance and understanding of responsibility. Fayol expressed ideas and practices different from Taylor, in that they showed flexibility and adaptation, and stressed the importance of interpersonal interaction among employees.
During the early 20th century, Fayol developed 14 principles of management to help managers manage their affairs more effectively. Organizations in technologically advanced countries interpret these principles quite differently from the way they were interpreted during Fayol’s time as well. These differences in interpretation are in part a result of the cultural challenges managers face when implementing this framework. Within his theory, Fayol outlined five elements of management that depict the kinds of behaviors managers should engage in so that the goals and objectives of an organization are effectively met. Deciding in advance what to do, how to do it, when to do it, and who should do it.