• Fayolism is one of the first comprehensive statements of a

general theory of management, developed by the French

management theorist Henri Fayol (1841–1925): one of the most
influential contributors to modern concepts of management.
Career • Fayol is rightly treated as the father of modern theory of general
and industrial management. 
of • Henry Fayol started his career as a junior engineer in a coal mine
company in France and became its general manager in 1880.
• He not only saved a large coal and steel company from
Henry bankruptcy, but also led to crowning success.
• His ideas on management have been summed up as the
Administrative Management Theory, which later evolved into the
Fayol Management Process School. A contemporary of Taylor, Fayol for
the first time attempted a systematic analysis of the overall
management process. In 1916, he published his famous book in
(1841-1925) French language ‘Administration Industrielle Generale.’
• It was reprinted several times in French and later published in
English language under the title, General and Industrial
Management in 1929. Fayol’s contribution to management can be
discussed later.
 • Contributions
Contribution Fayol’s “General and Industrial Management” was a
singular and significant contribution to management
thought in that it presented three revolutionary
of aspects highly important to the development of
management:

Henry 1. The concept that management as a separate body

of knowledge is applicable to all forms of group
activity- the universality of management.
Fayol
2. A first complete and comprehensive theory of
management which could be applied to all
endeavors.

3. The concept of teaching and developing

management curricula in colleges and universities.
 Contribution of Henry Fayol
Fayol mentions the following
qualities required in managers;
to enable them to become
better and more efficient:
1.Physical (health, vigor,
address)
2. Mental (ability to
understand, learn, adaptability,
judgment)
3. Moral (energy, firmness,
responsible, loyalty, tact,
dignity)
4.Education (acquaintance
with matters related to general
functioning)
5. Technical (peculiar to the
functions being performed)
6. Experience (arising from
the work)
Fayol has proposed that
there are five primary
functions of management:
1.Planning (to foresee and
make plans)
2.Organizing (arranges
resources and incorporate
them)
3.Commanding (to lead the
people employed by the
organization)
4.Coordinating (integration
and synchronization of
resources)
5. Controlling (evaluating
the performance and take
corrective measures)
Fayol was representing an
organization like a living
body with main organs
hierarchically structured as
follow:
1. Shareholders,
2. Board of Administration,
3. General Direction and its
General staff (advisors),
4. Regional/local
Directions,
5. Main Engineers,
6. Services Managers,
7. Workshop Managers, 8.
Foremen,
9. Workers.
 • Types of Organizational
Operations
Contribution For Fayol any organization can be subdivided into six
types of operations. Each operation being fulfilled by
its corresponding essential function:
1. Technical Operations (production, manufacturing,
of adaption)
2. Commercial Operations (purchases, sales, exchanges)

Henry 3. Financial Operations (seek for capital and finance

management)
4. Security Operations (protection of goods and people)

Fayol 5. Accounting Operations (stocktaking, balance sheets,

P&L, cost control, statistics, etc)
6. Managerial Operations (planning, organizing,
commanding, coordinating, controlling)
In 1925 six month before Henri Fayol’s death Verne
helped Fayol to redefine the function of administration
(Administration Industrielle et Generale).
 • Fayol’s 14 Principles of
management
1. Division of work
2. Authority
Contribution 3. Discipline
4. Unity of Command
Of 5. Unity of Direction
6. Subordination of Individual Interests to the

Henry 7.
Common Interest
Remuneration of personnel
8. Centralization
Feyol 9.
10.
Scalar Chain
Order
11. Equity
12. Stability of personnel tenure
13. Initiative
14. Esprit de corps (Union is strength)
\\\\\

• Managerial Duties
Fayol indicated that the organizer(manager) had 16 managerial duties to perform:

• Judiciously prepare and execute the operating plan.                        

Contribution • Organize the human and material facets so that they are consistent with objectives,
resources and requirements of the concern.                                                                                    
                            
• Establish a single component, energetic guiding authority i.e. a Formal Management

Of Structure.                                                                    
• Co-ordinate all activities and efforts.                                                                     
• Formulate clear, distinct and precise decisions.                                          
• Arrange for efficient selection so that each department is headed by a component,

Henry energetic manager and all employees are placed where they can render the greatest
service.                                   
• Define duties.                                                                                                               
• Encourage initiative and responsibility.                                                         
• Offer fair and suitable rewards for services rendered.                              

Fayol • Make use of sanctions against faults and errors.                                       

• Maintain discipline.                                                                                           
• Ensure that individual interests are consistent with the general interests of the
organization.                                                                            
• Recognize the Unity of Command.                                                              
•  Promote both material and human coordination.                                                                          
                    
• Instiute and Effect Controls.                                                                          
•  Avoid regulations, red tape and (excessive) paper work.