Download Fayol`s approach differed from scientific management in

Fayol's approach differed from scientific management in that it focused
on efficiency through management training and behavioral
characteristics.
LEARNING OBJECTIVE [ edit ]
Outline Fayol's effect on administrative management through the recognition of his 14
management principles
KEY POINTS [ edit ]
Fayol took a top­down approach to management by focusing on managerial practices to
increase efficiency inorganizations. His writing provided guidance to managers on how to
accomplish their managerial duties and on the practices in which they should engage.
The major difference between Fayol and Taylor is Fayol's concern with the "human" and
behavioral characterisitcs of employees and his focus on training management instead of on
individual worker efficiency.
Fayol stressed the importance and the practice of forecastingand planning in order to train
management and improve workplace productivity.
Fayol is also famous for putting forward 14 principles of management and the five elements that
constitute managerialresponsibilities.
TERMS [ edit ]
Fayolism
An approach that focused on managerial practices that could minimize misunderstandings and
increase efficiency in organizations.
top­down
Of or relating to a perspective that progresses from a single, large basic unit to multiple, smaller
subunits.
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Henri Fayol
Fayol was a classical management
theorist, widely regarded as the father of
modern operational­management theory.
His ideas are a fundamental part of
modern management concepts.
Comparisons with Taylorism
Fayol is often compared to Frederick
Winslow Taylor, who developed scientific
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management. However, Fayol differed from Taylor in his focus and developed his ideas
independently. Taylor was concerned with task time and improving worker efficiency, while
Fayol was concerned with management and the human and behavioral factors in
management.
Another major difference between Taylor and Fayol's theories is that Taylor viewed
management improvements as happening from the bottom up, or starting with the most
elemental units of activity and making individual workers more efficient. In contrast, Fayol
emphasized a more top­down perspective that was focused on educating management on
improving processes first and then moving to workers. Fayol believed that by focusing on
managerial practices organizations could minimize misunderstandings and increase
efficiency.
His writings guided managers on how to accomplish their managerial duties and on the
practices in which they should engage. In his book "General and Industrial Management"
Fayol outlined his theory of general management, which he believed could be applied to the
administration of myriad industries. As a result of his concern for workers, Fayol was
considered one of the early fathers of the human relations movement.
Henri Fayol
Henri Fayol pioneered definitions of control for management science.
Fayol's 14 Principles of Management
Fayol developed 14 principles of management in order to help managers conduct their affairs
more effectively. Today, these principles are still used but are often interpreted differently.
The fourteen principles are as follows:
1. division of work
2. delegation of authority
3. discipline
4. chain of commands
5. congenial workplace
6. interrelation between individual interests and common organizational goals
7. compensation package
8. centralization
9. scalar chains
10. order
11. equity
12. job guarantee
13. initiatives
14. team spirit
Fayol's Five Elements of Management
Fayol is also famous for his five elements of management, which outline the key
responsibilities of good managers:
1. Planning: Managers should draft strategies andobjectives to determine the stages of
the plan and the technology necessary to implement it.
2. Organizing: Managers must organize and provide the resources necessary
to execute said plan, including raw materials, tools, capital, and human resources.
3. Command (delegation): Managers must utilize authority and a thorough understanding
of long­term goals to delegate tasks and make decisions for the betterment of the
organization.
4. Coordination: High­level managers must work to integrate all activities to facilitate
organizational success.Communication is key to success in this component.
5. Monitoring: Managers must compare the activities of the personnel to the plan of
action; this is the evaluation component of management.