Henri Fayol Research Articles

The how and who of long-range planning

The importance of long-range planning has been widely discussed and generally accepted. Henri Fayol was advocating the use of a ten-year plan as early as 1916, and, since World War II, long-range planning has received the constant at tention of practitioners and scholars of management. However, most of the literature on long-range planning is general and philosophical in nature. In addition, almost no empirical research has been conducted to support the advocated approaches to long-range planning. The purpose of this article is to present a specific, practical approach to long-range planning and then to report on an extensive and recently conducted survey of planning practices in the food, chemical, oil, steel, machinery, electronics, and retail segments of U.S. industry. By supplementing the proposed approach to long-range planning with current empirical data, the planning practitioner can evaluate his practices relative to what is being done by other planners, as well as what is desired. WHY PLAN?

Management in a service environment

The systematic study of management has seen rapid development in this century since the early years when F. W. Taylor was studying the design of work and Henri Fayol the design of organizations. The inter‐war period for example saw the Hawthorne experiments and the growth of the so‐called human relations school and the second world war the initiation of Operational Research. In the last twenty or thirty years all the social sciences have been developing rapidly and so has their application to the problems of management.

Sea Dart

The subject of management techniques needs to cover a wider field than the rather narrow interpretation given in much current discussion of its tools. To cover the relevant area, it is intended to use the managerial concepts pioneered by the Frenchman—Henri Fayol. Fayol suggested management activity is made up of five parts:PlanningOrganisingCommandingCo-ordinatingControllingThe machinery used for the management of the development of the Sea Dart missile will be reviewed under those five parts.

VD CODICNICATIONS VOTES LYD CO, TH STUDIES IN JIES IN THE THEORY OF MANAGEMENT FAYOL AND TAYLOR (Comparative View)

"Thrvaghout the who the military type shandoned and wher w the whole field of management of organization should be and what may be called the functional substituted in its place." (TAYLOR) 
 1911 For any action whatsoever, employee should receive orders from one superior only... Shoald (unilty of Command) be violated, aathority is undetermined, discipline is in jea pardy, order disturbed, and stability threatened." (FAYOL) 1916 Varch 20. 1856 is one of the greatest days in the history of isiness management ; that day witnessed the birth of a great man whose tomb, at German-town, Pennsylvania, bears the inscription *Father of Scientific Management ;" 1 it was Frederick Winslow Taylor whose writings are considered the first most recognized attempt of formulating a theory of management with definite principles and rules. His work became so famous to the extent that some following manage ment scholars commented on it by saying that “no man, born of woman, can do more.” 2 0 * Assistant Lecturer, Department of Business Administration, Faculty of Econo mics and Commerce, University of Libya. 11) Lyndall F. Urwick, The Life and Work of Frederick Winslow Taylor (London : Urwick, Orr and Partners, Ltd., p. 1. (2) Ibid., p. 12. THE LIBYAN ECONOMIC AND BUSINESS REVIEW in his time, ganizations and Despite this fact Taylor's ideas were not appreciated, in hisia in the United States, he was attacked by labor organizations business leaders ; he was brought in front of a special House commit on January 25, 1912 to deliver a testimony of 287 pages to defe his ideas. 
 
 Taylor was a practical man and within just twelve vean starting as an ordinary laborer, he became the general manager of th' Manufacturing Investment Company. 3 Contemporary to Taylor was another eminent student of manage. ment, Henry Fayol (1841-1952), whom many scholars consider as “the real father of modern management theory."4 Fayol, like Taylor, was an engineer. He had a very successful career ; when he was appointed as managing director of the Commentry-Fourchambault in 1888, it was on the verge of bankruptcy ; when he retired he left it with an unattac kable financial position and an exceptional staff quality. 5 Fayol emphasized that the company's success was not due to any extraordi. nary personal qualities, but to the proper application of certain simple administrative principles. 6 Fayol and Taylor met each other, yet their ideas were almost identical. Some management authorities consider Fayol's book Administration Industrielle et Générale ? which was published in 1916, the year following Taylor's death, as "the complement to Taylor's work.” 8 However Fayol noticed that Taylor's ideas were not widely applied in France because “... their effective application required the (3) Ibid., p. 5. (4) Harold Koontz and Cyril O'Donnell, Principles of Management, 4th ed. (McGrat Hill Book Company, 1968) p. 21. (5) L. Urwick in his foreword to : Henry Fayol, General and Industrial Manage ment (London: Sir Isaac Pitman and Sons, Ltd., 1949) P. vii. (6) L. Urwick, The Pattern of Management (Minneapolis : University of Minnesota Press, 1956) p. 45. (7) As can be noted in the above footnote the word "administration" that Fayo originally used has been translated into "management" and I do not see any necessity for such a change. (8) Urwick, The Pattern of Management, op. cit., p. 45. 

Henri Fayol: Administration Industrielle et Générale — a re‐interpretation

Public AdministrationVolume 40, Issue 3 p. 311-317 Henri Fayol: Administration Industrielle et Générale — a re-interpretation M.B. BRODIE, M.B. BRODIE The English translation of this book presents Fayol primarily as a writer on industrial management. In this paper, alternative translations of a number of key terms are proposed. Their acceptance would show Fayol to have been concerned with the development of a philosophy of administration in a much wider sense than the translation suggests. Mr. Brodie is on the staff of the Administrative Staff College, Henley.Search for more papers by this author M.B. BRODIE, M.B. BRODIE The English translation of this book presents Fayol primarily as a writer on industrial management. In this paper, alternative translations of a number of key terms are proposed. Their acceptance would show Fayol to have been concerned with the development of a philosophy of administration in a much wider sense than the translation suggests. Mr. Brodie is on the staff of the Administrative Staff College, Henley.Search for more papers by this author First published: September 1962 https://doi.org/10.1111/j.1467-9299.1962.tb01288.xCitations: 10AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume40, Issue3September 1962Pages 311-317 RelatedInformation

De strijd tussen orde en wanorde, een optimumprobleem*

SummaryOrder against disorder, an optimum problemThe whole of the production systems, presenting the social production apparatus, is not a chaotic, undifferentiated conglomerate, but shows a well‐defined structure. Internally, too, production systems display the most varied forms of differentiation.This organization presents many advantages, but at the same time involves the need for coordination, i.e. the framing of equilibrated plans, in which the aims of the different sections are coordinated with the total purpose and in which the limitations of the available means are taken into account. Operational Research has arisen from the need for coordination, specially in those cases where phenomena are complex.The function and the place of an operational research department in a concern can be learned about from Henry Fayol's study on the management of a concern.The operational research department has a general staff function, directly subordinate to the supreme management, without any power to make decisions.The use of mathematical techniques will never result automatically in the right decisions.The quality of a model is determined by efficiency considerations. In each case the additional accuracy has to be weighed against the additional advantages. On economic considerations some measure of „disorder” has to be accepted.The determination of the optimum quality of an O.R. model forms a problem which in practice can only be solved by the intuition of the O.R. specialist.

Training for Public Administration: A Symposium. IV. The University and the Study of Public Administration

I have little to add to this discussion for the simple reason that my colleague, Dr. Coats, has said much of what I wanted to say, said it more interestingly, with a Dorothy Dix touch which I, in my academic restraint, cannot give, and also said it with more authority because of his long and distinguished public service. I can do little more than underscore a few broad propositions.My first proposition is an emphasis upon the basic fact that public administration is the administration of the state, and not simply the administration of individual departments of government. It has to deal with the management of the state in its aggregated activities, and hence broadly with the whole subtle art of government. The tone of that management never depends simply upon what industrious and zealous civil servants in their offices may do, or how they may do it, but, among other things, upon the effective organization of parliamentary committees, the conscience and intelligence of their members, the modes of planning parliamentary work, and even the quality of discussion within the conclaves of parties, or the antics and verbal orgies of the demagogue in public debate. The genuine and profitable study of public administration in a democratic state cannot be narrower than the broad frame of government, if we are to appreciate duly the ultimate end sought—the competent management of the state. One phase of national government, designated by text-book writers as the administrative, cannot logically or wisely be isolated from other phases which in turn determine its character. To the institutions of general government must be applied those principles and axioms concerning organization which Henri Fayol, Major Urwick, Mary Follett, and many others, with varying wisdom and clarity, have done much to elaborate.