dr hab. Jerzy Supernat Institute of Administrative Studies University of Wroclaw

ClassicalManagement Thought Henri Fayol and Administrative Management dr hab. Jerzy SupernatInstitute of Administrative StudiesUniversity of Wroclaw

ClassicalManagement Thought Henri Fayol(1841-1925) One of the earliest people to write and lecture on management issues. Sometimes referred to as the first management thinker orthe Father of Modern Management. dr hab. Jerzy Supernat

ClassicalManagement Thought Frenchman Henri Fayol – the Father of Administrative Management was a contemporary of American Frederick W. Taylor – the Father of Scientific Management (1856-1915). H. Fayol initiated a theoretical analysis appropriate to all organizations and attempted towards a comprehensive theory of management: „Management plays a very important part in the government of undertakings; of all undertak-ings, large or small, industrial, commercial, political, religious or any other”. H. Fayol believed that principles of effective management could be defined and taught and that managerial organization is as valid an area of management as workers organization. H. Fayol's work included defining of a body of principles, which would enable a manager to buildup a formal structure of the organization and to manage it in a rational way. H. Fayol was a staunch advocate of the universality of management concepts and principles. The perception and analysis of management as a separate discipline is his original contribution to management thought. dr hab. Jerzy Supernat

ClassicalManagement Thought Administrative management focuses on the functions and principles of management. dr hab. Jerzy Supernat

ClassicalManagement Thought H. Fayol,Administration industrielle et générale, Bulletin de la Société de l’Industrie Minérale, N° 10, 5-164, Paris 1916. H. Fayol, Industrial and General Administration, trans. J.A. Coubrough, International Management Institute, Geneva 1930. H. Fayol, General and Industrial Management, trans. Constance Storrs, Sir Isaac Pitman and Sons, London 1949. H. Fayol, Administracja przemysłowa i ogólna,przeł. Józef A. Teslar, Wydawnictwo Instytutu Nauko-wego Organizacji i Kierownictwa, Poznań 1947 (first edition came out in 1925). Henri Fayol, circa 1916 dr hab. Jerzy Supernat

ClassicalManagement Thought Published:Istanbul, Feb. 2005 dr hab. Jerzy Supernat

ClassicalManagement Thought • According to H. Fayol all activities of organizations or industrial undertakings can be divided into six groups (six functions) as follows: • technical (production, manufacture, adaptation) • commercial (buying, selling, exchange) • financial (search for and optimum use of capital) • security (protection of property and persons) • accounting (stocktaking, balance sheet, costs, statistics) • managerial (planning, organization,command, coordi-nation, control) • H. Fayol: „Be the undertaking simple or complex, big or small, this six groups of activities or essentials functions are always present”. dr hab. Jerzy Supernat

ClassicalManagement Thought H. Fayol was the first to identify the specific man-agerial function comprising five elements(the ele-ments of management): Click below for details • planning (prévoyance) • organization (organisation) • command (commandement) • coordination (coordination) • control (contrôle) To continue from slide 14. dr hab. Jerzy Supernat

ClassicalManagement Thought • To forecast and plan: examining the future and drawing up the plan of action. • Characteristics of the good plan: • unity (making sure that the objectives of each part of the organization are securely welded together) • continuity (using both short and long-term forecasting) • flexibility (being able to adapt the plan in the light of changing circumstances) • precision (attempting to accurately predict courses of action) dr hab. Jerzy Supernat

ClassicalManagement Thought To organize: building up the structure, material and human, of the undertaking. The task of management is to build up an organization which will allow the basic activities to be carried out in an optimal manner. Central to this is a structure in which plans are efficiently prepared and carried out. dr hab. Jerzy Supernat

ClassicalManagement Thought To command: maintaining activity among the personnel. Fayol’s third element comes logically after the first two. An organization must start with a plan, a definition of its goals. It then must produce an organization structure appropriate to the achievements of those goals. Third, the organization must be put in motion, which is command, maintaining activity among the personnel. dr hab. Jerzy Supernat

ClassicalManagement Thought To coordinate: binding together, unifying and harmonizing all activity and effort. Essentially this is making sure that one department’s efforts are coincident with the efforts of other depart-ments, and keeping all activities in perspective with re-gard to the overall aims of the organization. dr hab. Jerzy Supernat

ClassicalManagement Thought To control: seeing that everything occurs in con-formity with established rule and expressed com-mand. Control is logically the final element of management which checks that the other four elements are in fact performing properly.To be effective, control must operate quickly and there must be a system of sanctions. dr hab. Jerzy Supernat

ClassicalManagement Thought H. Fayol discriminated between management and what he described as „government”. Thus: „management (…) is activity spread, like all other activities between head and members of the body corporate. The managerial function is quite distinct from other five essentials functions (of an undertaking – JS). It should not be confused with government. To govern is to conduct the undertaking towards its objective by seeking to derive optimum advantage from all available resources and to assure the smooth working of the six essential functions. Management is merely one of the six functionswhose smooth working government has to ensure”. H. Fayolappears to be drawing a distinction between what now be termed day to day management and stra-tegic management – government equating to the latter. dr hab. Jerzy Supernat

ClassicalManagement Thought • General principles of management according to H. Fayol: • Division of work • Authority • Discipline • Unity of command • Unity of direction • Subordination of individual interest to the general interest • Remuneration • Centralization • Scalar chain (line of authority) • Order • Equity • Stability of tenure of personnel • Initiative • Esprit de corps dr hab. Jerzy Supernat

ClassicalManagement Thought Division of work „The object of division of work is to produce more and better work with the same effort. The worker always on the same part, the manager concerned always with the same matters, acquire an ability, sureness and accuracy which increase their output. (…) It is not merely appli-cable to technical work, but without exception to all work involving a more or less considerable number of people and demanding abilities of various types (to managerial effort also – JS), and it results in specialization and se-paration of powers. (…) division of work has its limits which experience and a sense of proportion teach us may not be exceeded”. dr hab. Jerzy Supernat

ClassicalManagement Thought When it comes to getting things done, we need fewer architects and more bricklayers. Colleen C. Barrett dr hab. Jerzy Supernat

ClassicalManagement Thought Authority „Authority is the right to give orders and the power to exact obedience. Distinction must be made between a manager’s official authority deriving from office and personal authority, compounded of intelligence, experien-ce, moral worth, ability to lead, past services, etc. In the make-up of a good head personal authority is the indi-spensable complement of official authority. Authority is not to be conceived of apart from responsibility, that is apart from sanction – reward or penalty – which goes with the exercise of power. Responsibility is a corollary of authority, it is its natural consequence and essential coun-terpart, and wheresoever authority is exercised responsi-bility arises”. dr hab. Jerzy Supernat

ClassicalManagement Thought You can delegate authority, but not responsibility. Stephen W. Comiskey dr hab. Jerzy Supernat

ClassicalManagement Thought Discipline „Discipline is in essence obedience, application (diligence – JS), energy, behaviour and outward marks of respect observed in accordance with the standing agreements between the firm and its employees (…) general opinion is deeply convinced that discipline is absolutely essential for the smooth running of business and that without dis-cipline no enterprise could prosper. (…) It (discipline – JS) is incumbent upon managers at high levels as much as upon humble employees, and the means of establishing and maintaining it are: 1) good superiors at all levels, 2) agreements as clear and fair as possible, 3) sanctions (penalties) judiciously applied”. dr hab. Jerzy Supernat

ClassicalManagement Thought No horse gets anywhere until he is harnessed. No stream or gas drives anything until it is confined. No Niagara is ever turned into light and power until it is tunneled. No life ever grows great until it is focused, dedicated, disciplined. Harry Emerson Fosdick dr hab. Jerzy Supernat

ClassicalManagement Thought Unity of command „For any action whatsoever, an employee should receive orders from one superior only. Such is the rule of unity of command, arising from general and ever-present neces-sity and wielding an influence on the conduct of affairs which, to may way of thinking, is at least equal to any other principle whatsoever. Should it be violated, author-ity is undermined, discipline is in jeopardy, order dis-turbed and stability threatened. (…) In all human associ-ations, in industry, commerce, army, home, State, dual command is a perpetual source of conflicts, very grave sometimes, which have special claim on the attention of superiors of all ranks”. dr hab. Jerzy Supernat

ClassicalManagement Thought Some men must follow, and some command, though all are made of clay. Henry Wadsworth Longfellow dr hab. Jerzy Supernat

ClassicalManagement Thought Unity of direction „This principle is expressed as: one head and one plan for a group of activities having the same objective. It is the condition essential to unity of action, coordination of strength and focusing of effort. A body with two heads is in the social as in the animal sphere a monster, and has difficulty in surviving. Unity of direction (one head one plan) must not be confused with unity of command (one employee to have orders from one superior only). Unity of direction is provided for by sound organization of the body corporate, unity of command turns on the functioning of the personnel. Unity of command cannot exist without unity of direction, but does not flow from it”. dr hab. Jerzy Supernat

ClassicalManagement Thought Play needs direction as well as work. Elbert Hubbard dr hab. Jerzy Supernat

ClassicalManagement Thought Subordination of individual interest to the general interest „This principle calls to mind the fact that in a business the interest of one employee or group of employees should not prevail over that of the concern (…) ignorance, ambi-tion, selfishness, laziness, weakness, and all human pas-sions tend to cause the general interest to be lost sight of in favour of individual interest and a perpetual struggle has to be waged against them. Two interests of a diffe-rent order, but claiming equal respect, confront each other and means must be found to reconcile them. That represents one of the greatest difficulties of management. Means of effecting it are: 1) firmness and good example on the part of superiors, 2) agreements as fair as possi-ble, 3) constant supervision”. dr hab. Jerzy Supernat

ClassicalManagement Thought The shepherd always tries to persuade the sheep that their interests and his own are the same. Stendhal (Marie-Henri Beyle) dr hab. Jerzy Supernat

ClassicalManagement Thought Remuneration of personnel „Remuneration of personnel is the price of services rendered. It should be fair and, as far as possible, afford satisfaction both to personnel and firm (employee and employer). (…) Every mode of payment likely to make the personnel more valuable and improve its lot in life, and also to inspire keenness on the part of employees at all levels, should be matter for managers’ constant atten-tion”. dr hab. Jerzy Supernat

ClassicalManagement Thought Remuneration! O! That's the Latin word for three farthings. William Shakespeare farthing – a former British coin worth one quarter of an old penny dr hab. Jerzy Supernat

ClassicalManagement Thought Centralization „Like division of work, centralization belongs to the natu-ral order (…) Centralization is not a system of manage-ment good or bad of itself, capable of being adopted or discarded at a whim of managers or of circumstances; it is always present to a greater or lesser extent. The question of centralization or decentralization is simply question of proportion, it is a matter of finding the optimum degree for the particular concern. (…) The finding of the measure which shall give the best overall yield: that is the problem of centralization. Everything which goes to increase the importance of the subordinate’s role is decentralization, everything which goes to reduce it is centralization”. dr hab. Jerzy Supernat

ClassicalManagement Thought The greatest advances of civilization, whether in architecture or painting, in science and literature, in industry or agriculture, have never come from centralized government. Milton Friedman dr hab. Jerzy Supernat

ClassicalManagement Thought Scalar chain „The scalar chain (hierarchy) is the chain of superiors ranging from the ultimate authority to the lowest ranks. The line of authority is the route followed – via every link in the chain – by all communications which start from or go to the ultimate authority”. To counter possible communication delays caused by the unity of command principle, H. Fayol developed gang plank approach, which allowed communications to cross lines of authority but only if agreed to by all parties and if superiors were kept informed at all times. dr hab. Jerzy Supernat

ClassicalManagement Thought In a hierarchy, every employee tends to rise to his levelofincompetence. Laurence J. Peter dr hab. Jerzy Supernat

ClassicalManagement Thought Order „The formula is known in the case of material things: ‘A place for everything and everything in its place’. The formula is the same for human order: ‘A place for everyone and everyone in his place’. (…) For social order to prevail in a concern there must, in accordance with the definition, be an appointed place for every employee and every employee be in his appointed place. Perfect order requires, further, that the place be suitable for the em-ployee and the employee for the place – in English idiom: ‘The right man in the right place’. Thus understood, social order presupposes the successful execution of the two most difficult managerial activities: good organization and good selection”. dr hab. Jerzy Supernat

ClassicalManagement Thought What we imagine is order is merely the prevailing form of chaos. Kerry Thornley dr hab. Jerzy Supernat

ClassicalManagement Thought Equity „Why equity and not justice? Justice is putting into execu-tion established conventions, but conventions cannot fore-see everything, they need to be interpreted or their in-adequacy supplemented. For the personnel to be encour-aged to carry out its duties with all the devotion and loyalty of which it is capable it must be treated with kindli-ness, and equity results from the combination of kindli-ness and justice. Equity excludes neither forcefulness nor sternness and the application of it requires much good sense, experience and good nature”. dr hab. Jerzy Supernat

ClassicalManagement Thought A good judge decides fairly, preferring equity to strictlaw. Legal maxim dr hab. Jerzy Supernat

ClassicalManagement Thought Stability of tenure of personnel „Time is required for an employee to get used to new work and succeed in doing well, always assuming that he possesses the requisite abilities. (…) insecurity of tenure is especially to be feared in large concerns, where the settling in of managers is generally a lengthy matter. Much time is needed to get to know men and things in a large concern in order to be in a position to decide on a plan of action, to gain confidence in oneself and inspire it in others. (…) Generally the managerial personnel of pros-perous concerns is stable, that of unsuccessful ones is unstable.Instability of tenure is at one and the same time cause and effect of bad running”. dr hab. Jerzy Supernat

ClassicalManagement Thought To the extent that tenure supports academic freedom, I support tenure. I want no person or system to have any power, real or apparent, to chill academic freedom. James E. Rogers dr hab. Jerzy Supernat

ClassicalManagement Thought Initiative „Thinking out a plan and ensuring its success is one of the keenest satisfactions for an intelligent man to experience. It is also one of the most powerful stimulants of humanendeavour. This power of thinking out and executing is what is called initiative, and freedom to propose and to execute belongs, too, each in its way, to initiative. (…) The manager must be able to sacrifice some personal vanity in order to grant this sort of satisfaction to subordi-nates. Other things being equal, moreover, a manager able to permit the exercise of initiative on the part ofsub-ordinates is infinitely superior to one who cannot do so”. dr hab. Jerzy Supernat

ClassicalManagement Thought If opportunity doesn't knock – build a door. Milton Berle dr hab. Jerzy Supernat

ClassicalManagement Thought Esprit de corps „Dividing enemy forces to weaken them is clever, but dividing one’s own team is a grave sin against the busi-ness. Whether this error results from inadequate manage-rial capacity or imperfect grasp of things, or from egoism which sacrifices general interest to personal interest, it is always reprehensible because harmful to the business. There is no merit in sowing dissension among subordi-nates; any beginner can do it. On the contrary, real talent is needed to coordinate effort, encourage keenness, use each man’s abilities, and reward each one’s merit without arousing possible jealousies and disturbing harmonious relations”. dr hab. Jerzy Supernat

ClassicalManagement Thought The Three Musketeers One for all, and all for one. /Unus pro omnibus, omnes pro uno. dr hab. Jerzy Supernat

ClassicalManagement Thought • Fayol’sgeneral principles of management in a nutshell: • Division of work – specialization allows the individual to build up expertise and thereby be more productive. • Authority – the right to issue commands, along with which must go the equivalent responsi-bility for its exercise. • Discipline – which is two-sided, for employees only obey orders if management play their part byproviding good leadership. • Unity of command – each worker should receive orders from only one superior with no other conflicting lines of command. • Unity of direction – people engaged in the same kind of activities must have the same ob-jectives in a single plan. • Subordination of individual interests to the general interest – management must see that the goals of the firm are always paramount. • Remuneration – payment is an important motivator although there is no such thing as a perfect system. • Centralization – whether an organization should be centralized or decentralized depends upon such factors as the condition of the business and the quality of its personnel. • Scalar chain – a hierarchy is necessary for unity of direction but lateral communication is also fundamental as long as superiors know that such communication takes place. • Order – both material order and social order are necessary. • Equity – in running an organization, a combination of kindliness and justice is needed in treating employees if equity is to be achieved. • Stability of tenure of personnel – turnover is disruptive; shared experience is important. • Initiative – allowing all personnel to show their initiative in some way is a source of strength for the organization even though it may well involve a sacrifice of „personal vanity” on the part of many managers. • Esprit de corps – there is a need for harmony and unity within the organization. dr hab. Jerzy Supernat

ClassicalManagement Thought Henri Fayol dr hab. Jerzy Supernat

dr hab. Jerzy Supernat Institute of Administrative Studies University of Wroclaw