2. Henri Fayol’s Theory Of Classical Management in the Film
Industry
While there is many independent workings in the film industry there is no such thing as
the human relations approach.
In Katherine Miller’s book Organizational Communication Approaches and Processes
We look at Henri Fayol’s Theory of Classical Management and how this relates to the
film industry through Gail Resnik’s book All You Need to Know About the Movie and TV
Business.
While Gail and Scott’s book was made in 1996 it still approaches modern management
teachings in the film industry, because classical management has never truly left
Hollywood and is still engraved into it’s structure and model.
SO LETS GET TO IT!
3. Summary Of Henri Fayol’s Classical Management Theor
Henri Fayol’s Classical Management Theory describes two aspects of
management. One aspect is the ”elements of management” which which
deals with what managers should do, as well as the” principles of
management” which deals with how the managers should enact on the
elements. It shows exactly how a classical organization should run, how
they are structured, and how how rules deal with these structures.
(Miller, 19-23).
4. Summary Of Above The Line Vs. Below The Line
In All You Need To know About the Movie and TV Business Gail Resnik
talks about the job titles of management and employees in Above The
Line and Below The Line jobs, points out key factors to hierarchy, and
how the jobs work. This gives me useful information to prove that Henri
Fayol’s Theory Of Classical Management applies to Gail Resnik’s book.
5. The Elements Of Management In The Film Industr
There is five fundamental elements of management which are: planning,
organizing, command, coordination, and control (Miller,19-20). These can
all be broke down by each fundamental element and can be applied to
Gail’s book by pointing out the elements through management jobs in the
film industry, as well as breaking it down to a kind of hidden hierarchical
structure.
6. Planning Element in the film industry
Everything involves planning. Pre-production is all about the end goal and
what you need for that goal. It comes down to the producer and
executives to decide on what is needed and how much it will cost. It’s
then its up to the above the line and below the line employees to keep
that amount of money under the maximum amount they can spend. The
Costs of labor with talent and employees are made,
props,design,locations, and licenses are paid off. All of this is done before
one scene even gets filmed.
7. Organizing element in the film industry
The arrangement of film industry talent and employees are very
hierarchical, but is not brought in the film industry (Resnik,37).
Throughout the film industry there is mostly a horizontal
communicative system along with some vertical branching, but this is
also how the ranking works. Much of the hierarchical vertical from
above the line to below the line employees then branches to their
specific subgroups which are ruled by managers of those groups. The
organization of employees are very complex, but well organized, as to
allow smooth communication and labor flow.
8. Commanding element in the film industry
The third element of management is the commanding element in
which Fayol describes as the element in which managers set tasks for
employees in order to meet organizational goals. (Miller,19). This is
what the film industry is all about, you could think of it as a “big
monster”, because there are so many job titles and subgroups on one
film that it all gets done by the whole. Yes, one is important, but a
person has to stick in his subgroup and his job title, because there are
rules that one must follow by their manager that allows them to stick
to one specific task.
9. Coordination element in the film industry
Coordination is the element that allows activities of the organization to
unify to a single whole (Miller,20). It’s true that everyone in the
organization is unified to a degree to accomplish the goal of creating the
film. While there is a complex network of employees and communication
structures, everything still comes down to one unified goal.
10. Control element in the film industry
The last element in Fayol’s theory of classical management is control.
Control is the comparison between goals and activities that keeps the
organization functioning (Miller,20). All managers In their specific
departments or an hierarchical line has activities and goal control and
know how and when things get done.
11. Principles of management – The
Principles of Organizational Structure
Instead of discussing what of management there is how management functions (Miller,20). There are six principles that Fayol follows:
• The first principle is ”Scalar Chain”, which means that the hierarchy and communication should be vertical (Miller,20). This is mostly true
when it comes to film, but in some cases both can go vertically
• The second principle is the “Unity of command”, this means a employee should receive orders for a particular task from one supervisor
only (Miller,20). This happens regularly in the film industry, because your main supervisor will be head person of your department.
• The third principle is the “Unity of direction”, which make activities with similar goals placed under one single supervisor (Miller,20). This
is true and happens especially in film, because there are many jobs in pre-production, production, and post-production that there has to
be single supervisors in the subgroups to manage and keep the group in line.
• The fourth principle is the “Division of Labor”, this means work can be accomplished if employees are assigned to limited number of
tasks (Miller,20). This is agreeable, because labor in the film industry is assigned to a small number of specialized tasks that the employee
learns and sticks to that task throughout his/her job.
• The fifth principle is ”Order”, meaning there should be an appointed place for each employee and a task within the organization
(Miller,20). This is is also valid when it comes to the film industry, because every employee is appointed usually one task and always is
appointed a place within the aspects of production.
• Lastly, the sixth principle is the “Span of control” (Miller,20). This means managers will be most effective if they have control over a
limited number of employees (Miller,20). This is also what happens in film industry, because most managers are only in charge of their
specified subgroup of employees, meaning smaller subgroups that make up a larger picture.
12. The Hierarchy of the Film Industry
Most of the film industry runs through Fayol’s Classical
Management Theory in which hierarchy runs mostly
vertically, but with few exception there is a ”gangplank” that
links horizontally at some hierarchical level(Miller,20).
Throughout the above and below the line employees there
starts to be a branching effect in which subgroups are made,
this is done by trickling down from Producer all the way to
the gaffers (Resnik,35-67).
13. The Principles of Organizational Power
The next three principles of management deal with power within
relationships in the organizations (Miller,21).
The first principle of power is “centralization”, which mean that central
management has control over decision making and employee activities
(Miller,21). This is true, because producers throughout the subgroups do
have control over the decision making through the employees (Resnik
35-67).
14. Authority and Responsibility Principle
TThe second principle of power is “authority and responsibility”, this
means that managers should hold authority to the organization and
have their own characteristics (Miler,21). I think this relates to the fiml
industry, because characteristics go a long way when your training and
supervising your employees.
15. Discipline Principle
The last principle of power is ”discipline” in which all organizational
members should be obedient to the rules of the organization and to the
managers who enforce them (Miller,22). This does happen to the film
industry, because is employees aren’t obedient to there managers and to
the organization then there will be no communication and it could ruin and
prevent the industry from getting anywhere.
16. Principles of Organizational Reward
The next set of principles regard the rewards in organizations which
include Remuneration of personnel, Equity, and Tenure stability
(Miller,22). The first of the three principles is “remuneration of
personnel”, which means employees should be rewarded with
appropriate salaries and benefits. In the film industry pay is presented
fairly with work, except the A list actors and above the line which can
be drastically boosted (Resnik,35-36).
17. Equity Principle in Film Industry
In the “equity” principle employees should be treated justly
(Miller,22). This isn’t always the case in the film industry, because
many actors and employees should be treated better then they
usually do, but in many cases employees are where they want to be
and are treated with respect even with hierarchy over their heads.
18. Tenure Stability in Film Industry
The third reward principle is “tenure stability”, which means the
organization should guarantee sufficient time on the job for employees
to achieve maximum performance. The problem with this principle is
that there are usually long hours in the film industry, sometimes even 12
hours long work days (Resnik,57).
19. Principles of Organizational Attitude
There are three principles of Organizational attitude, Subordination of individuals interest to general interest, Initiative,
and Esprit de corps (Miller,22).
• The first principle of reward is “subordination of individual interest to general interest”, which means An organization
can be effective only when the interests of the whole take precedence over the interest of individuals (Miller,22). This
happens in the film industry, because everyone is under one goal which is to finish the production processes and
complete the film.
• The second principle of reward is “initiative”, which means managers should value and direct an employee’s efforts to
work in the best interest of the organization (Miller,22). This happens in the film industry, because the managers in
the subgroups always make sure their employees are in the best interest of the organization as a whole and
contribute to that specific role in production.
• Lastly, the third principle is “Esprit de corps”, which means all for one and one for all (Miller,22). This is definitely what
one f the values is for the film industry, because without ones work getting done it can stop and halt production.
Everyone has to be included and needs to put in their effort.
20. Summary of Henri Fayol’s Theory of Classical
Management
There are many ways that Fayol’s Theory can compare to the film industry
and just like the theory, the film industry itself can be highly structured and
very complex. It’s full of archaeal and classical management perspectives,
but as it follows classical ways, to me, it’s still one of the best industries to be
in. There are three questions I would like to still figure out though.
• How would Fayol feel about today’s modern film industry still using
classical approaches?
• Is there some other organizational approach in the film industry?
• In the future will be organizational changes to the film industry?
21. Work Cited
Miller, Katherine. Organizational Communication: Approaches and Processes. 7th ed. Stamford, CT:
Cengage Learning, 2012. Print.
Resnik, Gail. All You Need to Know About the Movie and TV Business. New York, NY: Simon & Schuster,
1996. Print.
