Henri Fayol was a French mining engineer and director who developed one of the earliest comprehensive theories of general management and administration in the late 19th/early 20th century. He identified six primary functions of management as planning, organizing, commanding, coordinating, controlling, and staffing. He also outlined fourteen principles of management including division of work, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. His work was published in his 1916 book "Administration Industrielle et Générale" and helped establish the foundations of modern management.

1. Henri Fayol

2. Henri Fayol
(Istanbul, 29 July 1841 – Paris, 19 November
1925) was a French mining engineer and
director of mines who developed a general
theory of business administration that is often
called Fayolism. He and his colleagues
developed this theory independently of
scientific management but roughly
contemporaneously. Like his
contemporary, Frederick Winslow Taylor, he is
widely acknowledged as a founder of modern
management methods.

3. Fayol was born in 1841 in a suburb of Istanbul, Ottoman Empire. His
father (an engineer) was appointed superintendent of works to build
Galata Bridge, which bridged the Golden Horn.[1] The family
returned to France in 1847, where Fayol graduated from the mining
academy "École Nationale Supérieure des Mines" in Saint-Étienne in
1860.
In 1860 at the age of nineteen Fayol started the mining company
named "Compagnie de Commentry-Fourchambault-Decazeville" in
Commentry as the mining engineer. In 1888 he became managing
director, when the mine company employed over 10,000 people,
and held that position over 30 years until 1918. By 1900 the company
was one of the largest producers of iron and steel in France and was
regarded as a vital industry.
Based largely on his own management experience, he developed his
concept of administration. In 1916 he published these experience in
the book "Administration Industrielle et Générale", at about the same
time as Frederick Winslow Taylor published his Principles of Scientific
Management
Biography

4. Work
Fayol's work became more generally
known with the 1949 publication
of General and industrial administration,
the English translation of the 1916 article
"Administration industrielle et générale".
In this work Fayol presented his theory of
management, known as Fayolism. Before
that Fayol had written several articles
on mining engineering, starting in the
1870s, and some preliminary papers on
administration.

5. Mining engineering
Starting in the 1870s, Fayol wrote a series of
articles on mining subjects, such as on the
spontaneous heating of coal (1879), the
formation of coal beds (1887),
the sedimentationof the Commentry, and on
plant fossils (1890),
His first articles were published in the
French Bulletin de la Société de l'Industrie
minérale, and beginning in the early 1880s in
the Comptes rendus de l'Académie des
sciences, the proceedings of the French
Academy of Sciences.

6. Fayolism
Fayol's work was one of the
first comprehensive statements
of a general theory of
management. He proposed
that there were five primary
functions of management and
fourteen principles of
management.

7. Functions of management
1.To planning
2.To organize
3.To staffing
4.To command or direct
5.To coordinate
6.To control

8. HENRI FAYOL’S14
Principles of Management

9. DIVISION OF WORK: Work
should be divided among
individuals and groups to
ensure that effort and
attention are focused on
special portions of the task.
Fayol presented work
specialization as the best way
to use the human resources of
the
organization.

10. AUTHORITY: The concepts of
Authority and responsibility are
closely related. Authority was
defined by Fayol as the right to
give orders and the power to
exact obedience. Responsibility
involves being accountable,
and is therefore naturally
associated with authority.
Whoever assumes authority also
assumes responsibility.

11. DISCIPLINE: A
successful organization
requires the common
effort of workers.
Penalties should be
applied judiciously to
encourage this common
effort.

12. UNITY OF COMMAND:
Workers should receive
orders from only one
manager.

13. UNITY OF
DIRECTION: The
entire organization
should be moving
towards a common
objective in a
common
direction.

14. SUBORDINATION OF
INDIVIDUAL INTERESTS
TO THE GENERAL
INTERESTS: The
interests of one person
should not take priority
over the interests of
the organization as a
whole.

15. REMUNERATION: Many
variables, such as cost
of living, supply of
qualified personnel,
general business
conditions, and success
of the business, should
be considered in
determining a worker’s
rate of pay.

16. CENTRALIZATION: Fayol
defined centralization as
lowering the importance of
the subordinate role.
Decentralization is
increasing the importance.
The degree to which
centralization or
decentralization should be
adopted depends on the
specific organization in
which the manager is
working.

17. SCALAR CHAIN: Managers in
hierarchies are part of a chain like
authority scale. Each manager,
from the first line supervisor to
the president, possess certain
amounts of authority. The
President possesses the most
authority; the first line supervisor
the least. Lower level managers
should always keep upper level
managers informed of their work
activities. The existence of a
scalar chain and adherence to it
are necessary if the organization is
to be successful.

18. ORDER: For the sake
of efficiency and
coordination, all
materials and people
related to a specific
kind of work should
be treated as equally
as possible.

19. EQUITY: All
employees should
be treated as
equally as
possible.

20. STABILITY OF TENURE OF
PERSONNEL: Retaining
productive employees
should always be a high
priority of management.
Recruitment and Selection
Costs, as well as increased
product-reject rates are
usually associated with
hiring new workers.

21. INITIATIVE: Management
should take steps to
encourage worker
initiative, which is defined
as new or additional work
activity undertaken
through self
direction.

22. ESPIRIT DE CORPS:
Management should
encourage harmony and
general good feelings
among employees.