Fayol

Fayol (1841-1925) Functions and Principles of Management
Henri Fayol, a French engineer and director of mines, was little unknown outside France until the late 40s when Constance Storrs published her translation of Fayol's 1916 " Administration Industrielle et Generale ".
Fayol's career began as a mining engineer. He then moved into research geology and in 1888 joined, Comambault as Director.Comambault was in difficulty but Fayol turned the operation round. On retirement he published his work - a comprehensive theory of administration - described and classified administrative management roles and processes then became recognised and referenced by others in the growing discourse about management. He is frequently seen as a key, early contributor to a classical or administrativemanagement school of thought (even though he himself would never have recognised such a "school").
His theorising about administration was built on personal observation and experience of what worked well in terms of organisation. His aspiration for an "administrative science" sought a consistent set of principles that all organizations must apply in order to run properly.
F. W. Taylor published "ThePrinciples of Scientific Management" in the USA in 1911, and Fayol in 1916 examined the nature of management and administration on the basis of his French mining organisation experiences..
Fayol synthesised various tenets or principles of organisation and management and Taylor on work methods, measurement and simplification to secure efficiencies. Both referenced functional specialisation.
BothFayol and Taylor were arguing that principles existed which all organisations - in order to operate and be administered efficiently - could implement. This type of assertion typifies a "one best way" approach to management thinking. Fayol's five functions are still relevant to discussion today about management roles and action.
1. to forecast and plan - prevoyance
examine the future and draw upplans of action
2. to organise
build up the structure, material and human of the undertaking
3. to command
maintain activity among the personnel
4. to co-ordinate
bind together, unify and harmonise activity and effort
5. to control
see that everything occurs in conformity with policy and practise
Fayol also synthesised 14 principles for organisational design and effectiveadministration. It is worthwhile reflecting on these are comparing the conclusions to contemporary utterances by Peters, Kanter and Handy to name but three management gurus. Fayol's 14 principles are:
* specialisation/division of labour
A principle of work allocation and specialisation in order to concentrate activities to enable specialisation of skills and understandings, more work focus andefficiency.
* authority with corresponding responsibility 
If responsibilities are allocated then the post holder needs the requisite authority to carry these out including the right to require others in the area of responsibility to undertake duties. Authority stems from:
* that ascribed from the delegation process (the job holder is assigned to act as the agent of the high authority towhom they report - hierarchy)
* allocation and permission to use the necessary resources needed (budgets, assets, staff) to carry out the responsibilities.
* selection - the person has the expertise to carry out the responsibilities and the personal qualities to win the support and confidence of others.
The R = A correspondence is important to understand. R = A enablesaccountability in the delegation process. Who do we cope with situations where R > A? Are there work situations where ourR< A?
"judgement demands high moral character, therefore, a good leader should possess and infuse into those around him courage to accept responsibility. The best safeguard against abuse of authority and weakness on the part of a higher manager is personal integrity and particularly high...