Fayolism
Fayolism was a theory of management that analyzed and synthesized the role of management in organizations, developed around 1900 by the French manager and management theorist Henri Fayol (1841–1925). It was through Fayol's work as a philosopher of administration that he contributed most widely to the theory and practice of organizational management. Research and teaching of management. Fayol successfully was CEO of Compagnie de Commentry-Fourchambault-Decazeville from 1888 on, and methodically analysed how this worked. He believed by focusing on managerial practices he could minimize misunderstandings and increase efficiency in organizations. He enlightened managers on how to  accomplish their managerial duties, and the practices in which they should engage. In his book "General and Industrial Management" (published in French in 1916, then published in English in 1949), Fayol outlined his theory of general management, which he believed could be applied to the administration of myriad industries. His concern was with the administrative apparatus (or functions of administration), and to that end he presented his "administrative theory", that is, principles and elements of management. Fayol vs. Frederick Taylor's Scientific Management. Fayol has been regarded by many as the father of the modern operational management theory, and his  ideas have become a fundamental part of modern management concepts. Fayol is often compared to Frederick Winslow Taylor who developed Scientific Management. Taylor's system of scientific management is the cornerstone of classical theory. Fayol was also a classical theorist, and while Taylor knew nothing of Fayol, Fayol read Taylor and referred to him in his writing. He considered him a visionary and pioneer in the management of organizations, and praised him, but also criticized some points. However, Fayol differed from Taylor in his focus. Taylor's main focus was on the task, whereas Fayol was more concerned with management . Taylor's Scientific Management deals with the efficient organization of production in the context of a competitive enterprise that is concerned with controlling its production costs, whereas Fayol leaves this to the technical executives and operatives, and put emphasis on the leadership, orderly organization, communication and harmony between departments etc. that he calls "administration" and, according to Fayol, applies to just every business and organisation (including non-profit, churches, armies, etc.) whether small or big. Another difference between the two theorists is their treatment of workers. Fayol appears to have slightly more respect for the worker than Taylor had, as  evidenced by Fayol's proclamation that workers may indeed be motivated by more than just money, and his practice to give them opportunities to learn and move up the ladder. Fayol also argued for equity in the treatment of workers. He also discuss how workers should get their wages: should this be fixed, or should they get bonus payments, or even some part of the dividends; should this be for a period of time, for a number of task accomplished, or a number of products done? According to Claude George (1968), a primary difference between Fayol and Taylor was that  Taylor viewed management processes from the bottom up, while Fayol viewed it from the top down. In Fayol's book "General and Industrial Management," Fayol wrote that He suggests that Taylor has staff analysts and advisors working with individuals at lower levels of the organization to identify the ways to improve efficiency. According to Fayol, the approach results in a "negation of the principle of unity of command". Fayol criticized Taylor’s functional management in this way. Those eight, Fayol said, were This, he said, was an unworkable situation, and that Taylor must have somehow reconciled the dichotomy in some  way not described in Taylor's works, but crucial for it to actually work on the field. Fayol's desire for teaching a generalized theory of management stemmed from the belief that each individual of an organization at one point or another takes on duties that involve managerial decisions. Unlike Taylor, however, who believed management activity was the exclusive duty of an organizations dominant class. Fayol's approach was more in sync with his idea of Authority, which stated, "...that the right to give orders should not be considered without the acceptance and understanding of responsibility." Noted as one of  the early fathers of the "Human Relations" movements, Fayol expressed ideas and practices different from Taylor, in that they showed flexibility and adaptation, and stressed the importance of interpersonal interaction among employees. Fayol's Principles of Management. During the early 20th century, Fayol developed 14 principles of management to help managers manage their affairs more effectively. Organizations in technologically advanced countries interpret these principles quite differently from the way they were interpreted during Fayol's time as well. These differences in interpretation are in part a result of the cultural challenges managers face when implementing this framework. The fourteen principles  are: Fayol's Elements (or functions) of Management. Within his theory, Fayol outlined five elements of management that depict the kinds of behaviors managers should engage in so that the goals and objectives of an organization are effectively met. The five elements of management are: Effects of Written Communication. Fayol believed that animosity and unease within the workplace occurred among employees in different departments. Many of these "misunderstandings" were thought to be caused by improper communication, mainly through letters (or in present-day emails). Among scholars of organizational communication and psychology, letters were perceived to induce or solidify a hierarchical  structure within the organization. Through this type of vertical communication, many individuals gained a false feeling of importance. Furthermore, it gave way to selfish thinking and eventual conflict among employees in the workplace. This concept was expressed in Fayol's book, "General and Industrial Management", by stating," in some firms... employees in neighboring departments with numerous points of contact, or even employees within a department, who could quite easily meet, communicate with each other in writing... there is to be observed a certain amount of animosity prevailing between different departments or different employees within a department. The system of written  communication usually brings this result. There is a way of putting an end to this deplorable system ... and that is to forbid all communication in writing which could easily and advantageously be replaced by verbal ones." Administrative theory in the modern workplace. Fayol believed that managerial practices were key to predictability and efficiency in organizations. The administrative theory views communication as a necessary ingredient to successful management and many of Fayol's practices are still alive in today's workplace. The elements and principles of management can be found in modern organizations in several ways: as accepted practices in some  industries, as revamped versions of the original principles or elements, or as remnants of the organization's history to which alternative practices and philosophies are being offered. The U.S. military is a prime example of an organization that has continued to use these principles.