Fayolism/ Administrative Management/ Operational Management:

Fayolism was an Administrative and Operational Management school of thought that analyzed and synthesized the role of management in organizations, developed around 1900 by the French 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. This is an approach that focused on managerial practices that could minimize misunderstandings and increase efficiency in organizations.

Fayol 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 numerous industries.

Henri Fayol's "14 Principles of Management" have been a significant influence on modern management theory. His practical list of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way.

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:

1. Planning: creating a plan of action for the future, determining the stages of the plan and the technology necessary to implement it. Deciding in advance what to do, how to do it, when to do it, and who should do it. It maps the path from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in a logical order. Administrators engage in both short-range and long-range planning.

2. Organizing: Once a plan of action is designed, managers need to provide everything necessary to carry it out; including raw materials, tools, capital and human resources. Identifying responsibilities, grouping them into departments or divisions, and specifying organizational relationships.

3. Command: Managers need to implement the plan. They must have an understanding of the strengths and weaknesses of their personnel. Leading people in a manner that achieves the goals of the organization requires proper allocation of resources and an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is the correct balance between staff needs and production.

4. Coordination: High-level managers must work to "harmonize" all the activities to facilitate organizational success. Communication is the prime coordinating mechanism. Synchronizes the elements of the organization and must take into account delegation of authority and responsibility and span of control within units.

5. Control: The final element of management involves the comparison of the activities of the personnel to the plan of action; it is the evaluation component of management. Monitoring function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan, ensuring high-quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurement of performance, and institution of corrective actions.

Fayol’s The fourteen principles of organizational management

During the early 20th century, Fayol developed 14 principles of management in order 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. Although the 14 Principles aren't widely used today, they can still offer guidance for today's managers. Many of the principles are now considered to be common sense, but at the time they were revolutionary concepts for organizational management.

The fourteen principles are:

1. Division of work,

2. Delegation of authority,

3. Discipline,

4. Chain of commands,

5. Congenial workplace,

6. Interrelation between individual interests and common organizational goals,

7. Compensation package,

8. Centralization,

9. Scalar chains,

10. Order,

11. Equity,

12. Job guarantee,

13. Initiatives,

14. Team-Spirit or Esprit de corps.