Fayolism

He stressed the importance and the practice of forecasting and planning in order to apply these ideas and techniques, which demonstrated his ability and emphasis in being able to adapt to any sort of situation.

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.

He starts with the most elemental units of activity—the workers' actions—then studies the effects of their actions on productivity, devises new methods for making them more efficient, and applies what he learns at lower levels to the hierarchy...

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.

… the most marked outward characteristics of functional management lies in the fact that each workman, instead of coming in direct contact with the management at one point only, … receives his daily orders and help from eight different bosses… 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.

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.

The fourteen principles are: Fayol goes on to describe how each organizational component has certain properties attached to it, depending on its role in contribution to the organization or group.

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."

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.