.
When judging Taylor with hindsight we must take the time to consider when his work was carried out - the industrial revolution was in full swing, and many 'factory-based processes' were relatively new. Taylor was one of the first to realise that systematic scrutiny of such processes could yield productivity increases. As "the father of scientific management" he made a major contribution to the development of productivity science.
Fayol.
Henri Fayol (1841-1925) a French engineer. His key work was Administration Industrielle et Generale, 1916 He belongs to the Classical Schol of management theory and was writing and exploring administration and work about same time as F W Taylor in USA. .
While both have a task focus, their approaches are quite different. Fayol was particularly interested in authority and its implementation while Taylor concentrated on work organisation (e.g. efficiency). In many ways their views illustrating some of the differences between the USA and Europe. The views and attitudes towards organisations and management are not always led by American theorists. He advocated a consistent set of principles that all organisations need to run properly.
His five functions still form the basis of much of modern management thought and action.
1. plan (and look ahead),.
2. organise,.
3. command,.
4. co-ordinate,.
5. control (feedback and inspect) .
He also identified 14 principles that he saw as common to all organisations. .
1. Specialisation/ division of labour.
2. Authority with responsibility.
3. Discipline.
4. Unity of command.
5. Unity of direction.
6. Subordination of Individual Interests.
7. Remuneration.
8. Centralisation .
9. Chain / line of authority.
10. Order.
11. Equity.
12. Lifetime jobs (for good workers).
13. Initiative.
14. Esprit de corps .
Human relations.
Behavioural or human relations management emerged in the 1920s and dealt with the human aspects of organizations. It has been referred to as the neoclassical school because it was initially a reaction to the shortcomings of the classical approaches to management.
