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HENRI FAYOL

1841-1925

Command and control

F

ayol is famous for the classical school of

management, which emphasises 'command

and control'. A Frenchman, he wrote General and Industrial

Management in 1916, but it was not translated into English until

1949.

5

Fayol taught that the functions of management are five-fold:

planning, organising, commanding, coordinating and controlling.

He also defined 14 'principles of management'.

1. Division of work - specialisation and repetition, leading to speed

and accuracy.

2. Authority and responsibility - together, these require increasing

judgement and morality at senior levels: 'Responsibility is feared as

much as authority is sought for.'

3. Discipline - obedience, application and respect.

4. Unity of command - workers receiving orders from one superior

only.

5. Unity of direction - one plan, one leader.

6. Subordination of individual interests to the general good.

7. Fair but not excessive remuneration, which rewards effort.

8. Centralisation.

9. The scalar chain - a line or hierarchy of authority, although it was

permitted to cut out the hierarchy to improve communication

(juniors can interact with each other in the interests of efficiency).

10. Order: a place for everyone and everyone in their place.

11. Equity - equal and fair treatment of employees.

12. Stability - people need to stay in their jobs long enough to

deliver, so should not be moved around too much.

13. Initiative - allowing employees to think through a problem and

implement a solution (which, Fayol believed, increases motivation).

14. Esprit de corps - keeping the team together, using harmony as

a basis of strength: 'Dividing enemy forces to weaken them is

clever, but dividing one's own team is a grave sin against the

business.'

Although 'command and control' appears at odds with today's

emphasis on employee participation, it is undoubtedly true that

many organisations require a degree of hierarchy, and clear lines of

command and accountability, in order to function effectively. Any

organisation that has to respond quickly to a crisis - the armed

forces, for example, or the emergency services - needs to know

exactly who is in charge and who does what. Fayol has his

supporters today among management theorists. Elliott Jaques, for

example, points out that management hierarchies are still needed

because managers are accountable, so must have authority too.

6

In

practice, hierarchy is not necessarily autocratic; it is important to

work out the desirable layers of management, and the authority

associated with each,

so that employees

know where they

stand and can

therefore fulfil their

potential. Jaques

believes that concepts

such as de-layering,

group objectives and

empowerment can

lead to confusion and

problems due to an

incomplete

understanding of

where accountability

lies

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