[edit] The 9 Levels

Fayol was representing an organisation like a living body (« corps social », i.e. "social body")
with main organs hierarchically structured as follow:

1. Shareholders,
2. Board of Administration,
3. General Direction and its General staff (advisors),
4. Regional/local Directions,
5. Main Engineers,
6. Services Managers,
7. Workshops Managers,
8. Foremen,
9. Workers.

[edit] The 5 Elements of Administration

Popularized by Fayol with the acronym of POCCC:

1. Planning' (to foresee/anticipate and make plans)

2. Organisation (to provide the Function with all is needed for its smooth running:
Supplies, Tools, Funding, Employees)
3. Commandment (to lead the people employed by the organisation)
4. Coordination (to harmonise all actions of an Organisation in order to facilitate its
smooth running and success)
5. Control (to verify if everything happens in accordance with defined plans, orders given,
and accepted principles)

The word Control clearly provoked some misunderstanding by English-readers because its 1st
meaning in French is "to check" and its 2nd meaning is "to have a grip over". And it is the other
way round in English. So for the French-reader Fayol clearly meant "Check everything!".[citation
needed]

For Fayol, "The Art of Commanding relies upon certain personal qualities and upon the
knowledge of management general principles. (...) It has, like all other arts, its degrees. (...) The
manager in charge of a commandment must:

1. have a deep knowledge of his staff;

2. cull the incapables;
3. well know the conventions[1] binding the organisation and its members;
4. give the good example (by his attitude);
5. conduct regular inspections of the « corps social »;
6. get together his main partners in conferences (meetings) where are prepared the Unity of
Direction and the Focus of Efforts;
7. not be distracted by details;
8. aim to make prevalent among his staff, energy, initiative and « dévouement[2] »."
[edit] The 14 Principles of Administration

1. Division of work: Reduces the span of attention or effort for any one person or group.
Develops practice or routine and familiarity.
2. Authority: "The right to give orders. Should not be considered without reference to
responsibility."
3. Discipline: "Outward marks of respect in accordance with formal or informal
agreements between a firm and it's employees."
4. Unity of command: "One man one superior!"
5. Unity of direction: "One head and One plan for a group of activities with the same
objective."
6. Subordination of Individual Interests to the Common Interest: "The interests of one
individual or group should not prevail over the general or common good."
7. Remuneration of personnel: "Pay should be fair to both the worker as well as the
organization."
8. Centralisation: "Is always present to a greater or lesser extent, depending on the size of
the company and the quality of its managers."
9. Scalar chain: "The line of authority from top to bottom of the organization."
10. Order: "A place for everything and everything in its right place; ie. the right man in the
right place."
11. Equity: "A combination of kindness and justice towards employees."
12. Stability of personnel tenure: "Employees need to be given time to settle in to their
jobs, even though this may be a lengthy period in the case of some managers."
13. Initiative: "Within the limits of authority and discipline, all levels of staff should be
encouraged to show initiative."
14. Esprit de corps (Union is strength): "Harmony is a great strength to an organization;
teamwork should be encouraged."

Fayol suggested that it is important to have unity of command: a concept that suggests there
should be only one supervisor for each person in an organization. Like Socrates, Fayol suggested
that management is a universal human activity that applies equally well to the family as it does to
the corporation.

[edit] The 16 Management Duties of the Organization

1. To aim at giving serious thoughts to activity plans and having them firmly executed.
2. To aim at having employed people and used equipment being relevant to the goal, the
resources and the needs of the organization.
3. To set up a unique Direction (top management), skilled and vigorous.
4. To consult others for actions, to coordinate efforts.
5. To formulate decisions in a clear, clean and precise way.
6. To aim to an efficient recruitment, each department needing to be led by a skilled and
active man, each employee being at the place where he can provide the most services.
7. To define clearly the attributions (i.e. job description).
8. To encourage people to take initiatives and responsibilities.
9. To pay fairly and expertly for the services provided to the Organization.
 10. to sanction faults and errors.
11. To enforce discipline.
12. To aim at having individual interests subordinated to the Organization's interest.
13. To give a special attention to the Unity of Command.
14. To supervise the material order and social order (i.e. to keep the place tidy and to avoid
strikes).
15. To verify everything (i.e. to apply quality control on every operation).
16. To fight against the red tape attitude.

[edit] The 7 Qualities

The 7 qualities he was expecting from managers were:

1. Health and vigour;

2. Cleverness;
3. Moral qualities;
4. General knowledge (culture);
5. Management capacity;
6. Notions about other functions (activities);
7. The strongest skills in the function managed.

For the Top Managing Director, the 7th quality was "the broadest skills in the dedicated activity
of the organization".
For example, if the organization was a car manufacturer, the top Director must have the largest
possible knowledge about the manufacturing of cars. This was suggesting that this Director
would have to be probably a former car manufacturing engineer.

Managers need the ability to perform the elements of Management but they also need abilities in
the Technical, commercial, financial, security, and Accounting areas of the enterprise.
Managerial Ability became more important as he moves up to upper level management. Fayol's
ideas inspired a number of individuals to teach and Write about management(Wren).