Similarities Between Taylor And Henri Fayol

In the writing of this paper I will compare and contrast the contributions to the field of management by renowned theorists Frederick Winslow Taylor (1856-1917) and Henri Fayol (1841-1925). Taylor’s theory on management is often referred to as ‘Taylorism’ or scientific management.

In essence what Taylor’s theory was focused on was gaining the utmost productivity from each employee and employer. Taylor wanted to achieve this in every sector of the business thus allowing the business to permanently flourish and prosper. He focused on all the employees doing the highest standard of work which they are physically capable of. He also believed that both employees and employers needed to work in conjunction with each other in order to achieve what

This is seen in a number of Fayol’s fourteen management principles, “Division of labour”, “Authority and Responsibility” and “Discipline” for example. With regards to the division of labour Fayol’s objective is clear he wants a greater amount of better work completed, just like Taylor. However in Fayol’s book “General and industrial management” he says he not does believe in an increased effort from the workers is needed which is a strong contrast to that of Taylor’s beliefs. Fayol’s understanding is that an increased familiarity with the task at hand will result in increased efficiency. Fayol states that changes in work practices lead to a stage where adaption is required and these results in a reduction in productivity. This is of similar thinking to Taylor who was of the belief of finding the one best way of doing a job and then sticking to it. Fayol also speaks about authority, which essentially means the delegation of tasks to employees for which they are responsible for. Fayol acknowledges the importance of this responsibility and states how a reluctance to embrace it leads to a lack of initiative and many other qualities. Obedience is also a key role in this principle. Sanctions may need to be implanted as a method encouraging to work as well as possible and to prevent certain acts which are harmful in the workplace. To begin the degree of responsibility which the employee is being given must be clearly established and from this the strength of the potential sanction determined. This may be seem like a basic task, however Fayol explains how it can be increasingly difficult to achieve with staff at higher levels of management and as work becomes more difficult and complex. The goal or objective of management is also often less defined and more difficult to monitor. Generally what they are responsible for cannot be