Henri Fayol Case Study

I have always aspired to be the prosperous business owner of numerous companies that are internationally renowned for affordable product innovations, affable customer service, and plentiful employee benefits. Additionally, while embarking on an educational journey to fulfill my aforementioned dream, I was delighted and altogether relieved to have discovered a historically reliable blueprint, that is worthy of constructing my ideal business from the ground up. Moreover, credible evidence indicates that the key to a successful business is centered upon an organizations collective understanding and intelligible implementation of four primary management functions. Native to France, Henri Fayol has been fittingly dubbed the father of planning

Likewise, modern scholars attribute and trace the introduction of the primary functions to two presentations, given on separate occasions, by Fayol, to colleagues in the French mining industry. In 1916, Henri Fayol released a publication to a local trade journal in France titled, “Administration de Industrielle et Generale.” In 1917 that publication was released as a book to the French public. Ultimately, nearly thirty years after its circulation in France it was translated to English and about 15,000 copies were distributed throughout Great Britain (Breeze, Bedeian, Wren, 1998, p. 907). It was the translated information within his publication and two presentations that originally brought forth Fayol’s five primary functions and fourteen principles of management. Fayol began his career as a mining engineer and all of his daily research and data was tested and recorded utilizing the scientific method of enquiry (Wood, Wood, 2002, p. 146). Fayol applied noteworthy restorative techniques while operating as acting C.E.O. of the Commabault Firm. He acquired the company position during a looming bankruptcy and pending acquisition of the mining companies located within the town of Dacazeville, France. Considering his scientific background and exemplary managerial skills in the face of adversity, I am not surprised that Fayol managed to innovate a trustworthy system

Gerald Faust who suggests that the four primary management functions are part of a self-developed multifaceted metric. He claims this new metric can provide insight for the culture and inner workings of an organization as well as a means to facilitate and predict its long-term and short-term success. Faust continues that management and personality theories seemingly fuse from this perspective and he supports his theory in the form of four roles. He introduces the p-role or producer role, which focuses on what is done, and the a-role or administer-role, which focuses on how things are done. Both these roles provide short-term insight to a company’s overall success. The e-role or entrepreneurial role and the I-role or integration role provide long-term insight to a company’s overall success. The entrepreneur’s role focuses on creativity, risk, and adaptability while the company integrators focus on vertical alignment. Though it is made clear that these roles can often conflict with one another, Faust assuredly implies that these roles serve individual functions, that when efficiently combined, serve a superior