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Emerald Article: Henri Fayol's Centre for Administrative Studies John D. Breeze

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To cite this document: John D. Breeze, (1995),"Henri Fayol's Centre for Administrative Studies", Journal of Management History (Archive), Vol. 1 Iss: 3 pp. 37 - 62 Permanent link to this document: http://dx.doi.org/10.1108/13552529510095152 Downloaded on: 21-07-2012 Citations: This document has been cited by 5 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 3377 times since 2005. *

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Henri Fayols Centre for Administrative Studies

John D. Breeze
Consultant, Calgary, Canada
Background and history Henri Fayol spent his entire 58-year working life[1-4] with the mining and smelting company Commentry-Fourchambault[5]. His professional and public life can be reviewed in four distinctly separate phases, defined and delimited by the nature of his publications and recorded public appearances: (1) his technical publications; (2) publication of Administration Industrielle et Gnrale and its preceding developmental speeches; (3) the promotion of the Doctrine Administrative, and related publications; (4) his management consulting reports. Many authorities regard his contributions to the field of business and public administration to have been of the highest rank, and he has often been identified as one of the true pioneers of scientific management[6-8], in the sense of applying proven principles to defined situations. Chambers[9] referred to him as Europes greatest management pioneer and suggested that Fayol[has] equal claim with Taylor to the title of the father of modern management[9, p. 51]. Fayols best known publication is Administration Industrielle et Gnrale, which first appeared in 1916 as a complete edition of a technical journal[10]. It created such a level of interest that it was shortly thereafter published as a complete book in its own right[11], and has by now sold more than 60,000 copies in the original French. Three separate English translations have been published[12-14], and the work is referenced regularly in serious publications on the history and development of management thought and business administration throughout the English-speaking world. Based on his assessment of Fayols analysis of administration as a series of tasks, duties and principles, Urwick[15] wrote that Fayol was probably of successful industrialists the most advanced thinker of the last fifty years on the general
The author is pleased to record his appreciation of the advice and support given, on many occasions, by Daniel Wren. The author also thanks Morris Brodie for assisting him by graciously giving of his time and experience, by showing him Fayol memorabilia from his personal collection, and by answering questions about his own search for information about Henri Fayol and his work. Significant improvements in this article have been made as a result of valuable criticism by several anonymous reviewers, whose contributions are hereby gratefully acknowledged.

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Journal of Management History Vol. 1 No. 3, 1995, pp. 37-62. MCB University Press, 1355-252X

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question of administration and that he was [one] of those persons who, in the opinion of the International Committee [of Scientific Management], have made original and outstanding contributions to the world body of knowledge about the subjects of management and/or administration[7, p. xi]. This article will provide some visibility into one of Fayols contributions to the body of knowledge by presenting some of the work and publications in the area of management and administration which were sponsored by his Centre for Administrative Studies (CAS), together with the details of its founding in 1917. The first phase of Fayols professional career comprises his technical and engineering work while he was initially a young engineer and, subsequently, a line manager during the period 1874-1888. The publications from this period consist of several technical papers[16,17] on the subject of the reinforcement of mineshafts and galleries and on the causes and prevention of fires in mines. He also published a series of papers on the geological formations in the region of France in which his company operated. In 1888 he published a more extensive paper on the Theory of deltas, and then added a major three-volume work on the entire coal mining region[18]. These technical works won him a solid reputation in the engineering profession and, in 1893, the French Academy of Sciences awarded him the Delesse Prize for his geological studies, paying particular tribute to his powers of observation, his skills as an experimenter, his capacity to enlist the interest of his own engineers and workersand his ability to secure the collaboration of distinguished scientists[19]. These words are extremely relevant to and prophetic of his later achievements as a manager, observer, theorist and promoter of effective management and administrative practices. From reading these publications or their summaries[17,19], it is apparent that Fayol was a more than competent exponent of the methods of observation, scientific analysis and experimentation which are often referred to as the scientific method. His attention to these methods will be seen as an important element in the foundation and early work of the CAS. The second phase of Fayols life, a complete departure from the first, covers the period from approximately 1888-1916 and comprises the publication of his seminal work, Administration Industrielle et Gnrale (hereafter referred to as AIG) and its preceding speech in 1900[20] and his 1908 paper[20,21]. In 1888, Fayol was 47 years old and had been with the company for 28 years in a variety of positions of increasing responsibility. His performance must have been impressive, for in that year he was appointed managing director of the entire company, a position he continued to hold with distinction and success until his retirement 30 years later. Although he was initially appointed at a time of impending commercial disaster to oversee the closure of inefficient plants and mines, he succeeded in restoring the prosperity of the company without having to perform any such drastic surgery. Fayol himself later commented, the change which occurred inthe firmcannot be attributedto the metallurgical ability of the new managing director, which was zero. This incompetence put in sharp relief the importance of administrative ability under the circumstances[6, p. 48].

On his appointment as managing director, Fayol ceased publishing (with the exception of the completion of the geological work mentioned above) until he was almost ready to retire. It is known that he kept diaries[22-23] and made extensive notes of his observations as a manager[24-26]. These observations would eventually lead him to publish AIG in 1916, almost two years before his actual retirement from the company. It becomes apparent, when reading the text of Fayols speech in 1900, the introduction to AIG and several of his other papers and speeches[11, preface; 27], that Fayol also applied his analytical abilities and disciplines to the study of management activities based on his observation, throughout his working life, of management activities and decision-making events. This analytical bent and his desire to link conclusions to observations as he had done in his technical studies, were driving forces in the founding of the CAS and its efforts to establish a doctrine administrative based on a body of knowledge which could be used to guide management actions. As many observers[6-9,15,19] have noted, although the publication of AIG was itself a landmark in the development of management thought, it was only a step in a long process of evolution in which Fayol played only a part. Phase two, therefore, includes this period of observation and culminates in the publication of AIG in 1916, when Fayol was 75 years old. The third phase of Fayols career, covering the years 1916-1923, was a period of intensive writing, speech making and publication of material derived directly from AIG which represent his efforts to promote and implement the developing theory of management for which AIG was the wellspring. This phase started virtually from the day of initial publication of AIG and ended at the time when his own energies and activities started to wind down. After the publication of AIG , Henri Fayol embarked on a course of what might be described as aggressively active retirement, setting himself the mission of bringing his management principles into both private and public spheres. In addition to lecturing, writing and publishing articles, and busily promoting management as a discipline which should be taught in schools, he also founded the Centre d Etudes Administratives (CAS). The CAS, which attracted students and practitioners from many fields and served as a launching pad for the propagation of Fayols management doctrine by him and several disciples, notably Carlioz, Devinat and Vanuxem, is the primary focus of this article. The third phase therefore includes most of Fayols publications from 1916 until his death in 1925, with the exception of the published reports of his consulting work for the French Government, which are associated with phase four. The fourth phase, from 1921 until Fayols death in 1925, partially overlaps phase three and covers the periods when Fayol was working as a consultant to the French Government, first, performing a study of the Post Office and Telecommunications Department (the PTT) and, second, a study of the tobacco and match monopoly[19, pp. 16-31]. These studies can be seen as attempts to apply his own principles to situations in the public service that had many of the characteristics of a business enterprise.

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It is probably fair to conclude that although the contents of Fayols articles published during this phase included many good ideas and recommendations which were soundly based on his own observations as a manager in private business, and although the principles which he espoused made inherently good sense for application in the public sector, Fayol was almost completely insensitive to the political realities of actually introducing significant changes into public sector operations and was, therefore, extremely frustrated in his attempts to promote and provoke positive changes, at least during his lifetime. It might also be argued that his somewhat confrontational approach may have in some way limited the effectiveness of the CAS and its associates. For example, although his report of the study of the PTT was published in 1921[28] when there was no significant action taken by the Government to implement any of the reforms which he had proposed, he published an article[29] in 1923 which criticized the Government for its lack of action and again proposed specific steps that could and should be taken to improve the general level of performance and efficiency in the PTT. In that same year, he became a member of a commission which had been appointed to look into complaints about the tobacco and match monopolies. Following almost a full year of investigation, the commission wrote a report which was published in 1925[30], but Fayol wrote a separate memorandum of his own which was included as an Annex to the main report in which he summarized the commissions main findings and criticized his colleagues strongly for failing to address the fundamental issue of whether there was a need for a monopoly in the first place. The founding of the Centre for Administrative Studies During the third phase of his career, Fayol achieved a local celebrity status which can be compared with that of Peters and Waterman with their publication of In Search of Excellence[31]. In Fayols case, the appearance of his own book and its timely arrival during the Great War sparked a public debate which caused him to make the transition from CEO to management guru almost overnight, and he embarked on what was, for him, an unprecedented series of public appearances and publications which occupied him for almost all of the remainder of his life[32]. It was at almost the start of this period that he founded the Centre for Administrative Studies which forms the focus of this article and through which many of his own subsequent writings were published. The timing of the founding of the Centre can be related to several factors, including: the development and progress of Fayols publications and his own career as an engineer and as a manager which have been discussed above; the historical situation of French industry and the state of the Great War; and the contemporary interest in and adoption of some of the principles of scientific management which were being vigorously promoted by the European disciples of Frederick Taylor. The year 1916 had been one of the worst periods of wartime known to mankind, and it was said that To live in Paris during World War I was to live virtually at the front line[33]. The year 1916 saw two of the longest and worst

of the battles on the western front. Some 650,000 men died at Verdun and more than one million at the Somme[34]. In 1917, the year that the USA entered the war, more than 500,000 men died at Passchendaele, just 15 miles over the French-Belgian border and again approximately 150 miles from Paris. In total, France herself lost 1,300,000 men, and another 500,000 were interned in German prisoner-of-war camps. In addition, the number of wounded and permanently handicapped would have been at least three times the totals above. (In 1995 we can scarcely imagine the effects that the knowledge of this level of slaughter, and its utter uselessness, must have had on men like Fayol. At the time Fayol actually completed AIG the war had barely started, and was expected to be over in a few months. It has been suggested[35] that AIG might have been published in 1914 had the onset of the war not have caused a sudden shortage of paper for publishing.) The period 1916-1917 also brought chronic shortages of basic supplies to France. Between March and May 1917 the prices of vegetables, coal and rice doubled in France. The outcome was the largest and angriest May Day demonstration of the war in Paris, followed by a series of bitter strikes, which started in the clothing industry but spread to bank employees, telegraph messengers and finally to munitions workers[33, p. 193]. In this situation, it is perhaps not unexpected that instead of publishing part 3 and writing part 4 of his book, Fayol should decide to focus his energies on promoting his ideas more actively and contributing to the national effort of rebuilding the country after the war. As most readers will recall, Fayol wrote at the start of AIG:
My work will be divided in four parts: 1st part The necessity and possibility of teaching administration; 2nd part Principles and elements of administration; 3rd part Personal observations and experiences; 4th part Lessons from the WarThe third and fourth parts will be the subject of a second volume that will be published soon[11, p. vii; 36].

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At the very end of the book Fayol promised: In the third part, I shall show how I accumulated, over a long career in industry, the material used in this study. In the fourth part, I shall draw on recent information to prove again the usefulness of teaching administration[11, p. 137]. As published, AIG contained the first and second parts, and he never published Parts 3 and 4. It is known that he prepared a substantial manuscript entitled Personal observations and experiences which appears to have been a draft for Part 3 of his book, but this was never published[26,37]. Rather, as will be shown below, he decided that there was an even more valuable contribution to be made in revitalizing French industry and public life, namely the founding of an organization that would involve more than just himself in the promotion of his ideas and their potential benefits. To this end, he established the Centre dEtudes Administratives, or Centre for Administrative Studies (CAS), in Paris, and published a collection of articles and lectures entitled Administration Industrielle et Gnrale: LEveil de lEsprit Public (hereafter referred to as L Eveil)[38,39]. These two items form the main topic of this article.

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In the preface to LEveil [38], Fayol clearly states his desire to publish and develop a theory of administration (he called it the doctrine administrative) which would form the basis of a body of knowledge for teaching, studying and developing a science of administration that would ultimately revolutionize industrial management and the management of the public service. (His own knowledge of, and contributions to, specific areas of knowledge within the field of mining engineering were clearly a very strong formative influence here.) He also wanted to attract public attention to, discussion of, and ensuing development of the ideas which he had originally published in AIG. The following extended extract from the preface provides insight into his interests, concerns and motivations at the time of the publication (i.e. 1916-1917)[40].
I have defined administration as planning, organization, command, coordination and control, and this definition has been approved unanimously. The role that therefore passes to Administration when so defined, in the management of public or private enterprises, is of fundamental importance. Also, the essay on administrative theory which I published a year ago, under the title General and Industrial Administration, has lively attracted attention; offers are arriving from all directions to help me propagate those ideas which seem indispensible in the conduct of all enterprises. In these studies, the word administration is almost exclusively used in the sense of anticipation, organization, command, coordination and control[38, p. 1;41].

After a somewhat tedious commentary on one Claude Bernards discourse on the scientific method, Fayol continues:
While I was closely studying the mining and metallurgical industry, my attention also turned to enterprises of all kinds, from that of the family to that of the State. Little by little, I recognised that certain administrative principles are applicable to all enterprises, whatever their nature, their goals and their size. The doctrine set out in the first volume of these studies[42] comprises these principles, rules and processes. Public discussion will determine what must be retained from this doctrine. I note with pleasure that it is attracting the attention of promoters and industrialists and has already been applied in numerous situations. To facilitate these applications, a sound body of knowledge[43] must be established. I intended to start this documentation by exposing my personal observations and experiences[46]. Several considerations made me decide to change this plan. After spending half a century preparing for and then writing [AIG] I told myself that if, after another 50 years, some of my suggested administrative ideas will have taken their place in current business practice, I would not have wasted my time. The results already achieved allow me to hope that this goal might be achieved sooner and more completely. Because of the war, the government finds itself swept up in an exposure of its activities; its heavy hand weighs on every business, family and individual. The public, disturbed in its habits, its interests and its affections, constantly in contact with government officials, observes, reflects and sees, or believes it sees, numerous administrative errors committed. It seeks understanding, it eagerly reads all of the books that address the operation of public services. AIG has had the benefit of this curiosity. Despite its title and its unattractive appearance, four thousand copies of this small volume are already in the hands of the public. Another printing is needed. The Grandes Ecoles are getting ready to introduce administration into their curricula: conferences on the subject are being held by our learned societies and in Commercial and Industrial Clubs and in the Military. It is to better satisfy the awakening interest in administration that I am publishing [ LEveil ] before my personal observations and experiences. Comprising studies, conferences, commentaries and critiques arising from a variety of sources, it seemed to me

natural to provide a general and complete idea of what administration is, in the sense of planning, organisation, command, coordination and control[38, pp. 5-6].

So here we can understand why Fayol became diverted from his original intent to publish the personal observations and lessons from the war that he promised in AIG. According to Urwick and Brech[47], the CAS was founded by Fayol in 1919. However, it has been discovered that Fayol made at least two earlier references to it. On 24 November 1917, at the end of his speech at a public meeting sponsored by the Socit d Encouragement pour lIndustrie Nationale, he said:
And if you who have honored me with your attention this evening are willing to participate in the development and dissemination of these ideas, I ask that you to contact the Centre for Management Studies at 100, rue Vaugirard [in Paris] where a volunteer colleague, an engineer who specializes in these matters, will take care of any verbal or written communications on the subject of management. This colleague is available each Monday from 1.30 pm until 3 pm and I myself will willingly devote all of the spare time that my business activities will allow. It is to that address that I ask you to bring or send the observations that you cannot have failed to make, the thoughts that your daily contact with public and private enterprises must have provoked, and your suggestions for remedies. Plus, above all, the remarks and criticisms that you feel are deserved by the doctrine laid out in my book as I have just had the honour of outlining to you[27, p. 57].

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As footnote to another paper published in February 1918[48], Fayol wrote, I have established at 100 rue Vaugirard, Paris a Centre for Management Studies for the breakdown, collection and analysis of observations sent to me. It is to that address that I invite my readers to write to me or to visit on Mondays from 1.30 pm to 3.00 pm. Furthermore, Vanuxem indicates in a paper also published in 1917[49] that the CAS was already in existence at the time, although he calls it the Centre for Industrial and General Administrative Studies. There is no mention of the Centre in Fayols earlier address, 30 March 1917[50], on the subject of technical education, and although the lack of such a reference is not strong information by itself, it is reasonable to conclude that the Centre was actually established some time during 1917 and certainly earlier than November of that year. It is also worth noting that Henri le Chatelier had been actively promoting Taylors ideas of scientific management in France since 1909 and founded, in 1920, an organization for the promotion of improvements in industry, the Comit de lOrganisation Franaise (COF)[47, p. 95]. However, Fayols CAS predates the COF by more than two years. The mission of the CAS In his intriguing monograph, Theoretical and practical introduction to the study of experimental administration, Vanuxem wrote:
To prepare for the the development of the theory [of administration] and to accelerate its diffusion, M. Henri Fayol has established a public enterprise: the Centre for Industrial and General Administrative Studies[51]. The name signifies a curriculum: it is a reminder that if management theory is to be of general application it was nevertheless born in the world of private business where the most worthy types of administrative systems that can be initiated

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or transposed are used. The Centre is thus presented as the forerunner of an instrument for a systematic industrialisation. The aims of the CAS are threefold. (1) The application of the experimental method in the field of industrial and commercial administration (management) has started. The CAS must develop its application and extend it into every sphere where the management function is found, from the family to the state, to international organisations,to churches and so on. To achieve rapid progress, the CAS will organise a public effort for expounding the theory. (2) The CAS must continue and intensify its propaganda, already started, for introducing the teaching of management studies in our school programme. This teaching is naturally nurtured by the theoretical foundation. (3) Finally the CAS will prepare the rapid popularization of established administrative principles and the procedures which have proved them. In summary, the CAS must lead from the front in a dual effort: on the one hand, internal activity to elaborate the theory and, on the other hand, external activity of lobbying and popularisation[49, pp. 42-3].

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Administration Industrielle et Gnrale: LEveil de lEsprit Public Since the CASs records have not been preserved[19, p. 139], the best, if not the only means of finding out what it accomplished is to examine its early publications and references to its activities in other contemporary materials. The first of the CASs own publications was a collection of articles, transcripts of speeches and other records under the collective (and cumbersome) title Administration Industrielle et Gnrale: lEveil de lEsprit Public [38, pp. 145-433], General and Industrial Administration: The Kindling of Public Interest (see Appendix 2 for notes on translation). The contents of this collection provide an idea of some of the work that Fayol was promoting through the Centre and identify some of the people who were becoming active in the movement that was referred to as Fayolisme. LEveil contains 15 major pieces of work and several minor items. Four of the main items and the preface to the entire collection were authored by Fayol[52] himself while another 11 are the work of others. Some of these authors were associated personally or professionally with Fayol himself and with the CAS to some degree, while others were public figures commenting on the relevance and content of AIG which was, at the time, Fayols first and only publication in the field of administration. As with AIG, the first appearance of LEveil was a complete edition of a technical journal[38], followed by reprint in book form. At a first look, the collection appears quite disorganized because the various chapters and sections are out of sequence, and some of the reprinted articles did not actually appear in their own journals and publications until 1918 or even 1919. To assist in unscrambling the arrangement, a detailed list of contents has been provided in Appendix 1 at the end of this article where also are detailed the complications of the table of contents and pagination in the original publication and its subsequent reprints[4]. The structure of LEveil, which is presented in detail in Appendix 1, falls naturally along the lines of its four main chapters (although readers of the

original will find that the pagination does not follow the sequence of its table of contents!). Following a preface, which was written by Fayol himself, the first chapter presents the transcripts of three lectures he delivered between November 1917 and March 1918 (a fourth item by Fayol, which may also have been a lecture, is reprinted in the fourth chapter). The second chapter, contributed by Paul Vanuxem, comprises three sections. In the first section he outlines the principles of experimental administration. In the second, he describes the CASs system for analysing documentation systematically to extract the relevant contributions to the developing doctrine administrative. The third section is a tabulated decimal classification system for the individual subjects within the anticipated corpus of works in the developing field of administration. The third chapter in LEveil is devoted to two contributions which discuss the application of administrative theory to the management of the military effort in the front lines of the battlefield, and might be seen as Fayols missing contribution to AIG Part 4, Lessons from the war. The fourth chapter is a collection of generally short articles by various authors plus one item by Fayol which might have been included in the first chapter but for some unknown reason was not. In the preface to LEveil, Fayol states clearly his desire to publish and develop a theory of administration (he called it the doctrine administrative) that would form the basis of a body of knowledge for teaching, studying and developing a science of administration that would ultimately revolutionize industrial management and the management of the public service. (His own knowledge of, and contributions to, specific areas of knowledge within the field of mining engineering was clearly a very strong formative influence here.) He also wanted to attract public attention to, discussion of, and ensuing development of the ideas that he had originally published in AIG. In the preface, Fayol promotes his idea of a single, unified doctrine for both industrial and public enterprises.
There is not one doctrine of administration for industry and another for state enterprises; there is only one doctrine. The general principles and rules that are valuable in industry are equally valuable in the state and vice versa. Sometimes one talks about industrialising the state; this expression signifies only one idea, that of introducing into the states activities those industrial practices that are summarized as planning, organisation, command, coordination and control. To justify the absence of industrys administrative procedures from public service, it is alleged that unlike industry, the state has no profit and loss statement that periodically measures results at set dates. This is regrettably true. But the majority of departments within a private enterprise also have no separate profit and loss account, but this does not prevent them from being subject to good administrative practices. Understood in the sense of planning, organisation, command, coordination and control, administration is an extremely broad and important new scienceAll of the problems that are brought up within administration have their place; and as few of these problems have so far been given complete and satisfactory solutions, and because, on the other hand, the number of people filling administrative positions and, as a result, able to contribute to problem solving is unlimited, it seems permissible to hope that the science of administration, well established on a sound foundation of written documentation, will quickly and successfully cross its first hurdles.

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In this it will be helped by numerous publications which, for many years, point out and criticize the states administrative weaknesses which come down to a lack of planning, defective organisation, poor command, lack of coordination and inadequate controls. Under the influence of these publications, the public interest is kindled, it looks for the causes of faults and demands corrections, which it finds are slow to come. It would be even more impatient if it know that the operation of the public service could be improved by immediately adopting some of the procedures used in some industrial enterprises. But few people know this and the directors of the state generally ignore it. To improve the administration of our businesses and of the state, two things must be done as soon as possible: (1) (2) introduce the teaching of administration into all of our schools; universal application to the public service, just as in private business of the administrative procedures consecrated by experience. Business plan; Organization chart; Staff meetings; Underpass[53]; Time study.

In particular, I call your attention to the following procedures:

G G G G G

These are the tools that can be used in a multitude of situations and which every manager must know how to apply[39, pp. 6-8]. Fayols contributions to LEveil LEveil includes three lectures and a paper by Fayol. Together, they present four distinct aspects of his manifesto. The first lecture is a summary of AIG and the essence of his administrative principles. The second lecture calls for changes in the public education curriculum to include courses in administration. The third lecture calls for application of his principles to the operation of the public service. The article provides Fayols personal view of how his principles played a major role in helping him turn around the fortunes of his company. De limportance de la fonction administrative dans le gouvernement des affaires. On 24 November 1917, Fayol presented an invited paper at a meeting of the Societe dEncouragement pour lIndustrie Nationale. On the importance of the administrative function in business management[38, pp. 81-123,54] is a relatively brief (39-page) summary of the essence of AIG, shorn of much of its philosophizing and reminiscence, in which Fayol traces from his 1900 address to the International Congress through his 1908 speech at the fiftieth Anniversary Congress the essence of the doctrine presented in AIG. He emphasizes the importance of administrative theory, and he also outlines the functions of management and the 14 general principles[55], the five fundamental rules[56] and the five administrative procedures[57]. Taylorism and motion study are also discussed. Lenseignement de ladministration dans les coles techniques suprieures. The Society of French Civil Engineers was involved in a public enquiry into

certain aspects of the education system, particularly its technical content and its relevance to the training of engineers and managers. Under the heading Teaching administration in the post-secondary schools, Fayol addressed a meeting of the Society on 30 March[38, pp. 131-51], arguing for including administration as a subject in the curriculum of the civil engineering schools. He presented his assessment of the relative importance of various skills and abilities required at various levels of responsibility, and quoted at length from the comments he made at the 1900 Congress and from those made by the Congresss President on the excessive emphasis placed on mathematics. At the end of his presentation, he recommended:
(1) reduction of the teaching of mathematics to the amount strictly necessary for students to be able to successfully complete the technical courses; (2) limiting the diploma program in the post-secondary technical colleges[58] to four years for competent students with secondary school education; (3) establishing a course in administration; (4) offering a course in the fundamentals of commerce, finance, safety and accounting; (5) attention to physical health and general cultural issues; (6) twenty or so half days of manual work in the workshops, forges, foundries and fitting shops[38, p. 150].

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This section of LEveil also includes comments and speeches made at other meetings of the Society during the period 3 November 1916 to 6 July 1917, including the recommendations made by the committee charged with evaluating secondary education and preparation for the professional schools (the Grandes Ecoles) on curriculum changes. The committees recommendations include the reduction of emphasis on mathematics, but as the Committees mandate extended much further than the engineering schools, it does not explicitly contain Fayols other recommendations. The last item in this section is the letter of acceptance from the Minister for Commerce and Industry (who was also responsible for the PTT). La reforme administrative des services publics. On 10 January 1918, Fayol gave a business lunch address to the Cercle Commercial et Industriel de France. In a speech entitled Administrative Reform in the Public Service[38, pp. 162-74] he argued for the application of his ideas to government operations. In contrast with some of his other public speeches, the transcript of this one is scarcely eight pages long, perhaps attesting to his understanding of the likely post-luncheon attention span of his audience. In the transcript of the ensuing audience discussion, there are some interesting comments.
M. Villemin:it seems to me that meetings like thisshould not just end with the applause. We should commit ourselves to set up a group where all men of action, all business men who know where lies the truth that will save our country will lend a hand such that the war might teach us something, such that we might save France from the confusion into which she has fallen. Let us set up an organization that will let us do a good job, promote the cause and spread the good word

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M. Fayol: I am keen to embrace M. Villemins suggestion: I told you earlier[59] that we founded with a few friends a Centre dEtudes Administratives that is working well and has produced a lot, but not yet published. But we have enough material for several volumes and we are creating a documentation system that will facilitate our studies. My first volume[60] is a kind of general theory; it needs to be accompanied by a large number of factual examples. If M. Lepain[61] would like to pick up on M. Villemins proposal and take the initiative for a collaboration between your Circle and [the CAS], valuable results will surely follow[38, pp. 174-5].

At the conclusion of this discussion, a M. Berran asked if all CCIF members could be given a questionnaire to enable them to record and submit their personal experiences. Fayol replied that the CAS was working on such a document and he would have M. Vanuxem work with M. Lepain to make it available[38, p. 176]. Ladministration positive dans lindustrie. The seventh item in Chapter 4 is Fayols article Positive administration in industry[38, pp. 267-75; 62]. It is not clear why this article was not included in Chapter 1 along with Fayols other papers and speeches, unless it is that this particular item has no attribution to a public address and may have been written solely for publication. This succinct (eight-page) summary of his definition of administration and its importance in the running of a business is illustrated by a chart showing the annual dividend paid by Commentry-Fourchambault et Decazeville to its shareholders over the period from 1854 to 1917; the chart shows an irregular payment from 1854 until 1888, a period characterized variously by Fayol as empirical administration. From 1888, when Fayol assumed the position of managing director, the dividend payment was initially restored to an average level and then, from 1898, increased more or less steadily until it jumped during the war to an unprecedented level. Fayol draws on many examples of situations in his own experience to illustrate the importance of administrative abilities in the performance of managers. Portions of this article were translated by Ernest Dale and included in a book of readings on management. The following extract shows how Fayol was promoting his theories at the time:
Under the influence of different causes,the firmwason the road to bankruptcy, when a change occurred, in 1888, in the way in which the administrative function was carried out: and, without the modification of anything else, without improvement of any of the adverse factors, the business began to prosper and had not stopped growing since[6, pp. 148-9].

Experimental administration Chapter 2 of LEveil (according to its table of contents, although the elements of this chapter are scattered around in the actual publication) comprises Paul Vanuxems Theoretical and practical introduction to experimental administration[49] and includes his tabulated decimal classification system which was to be used for organizing the Centres documentation which would support the doctrine administrative. This section is a major part of LEveil and is, perhaps, its single major and new contribution by an author other than Fayol himself.

Paul Vanuxem, a captain in the Artillery reserve and an engineer in the government department responsible for the PTT, was one of Fayols early collaborators in the newly-formed CAS. He authored the largest single contribution to LEveil, which is in three parts. He first discusses experimental administration, what it means and what it hopes to achieve. The second part describes the system of documentation analysis installed in the CAS, and the third is a separate presentation of a decimal classification system[63] for the topics which comprise the new study of administration. In the first part, Vanuxem presents the concept of administration as a process amenable to systematic study and analysis, applied to definite hypotheses which can be tested. The method of investigation is to be primarily by scientific observation of facts, events and the environment in which they occur. Four hypotheses are offered at this early stage of development of the doctrine administrative:
#1 that the human organisation is not a machine driven by externally applied energy. In order for the enterprise to move towards its goals, every worker must consent to apply his services with a personal energy controlled by himself and the collective effort occurs by virtue of the combination of individual efforts which are, and remain to a large degree, independent and voluntary. #2 Without harmony, there can be no collective action. #3 [An important part of the administrative function is]grasping and maintaining close contact with things and people, contact with every point of the enterprise, with its external evidence of activity as well as its internal life. #4 [The fourth hypothesis is that] Administration requiresfirm rules, is assisted by precise tools applied delicately, even clinically, and ... that this is a precondition for the productivity of the collective effort and is a sign of good administration[47, pp. 35-9].

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In the second part of his paper Vanuxem explains how the documents and reports received by the CAS will be analysed and catalogued to extract the essential facts and observations which will be used to test and develop the doctrine administrative. The bulk of useful data would come from private sources. The Centre would depend mostly on these observations since they would have been made directly and, since confidentiality would be respected, they would be reliable. Trained readers would highlight significant points and relate them to the broader framework of the doctrine. A special classification system would be developed that would cater specifically to this analytical effort[19, pp. 34-5]. The larger portions of the second and third parts are devoted to the details of the special classification system planned for the CAS, and show how it would differ from the universal system established by the International Bibliographic Institute by the introduction of special topics and structures tailored to meet the CEAs special needs for tracking the subjects and contents of individual documents. It is clear that the CAS was preparing to develop a professional body of knowledge along very systematic lines, based on Fayols five major elements of administration: planning, organizing, command, co-ordination and control, as the first level of segmentation.

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Administration in the front lines Chapter 3, titled Administration in the front lines[64] contains contributions from two young engineering officers in the French Army, both of whom had had access to copies of AIG and both of whom, having been seriously wounded, found time to record their thoughts on the application of these new ideas to the the administration of activities at the front line. They sent their conclusions to Fayol, who decided to include them in LEveil, and he provided an introduction to their submissions which includes the following comments.
Two young officers, whose conduct in the front lines has been the subject of laudatory commendations and whose serious wounds subsequently barred them from combat, and having had the opportunity to read AIG, thought it possible to immediately and usefully apply some of the doctrine administrative in the army. They have given their views, one through a lecture and the other in a letter which I am happy to publish with their consent. These two young men, who had recently graduated as civil engineers had not even started their industrial careers when the war called them. Not content to serve their country gallantly, they also observed much and gave it much thought, and their deliberations resulted in two studies that give honour to French youth[38, pp. 179-80].

Pour administrer une section: confrence aux aspirants [38, pp. 181-204; 65]. The author, Lieutenant Robert Desaubliaux, was mentioned in despatches four times in an eight-month period, and was then wounded and eventually repatriated to a position of conducting courses in machine-gun operation for officer cadets. His contribution to LEveil is Managing a section: a lecture to officer-cadets. He wrote: Instead of the usual banal speech at the end of the course, I really wanted to give them a talk about handling a section [of soldiers]. As M. Fayol had affirmed in his book that a doctrine administrative could be taught, I was content to follow the topics in his book one by one and, with his great authority in administrative matters behind me, I only needed to add my own examples from front line experience[38, pp. 181-2]. His examples are usually cynical, frequently entertaining and always relevant. Here are just a few.
In the Military Tradition, several aphorisms are handed down from generation to generation. Beneath a pleasant exterior they reveal a sharp criticism of a deplorable state of affairs. For example ... never do today what another can do tomorrow. Dont laugh; this is the principle of inertia. Such easy advice! Such a practical application! Illustration: You are in charge of a section. You are trying to improve the situation for the men, who have no shelter,... wet, miserable. Invariably they will say Lieutenant, its not worth the trouble; well be relieved in a few days; our replacements can do it. Never follow an order without waiting for the countermand. Order, counter-order, this the fatal result of a lack of unity of direction and unity of command Sen fout et en rendre compte! [A respectable translation of this might be Whats the point, but make sure your rear end is protected!][38, pp. 185-7].

Robert Desaubliaux later wrote The biological origins of the administrative function[66] which was published under the auspices of the CAS, and he married Fayols grand-daughter Anne-Marie. Lettre de M. De Mijolla. Pierre-Louis-Marie De Mijolla, also a mining and civil engineer (a graduate of the same school as Fayol, as it happens) was decorated with the Lgion dHonneur during his army service. He wrote a

letter[38, pp. 205-12] to Fayol in which he commented on a number of administrative topics such as the value of administrative abilities in the army, the problems of dual command, the training of young engineers and the role of administration in the family and in the state, all topics of interest and concern to Fayol. Reviews and applause for AIG Chapter 4 of LEveil contains eight items, including Fayols major article Ladministration positive dans lindustrie which could have been put in Chapter 1 with Fayols other contributions. Of the other seven items, three are more or less substantial (the articles by LaChapelle, Dautheuil and Renucci) while the remaining four are six pages or less in length. These articles are generally written for journals and publications which probably lie outside the normal areas of interest of the engineers and managers that Fayol reached through his publications in the Bulletin of his own technical society. They illustrate a level of interest that was rapidly outstripping the boundaries of Fayols technical audience, and provide extremely superficial introductions and summaries of the ideas presented in AIG. It may be interesting to speculate as to whether the authors had actually read AIG and were trying to show it, or whether they truly wanted to share the knowledge with the readers of their journals. However, the overall impression from reading these articles is that Fayols ideas were indeed being noted and discussed in many areas of public and industrial life, just as he had hoped. The first item in Chapter 4 is an accolade, delivered on 20 May 1917 to a general meeting of the Socit de lIndustrie Minrale by M. Chipart, the Societys secretary-general. He recounts the major contributions to the Societys Bulletin, including Levques History of the Forges de Decazeville[67] and Fayols first publication of AIG. Chipart also thanks Fayol for his support in sustaining the continuing publication of the Bulletin during the war[38, pp. 213-16]. Georges LaChapelles article, titled M. Henri Fayols ideas[68], summarizes a number of points from AIG including the distinction between administration and management, the five elements of administration and the 16 principles of organization. He also repeats some of Fayols criticisms of state enterprises and bureaucracies. In Industrial science: general and industrial administration[69], Jean Dautheuil, a civil engineer, similarly summarizes Fayols ideas for the readers of the civil engineering journal and includes some of Fayols thoughts on including the teaching of administration in the engineering curriculum. A. Renuccis article on Administrative reform[38, pp. 249-66;70], printed under the broader heading Administrative questions, contains his criticism of many of the states administrative practices and proposes several of the ideas in AIG as appropriate remedies. Under the broader heading Transformations in public life, Maxime Leroy published an article on Administrative technique in industry[38, pp. 277-82;71].

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After briefly tracing the evolution of French society from a despotic monarchy to a post-revolutionary democracy, he wrote:
Together with a democratic regime which diluted power was born a socialism more and more hostile to the former dictatorial tendencies and to the brutal and fanciful blanquisme; and corresponding to this beneficial evolution, the internal organization of industry clearly highlights a movement towards administrative structures that agree with current scientific habits and the democratic ideas of collective discussion. Henri Fayolhas just published a book which shines an extremely vivid light onto this industrial transformation. [AIG] is its simple and expressive title. Few books give more food for thought in these difficult times when France is trying to invent new administrative arrangements that will assure her intellectual and economic resurrection[38, p. 278].

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The article continues much in this vein, extolling the merits of AIG (but without actually quoting from it at any length) as a stimulant to reform in the public service. One suspects that this article was included in the collection at least partly because of its authors prestige, rather than for its positive contribution to the development of the doctrine itself. The sixth contribution is anonymous; LEveils table of contents refers only to Mr X. The unknown author presents an article entitled Industrial administration[38, pp. 283-4;72] and writes:
M. Fayols complete book [AIG ] should find its way into the hands and libraries of our department His principles, laid out with remarkable precision, clarity and sharpness, will persuade even the most sceptical The type of manager is drawn by a masters hand and one feels on every page that the author has placed the fruits of a talent that is as equally practiced as it is theoretically sound A manager who achieves this ideal will certainly be loved, admired and followed with zeal, courage and devotion Under his orders, nothing is useless, nothing excessive; everyone in his place with maximum scope for initiative in a perfectly mapped plan with a minimum of red tape[38, pp. 283-4].

The last item in Chapter 4 and, indeed, the last item in the entire collection, is a two-page article by Henri Mazel called Social science[38, pp. 285-6;73]. The author writes:
In my own plan for administrative reform, I advocate establishing a School for administration that would graduate all of the department heads for the public service. Anyone who is astonished that one could learn and teach administration should read M. Henri Fayols book [ AIG ]. In it they will find a demonstration firstly of the possibility and necessity of administrative teaching and thereafter a discerning assessment of the relative importance of the various capacities of people in a business organisation[38, p. 285].

Following a brief summary of ideas from AIG, the author concludes if the gentlemen I spoke of were to bring me the keys to our constitutional reform on a velvet cushion, and if I can build the indispensable School of administration, I wont fail to endow the Henri Fayol Chair whose namesake will inspire the principles I just noted: planning, organisation, command, coordination and control[38, p. 286].

Other work by the CAS Among the other works known to have been conducted or sponsored by the CAS are various publications by a number of authors associated with the centre and a study of the function and the performance of the board of directors. One indication of the range of publications available as a result of the CASs work is on the back cover of the 1921 Dunod publication of LIncapacit Industrielle de L Etat: les PTT. There appears a list of contemporary publications by the CAS itself, including[74]:
Essai sur la Conduite des Affaires et la Direction des Hommes by Wilbois & Vanuxem (Payot, no date) Administration et Organisation Commerciale[75,76] by J. Carlioz (Dunod, 1918) Le Gouvernement des Entreprises Commerciales et industrielles by J. Carlioz[77,78] (Dunod, no date) Les Origines Biologiques de la Fonction Administrative by Desaubliaux (Dunod, no date) La Fonction Administrative dans la Domaine Militaire by General de Pouydraguin (Dunod, no date)

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A comparison of this list of titles with the equivalent list on the back of the original 1918 Dunod publication of LEveil in book form is interesting. This was, as we now know, published after the founding of the CAS. The 11 titles on the back of LEveil include AIG (of course!), translations of two works by Taylor[79], a translation of a book by Hartness[80], two works in French on scientific management[81,82], three works on industrial economics, one book on the subject of factory construction and one on the retraining of the warwounded. In other words, there was, at that date, nothing of the emerging CAS, and one may therefore further conclude that LEveil was almost certainly its first publication. In his 1925 encomium on Fayols life, Verney[17, pp. 43-4] commented that
M. Fayols doctrine lost no time in crystallizing around the Centre dtudes administratives which he himself created under pressure from of numerous entreaties to do so. For several years, the Centre has regularly met every week; at its conferences and even more so at its seminars, presided over by M. Fayol with good humour and authority, eminent men from numerous walks of life have participated; writers, thinkers, men of action, engineers and soldiers, bureaucrats and business managers. Important publications have already come from this active collaboration.

Verney provided a list of some 13 publications by authors other than Fayol himself, and offers a more complete bibliography[17, p. 116] of 36 publications by, and related to, Fayol and Fayolism spanning the period 1900-1924. Eleven of these are by Fayol and 25 by other authors, including some of the abovementioned 13. Most, if not all, of these would have been associated with, or the direct output of, the CAS. Much remains to be done to locate these publications, review them and assess their contribution to management thought and the development of the doctrine administrative of the time.

JMH 1,3

In 1929, Fayols son wrote

some of [Fayols disciples] came together under him to form the Centre dEtudes administratives. Their publications were numerous. In particular, I would mention LEveil de lEsprit Public, a collection of seminars by Fayol and his early followers; Administration Commerciale by M. Carlioz, which develops the application of the Doctrine to a companys commercial function; L Incapacite Industrielle de lEtat, by Fayol, in which he presents the results of his investigation into the PTT; Les Origines de la Fonction Administrative by M. Desaubliaux; Le Gouvernement des Entreprises by M. Carlioz; Essai sur la Conduite des Affaires et la Direction des Hommes by M. Wilbois and M. Vanuxem; LEntreprise Gouvernementale by M. Albert Schatz[83].

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To identify at least some of these disciples, we can look at the names of those who attended him at his Table of Honour at the testimonial Banquet on 7 June[17, pp. 54-5]: they included Sainte-Claire Deville; De Freminville; Henri Fayol (his son); Amede Fayol (his brother); R. Desaubliaux; Mazerat, author of Experimental administration, Fayolism; Carlioz, professor of administration at the Ecole des Hautes Etudes Commerciales; Wilbois and Vanuxem, authors of Essai sur la conduite des affaires et la direction des hommes; R.-P. Doncoeur, author of Une Ecole des chefs, Le Fayolisme; A. and L. Franchet, authors of Pour former les hommes quil faut la France dapres-guerre; and many others. It appears that the CAS was also interested in the role and function of the board of directors, a subject that was surprisingly absent from Fayols presentation in AIG. At a meeting of the Socit de lIndustrie Minrale on 30 January 1919, Fayol commented on a discussion paper by L. Guillet with the words I heartily thank M. Leon Guillet for the effort he just contributed to the missionary work of the Centre dEtudes Administratives. The measures adopted by the Ministry of Commerce, the excellent results already obtained are a forceful encouragement to the improvement of existing methods. The session chairman then said:
In his fine work on industrial administration, M. Fayol showed the qualities needed at each level, from director to worker. In corporations there is a very important element that M. Fayol scarcely mentioned, the Board of Directors. Perhaps he would volunteer a few words?

Fayol responded:
It was neither by intention, nor by neglect, that I did not speak more about Boards of Directors in my first volume on industrial and general administration. This organ of large industrial and government enterprises has a large role to play and deserves its own study. We have not lost sight of this at our study center and one of our collaborators has started an important piece of work on this very subject. In drawing a parallel, during my previous speech[84], between the private, limited company and the parliamentary government, between the Board of Directors and the Parliament itself, I made some interesting connections. We often speak ill of the Parliament, with good reason, unfortunately, and Boards of Directors are not above criticism. There are good ones, there are passable ones, and there are bad ones. What is it that makes some very valuable and others useless? What are the consequences of different ways of recruiting employees? What is the effect of knowledge or ignorance of administration? These are questions of equal interest to private enterprises and to public authorities, and for which the Centre dtudes administratives is actively seeking qualified help[85, pp. 55-6].

Although it appears from these comments that the CAS was working on the subject, no specific publication by the CAS on this subject has yet been found. The merger of the CAS with CNOF Despite the broad range of activities and the participation of so many interested parties, the demise of the CAS occurred in 1925 or 1926. Urwick observed that:
In the early stages of the popularization of his work attempts were made to represent Fayols doctrine as in some way in competition or contrast with Taylors studies. But at the opening of the Second International Congress held at Brussels in 1925, he himself announced that he wanted to make clear how false he found this antithesis. This speech led to the unification of the organisation founded by Henri Le Chatelier, the Conference de lOrganisation Franaise, and Fayols Center of Administrative Studies, into a single national body Le Comit National de LOrganisation Franaise (CNOF)[13, p. ix].

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According to Devinat[86], this occurred earlier than 26 November 1926 and Urwick and Brech state that by an unlucky fate, Fayol did not live to see more than a few months of the life of the partnership[47, p. 96]. The actual date of Fayols remarks was 10 October 1925 and he died on 19 November 1925, so it is not exactly clear from this information when the merger actually occurred. Fayols son, Henri Fayol fils, subsequently became director of the CNOF and held this position at the time he wrote the comments, included earlier, about his fathers work. The CAS operated from 1917-1925, a period of some eight years which saw the start of Frances recovery from the terrible effects of the Great War on its industrial resources and manpower, saw the continued development of Taylors principles of scientific management in Europe and saw the birth of the concept of administration as a discipline worthy of devoted study, teaching and development. Perhaps the CAS finally lost its early drive and enthusiasm as its founder and leader ultimately lost his own energy and did not leave a successor? Perhaps also the CAS was dogged by the political insensitivities of its leader alluded to earlier. Beyond Fayols work, little if any of the publications and other contributions of the CAS itself have survived or endured into the second half of this century. Brodie has commented[87] that he spent many months in Paris researching Fayol and the activities of the CAS and concluded Regrettably the records of the activities of the Centre were not kept. It appears that the records of the CAS have long since vanished[19, p. 39]. Yet, it would be unfair to dismiss the CAS as irrelevant. The Centre was clearly a focus for the development of Fayols doctrine and was an attraction for younger men who were ready, willing and able to assist their country in the daunting task of recovering from the war. Without this energy and the work of men such as Desaubliaux, Carlioz, Vanuxem and other Fayol disciples, it is much more likely that Fayols own work would have petered out after his retirement, that his work would not have come to the attention of such men as Urwick and R.C. Davis, and that Fayols contribution to management thought and practice might never have occurred.

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Notes and references 1. The biographical information in this article is adapted from[2]. Additional sources of bibliographical information can be found in [3,4]. 2. Breeze, J., Henri Fayols Rsum de la doctrine Administrative; translation, commentary and analysis of its historical development, an unpublished paper submitted to Saint Marys University, Halifax, NS, 1980. 3. Breeze, J., Harvest from the archives; the search for Fayol and Carlioz, Journal of Management, Vol. 11 No. 1, Spring 1985. 4. Breeze, J. and Bedeian, A.G., The Administrative Writings of Henri Fayol: A Bibliographic Investigation, 2nd ed., Vance Bibliographies, Monticello, IL, 1988. 5. The company went through several changes of name and affiliations during Fayols career. Commentry-Fourchambault et Decazeville is the name most often used in connection with his career. For details on some of the history of the company, see some of the other articles in this special edition of the Journal of Management History. 6. Dale, E., Readings in Management, Landmarks and New Frontiers, McGraw-Hill, New York, NY, 1970, 2nd. ed. 7. Urwick, L.F., The Golden Book of Management, Newman Neame, London, 1956. 8. Wren, D., The Evolution of Management Thought, 3rd ed., John Wiley & Sons, Chichester, 1987. 9. Chambers, P., Europes greatest management pioneer, International Management, June 1974, pp. 48-51. 10. Fayol, H., Administration Industrielle et Gnrale , Bulletin de la Socit de lIndustrie Minrale, 5th series, Vol. X No. 3, 1916, pp. 5-162. 11. Fayol, H., Administration Industrielle et Gnrale, Dunod and Pinat, Paris, 1917. 12. Coubrough, J.A., Industrial and General Administration, Sir Isaac Pitman & Sons, London, 1930. 13. Storrs, C., General and Industrial Management, Sir Isaac Pitman & Sons, London, 1949. 14. Gray, I., General and Industrial Management, IEEE Press, New York, NY, 1984. 15. Urwick, L., The Elements of Administration, Harper & Row, New York, NY, 1943, p. 14. 16. A list of Fayols technical publications can be found in[17]. 17. Verney, H., Le Fondateur de la Doctrine Administrative Henri Fayol; Etude de M. Henri Verney, Dunod and Pinat, Paris, 1925, p. 6. 18. Bulletin de la Socit de I Industrie Minrale, various volumes covering the 1886 -1893 period. 19. Brodie, M., Fayol on Administration, Lyon, Grant and Green, London, 1967, p. 3. 20. Discours prononcs par M. Henri Fayol la seance solonelle de clture, Bulletin de la Socit de lIndustrie Minrale, 3rd series, XV, 1901, pp. 759-66. 21. Le Cinquantenaire de la Socit de Commentry-Fourchambault et Decazeville: rsum, Socit de lIndustrie Minrale: Comptes Rendus Mensuels, July 1908, pp. 240-2. 22. Blancpain, F., Les cahiers inedits dHenri Fayol, Bulletin de lInstitute International dAdministration Publique, Nos 28/29, 48pp. 23. Also reproduced as a supplement to Revue Management France, No. 6, June 1974. 24. Cuthbert, N., Fayol and the principles of organization, in Tillett, A., Kempner, T. and Wills, G., (Eds), Management Thinkers, Penguin, Harmondsworth, 1970, p. 109. 25. Reid, D., Gense du Fayolisme, Sociologie du Travail, No. 1-86. 26. Additional information in the Fayol Archives in the French National Archives.

27. Fayol, H., "De limportance de la fonction administrative dans le gouvernement des affaires, Bulletin de la Socit dEncouragement pour lIndustrie Nationale, JanuaryFebruary 1918. 28. Fayol, H., Lincapacite industrielle de ltat: les PTT, Revue Politique et Parlementaire, CVI, 10 March 1921, pp. 365-440. 29. Fayol, H., "La reforme administrative des PIT, Rapports et Travaux de la Semaine des Postes,Tlgraphs et Tlphones, Association Nationale dExpansion Economique, May 1923, pp. 313-21. 30. Fayol, H., Rapport Concernant lOrganisation et le Fonctionnement des Monopoles des Tabacs et des Alumettes, Annex C, submitted to the Ministre des Finances, Direction Gnrale des Manufactures de lEtat, 1925. 31. Peters, T.J. and Waterman, R.H. Jr, In Search of Excellence: Lessons from Americas BestRun Companies, Harper & Row, New York, NY, 1982. 32. A complete bibliography of Fayols writings, published speeches and interviews in the area of management and administration appears in[4]. 33. Winter, J.M., The Experience of World War I, Oxford University Press, New York, NY, 1990, p. 170. 34. Both battles were in northern France: Verdun lies some 150 miles to the East of Paris while the site of the battle of the Somme was approximately 90 miles to the North. 35. Breeze, J., Henri Fayols basic tools of administration, Proceedings of the Academy of Management, August 1981, p. 103. 36. Unless otherwise indicated, translations from the original French in this article are by the author. 37. Nothing is known of his plans for Part 4, but it could be that the third chapter of LEveil called Administration au front filled this obligation as far as he was concerned. 38. Fayol, H., Administration Industrielle et Gnrale: LEveil de lEsprit Public, Bulletin de la Socit de lIndustrie Minrale, 5th series, Vol. XII, No. 4, 1917. 39. LEveil was also published as a book by Dunod and Pinat, Paris, 1918. 40. The footnotes in this and other translated extracts from LEveil are by this author and do not appear in the original, unless explicitly stated herein. 41. Note that pagination for references to LEveil are based on the Dunod and Pinat 1918 edition. See Appendix 1 for a cross-reference between this edition and that published in the Bulletin[35]. 42. Fayol is referring to AIG here. 43. Fort documentation, see Appendix 2 notes on translation. 44. Breeze, J.D. and Miner, F.C., Henri Fayol: a new definition of adminstration, Proceedings of the Academy of Management 40th Annual Meeting, 9-13 August, 1980. 45. Brodie, M.B., Henri Fayol: Adminstration Industrielle et Gnrale a reinterpretation, Public Administration Journal of the Royal Institute of Public Administration, Vol. 40, Autumn, 1962. 46. Promised in AIG as the forthcoming parts 3 and 4. 47. Urwick, L. and Brech, E.F.L., The Making of Scientific Management: Volume 1 Thirteen Pioneers, Pitman, London, 1948, p. 95. 48. Fayol, H., Administration industrielle et gnrale: ladministration positive dans lindustrie, Technique Moderne, February 1918. 49. Vanuxem, P., Introduction thorique et pratique ltude de ladministration experimentale, Part 2 in Fayol, H., Administration Industrielle et Gnrale: LEveil de lEsprit Public, Bulletin de la Socit de lIndustrie Minrale, 5th series, Vol. XII No. 4, 1917, p. 42.

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58

50. The reference to this item in the Vance Bibliography[4] carries the title L enseignement de ladministration dans les coles techniques suprieures with a date of 3 November 1916. Closer inspection of the material reprinted in LEveil indicates that Fayols address was actually delivered on 30 March 1917 and has no specific title. 51. This is the only known reference to the Centre by this name. 52. Portions of the comments on Fayols contributions to LEveil are adapted from from[3]. 53. Passerelle, see Appendix 2. 54. Also published in the Bulletin de la Socit dEncouragement pour lIndustrie Nationale, November-December 1917. 55. Division of labour; authority; discipline; unity of direction; unity of command; subordination of individual interests to the general interest; remuneration; centralization; hierarchy; order; equity; stability of tenure; initiative; unity of effort. 56. Planning, organization, command, co-ordination and control. 57. The business plan; the underpass; time study; the organization chart; the meeting of department heads. 58. Les coles industrielles suprieures. 59. Fayol is referring to his comment on the founding of the CAS and its address and operating hours. 60. It is not completely clear whether Fayol is referring here to AIG or LEveil. 61. M. Jules Lepain, the Director of the Cercle. 62. Reprinted from Technique Moderne, February 1918. 63. Essai dune classification systmatique dcimale des points de vue envisags dans la doctrine administrative. 64. Ladministration au front. 65. Later published by Dunod as a complete monograph Pour Administer une Section. 66. Desaubliaux, R., Les origines biologiques de la fonction administrative, first published in the Comptes Rendus Mensuels des Runions de la Socit de lIndustrie Minrale , District Parisien, 1919, later as a monograph by Dunod, date unknown. 67. Levque, L., Historique des Forges de Decazeville, Bulletin de la Socit de lIndustrie Minrale, 5th series, Vol. IX, 1916, pp. 5-236. 68. Les ides de M. Fayol. 69. The actual title of this item is Science industrielle: administration industrielle et gnrale, not Expose des principes gnraux de la doctrine administrative as stated in the table of contents, and it is actually on pp. 233-48, not 223-48 as stated in the table of contents. It was published in Gnie Civil, November 1917. 70. Reprinted from France Nouvelle, Revue de lUnion Franaise, March 1918. 71. Reprinted from Journal dInformation, 1 November 1917. 72. Reprinted from France Postale, 12 January 1918. 73. Reprinted from Mercure de France, 16 March 1918, Vol. CXXVI, p. 304. (The material reprinted in LEveil may be an abridged extract, rather than the complete article.) 74. The Fayol publications also listed are[11,28,38]. 75. This book is noted as having been awarded the Socit de lIndustrie Minrales Gold Medal. See [76] for more information. 76. Breeze, J., J. Carliozs administration and organization of the commercial function, Proceedings of the Academy of Managements 42nd Annual Meeting, 1982. 77. Noted as Lessons taught at lEcole des Hautes Etudes Commerciales. See[78] for more information on the Carlioz publications. 78. Breeze, J., Harvest from the archives: the search for Fayol and Carloz, Proceedings of the Academy of Mangements 43rd Annual Meeting, 1983.

79. Taylor, F.W., The Principles of Scientific Management and Shop Management, translators not indicated, 1903 (published, 1911). 80. Hartness, J., The Human Factor in Works Management, translated by Henri Perrot and Charles de Frminville. 81. Organisation Scientifique. Principes et Applications du Systme Fr.-W Taylor, (Scientific Management, Principles and Application of the Taylor System), no author. 82. Amar, J., Le Moteur Humain et les Bases du Travail Professionel, (The Human Motor and the Scientific Basis of Professional Work), preface by Henri le Chatelier. 83. Fayol, H., Fils, Loeuvre de Henri Fayol, la doctrine administrative, Communication au Comit du Commerce, de la Banque et de lUtilit Publique la Socit du Nord, 18 March 1929. 84. Fayol is referring here to Lindustrialisation de ltat, which had been presented to the Socit at its meeting on 24 October 1918. This was supposed to have been published in the Socits Bulletin but actually appeared first in Revue Politique et Parlementaire, CVI, 10 March 1921, pp. 365-440 and also as an appendix to [25]. 85. Comptes Rendus Mensuels des Reunions de la Socit de LIndustrie Minrale, 1919, pp. 55-6. 86. Devinat, P., Scientific Management in Europe, Geneva, International Labour Office, 1927, pp. 218 (information provided by Wren, D.). 87. Personal discussion with Morris Brodie in January 1995. Appendix 1. Complete contents of Administration Industrielle et Gnrale: lEveil de lEsprit Public The complete title of the publication is Administration Industrielle et Gnrale Prvoyance Organisation Commandement Coordination Contrle Etudes Publis sous la Direction de M. Henri Fayol: lEveil de lEsprit Publique: Extrait du Bulletin de la Socit de lIndustrie Minrale (4e livraison de 1917). Figure A1 dissects and compares the paginations of the book form of lEveil as published by H. Duno et E. Pinat Paris 1918 and as previously published in the Bulletin de la Socit de lIndustrie Minrale[38, pp. 145-430]. Figure A1 also compares the pagination of the original publication (Pagination in the Bulletin) with the pagination in the Dunod and Pinat 1918 edition (Pagination in D&P). In the column headed Vance Item no., Figure A1 identifies the items by Fayol as documented in [4].
Vance Item no. Pagination in the Bulletin No page nos Pagination in D&P No page nos

Henri Fayols Centre

59

Item Front cover LEveil Title page Administration Industrielle et Gnrale LEveil de lEsprit public Inside front cover; duplicate of front cover Title page Essai dune classification systmatique dcimale des points de vue envisags dans la Doctrine Administrative Tableau de classification systmatique dcimale de la Doctrine Administrative

Author

No page nos No page nos

No page nos No page nos

No page nos

No page nos

Paul Vanuxem

No page nos

13 (note 1) (Continued)

Figure A1. Contents of Administration Industrielle et Gnrale. lEveil de lEsprit Public

JMH 1,3

Item Prface

Author H. Fayol

Vance Item no. 4A

Pagination in the Bulletin 145-152

Pagination in D&P 1-8

60

Avant=propos (Introduction thorique et pratique ltude de ladministration exprimentale) CHAPITRE 1 Conferences de M. Fayol 1o De limportance de la fonction administrative dans le gouvernement de affaires 2o Lenseignement de ladministration dans les coles techniques suprieures 3o La rforme administrative des services publics

Paul Vanuxem

153-156

9-12

H. Fayol H. Fayol and others H. Fayol

225-267

81-123

6 7

269-295 305-317

125-160 161-177

CHAPITRE II Industrialiser Introduction thorique et pratique lEtude de lAdministration exprimentale PREMIERE PARTIE: Administration exprimentale 1o La valeur administrative, facteur fondamental du rendement collectif 2o Lautonomie et la richesse du point de vue administratif 3o Les moyens dinvestigation 4o Linduction; quelques hypothses 5o Conclusion DEUXIEME PARTIE: La documentation au Centre dEtudes 1o La documentation, base de la doctrine, point dappui de laction 2o La division du travail: excution et prparation ches dexcution 3o Les ta Les documents et leur annotation La rdaction des notes Le classement 4o La ta che de prparation Table of Contents for Essai

Paul Vanuxem

153

Paul Vanuxem Paul Vanuxem Paul Vanuxem Paul Vanuxem Paul Vanuxem

157 164 170 177 185

13-19 20-25 26-32 33-40 41 (note 2)

Paul Vanuxem Paul Vanuxem Paul Vanuxem

186 189-190 191-195

42-44 45-46 47-51

Paul Vanuxem

196 223

52-78 79 (Continued)

Figure A1.

Item
CHAPITRE III Ladministration au front Avant-propos 1o POUR ADMINISTRER UNE SECTION Confrence aux aspirants par le Lieutenant R. Desaubliaux 2o LETTRE DE M. DE MIJOLLA CHAPITRE IV Etudes et articles divers 1o Compte rendu de lAssembl Gnrale de la Socit de lIndustrie Minrale 2o LES IDEES DE M. FAYOL (Extrait de la <<Revue Politique et Parlementaire>>) 3o EXPOSEE DES PRINCIPES GENERAUX DE LA DOCTRINE ADMINISTRATIVE (Extrait du <<Gnie Civil>>) 4O LA TECHNIQUE ADMINISTRATIVE DANS LINDUSTRIE (Extrait de <<LInformation>>) 5o LA REFORME DE NOTRE ADMINISTRATION (Extrait de <<La France Nouvelle>>) 6o ADMINISTRATION INDUSTRIELLE (Extrait de <<La France Postale>>) 7o LADMINISTRATION POSITIVE DANS LINDUSTRIE (Extrait de la <<Technique Moderne>>) 8o SCIENCE SOCIALE (Extrait du <<Mercure de France>> tome CXXVI, mars 1918) Table of Contents for LEveil as published by D & P Table of Contents for the Bulletin Printers name page List of other publications by H. Dunod et E. Pinat

Author

Vance Item no.

Pagination in the Bulletin

Pagination in D&P

Henri Fayols Centre

Henri Fayol

323-324

179-180

61
R. Desaubliaux Louis de Mijolla 325-348 349-356 181-204 205-212

357-360 Georges Lachapelle

213-216

361-376

217-232

Jean Dautheuil

377-420

233-248 (Note 3)

Maxime Leroy

421-426

277-282

A. Renucci

393-410

249-266

Mr. X

427-428

283-284

Henri Fayol

411-420

267-275

Henri Mazel

429-430

285-286 287-289

431-433 No page no. No page no.

No page no. No page no.

Notes: The Table of Contents identifies this table as page 13 but it is actually bound into the publication without page numbers. The conclusion is not included in the printed Table of Contents of LEssai in either version. Page 233 is erroneously noted as 223 in the printed Table of Contents of LEveil.

Figure A1.

JMH 1,3

Appendix 2. Notes on translation Administration = administration as Fayol clearly intended at this time of his presentation of his ideas (although he seems to have later extended it to more completely include the concept of what we today consider to be management). See Breeze and Miner[44] and comments by Brodie[45] and by Urwick[13, preface] Centre dEtudes Administrative = Centre for administrative studies (CAS).

62

Doctrine administrative =doctrine of administration (as in a theory based on carefully worked-out principles and taught or advocated by its adherents ( Websters New World Dictionary). A doctrine is more than just a theory, and Fayol was not writing as a theoretician, but as one who hoped through an amalgam of experience and analysis, to make a contribution to a substantive body of knowledge[45, p. 312]. Industrialiser; industrialisation = To introduce into State enterprises the procedures that favour success in industrial enterprises[28]. Administration Industrielle et Gnrale: lEveil de lEsprit Public = General and Industrial Administration: The Kindling of Public Interest. (The author had a lot of difficulty devising a suitable term for leveil de lesprit public. Leveil also means the dawn in both realistic and poetic sense, and lesprit is literally the spirit, but the dawning of the public spirit clearly leaves something to be desired! If the resulting choice fails to convey Fayols true meaning, the fault lies solely with the author.) Fort documentation = sound body of knowledge. Another tough one. Literally, sturdy (or strong) documentation but as is so often the case with French, a literal translation into English is inadequate. Urwicks phrase[13, preface] is appropriate. Passerelle = Underpass. The passerelle is Fayols choice of a word that expresses his concept of lateral communications. In AIG[11, p. 38] he illustrated the point with a diagram which resembles a stepladder seen from the side, often reproduced by commentators, showing how lateral communications between employees at the same level in the hierarchy can reduce, if not eliminate, the delays caused when communications pass up and down the two sides of the chain of command to and from the common superior. The passerelle has at least two meanings, a narrow pedestrian passageway or a gangplank and also has a metaphorical connotation of forming a link between two concepts (notes from Larousse, Dictionaire du Franais Contemporain). A familiar example of a passerelle is the underground tunnel that connects different parts of a Paris Metro station and which is also often used as a means of crossing under the wide boulevards to get to the other side in one piece. Storrs[13, p. 35] used the word gangplank in her translation while Coubrough[12, p. 28] used bridge. To those who have an idea of the use of gangplanks by pirates and privateers, this word carries an unfortunate connotation of a one-way trip into shark-infested waters. But Fayols concept of bypassing the traditional chain of command has an innate sense of passage beneath something, rather than passage over something, and therefore gangplank fails to convey his real intent. The words culvert or underpass seem more appropriate to this intent, but since a culvert is more often a tunnel which carries rainwater of effluent under a road or track, the work underpass is preferred.