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Reading Fayol′s Administration Industrielle et Générale entails more than an examination of the text′s apparent meaning and utility to managers today. A text like Fayol′s Administration never comes to us in pristine form. Our reading of it today is shaped both by the author Fayol′s management of the data – his experiences – and by the many subsequent readings of the text which necessarily influence how Administration is read today. Examines briefly Fayol′s decision not to mention in print a long history of conflict with the board of directors of his firm Comambault which was crucial in helping him formulate his ideas. Discusses the reception of Administration in France and the USA and how readings of the text have helped delineate communities of management theorists.

This chapter addresses the “Taylorism–Fayolism–Weberism (TFW) virus,” a metaphor developed to highlight how organizational features recommended by each of these three management theorists produce dysfunctions that create unintended hidden costs that adversely impact organizations and their employees. The virus leads to an ideology where cost cutting is seen as the best means to improve an organization’s performance. We explore the problematic features of the TFW virus: hyperspecialization, separation of work design from work execution, and depersonalized job descriptions designed for workers who are falsely assumed to be lazy. We then address how these organizational features are related to micro dysfunctions and hidden costs (e.g., poor work organization) that accumulate into macro-level dysfunctions and costs that form the features of the risk society envisioned by Ullrich Beck (1992). These dysfunctions collectively threaten human and planetary existence. Next, we describe how the socioeconomic approach to management (SEAM) can address the TFW virus in ways that manage and remediate micro, macro, and planetary risks that emerge from a globalized enterprise. We conclude by offering a hopeful agenda for research on how to use SEAM to more effectively manage the emerging micro and macro dysfunctions and impacts of the world risk society.

Draws extensively on the unpublished papers of Henri Fayol to show how his experiences as an engineer, director and CEO for Commentry Fourchambault provided the basis for the ideas presented in his classic Administration Industrielle et Générale (1916). Emphasizes Fayol′s experiences managing coal miners; his direction of a firm facing crisis owing to depletion of its primary assets (coal and ore deposits); and his struggle to assert the primacy of the CEO in dealings with the company board of directors.

In this chapter we develop sustainability implications of the Savall, Zardet, Bonett, and colleagues’ approach, known worldwide as socioeconomic approach to management (SEAM). SEAM can be used as a way of doing management and organizational inquiry into the ecological sustainability of practices with planetary boundaries. We conclude that a socially responsible approach to management needs to consider the hidden costs to an enterprise if it is not being sustainable to planetary resource limits.

This chapter relates quantum storytelling consulting (QSC) to ensemble leadership theory (ELT) by Rosile, Boje, & Claw (2016). What kinds of leadership does it take to attend to the forecaring in advance of the future and how does this relate to quantum storytelling? In a music ensemble, no one musician is the star: they are equal, all are the stars of the show, emerging as stars and then taking a supporting role in cyclic rotation. ELT is important to the world ecology because it is a together-we-are-all-leaders approach. Rather than restricting leadership to one or a few people, the ensemble of many networks of leadership is important. I will contrast ELT with more familiar models of leadership: dispersed, distributed, and relational that restrict leadership to a few. One primary difference is that ELT includes both community and ecology and it is rooted in Indigenous Ways of Knowing (IWOK) that extend from the ancient Southwest US and Mexico. My contribution here is to recognize that ELT is rooted in the rhizomatic fractal, whereas the other models of leadership discussed here (dispersed, distributed, and relational) have been linear-, cyclic-, or spiral-fractal waves. A fractal is defined as recurring self-sameness patterns across scalabilities. I will look to Deleuzian rhizomatic-fractals, which ELT purports to be and make an observation: ELT revived and reinvented in late modern capitalism, must be a correlate with the dominant hierarchic kinds of leadership of here and now, which is this world situation we are now in. Does not each revolution (steam, diesel/gas combustion, cyber-information, and liquid modernity) actually create anew the enslavement of human beings in hierarchic forms of leadership? At the end of this chapter, ensemble leadership will be related to whole-world ecological health.

This chapter presents a case study involving a socio-economic Organizational Development (OD) project carried out in a European subsidiary of a large multinational corporation traded on the New York Stock Exchange. This research case study, one of the 1,854 socio-economic interventions undertaken by the ISEOR research center, was chosen for its good illustration of the OD engineering process. It connects the dots between OD and financial performance, between immediate results and the creation of potential. We look at some of the tools and methods, such as overhauling loss and profit accounts and balance sheets with an eye on socio-economic balance, to illustrate socioeconomic tools at work and how they help enhance compatibility between the objectives of all stakeholders, including shareholders. With this case study, we also set out to provide food for thought on the contribution of socio-economic OD to the construction of socially responsible capitalism (Savall et al., 2015).

The aim is to identify Henri Fayol's motivations as an accomplished business manager to publish his management theory at the age of 75.

The authors retrace Henri Fayol's private life using primary sources from various French public archives including civil registry records, military and diplomatic archives, schooling records, publications from learned associations and inheritance declarations. They then use a psychological theory, namely equity theory, to interpret this new information about Fayol's private life and construct an explanation of his efforts to theorise his management experience.

Henri Fayol's schooling and his father's military career respectively influenced his perception of mathematics teaching in management training and the functioning of the army. His motivation to found a science of management was not financial but instead most probably a response to the obstacles his father encountered during his career.

It is rarely known what motivates a manager to collaborate with specialists in management science. This research into Henri Fayol's motivations can be replicated for other managers.

The paper dentifies one major practical implication for managers who wish to contribute to management theory as Fayol did. Before they begin such an undertaking, it is important for them to reflect upon their motivations. Their motivations as managers, based on financial and business success are insufficient. Deeper motivations are needed, that are anchored in their own personal history to drive the considerable intellectual investment that is necessary for them to be successful contributors.

The results encourage managers to contribute to building and improving management science. They can theorize their experiences in dealing with the management of contemporary issues such as sustainable development and social responsibility. They must do so as Fayol did: using scientific method and strongly motivated by personal beliefs.

The research question is original: “What motivated Fayol to build his management doctrine?”. Scholars rarely ask why individuals decide to build and organize knowledge. This question is relevant for managers today as they too can bring original contributions to management thought. The paper reports previously unpublished details about Fayol's life to answer the research question, and in doing so completes and corrects the works of Sasaki Tsuneo and Henri Verney.

Critical management studies (CMS), as an unorthodox management perspective, has become more and more accepted in Western business schools. The purpose of this paper is to problematize its circulation area and interrogate to what extent CMS has penetrated Turkish academia.

The paper reviews papers presented and published in The National Management/Organization Conference which has been held annually for the last 19 years. In addition, the paper examines the management programs of the top 20 Turkish universities' business schools, in terms of whether their curricula include any critical content.

It is suggested that CMS has not found resonance in Turkey. This case is argued on a set of dynamics as follows: the Americanization process in knowledge producing, economic integration into American vision, late industrialization, bureaucratic political tradition, statism, and some cultural characteristics.

Studies employing critical management arguments and those on the dissemination of critical theory in Turkey seem to be quite silent. This paper questions CMS's place in Turkish management literature, explains the dynamics of its (under)development, and suggests ways in which CMS could be become more attractive in this part of the world.

Traces seven generations of Henri Fayol′s family through family records and public documents found in France. These previously unpublished records document the financial situation of the Fayol family, further details of Fayol′s career, and other information concerning his descendants. For many years the Fayol family members and their in‐laws had close ties with Commentry‐Fourchambault and Decazeville. Suggests the circumstances which led to the estrangement of Henri Fayol from his only son, as well as the role the Fayols played in the international management movement.