Fayol vs Taylor

The direct answer is B: top and general management level. Fayol developed principles for administration of the whole organisation, so they are especially useful to managers who plan, organise, direct, coordinate, and control at higher or general levels. Option A, only machine-operation level, is wrong because that narrow shop-floor focus is closer to Taylor’s scientific management. Option B is correct because Fayol’s principles apply broadly to managers and organisations, particularly general and top management. Option C, only customer-service level, is too narrow; Fayol’s principles are not limited to one department. Option D, only raw-material level, is also too narrow and does not describe administrative management. Fayol’s principles may be applied at other levels too, but examinations commonly contrast them with Taylor’s focus on the operating level. Memory cue: Fayol looks at the whole organisation and higher management; Taylor looks closely at tasks and workers.

Harmony not discord stresses cooperative relations between management and workers. In exams link harmony with Taylor.

Fayol gave principles from top management experience. In exams link Fayol's background with administrator.

Taylor measured and analysed work from an engineering viewpoint. In exams remember Taylor as engineer and work measurement.

Fair remuneration considers interests of both employee and employer. In exams link remuneration with fair payment.

This principle places organisational interest above individual interest. In exams link general interest with organisation goal.

Standardisation makes it easier to maintain uniform method and consistent quality. In exams link consistent quality with standardisation.

Fayol's principles provide broad and general administrative guidance. In exams link universality with Fayol.

Science not rule of thumb is Taylor's principle and unity of command is Fayol's principle. In exams match the names carefully.

Order clarifies the proper place of people and materials. In exams link order with right place.

Taylor stressed systematic training along with scientific selection. In exams link training with scientific management.

Discipline is strengthened by clear agreements and good supervision. In exams link discipline with rules plus supervision.

Taylor considered planning an important function of management. In exams link planning function with Taylor.

Taylor improved work methods through measurement and study. In exams link technical work method with Taylor.

Fayol began from top management and administrative level. In exams link top down approach with Fayol.

Taylor began improvement from shop floor and worker tasks. In exams link bottom up approach with Taylor.

Fayol wants one line of command while Taylor gives specialist supervision. In exams this comparison is very important.

Taylor stressed maximum prosperity of both employer and employees. In exams link mutual prosperity with Taylor.

Fayol is related to broad administration and Taylor to scientific work measurement. In exams remember broad administration versus scientific measurement.

Scalar chain shows a clear line of authority and communication. In exams link unclear authority with scalar chain.

Taylor stressed scientific observation and analysis instead of traditional habits. In exams link old method replacement with scientific analysis.

This principle places organisational goal above personal benefit. In exams link organisational goal with general interest.

Fixing time and method for a machine task is more related to Taylor's scientific techniques. In exams link shop floor method with Taylor.

The correct answer is A because Henri Fayol formulated fourteen general principles of management, including division of work, authority and responsibility, discipline, unity of command, unity of direction, equity, initiative, and esprit de corps. These principles describe broad administrative guidance applicable across organisations. Frederick Winslow Taylor, in contrast, developed scientific management, focusing on scientific study of work, standardisation, functional foremanship, differential piece-rate wages, and cooperation between workers and management. Mayo is associated with human-relations studies, while Gantt is known for the Gantt chart and related incentive ideas. Therefore, attributing the fourteen principles to Taylor confuses two different classical approaches.