The Application of Fayol’s Principles of Management in Design Studio Practices

This research article examines how Henri Fayol’s classical principles of management (planning, organising, commanding, coordinating, and controlling, along with fourteen supporting principles) manifest in contemporary design studio practices. While Fayol’s framework was developed for industrial organisations in the early 20th century, its conceptual clarity and managerial focus have made it a durable lens for analysing varied organisational forms. Using a qualitative multiple-case study of three medium-sized architecture and product-design studios, this study draws on semi-structured interviews (n = 18), participant observation (120 hours), and document analysis to explore how studio leaders interpret and adapt Fayolian principles within creative, project-based workflows. Theoretical framing combines Fayolian classical management with theories of design cognition and organisational culture, and analysis is guided by reflexive thematic analysis. Findings indicate that Fayol’s principles are present but heavily reinterpreted to protect creative autonomy; explicit application occurs most readily in planning, coordination, and control of resources, while command and rigid unity-of-command are softened through collaborative leadership; certain Fayolian principles (e.g., esprit de corps, initiative) align strongly with fostering creative climate and are purposefully cultivated; and tensions arise between efficiency-driven controls and the emergent, iterative character of design work. The article concludes with practical recommendations for studio managers aiming to balance managerial rigour with creative freedom, and it proposes an updated “Studio-Fayol” model that retains Fayol’s managerial core while embedding design-sensitive adaptations. Keywords: Fayol, design studio, management principles, creative industries, qualitative research, organisational culture, studio leadership