Fayol and Mintzberg

Asforthe word ‘management’, there has been long debate about its meaning. For our purpose, we take the perspective of the functions that managers

Tsoukas’ perspective combined both views and therefore it would contradict itself if the two perspectives did not flatter each other and were used in the same theory. This therefore illustrates that Mintzberg’s perspective is just a further, more in depth, view of Fayol’s. It is argued that Mintzberg dealt with the directly observable practices of managers whilst Fayol dealt with the specific management functions (as cited in Lamond 2004, Tsoukas, 1994, pg.334 ) which subsequently proves that Mintzberg is going into a broader view of analysis into management whereas it can be seen that Fayol’s is a just basic view but now wrong.

Henri Fayol was an Engineer and French industrialist. He recognizes the management principles rather than personal traits. Fayol was the first to identify management as a continuous process of evaluation. Fayol developed five management functions. These functions are roles performed by all managers which includes planning, organizing, commanding, coordinating and controlling. Additionally, he recognizes fourteen principles that should guide management of organizations.

After comparing Ch.2, 3, and 4 of Mintzberg’s novel, Simply Managing with Lussier’s textbook, Management Fundamentals, as well as the material covered in class, and my own personal experiences a few connection have been brought to mind regarding each chapter. In the paragraphs below, I will explain the connections I found related to each chapter.

There is a clear chain of command each playing a part within the organisational structure and examples of the functions of Fayol’s management theories can be offered for each.

Often times there can be contradictions between maxiums or between how a maxium applies to an action. Another flaw is that this theory leaves no situational variance when judging right or wrong. These flaws make it difficult to complete a comprehensive judgement on a complex issue such as engineering in the defense industry.

His 14 universal principles of management, listed in Table 1.1, were intended to show managers how to carry out their functional duties. Fayol’s functions and principles have withstood the test of time because of their widespread applicability. In spite of years of reformulation, rewording, expansion, and revision, Fayol’s original management functions still can be found in nearly all management texts. In fact, after an extensive review of studies of managerial work, a pair of management scholars

• In real world the manager may not know the true ability of his team

Management is a very complex field. Not only must managers pay attention to what is best for the organization, but they also have to do what is best for their customers. At the same time, the manager must satisfy the need of their employees. Henri Fayol developed fourteen principles of management in 1916 that organisations are recommended to apply to order to run properly. This paper will show how some of Fayols

Henri Fayol’s theory was almost a century old and was originally written in French. Further review on several journal articles has led to an overview background of Fayol’s working life which provided the foundation that conceptualized his theory. According to Wren (2001), Fayol was appointed as the Director in a mining company, Decazeville, where he succeeded to turnaround the company to become profitable. Fayol was the first person to classify the functions of a manager’s job. Fayol (1949; as cited in Wren, 2001) identified five key functions in managerial works.as planning, organising, command, coordination and control. Planning consists of any managerial work that involves setting goals and coordinating actions to

Why is this theory correct in several ways and not in others? This can be shown exactly how the author suggested in our reading. Where personal experiences with the students led to different outcomes than the theory might predict. I too have seen these exact outcomes to this theory. One day I observed a co-worker of mine. He was the section leader of a factory production line. He

To understand the differences in management theories we need to examine each one presented by Fayol and how Follett’s approach may have differed. Fayol’s concepts were more in line with a hierarchy management

Henri Fayol was a management theorist that introduced a new way into looking how businesses operate in his work General and Industrial Management (1949). Fayol set out five functions to management; planning, organising, co-ordinating, commanding and controlling, this theory revolutionised the way in which businesses were organised; the theory and functions were widely accepted and are still widely applicable to businesses today. However in 1973, a new way of thinking about management was introduced by a Canadian, Henry Mintzberg, who believed that management falls within three broad groups; decisional, interpersonal and informational. Mintzberg’s theory has competing views with that of Fayol, which some people believe to have made Fayol’s theory redundant however Fayol’s classical theory can still be applied to management making it a relevant theory.

Henri Fayol: Henri Fayol was administrative management’s most articulate spokesperson. A French industrialist, Fayol was unknown to U.S. managers and scholars until his most important work, General and Industrial Management, was translated into English in 1930. 16 Drawing on his own managerial experience, he attempted to systematize the practice of management to provide guidance and direction to other managers. Fayol also was the first to identify the specific managerial functions of planning, organizing, leading, and controlling. He believed that these functions accurately reflect the core of the management process. Most contemporary management books still use this framework, and practicing managers agree that these

The purpose of this essay is to discuss the managerial role which involves Fayol’s four functions. The Fayol four functions are planning, leading, organizing and controlling. The essay shows whether the Fayol’s four function theory is relevant to roles of manager in reality. The essay also looks into the influence of economic and technological factors on the work of the manager. The manager that was interviewed is Mr.T and he is working as operation director in Company S. Company S is a part of manufacturing industry in Malaysia. He has been working in this industry for the past twelve years as an operating director in Company S. Company S collects waste materials like old computers, tins, glasses and computer components