Henri Fayol vs. Henry Mintzberg

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.

According to our text, Henry Mintzberg created three managerial roles. These roles include interpersonal, information, and decisions roles. The interpersonal role requires a figurehead, leader, and a liaison. Informational roles require monitor, disseminator, and a spokesperson. Or in other words, informational roles involve "collecting, receiving, and disseminating information" (Pg 11). Decision roles need an entrepreneur, disturbance handler, resource allocator, and negotiators. According to Mintzberg, decisional roles should involve thinking and doing.

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

The task: Henri Fayol presented his analysis of the management function in 1916 and it has largely been

A professional workplace is an environment that produces numerous challenging situations and if not handled correctly, could create a very unproductive organization. A well-qualified employee is selected to be responsible for controlling all or part of a company, including difficult situations that arise between co-workers. The term given to this worker is a manager; their main task in the organization is to get things done through the efforts of other people. This may sound like a rather simple task, but it is very deep and layered with different difficulties. Henry Mintzberg, an internationally renowned author on business and management, broke down the tasks a manager faces into ten different interrelated roles. According to Mintzberg’s managerial roles, there are three categories that break up the ten roles a manager performs: Interpersonal, Informational, and Decisional. Interpersonal encompasses figurehead, leader, and liaison. Informational includes monitor, disseminator, and spokesperson. Finally, Decisional covers entrepreneur, disturbance handler, resource allocator, and negotiator. It is clear that being a manager is a demanding job and it is not for the easily overwhelmed individual.

Schermerhorn (2015) found based on Fayol’s findings that managers of different levels are given the task of carrying out management functions such as planning, organising, leading and controlling.Cunningham (1979) believed that this was the perception a manager had regarding his job and that the effectiveness of a manager inculcating this in his work is the

The two have been compared and contrasted above throughout and from that we can deduce they exclude the concept of the external environment effecting an organisation, which is not the case. This is why there is no one theorist with the complete solution to success in an organisation, but both of these men have hugely affected the work place for everyone since their work has been recognised. They agree upon the importance of the division of labour, the idea of a hierarchy and rules within an organisation. In contrast to this they handle such matters as equity and impersonality, which are similar concepts, very differently as stated. Fayol was more personal than Weber; he embraced team work and initiative in employees. These points I have brought up show a clear comparison yet slight contrast between the theorists, and I have shown this throughout as to how they have contributed in the field of

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

There are four functions of management: planning, organizing, leading and controlling. The four basic principles of management found in all businesses and corporations. Management is a process designed to achieve an organization's objectives by using its resources effectively and efficiently in a changing environment.

Since Fayol left his general manager office, separated management from business operation and studied it, management has become an independent subject. A number of academics and entrepreneurs are desirous to find what management is and how to be a successful manager. Therefore, through varied approaches, many different views about management has been appearing such as Fayol’s function theory (1949) which based on his owe managing experience and Mintzberg’s 10 roles theory (1973) which came from observing five chief-executive officers. Furthermore, Mintzberg regarded Fayol’s theory as “folklore”. It seems that Fayol’s theory has been made redundant by Mintzberg’s study. The purpose of this paper, however, is to present that

The paper will explore different theories of Management, include Henri Fayol and Henry Mintzberg. This section of this paper provides an overview of functions, roles and skills required of a manager. What is Management? Management can define as the process of reaching organisational goals by working with and through people and other organisational resources. (Management Innovation, 2008).

Early management theories adopted by such proponents as Henri Fayol, Mary Parker Follett and Max Weber are relevant in todays’ world. In this essay I am going to discuss about all three theorists and how their theories are still relevant for managers in the 21st century in meeting the challenges. In the classical approach to management there are three branches under it. They are, scientific management, administrative principles and bureaucratic organisation. Henry Fayol and Mary Parker Follett developed theories for administrative principles and Max Weber developed a theory for bureaucratic organisation (Schermerhorn et al. 2014, p.36). First we will be going through Henri Fayol and then Mary Parker Follett as they both made theories

By the time Henri Fayol had finished his theory, General Industrial Management, in 1916, which was based on his reminiscence as a successful turnaround of a major mining company from depths of failure; he set out to illustrate management as being a separate entity to other jobs within an organisation as he would say although “technical” and “commercial” “function” were “clearly defined”, “administrative” education was lacking. In his theory he introduced his five duties a manager had to follow to be called effective: plan, organise coordinate, command, and control and added to this fourteen principles he felt managers should use as reference to conduct the five duties. However Fayol was very much an idealist his theory was based on what a complete manager should be like and gave the view of managers taking control from behind a desk, yet critics, most influential being the academic Henry Mintzberg, who released his work in 1973, were more realists and saw a manager life as chaotic, involved and interactive, arguing what Fayol was portraying is not possible, and outdated.

Based on the research interview, Jacobs is also using Mintzberg’s management roles within 3 categories:

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