Hnc Management - Leadership at Work Outcome 1

"Leadership is more about change, inspiration, setting the purpose and direction, and building the enthusiasm, unity and 'staying-power' for the journey ahead. Management

Managers direct and control. Leaders motivate and inspire. Stated another way, Managers get people to do what needs to be done. Leaders get people to want to do what needs to be done (read that again if you need to; the

The theory of management has been developing since time began – in the tribal days, hunts had to be organised, in the Victorian era the construction of the railways had to be managed; and nowadays every organisation globally has to be organised. One of the first ‘schools’ of management was the Classical Theory – this focused on getting the most out of each employee following a strict structure of management – Henri Fayol is one of the most famous Classical Theorists and his quote - “to manage is to forecast and plan, to organize, to command, to co-ordinate and to control” – summarises his main points of how managers should remain in authority and carry out their jobs. Although there are also other schools of management such as the Human Relations Theory. This is a far softer approach and concentrates on each employees emotional and physical needs – it looks at them as a valuable resource to the business – not just as a means to an end.

For example, Fayol pointed that in order for managers to manage their organization more effectively; they need to implement 14th principles such as division of work, unity of command, unity of direction, stability, initiative and line of authority. Also, Fayol pointed that each manager should include in his or her style of management six functions to guide the relationship between managers and employees. These functions are known as forecasting, planning, organizing, commanding, coordinating and controlling.

Rodrigues discusses in some detail how Fayol's principles of management individually are/are not used in modern management. He doesn't necessarily hold a contention or argument as he is ultimately comparing and contrasting the world of management in US organisations from early 1900's to now. However the result of each of his discussions fall in the same favour each time, which may potentially be viewed as a bias and further as a limitation of this journal. A further limitation of this article is that it blurs the line between positive and normative

Two of the most prominent theorists who have attempted to define management are Henri Fayol and Henry Mintzberg, both of which have similar and contrasting views of management.

Throughout this essay I will be looking at the management structure Henry Fayol had discovered from his research and how it is still present today and how it has affected our perspective on how we believe managers operate. Moreover, I will analyse Fayol’s work and look at what other theorists such as Mintzberg have said concerning what effective management is. Also I will look at the Human Relations theorists and see how they play an important role in management and how they differ from the theory of classical theorists. Taking this into account I will then give my views on what I think is important to managing effectively and what I believe is true management and compromise all the information to help me conduct my

In this essay, I will analyse and compare the traditional models of Fayol and Barnard together with the more contemporary model of McGregor. The theories will be linked with my personal working experience by which I will demonstrate their relevance and role in practice. The essay will try to critically analyse and explain the differences between the three models and their applicability in today’s modern business environment. At the end, I will give my perspective of what management might mean for contemporary business organisations.

The section of business labelled as management has been a cause of debate which began centuries ago and still has no clear winner, with several theories being proposed on the basic question of ‘what is management?’. Discussions of this kind led to the creation and development of various teachings and schools of thought on the subject. One such teaching is that of the classical approach, under this approach theorists would consider management to be a topic that one could study, and be seen as a structural activity. A theorist who followed this approach was Henri Fayol, who published his ideas in the early twentieth century. At this time people believed that the activity of management revolved around key principles which could guarantee managerial success. However as time passed and people continued to study management, theorists such as Weber, Mintzberg and many others proposed the idea that management should be studied empirically by analysing what managers actually do. Therefore this essay will be analysing what theorist offers the most effective analysis of what management actually is.

Today the business community considers Fayol 's classical management theory as a relevant guide to productively managing staff. It would be safe to assume that Henri Fayol 's Principles of Management are going to be around for a long time and have an enormous impact on the lives of many people.

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

Henry Fayol has come to be recognized as the founding father of the classical management theory during the XX and XXI century. His theories, which are very famous all around the world, have been over the years the framework in the development of what is known as modern management. According to Van (2011) “Fayol gained world-wide fame for his 14 general principles of management. He distinguished six general activities for industrial enterprises: technical, commercial, financial, security, accounting and managerial. He defined five functions of management for the management component and these are still seen as relevant to organizations today”. Despite the fact that Fayol’s theories about management and administration ware born early 1900s, nowadays many directors and managers relay on such concepts to drive their organization towards success.

Henri Fayol (1841-1925), was a director of mines and French engineer. He is accepted as the father of modern operational management theory and viewed management as a profession trained and developed. He was the first person who analyzed the functions of management for the first time. Administrative management theory is another well-known classical management theory which was developed by Henri Fayol in 1961. He settled this theory on his own understanding and practice. This theory is about business management along with overall management. He made clear distinction between technical and managerial skills, and identified the functions of management, which constitute the process. And finally he developed six functions and fourteen principles of management (Mahmood & Basharat, 2012).

Modern management principals are still based upon Fayol’s functions, Mintzberg’s roles and Katz ‘s skills even though they have been around for a long time in our dynamic environment. This is evident if you firstly understand what Fayol’s functions, Minzberg’s roles and Katz’s skills actually are and you look into new management texts and businesses.

Another classical writer, Feyol, conceptualized the management process into 6 main steps: forecasting, planning, organizing, commanding, coordinating and controlling. Running a successful organization would suggest analyzing the conditions and strategic planning based on previously set goals. Fayol’s organizational model attaches importance to several rules. The working process had to be systematized by division of work so that workers are specialized. They had to be disciplined but initiative was encouraged. Equity, remuneration and stability of tenure were also important. On the other hand authority