Management: Fayol vs Mintzberg

2042 Words Jun 20th, 2018 9 Pages
Critically discuss the extent to which Fayol's classical analysis of the management function has largely been made redundant by the more recent empirical studies of what managers actually do, such as that favoured by Mintzberg.

Introduction
Henri Fayol, at the age of 19, began working as engineer at a large mining company in France which eventually led to him becoming a director. Through the years that led on to this Fayol then developed his 14 principles of management which he considered to be the most important. According to Fayol, these principles indicate how managers should organise and interact with their peers. Fayol’s analysis is considered to be one of the earliest theories of management that has been created and therefore
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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.
The functions of Fayol and the roles of Mintzberg have been considered and the links between these two have been pointed out. Through broader reconciliation of Fayol and Mintzberg’s perspectives, Fells indicates that Fayol’s view is supported and reinforced by the contemporary models of management, such as Mintzberg, Taylor etc. (Fells, 2000 pg.347)
When related to Mintzberg, there are many similarities between his and Fayol’s views. Planning, one of Fayol’s functions can be related to Mintzberg’s manager roles leader, liaison, entrepreneur and so on (Lamond, 2004, pg.351) and this occurs throughout all five of his roles. The consistent similarities between both the functions and roles of management allow us to recognise that both perspectives must be related in some way.
For that reason, this results in support of my previous
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