Fayol's Functions of Management

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.

We may define management as “a process that involves planning, organizing leading (or deploying), and controlling resources in order to achieve goals” [Martin, J, 2010, pg12]. A manager must exercise influence over others using extrinsic motivation to optimise an organisations performance. There is little consensus about the term management, with many management theories outlining what is required of a manager. Theorist, Mintzberg, purposed the most suitable theory for an engineering discipline.

Introduction 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

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.

Critically, an early pioneer of this managerial structure within organisations was Henri Fayol. Fayol devised a ‘common sense’ view of the managerial responsibilities

Mary Parker Follett in the early 20th century did not receive much acclaim for her often human views and approaches to management. Follett’s theories were seen as being in contrast with the more popular scientific principles of management approach. These approaches can be seen in the writing of Fayol. His

Henri Fayol believed by targeting on managerial practices so that way he could decrease the misunderstandings and increase efficiency in organizations. He educated the managers about how to achieve their managerial duties and the practices in which they are engaged in. He created a management style that could be applied and used in all management situations. He also focused on Industrial Management, which molded modern industrial management in companies to this day. His theories are applicable and in doing so has shaped administrative management as much as the lower level

Management in business and associations is the capacity that facilitates the endeavors of individuals to achieve objectives and targets utilizing accessible assets proficiently and adequately. Management includes planning, arranging, staffing, heading or steering, and controlling an association to achieve the objective. Resourcing includes the arrangement and control of human assets, budgetary assets, innovative assets, and regular assets. Administration is additionally a scholarly teach, a social science whose target is to study social associations. Management is an ambiguous term which numerous scholars have distinctive understanding. It has turned into a critical piece of our society furthermore in our day-by-day exercises. Taking into

Journal 2 addresses two perspectives of management to evaluate the concepts of management fashion and its management recommendations. There is a logical supposition that organizations must strive to be unique in their business operations to have a fair chance of success, within competition. However the idea of management states presumes resemblance in all businesses, which calls for the profession of ‘managers’ to exist (Brunsson, 2008 pp33). This journal also recognizes the merit of Fayol’s theory in molding Management conceptualization. Furthermore recognizes the success of management recommendations listed by other theorists such as Mintzberg and Kotter, who refer to Fayol’s functions to a respected degree. However the journal does not recognize any relationship between Fayol’s functions and organizational performance. Brunsson refers to Fredrick Taylor’s ‘bottom-up’ view to address this issue. Discussing managements recommendations in terms of fashions imply; “dissatisfaction with the existing recommendations, and ambition to improve these recommendations, a

Introduction The definition of ‘management’ is controversial and subject to much debate. There have been many contradictory views on what the term ‘management’ means and accordingly how one should correctly manage an organisation. These theories have been put forward by several highly regarded management scholars over time. By taking into account

Classical Management Theory was proposed by a French industrialist named Henri Fayol. Although Fayol lived in the late nineteenth and early twentieth centuries but his work was not translated into english until the late Forties. His theory look at management from two components elements of management and principles of management. For this paper I will be discussing principles of management, how working at The Westin Kierland Resort in Scottsdale, Arizona displays principles of Fayol’s theory; as well as defining the relevant principles and explaining how my examples learned from working at The Westin represent the principles defined. I have selected three principles of management to discuss in detail: scalar chain, unity of command, and

The work of Taylor and Fayol is essentially complementary. They both realized that the problem of HR and their management at all levels is the key to business success. Both applied scientific method to this problem. Taylor worked primarily on the operative level, from the bottom of the organizational hierarchy upward. Fayol concentrated on the Managing Director (his term) and worked downward.

Henri Fayol, the first father of formal management statements, who wrote down five elements of management behaviour – planning, organising, coordinating, commanding and controlling. (Wren and Bedeian, 2009) During over 50 years, Fayol’s management functions have been challenged continuously by new developed theories in modern society, considering Fayol’s functions are “folklore”, as mentioned by Mintzberg (1990, pp 50), it is improper to building a theory from own experience, then Mintzberg outlined three main categories of management roles – information roles, interpersonal roles and decisional roles. (Mintzberg, 2010) It is claimed that Fayol’s functions have been made redundant by modern theory of Mintzberg. Debate also has been triggered on which one is more useful at current, Fayol or Mintzberg. While there is no deny that Fayol’s management function has a great significance in management organisation, this essay will argue that Fayol’s theory has not been redundant when facing more empirical theories that wrote by Mintzberg. In order to demonstrate this, it will first, examine two main arguments with evidence against Fayol’s theory, claiming the limitation of commanding and controlling in reality and problem of decision-making as well. It will then illustrate strengthens of adapting Fayol’s management function, using its successful examples.

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.

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.