Management
Management is vital for any organisations regardless of the size and the types of the organisations. In general, management is defined as “the application of planning, organizing, staffing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.” (John M. Ivancevish and Thomas N. Duening, 2007)
Fayolism
Henri Fayol, a French mining engineer and director of mines in the 1880s, came up a management idea known as Fayolism. Fayol identified managerial activities as “concerned with drawing up the broad plan of operations of the business, with assembling personnel, co-ordinating and harmonising effort and activity” (Fayol, 1949) . Fayol emphasizes the important on
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First of all, they criticise that Fayol’s theory is too formal to the extent of it can hardly be applied to informal organisations. His theory is too rigid and it will only shows its effectiveness in formal organisation structure.
Secondly, his Functional Theory too management oriented and often neglect the wellbeing of the workers. Workers often treated as a mechanical tools which their only concern is how to follow orders. Many modern management views have criticised on this point as they pin-point that workers are humans and they do require freedom to take part in decision making. It will be impossible to control workers’ movements entirely.
Other than that, modern management view too criticise that Functional Theory is only effective during the time of stable and predictable environment. In today’s chaotic environment, managers have to consider democracy as one of the management element. Managers have to be more careful on human behaviour and when necessary provides motivations and persuasion in order to get the work
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Both Mintzberg and Fayol agrees that every objectives start with planning. Fayol’s planning function is undeniable as it is common thing all managers have to do beforehand to build a successful path. Out of ten roles that Mintzberg stated, there is 5 roles which have the similar meaning with Fayol’s planning function.
Besides, in his “folklore” article, Mintzberg mentioned that every managers have to spend a huge amount of time to deal with high pressure of disturbance. (Mintzberg, 1975) For instances, most of the time mangers do not only focus on his personal paperworks but he also need to deal with unexpected phone calls and sometimes he also need to deal with subordinates who walk into his room for discussion. Hence, managers have the obligation to act as disturbance handler. However, Mintzberg’s statements sounds kind of similar to what Fayol’s control and coordination function.
Other than that, Mintzberg also cannot fully deny the existence of organising function in management. Most theorists have acknowledged the importance of organising and defined it as a crucial element when come to managing an organisation. Among the 10 roles of Mintzberg’s suggestions, Leader and Resource Allocator are the most solid evidences that Mintzberg also agreed Fayol’s organising
Henir Fayol a French industrialist defined management as consisting of five main activities, planning, organising, commanding, coordinating and controlling. Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Commanding is telling people what should be done. Coordinating involves determining the timing and sequencing of activities so that they work together properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends. Controlling is the process of monitoring performance, comparing it with goals, and correcting and significant deviations.
Murray and Dicroce (2003) suggest that management is a process that uses resources to achieve specific goals effectively; basic management functions including planning, organising, coordinating, directing and controlling. The term of manager can be appointed to the person to plan, organise, coordinate, supervise, negotiate, evaluate and use resources available in the best way possible to achieve the best service. Alternativ...
In 1916, as director of the company, Fayol wrote the book General and Industrial Management. In this book, Fayol classified the study of management into several functional areas which are still commonly used in executive training and corporate development programs. The functional areas identified by Fayol are planning, organizing, directing, coordinating, and controlling.
The four functions of management are Planning, Organizing, Leading and Controlling. Planning sets the direction a company is going, and how it will accomplish those goals. Planning involves day to day operational issues and well as forecasting the future, and creating plans to deal with uncertainty. With most businesses, planning is constantly updated and improved as necessary in order to create better processes, and
Evaluating management as process of planning, dates back to the progressive era and industrial revolution. During which both Henri Fayol, a mining engineer by trade, and Frederick Taylor, a machine-shop laborer early in his career, published their respective work on theory of management. Derived from their familiar experiences in facing the application of management, both attempted to organize and structure management to increase efficiency and productivity (Morgan, 2006). Same functions are used in most modern organizations, where management is based on those same scientific management principals. Reviewed in this essay are Fayol’s classical management theory and view on today functional unit. Also, look at classical management theory elements, cultural strengths and weaknesses.
At the very drawn of the society, management has been emerging under changing situations. And still now it has been redefining its implications throughout every sphere of our society. Management is now widely spread out mostly in business organization. In the paradigm of business, management is getting things done through and with the other people.1 (Institute in Omaha, Nebraska,)
tions and Mintzberg’s management roles instead represent different but logically connected ‘ontological layers of management’ (Lamond, 1997, p.8). Mintzberg and his colleagues have filled in the details of the practical manifestations of Fayol’s more abstract functions (Hales, 1993, p.13). What Mintzberg’s theory does is provide some of the empirical support that helps to find the link between managerial functions and managerial behaviour (Lamond, 1997, p.8). Consequently, it is of the writer’s opinion that instead of Mintzberg being more accurate in his definition of management, he has instead, built on the idea that Fayol formally proposed. This doesn’t necessarily undermine Mintzberg’s work; as Hales said, ‘if all philosophy is a set of
Due to the changes in management patterns and advancements, there are changes that could be made to the theory to make it relevant and applicable in the contemporary management. For instance, in the fourteen principles, the inclusion of staff welfare may make the theory flexible and adaptable (Thomson 2004).
Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
Management plays a significant role in how business operates. The diversity of approaches to the theoretical and practical background of management has come up with several versions of what is meant by such key words as management and organization. The academia views expressed in relation to management theories take a different role than that prescribed to managers. There has not been any concrete definition of management even though the classic definition of Henri fayol still remains in contention to be the preferred choice after eighty years. In the context of what is required I would like to elaborate on the following journals.
Management is a task of organising people and work .It is an interdisciplinary and international field that has evolved in bits and pieces over the year. Organisations are required to complete a given task according to schedule and pre-determined programme. The work and the labour has to be divided to complete the task effectively and efficiently. The people are made to
There is often great debate regarding the ‘best’ way to manage. The classical theorists, who were concerned with what managers ‘should’ do to achieve efficiency, created a list of principles of management that could, in theory, be applied to any organisation of any size/type. However, modern theorists, such as Mintzberg, often disagreed with this approach to management, saying that what managers actually do in real life is vastly different to the principles put forward by the likes of Henri Fayol. This essay will discuss whether Fayol’s classic analysis of management has been made redundant by more recent empirical studies, and will discover which ideas are more useful.
However, while the functions that Fayol regarded as the most important elements of managerial work are not what can be observed from managers’ day to day activities, Mintzberg made some problems in his method of study to find out the nature of management. Also, while Fayol failed to draw a picture of management work in reality, Mintzberg was unsuccessful in giving an idea about what managers should do to be successful and effective. To some extent, Fayol and Mintzberd did not develop competing theories but theories about different dimensions of managerial work. In terms of gaining effectiveness in management, Fayol was performed better by indicating what managers should do to rather than just responding to the pressure of their job as what Mintzberg described. Therefore, it can be concluded that Fayol’s work is superior to Mintzberg’s and the latter is of rather ineffective
The first function of management is planning. Planning is a process that managers use to identify and involve goal setting and decide the best way to achieve the goal.(Bartol 2007) Planning connect the gap between where we do, where we intend to go. It predict the possible things to happen which would not otherwise happen (MSG 2012). There are several steps to the planning process, which are determine the goals of the organisation, evaluate the current position, consider possible future conditions, identify possible alternative actions and choose the best. Planning is the criteria thinking through goals and making decision to achieve the goal of the organisation’s objective, which requires a systematic way. Also objectives focus the managers how to achieve the final result as managers have to predict anything will happen, avoid the problem and fight back to competitors. An example of planning, which is the President Canon Inc Tsuneji Uchida and lead Canon Company become the no.1 in the global business (Canon.Inc 2011). Tsuneji Uchida has to understand what is the company objective and goal. First, make decision to protect the position and the aim of canon, improve the operation more diversity. Second, he creates the new design of camera and new technology, he plan to do these things to maximise profit.
The evolution of management though the decades can be divided into two major sections. One of the sections is the classical approach. Under the classical approach efficiency and productivity became a critical concern of the managers at the turn of the 20th century. One of the approaches from the classical time period were systematic management which placed more emphasis on internal operations because managers were concerned with meeting the growth in demand brought on by the Industrial revolution. As a result managers became more concerned with physical things than towards the people therefore systematic management failed to lead to production efficiency. This became apparent to an engineer named Frederick Taylor who was the father of Scientific Management. Scientific Management was identified by four principles for which management should develop the best way to do a job, determine the optimum work pace, train people to do the job properly, and reward successful performance by using an incentive pay system. Scientifi...