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Research about managerial role
Classical theory of management
Analysis of functions of management
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This essay explores the work of a modern manager and further analyses it to understand its relevance with Fayol’s managerial functions. The significance of the economic and technological conditions in the organisation’s general environment upon his work is also subsequently discussed. On top of that, a comprehensive evaluation and comparison between various school of thoughts on the discussed topics will also be presented, fully supported with evidence.A manager is defined as someone who coordinates and overlooks the work of other people so that organisational goals can be accomplished (Robbins, Bergman, Stagg, and Coulter ,2012). Due to the consistently evolving nature of the economy, a clear guideline for a manager’s work ceases to exist. Each manager performs different tasks according to their work. Nevertheless, modern management practice generally revolves around the paradigm of Henry Fayol’s key managerial functions of planning, organizing, leading and controlling despite experiencing various trajectories throughout the years. This notion is supported by Carroll and Gillen (1987), who affirmed that classical functions still represent the most useful way of conceptualizing the manager’s job.
Mr. A, who was the manager interviewed, is a top level manager . He currently holds the position of Managing Director in Company ABC, which is a medium-sized organisation in the fasteners retail industry. Company ABC is a well-known supplier of fasteners and hardware to automotive, construction and manufacturing industries. According to Robbins., et al.(2012), top managers are responsible for making organisation-wide decisions and establishing various goals and plans that affect the whole organisation. Indeed ,as the Managing...
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...ez-Mejia, J.E. McCann & R.C. Page. The Structure of managerial behaviours and rewards, Industrial Relations. Vol. 24, No. 1, 1985,147-154.doi: 10.1111/j.1468-232X.1985.tb00986.x
Peterson, O. T., & Van Fleet, D. D. (2004). The ongoing legacy of R.L. Katz: An updated typology of management skills, Management Decision, 42(10), 1297 – 1308. doi: 10.1108/00251740410568980
Robbins, S., Bergman, R., Stagg, I., & Coulter, M. (2012). Management (6th ed.). Frenchs Forest, Australia: Pearson Australia.
T.A. Mahoney,T.H. Jerdee and S.J. Carroll.(1965) The job(s) of management.Industrial Relations, Vol. 4, No. 2,1965, 97-110. doi: 10.1111/j.1468-232X.1965.tb00922.x
Tengblad, S.(2006). Is there a 'New Managerial Work'? A Comparison with Henry Mintzberg's Classic Study 30 Years Later. Journal of Management Studies, 43(7), 1437-1461. doi: 10.1111/j.1467-6486.2006.00651.x
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.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Rodrigues, C. (2001), “Fayol’s 14 Principles of Management then and now: a framework for managing today’s organisations effectively”, Monclair State University, New Jersey.
Jones, G. R., & George, J. M. (2011). Contemporary management. (7 ed.). New York, NY: McGraw-Hill.
Bartol, K., Tein, M., Matthews, G., Sharma, B. (2008), Management: a pacific-rim focus, 5th edition, McGraw-Hill, Australia
It is disputable that management is a vital part for businesses to be successful. A sensible manager can lead his firm to operate in a proper way. Nonetheless, the field of management has not really solved the fundamental question for around half a century, ‘What does a manager actually do?’ In order to administer a company, Fayol (1949) holds the view that management should interact with subordinates in five basic elements. They are planning, organising, commanding, coordinating and controlling. Although these five words have dominated management vocabulary after Fayol presented them, there are still many people argue his perspective over this century. In this essay, I will discuss Fayol’s viewpoint critically through an analysis of his and others sight on management, outline the rationale behind Fayol’s argument and demonstrate further perspective on management.
Robbins, S.P., DeCenzo, D.A., & Coulter, M. (2013). Fundamentals of management (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Gosling, J. and H. Mintzberg (2003). "The Five Minds of a Manager." Harvard Business Review (November 2003): 1-10.
Bateman, T.S., & Snell, S.A. (2011).Management: Leading and collaborating in a competitive world (9thed). New York, NY: McGraw-Hill Irwin.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Henri Mintzberg considers the image of management which was developed from the work of Henry Fayol as one of folklore rather than fact. However, it could be argued that the image portrayed by Fayol is superior to that of Mintzberg, and the latter’s description is of rather ineffective management! Who do think is right?
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Miles, R. (1975) Theories of Management: Implications for Organisational Behaviour and Development. McGraw-Hill, New York.
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
Henry Mintzberg was baffled by the nature of managerial work from a young age. He was always curious on what constitutes managerial work because of his parents’ managerial positions in their field of work. For this reason he conducted a research through close observation of twenty-nine managers from different lines of work before publishing his book ‘Nature of Managerial Work.’ In his book he first starts by defining that a manager is ‘a person in charge of an organisation or one of its subunits” (Mintzberg, 1989, p.15). He also disagreed with the view that the four function of management which are , planning, leading, organizing and