According to Henri Fayol, to Manage Is to Forecast and Plan, to Organize, to Command, to Co-Ordinate and to Control.

Asforthe word ‘management’, there has been long debate about its meaning. For our purpose, we take the perspective of the functions that managers

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.

Henri Fayol was a French mining engineer who graduated at the age of 19. He worked for the same company “Commentry-Fourchambault”

After comparing Ch.2, 3, and 4 of Mintzberg’s novel, Simply Managing with Lussier’s textbook, Management Fundamentals, as well as the material covered in class, and my own personal experiences a few connection have been brought to mind regarding each chapter. In the paragraphs below, I will explain the connections I found related to each chapter.

According to our text, Henry Mintzberg created three managerial roles. These roles include interpersonal, information, and decisions roles. The interpersonal role requires a figurehead, leader, and a liaison. Informational roles require monitor, disseminator, and a spokesperson. Or in other words, informational roles involve "collecting, receiving, and disseminating information" (Pg 11). Decision roles need an entrepreneur, disturbance handler, resource allocator, and negotiators. According to Mintzberg, decisional roles should involve thinking and doing.

Robbins (2001) wrote, "Mintzberg (1973) concluded that managers perform 10 different, highly interrelated roles, or sets of behaviors attributable to their jobs. These 10 roles are primarily concerned with interpersonal relationships, the transfer of information, and decision-making."

three to fifteen minutes of uninterrupted working time in a day, and they spend at least an hour a

This paper will start off by comparing, and contrasting the role of the manager and a

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

After reviewing the University of Phoenix's MBA Overview video, the roles of a manager within the functional areas of business are marketing, operations management, finance and human resource management. In addition, other roles listed, were lawyer, strategic planner, accountant, economist and leader (UoP, 2013). Each of these roles work hand in hand together so an organization can function effectively and efficiently. Managers in these functional roles need to make decisions that will not affect other department manager's tasks without putting the company in jeopardy of declining sales, declining customer base, and declining profits.

In contrast to Fayol he found that managers actually spend “very little time on solitary tasks”

Consequently, they would leave for home. This supports the idea the working day ‘lengthens or contracts according to the task’ i.e. their working day was determined by ‘task time’. In stark contrast, modern day era has a typical fixed working day of 9:00am to 5:00pm.A further reinforcement of the emphasis on ‘clock time’ is legislation such as maximum working hours which impose the number of hours an employee can work for in a week. This demonstrates rather than ‘task time’ for which the working day would revolve around the task, ‘clock time’ has emerged, which ultimately means (obviously differing in each workplace) tasks are based upon the clock!

The Cleghorn Professor of Management Studies at McGill University, Henry Mintzberg revolutionized our understanding of what managers do in his landmark book “The Nature of Managerial Work” published in 1973.Known as the guru of bottom-up management, Mintzberg broke with convention by actually going inside companies to witness the business of business. Revealing how strategy is really formulated, he shows here that successful strategy is rarely, if ever, born in solitary contemplation; rather, the elements usually come together in the heat of battle. In addition, Mintzberg identifies the keys to outstanding management. He begins by describing the good manager who successfully combines interpersonal (1, 2, 3), informational (4, 5, 6), and decision-making roles (7, 8, 9, 10).Each role defined as an organized collection of behaviors belonging to an identifiable function or position.

The paper will explore different theories of Management, include Henri Fayol and Henry Mintzberg. This section of this paper provides an overview of functions, roles and skills required of a manager. What is Management? Management can define as the process of reaching organisational goals by working with and through people and other organisational resources. (Management Innovation, 2008).

Mintzberg’s roles include three categories containing ten roles. The categories are interpersonal, informational, and decisional. Interpersonal roles include figurehead, leader, and liaison. A leader must display confidence making those around them confident that the job is done correctly. They must