Fayol 's Five Processes Of Management

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

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)

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."

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.

Schermerhorn (2015) found based on Fayol’s findings that managers of different levels are given the task of carrying out management functions such as planning, organising, leading and controlling.Cunningham (1979) believed that this was the perception a manager had regarding his job and that the effectiveness of a manager inculcating this in his work is the

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

A limitation of this article may be the large focus of similarities between studies, paying rare attention to the differences between Fayol and the given management theorist. Future studies on this issue should be undertaken in an argumentative manner, given equivalent attention to both aspects of the argument. Indeed; this article supports the conclusions of similar studies (e.g. Rodrigues, 2001. Archer, 1990. Fells, 2000) that Fayol's theory is relevant today, and that his 5 management functions are evident in all organisations (Hales 1986). Another shared conclusion between journals is that Fayol's work sets the foundations of management practise and theory today. Even though Mintzberg (1973) argues differently, his theory “tends to

According the Fayol theory, there are five primary roles of a manager. The five roles of a manager put forward by Henri Fayol may not fully express the managerial difficulties faced on a daily basis by managers. And as such Fayol Proposed roles focuses very little on informal relationships between managers and employee and doesn’t really focus on the maintenance and development of a motivated workforce. (Businessmate.org, 2015) The five main roles as discussed previously are planning, organising, commanding, co-ordinating and controlling. These five functions are customary throughout all organization including Engineering. In order to attain organization success, the above functions are necessary and effective managers understand how to conglomerate them.

Management is the process of ensuring that an organisation or company is able to operate in both the immediate and near future. Managers are charged with making decisions that will impact an organisation on every level. Therefore, it is very important for an organisation to know the functions of management. Henri Fayol was the first father of management, he was the first person try to work out the job of the managers and he identified five functions of management that an organisation should develop. However, an argument has been established that Fayol’s theory has been redundant by Mintzberg’s theory. The aim of this essay is to discuss and anaylse the different perspective of Fayol and Mintzberg’s theory.

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.

The ability and means by which an organisation is run, requires for strong managerial expertise and leadership. The ability to realistically plan, organise resources effectively and efficiently, co-ordinate and control resources in this every changing, complex, dynamic environment is at the forefront of quality managerial practices. Good management has demonstrated itself more important than ever, with the peak Global Financial crisis in 2008/2009 proving that the historical theory’s and innovations in managerial practices are absolutely paramount to thriving economic prosperity. It is through the functions, approaches included in the literature of Henri Fayol’s 1949 English translated General and Industrial Management, Henry Mintzberg’s

All managers plan, organize, lead and control, however, how they do these activities and how often they do them may vary according to their level in the organization, whether the organization is profit or not-for-profit and the size of the organization. There is a variety of approaches to describing what managers do (Kotter, 2008). The textbook centers around three approaches: functions, roles and skills/competencies.

MANAGERIAL ROLES APPROACH AND THE PROMINENT STUDY OF HENRY MINTZBERG AND SOME EMPIRICAL STUDIES UPON THE PRINCIPALS WORK