...In this essay, the author will compare and contrast two essays; article one considers, Fayol’s and Mintzberg’s theories, and article two which considers Fayol’s and Taylor’s theories. This essay will also explain the author’s view on Fayol’s, Mintzberg’s and Taylor’s theories. Classical management theory is a school of management thought in which theorists delved into how to find the best possible way for workers to perform their tasks. The purpose of the first article is to prove that Fayol’s function of theories is still relevant today but Mintzberg’s theory is better because there are more details for the managers in how to do the managers tasks. The purpose of the second article is to argued that management fashions are a consequence of Henri Fayol’s idea of general management and the general acceptance of this theory. It is suggested that different ideas of management proposed by Frederick Taylor, also work. In the second article the author also trying to prove that Fayol’s theory and Taylor’s theory are useful and can be used together. The key points of the first article are; that several studies that the author observed show that manager use PLOC in their real-life work. PLOC stands for Planning, Organising, Leading, and Controlling. Organisations are also successful when the managers are applying the PLOC in their work. In this article, it shows that Mintzberg criticizes Fayol’s theory, but then MIntzberg’s theory has been criticized by other authors because his roles...
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...Compare and contrast the traditional roles of managers presented by Fayol’s early writings with more contemporary research of Stewart and Mintzberg. Introduction The roles of managers cannot be easily described as some people, such as Fayol, Stewart and Mintzberg, all have different interpretations of the phrase. Mullins (2005) said that the role of managers where that they are “essentially an integrating activity which permeates every facet of the operations of an organisation”. This essay is going to compare and contrast the interpretations of roles of managers as they are all different. There are two types of views, the traditional approach of the 19th and 20th century, and the systems approach from the 1960’s onwards. Fayol had a traditional approach to the roles of managers where as Stewart and Mintzberg had more of a systems approach. Comparisons Fayol’s approach is quite similar to Mintzberg’s way of classifying manager’s jobs. Fayol’s suggested that there were 5 main roles of managers, these being planning, organising, commanding, coordinating and controlling. Mintzberg suggests that managers have quite similar roles as they have to be able to be a leader and communicate well. These are the two main roles of any manager as they need to be able to a good leader. If they have good leadership skills then they will get the trust from employees and the job will get done effectively. If you were to have a very weak leader then they would not have the authority to get anything...
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...Compare and contrast the traditional roles of managers presented by Fayol’s early writings with more contemporary research of Stewart and Mintzberg. Support your answers with examples. Introduction The roles of managers cannot be easily described as some people, such as Fayol, Stewart and Mintzberg, all have different interpretations of the phrase. Mullins (2005) said that the role of managers where that they are “essentially an integrating activity which permeates every facet of the operations of an organisation”. This essay is going to compare and contrast the interpretations of roles of managers as they are all different. There are two types of views, the traditional approach of the 19th and 20th century, and the systems approach from the 1960’s onwards. Fayol had a traditional approach to the roles of managers where as Stewart and Mintzberg had more of a systems approach. Comparisons Fayol’s approach is quite similar to Mintzberg’s way of classifying manager’s jobs. Fayol’s suggested that there were 5 main roles of managers, these being planning, organising, commanding, coordinating and controlling. Mintzberg suggests that managers have quite similar roles as they have to be able to be a leader and communicate well. These are the two main roles of any manager as they need to be able to a good leader. If they have good leadership skills then they will get the trust from employees and the job will get done effectively. If you were to have a very weak leader...
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...the image portrayed by Fayol is superior to that of Mintzberg, and the latter’s description is of rather ineffective management! Who do you think is right? Fayol or Mintzberg – Who is right? By Henry Amm Introduction With his work General and Industrial Management (1949, in French 1916) Henri Fayol was a pioneer on the field of management theory. (Pryor & Taneja, 2010) Many more were to follow, some supporting Fayol’s thoughts and some, i.e. Henry Mintzberg in The Nature of Managerial Work (1973) saying that Fayol’s views are not holding true today. This essay will take a closer look at strengths and weaknesses of both Fayol and Mintzberg and conclude that Fayol’s work still is not only relevant to our contemporary understanding of management but also superior to Mintzberg in terms of its conceptualization and applicability to modern organizations. Description of Fayol’s work According to Fayol (1949) all industrial organisations consist of six different groups of activities: technical, commercial, financial, security, accounting and management. As he was a manager himself, or in other words an administrator, he devoted his work to the latter activity, management. Fayol identified five key functions or “elements” of managerial work, which is regarded as the classical theory and often referred to as the “management process” (Dessler, 1985, p. 4): (1) Planning and forecasting: examining the future and laying out the actions to be taken (2) Organising: laying out lines...
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...Peter Port, Guernsey Keywords Management, Model, Planning, Organizing, Co-ordination Abstract Planning, organising, co-ordinating, commanding and controlling ± these are the elements of management according to Henri Fayol. Less known, but no less important, are Fayol's principles of management. Fayol was born in 1841 and died in 1925. His Administration Industrielle et Generale was published in French in 1916 but was not translated into English until   1929. Fayol's work is often quickly rejected either because of its age or because it is believed to have been superseded by observational findings. However, Fayol's work was based on observation. This paper considers some contemporary models of management (Hales, Kotter, Mintzberg) and argues that Fayol's elements of management are not refuted but are rather reinforced by more recent findings. The paper concludes that Fayol's work stands the test of time. The five elements of management and 14 principles of management are briefly presented. Michael J. Fells Fayol stands the test of time 345 Introduction Henri Fayol was born in 1841 and died in 1925. After 30 years of an eminently successful career as a practitioner, Fayol devoted the remainder of his life, from 1918 to 1925, to promoting his theory of administration (Fayol, 1949). Fayol was perhaps the first to note the need for management education (Brodie, 1967). His Administration Industrielle et Generale was published in   French in 1916. No English translation...
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...portrayed in contemporary texts invariably emerges as a caricature of a much more insightful, complex, visionary and rounded management thinker. This study re-examines Fayol’s personal and career history, as well as the arguments presented in his original work, General and Industrial Management. It finds that he was a much more complex and multidimensional figure than his conventional stereotype today, and that his management theories embraced a wider spectrum of approaches and concepts than traditionally identified with the classical management school of thought. In marked contrast to his traditional portrayal, this study uncovers traces of ideas and concepts that anticipated aspects of the human relations movement, systems-based contingency theory, the movement towards greater employee involvement in decision-making and elements of knowledge management. Henri Fayol, the French industrialist and management thinker of the early twentieth century, has long been acknowledged as a founding father of the classical management school of thought. Throughout the twentieth century to the present day, his ideas have been acknowledged and critiqued by management text authors and teachers to several generations of managers in business and government. Most contemporary management writers refer to Fayol’s...
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...following 14 principles as the general principles management: Fayol’s 14 principles derive from the circumstance that Fayol felt that management was not well defined. In his striving to change this circumstance he suggested “some generalized teaching of management” to be a main part of every curriculum at places of higher education and even beginning in “primary schools” . Fayol’s dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles. Discussion is what Fayol had in mind, when he presented his 14 principles . In Fayol’s own words: “Are they [the principles] to have a place in the management code which is to be built up? General discussion will show”. In the following I will discuss each of his principles under the aspect of a comparison with examples, historic or modern, and in relation to other theoreticians of management, in order to examine how Fayol’s principles hold up as “management code” today. Principle 1: Division of work The idea of division of work, or as Adam Smith called it “division of labour”, in 1776 probably goes back to the beginning of work itself. Fayol recognizes this in considering...
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...Doctoral Student from Fielding Graduate University, she created the article to make a comparison between three big management theories: Fayol’s classical management theory, McGregor’s behavioralist management theory (1966,2006) and Kouzes and Posner’s transformational leadership research (2007). Spatig is always comparing McGregor’s and Kouzes and Posner’s with Fayol’s theory. It is for business management students and people that are interested in different theories related to the way of manage a company. Also to prove that other authors based their theories in Fayol findings. The article was written in an organized and sequence structure. Remembering the audience who was the people she was describing and which ones were their thoughts. Besides, she support all her opinions and conclusions by books and written made by those three authors. Spatig state (2209), that all authors of management theories support their ideas from Fayol theories. In addition, states, that management is base on structuralism, that hierarchical roles in all companies bringing uneven distribution of power. However if the task are well distribute the power will be even and employees will fill more comfortable getting better results. On the other hand, there are other theories described by Spatig that are related to her main topic “Fayol classical management theory”: a. McGregor theories X and Y: He assert, that Maslow theory is not believable. Human beings need to work in bad conditions...
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...Introduction Fayol’s 14 principles derive from the circumstance that Fayol felt that management was not well defined. In his striving to change this circumstance he suggested “some generalized teaching of management” to be a main part of every curriculum at places of higher education and even beginning in “primary schools” . Fayol’s dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles. Discussion is what Fayol had in mind, when he presented his 14 principles . In Fayol’s own words: “Are they [the principles] to have a place in the management code which is to be built up? General discussion will show”. In the following I will discuss each of his principles under the aspect of a comparison with examples, historic or modern, and in relation to other theoreticians of management, in order to examine how Fayol’s principles hold up as “management code” today. Principle 1: Division of work The idea of division of work, or as Adam Smith called it “division of labour”, in 1776 probably goes back to the beginning of work itself. Fayol recognizes this in considering specialization as part of “the natural order” comparing...
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...The foundations of Henri Fayol’s administrative theory Daniel A. Wren David Ross Boyd Professor Emeritus and Curator, Harry W. Bass Business History Collection, University of Oklahoma, Norman, Oklahoma, USA Arthur G. Bedeian Boyd Professor, Louisiana State University, Baton Rouge, Louisiana, USA John D. Breeze Independent Scholar and Business Owner/Manager, Calgary, Alberta, Canada Keywords Management theory, History Abstract Among modern scholars and students there is an increasing distance between the fundamenta l thoughts of early management writers and contemporary , often secondary , accounts of how these pioneers develope d their ideas. This shortcomin g can be remedied by seeking original sources from when a pioneer’s ideas were being formulated and from the context within which this occurred. We examine examples of how others have furthered our understandin g of management history by the discovery and translation of pioneerin g writings and present a rare, out-of-prin t translation and a previousl y untranslate d and unpublishe d presentatio n from the French pioneer, Henri Fayol. These presentation s to his colleague s in the mineral industr y reveal Fayol’s early reflection s as they would later evolve into his classica l book, Administratio n Industriell e et Ge Ârale. Âne Management Decision 40/9 [2002 ] 906±918 # MCB UP Limited [ISSN 0025-1747] [DOI 10.1108/0025174021044110 8] As management historians, we are seldom able to trace the formative thinking...
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...(presentation) I shall be discussing Henry Fayols 14 principles of Management. To this end, I will like to take a look at the general definitions of Management from various proponents as well as look at the meaning of principles; especially in the context of Management. Before going into the work proper, the analysis of Henry Fayols Principles of Management theory, I will render some criticism against the theory as well as some appraisals before drawing a conclusion of the significant of the theory in the modern day business environment. Definitions: the term Management is used to a large extent in the business. It describes to the fullest the “is” and “ought” of efficient and effective running business organization. Accordingly various schools have offered definitions to the concept of management such as George R. Teny; “Management is a distinct process consisting of planning, organising, actuating and controlling performed to determine and accomplish stated objectives by the use of Human beings and other resources” Peter Drucker; “Management is a multipurpose organ that manages business, manages managers, manages workers and work” Harold Koontz; “Management is the art of getting things done through and with people in formally organizes groups” The description of the varying definitions as quoted above presupposes a process from planning to the end result of the task which is done by humans. The process is social in nature. It takes place through people. A manager’s job...
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...BRAC University Summer'2013 BEXIMCO Group MIS Application Of Henri Fayol's 14 Principles of Management BEXIMCO Group MIS- Application of Henri Fayol's 14 Principles of Management Submitted to: Afsana Akhtar Assistant Professor BRAC Business School BRAC University Date of Submission: 13th August, 2013 LETTER OF TRANSMITTAL 13th August, 2013 To, Afsana Akhtar Assistant Professor BRAC Business School BRAC University. Sub: Submission of term paper for completion of course. Dear Madam, With high reverence we want to state that we have finished our term paper on the application of Henri Fayol's 14 Principles of Management in Beximco Group MIS in Bangladesh. While working with the term paper we got the first hand experience to learn about the applied management techniques in an organization. It helped us in gaining a new point of view on the significance of management theory like Henri Fayol's 14 Principles plays a role in effective and efficient performance of organizations such as Beximco Group MIS. We did some elaborate research and interviews and came up with sufficient resources to compile our term paper in a comprehensive manner. This term paper is valuable and a necessity to complete our course MGT211. In this term paper, all the team members contributed equally with sheer hard work. We faced some challenges in working as a team but due to everyone's collective efforts we overcame them and tried to produce this paper for you...
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...------------------------------------------------- Biography [edit] Fayol was born in 1841 in a suburb of Istanbul, Ottoman Empire. His father (an engineer) was appointed superintendent of works to build Galata Bridge, which bridged the Golden Horn.[1] The family returned to France in 1847, where Fayol graduated from the mining academy "École Nationale Supérieure des Mines" in Saint-Étienne in 1860. In 1860 at the age of nineteen Fayol started the mining company named "Compagnie de Commentry-Fourchambault-Decazeville" in Commentary as the mining engineer. In 1888 he became managing director, when the mine company employed over 10,000 people, and held that position over 30 years until 1918. By 1900 the company was one of the largest producers of iron and steel in France and was regarded as a vital industry.[1] Based largely on his own management experience, he developed his concept of administration. In 1916 he published these experience in the book "Administration Industrielle et Générale", at about the same time as Frederick Winslow Taylor published his Principles of Scientific Management ------------------------------------------------- Work [edit] Fayol's work became more generally known with the 1949 publication of General and industrial administration, [2] the English translation [3] of the 1916 article "Administration industrielle et générale". In this work Fayol presented his theory of management, known as Fayolism. Before...
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...Henri Fayol (born 1841 in Istanbul; died 1925 in Paris) was a French management theorist. Henri Fayol was one of the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management: 1. Planning, 2. Organizing, 3. Commanding, 4. Coordinating, and 5. Controlling (Fayol, 1949, 1987). Controlling is described in the sense that a manager must receive feedback on a process in order to make necessary adjustments. Fayol's work has stood the test of time and has been shown to be relevant and appropriate to contemporary management. Many of today's management texts including Daft (2005) have reduced the five functions to four: (1) planning, (2) organizing, (3) leading, and (4) controlling. Daft's text is organized around Fayol's four functions. Fayol believed management theories could be developed, then taught. His theories were published in a monograph titled General and Industrial Management (1916). This is an extraordinary little book that offers the first theory of general management and statement of management principles. Fayol suggested that it is important to have unity of command: a concept that suggests there should be only one supervisor for each person in an organization. Like Socrates, Fayol suggested that management is a universal human activity that applies equally well to the family as it does to the corporation. Fayol has been described as the father of modern operational management...
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