Contemporary management functions replicate thoughts from past management theories in aiming to improve and strengthen employer-employee relationships as well as improving productivity and a positive work environment for all workers. The four management functions are performed by managers in assisting to “efficiently and effectively coordinate the work of others.” (Robbins, 2012, p13) The four functions are planning, organising, leading and controlling. Hawthorne, the Myth of the Docile Worker, and Class Bias in Psychology, American Psychologist, 1981, 36(8) p 867-878. By Bramel, D, is an article written about the research conducted between 1924-1933 at the Hawthorne Plant of Western Electricity for the “development of human relations in industry.” (Bramel, 1981, p867) It also looks at identifying the relationship between numerous working conditions and productivity and output. This article emphasises how the use of the General Administrative Theory with the use of Fayol’s 14 principles of management are needed to create or maintain a strong culture within the workforce.

When management functions are poorly executed by leading management, then the trust between employers and employees diminishes causing a divide between the employees and employers. This divide can cause a drop in productivity and work culture. The introduction of the general administrative theory helps reduce this divide between employee and employer; this theory is “an approach to management that focuses on describing what managers do and what constitutes good management practice.” (Robbins, 2012, p48) One of the major theorists behind the general administrative approach was Henri Fayol, Fayol has been accredited as an early advocate for the way managers should manage the organisation and employees. “Fayol has been credited with laying the foundations upon which contemporary management theory