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Introduction to principles of management
Introduction to principles of management
Management principles
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Modern management principals are still based upon Fayol’s functions, Mintzberg’s roles and Katz ‘s skills even though they have been around for a long time in our dynamic environment. This is evident if you firstly understand what Fayol’s functions, Minzberg’s roles and Katz’s skills actually are and you look into new management texts and businesses.
Henri Fayol was general manager of a large coal mining company in 1916 he published a book outlining his 5 management functions but it was not until 1949 an English version was published (Helms 2006; Lamond 2004, Bakewell 1994). These functions consists of planning, organising, commanding, coordinating and controlling (Helms 2006). Planning is the process of setting goals that the organisation wants to achieve. This is done by developing a way of completing these goals which are easily changed to meet new needs in the modern environment and having plans for situations that are not desirable for the organisation but can occur. The recruiting, training and evaluation of subordinates is also included in Fayol’s first function as good employees are a factor of good planning (Helms 2006; Schermerhorn et al 2011). All of which is useless with out implementation.
The second of Fayol’s functions is organising. The organising function is about actioning the plans that are developed in the planning. This includes the division of labour and resource and organising of the daily activities to work towards completing the organisations. With proper organisation managers turn the planning ideas into physical action leading to visible and measurable results. (Schermerhorn et al 2011). Once the work has started it must be maintained by good managing.
Commanding another of Fayol’s functions i...
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...erlands, 9-11 July 2004, published in the CD proceedings.
Peterson, T & Van Fleet, D 2004, The ongoing legacy of R.L. Katz: An updated typology of management skills, Management Decision, vol. 42, no. 10, pp. 1297-1309
Mumford, T & Campion, M & Morgeson, F 2007, The leadership strataplex: Leadership skill requirements across organizational levels , The Leedership Quarterly, vol. 18, no. 2, pp. 154-166
Helms, M. Encyclopaedia of Management, Michigan: Thomas/Gale, 2006
Lamond, D. (2004), ‘A matter of style: reconciling Henri and Henry’, Management Decision, Vol. 42, No. 2, pp. 300-330.
Bakewell, K G B. (1994). Information: The seventh management function? Library Management, vol 15(3), no 28. Retrieved March 24, 2012, from ABI/INFORM Global
Schermerhorn Jr J.R. Management Foundations and Applcations, Milton: John Wiley & Sons Australia, Ltd, 2011
Henir Fayol a French industrialist defined management as consisting of five main activities, planning, organising, commanding, coordinating and controlling. Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Commanding is telling people what should be done. Coordinating involves determining the timing and sequencing of activities so that they work together properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends. Controlling is the process of monitoring performance, comparing it with goals, and correcting and significant deviations.
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.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Contemporary management of the business. 7 ed. of the book. New York, NY: McGraw-Hill. McComb, S., Schroeder, A., Kennedy, D., & Vozdolska, R. (2012).
Robbins, S, DeCenzo, D, Coulter, M and Woods, M 2014, Management: The Essentials, 2nd ed, Pearson, Frenchs Forest, NSW.
Our first pioneer was Henry Fayol. Fayol was one of the pioneers who were accountable for constructing the modern management theory. Before Fayol created his principle his company who was currently was facing difficulty and with the experiences he had and the principles he created he was able to turn the mining company around. “Henri Fayol 's "14 Principles of Management" have been a significant influence on modern management theory. His practical lists of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way” (Henry Fayol Principles of
Gosling, J. and H. Mintzberg (2003). "The Five Minds of a Manager." Harvard Business Review (November 2003): 1-10.
Nowadays, management has become an important part of the society. The role of management is to assist the organisation to make the best use of its resource to achieve its goal. Base on the aim of management, one of the theorists Henri Fayol proposed the four necessary management functions: planning, organisation, leading, controlling are the tools managers use to achieve these goals. (Jones 2006) This essay is going to describe and discuss these functions.
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.
Over 50 years ago, English-speaking managers were directly introduced to Henry Fayol’s theory in management. His treatise, General and Industrial Management (1949), has had a great effect on managers and the practice of management around the world. However, 24 years after the English translation of Fayol, Henri Mintzberg in the Nature of Managerial Work (1973) developed another theory and stated that Fayol’s work was just “folklores”.
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Evaluating management as process of planning, dates back to the progressive era and industrial revolution. During which both Henri Fayol, a mining engineer by trade, and Frederick Taylor, a machine-shop laborer early in his career, published their respective work on theory of management. Derived from their familiar experiences in facing the application of management, both attempted to organize and structure management to increase efficiency and productivity (Morgan, 2006). Same functions are used in most modern organizations, where management is based on those same scientific management principals. Reviewed in this essay are Fayol’s classical management theory and view on today functional unit. Also, look at classical management theory elements, cultural strengths and weaknesses.
Frederick Taylor and Henri Fayol are both considered classical contributors to management theory. Both were developing and expression their viewpoints at similar time period with the aim of “raising standard of management in industry” (Brodie,1967, p7) in a period were very few publications and theories on management. While both theories were developed with the same influencing factors such as war, social struggles and industrial revolution (Urwick. 1951, p7) each developed quite different management theories. Frederick Taylor is considered the Father of Scientific management and he developed scientific principles of management, focusing on the individual,...