Henry Fayol’s Management Theories Introduction Henry Fayol is arguably the father of modern management, recognised for authoring functional approach to management. He recognised that it was possible to learn how to manage others in a different way other than by experience through developing a teachable body of knowledge…
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The principles act as guide to thinking, practice, and represent the sum total of management truths. Fayol further simplified the fourteen principles of management into five including planning, organising, controlling, commanding, and coordinating. According to Fayol, organisations need to plan, document and schedule all industrial processes. Planning helps in smooth running of an organisation, which needs capital, work force, and time. Production is a long process that needs forecasting of resources, to provide them as and when required by different departments. After planning, organising functions allows materials to get to the right departments on time. Fayol suggested that personnel need direction and guidance in their work to increase productivity. The commanding function of management helps carry out this function. Coordinating function makes certain that personnel work together towards a single goal. The final management function Fayol’s suggests is the controlling function where managers evaluate their subordinates work to ensure that it is in line with the given commands. Despite many criticisms, Fayol’s theories still form the basis of management practices and teachings in the 21st century. Principles of Management and Competitive Strategies: Using Fayol to Implement Porter is an article by Yoo, Lemak, and Choi. The paper presents the usefulness of Fayol’s principles of management to Michael Porter’s current competitive strategies. According to Yoo, Lemak, and Choi, “Fayol’s principles of management provided and continue to provide a general management perspective for practicing managers and an instructional tool for academicians teaching in the field of management” (Yoo, Lemak, and Choi 2006, p.353). The adaptability of Fayol’s principles of management is possible because he views management as flexible and adaptable to every need and change. Porter’s competitive strategies theory posit that businesses should put into serious consideration policies that enhance quality products to sell at high prices in the markets. Competitive advantage occurs when a company produces differentiated products that make consumers willing to pay higher for them. A company gains competitive advantage on acquiring resources and ideas that make it perform at a higher level. Additionally, a company can gain competitive advantage by supplying similar products in the market but at a lower cost. Michael Porter’s theory of competitive advantage is in use by many companies today who want to operate at a higher level than their competitors do. Some researchers have ignored the work of Porter arguing that it requires different resources, tactics, corporate cultures, and atmosphere to implement. However, a closer examination of Fayol’s principles reveals that some of them can be matched to Porter’s implementation framework. Research done by Waren et al proves that eight of the fourteen principles by Fayol fit in well in the implementation of Porter’s cost strategy of competitive advantage. These include division of work, authority, responsibility, unity of command, unity of direction, scalar chain, stability of tenure of personnel, and initiative. Three of these that will fit in the differentiation strategy include stability of
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Henri Fayol was born in 1841, in Istanbul, Turkey. Education: He received his education in a mining school at saint Etienne and graduated in 1860. He started as an engineer, company de commentary. Fourchambeault-Decazeville in Commentary. Occupation and work: He was later appointed the Director in 1888 (Wren & Bedeian 2009).Fayol realized managerial ability was required for businesses to succeed and should be taught in schools.
Fayol was the first to swear that all business purposes, irrespective of the field, have common activities to be performed, which eventually came to be known as Henry Fayol’s 14 principles of management. Conventional management theories and practices have not acquired a different look in management texts and hence in management research studies; however, the validity of these differences between conventional and contemporary management concepts is still far from what is shown or seen.
Management Theories Table of Contents Table of Contents 2 Employee Empowerment Culture 3 Real Life Example 3 Conceptual Framework 4 Alternate Model 4 Penetration Pricing 5 Real Life Example 5 Conceptual Framework 6 Alternate Model 6 References 7 Employee Empowerment Culture Employee empowerment concept has emerged as major breakthrough in the field of human resource management.
Historically, there were not many competitors present in the corporate world. However, the adaption of management theories by business organizations can be viewed to assist them in maintaining their business efficiently and effectively during the course of attaining the broad organizations goals and objectives.
It is a responsibility of management to stay well involved in their craft and assure that they are using techniques that will provide success for their employees as well as themselves. This paper will discuss some of the older theories as well as the new.
The global economy has caused managers through out industry to take a closer look at their often disappointing accomplishments as well as the declining performance of their employees. In return they place a greater importance on improving productivity by usually cutting costs and increasing the control.
The essay compares and contrasts their works based on the following factors:
Finally the essay concludes by stating the circumstances under which organizations do or do not engage in one or more of these practices, and about their effects on organizations or employees.
Scalar chain. The sequence of authority from top management to the lowest rank employees represents a scalar chain. Communication and commands should follow the chain unless where the chain is creating the delay. Cross communication should be allowed if there is a consensus amongst all the parties.
The application of scientific theories of management was invented by Frederick Taylor and Henri Fayol in late 1800s to improve the management of business organizations. Under the management strategy, the
On the contrary, managers tend to maintain the status quo and they usually focus on managing teams, organizing and directing them to achieve the assigned tasks. The duty of a manger is to plan, organize and coordinate whereas a leader is charged with the responsibility
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