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Describe and evaluate Henri Fayol's principles of management

 Explain and analyze Henri Fayol’s rules of supervision Essay

_Jovi Gan, 19107358, MGW 1010_

In the today business environment, organizations are changing plus the role of managers in the organizations will probably be different than what it was a number of decades ago. One are not able to help although wonder whether the elements and principles of management determined by the father of managing theory, Henri Fayol remains applicable in the end this while.

Henri Fayol was born in 1841 and he graduated as a mining engineer in 1860 in the National School of Mines at St . Etienne. Next that, this individual took up a situation as an engineer in Commantry-Fourchambault, a firm in the exploration industry. Fayol eventually flower to the placement of taking care of director in 1888 including that time, the firm was on the edge of personal bankruptcy. However when this individual retired three decades later, the business has broadened into as one of the leading exploration companies with a long record of revenue and payouts (Koontz and O'Donnell, 1955, p23). Fayol wrote as being a practical gentleman of organization reflecting on his long bureaucratic career and setting throughout the principles which in turn he had most often applied in the fourteen rules of managing (Fayol, 49, p52). One particular must be aware that the principles of management are like guidelines to relate to instead of rules which will must be enforced. He also identifies five elements of management that all managers perform (Koontz and O'Donnell, 1955, p24). We shall 1st examine the relevance of Fayol's portions of management in modern day organization environment.

Fayol regarded the elements of supervision as functions planning, organising, commanding, coordinating and managing. However , these kinds of functions had been condensed right down to only several basic but very important ones: planning, organising, leading and controlling (Robbins et approach, 2003, p9).

_Jovi Gan, 19107358, MGW 1010_

Fayol placed extensive emphasis on the value of organizing (_prevoyance_ in French). He held that management has to be able to " assess the future and allow for it" and this individual views the " actions plan" as the utmost useful outcome of the organizing

process (Koontz and O'Donnell, 1955, p26). In the past, it had been believed that planning different by organizational level. That may be, top management planned in the longest time horizon and engaged in even more strategic preparing with central managers spending less time in planning and are more engaged in operational planning rather than tactical ones. Today, managers whatsoever levels are being asked to engage in strategic organizing and all of them are responsible for getting a long term perspective of the business as a whole (Buhler, 1998, p17).

Under the organising function, the task of administration is to increase an organization that will allow the basic actions to be carried out wisely. There must be oneness of command word and direction, with obvious definition of responsibilities and an accurate decision making program. Hence, company structures during the past tend to always be very mechanistic (Pugh and Hickson, 97, p88). Since that time, there has been a trend toward flatter businesses with fewer levels of managing and more focus on teamwork in order to give credence to human values to be able to ensure that the corporation can stay competitive in modern day organization environment (Wren, 1994, pp430 - 431).

The leading function may be perceived as an all-encompassing function of guiding the human resource to organizational targets. It is also generally referred to as directing, commanding and so forth. In early companies, leadership was often seen as a function of custom or perhaps as a function of the personal traits in the leader. The command viewpoint of command is based on the idea that central control is necessary to keep people in their place and it's the worker responsibility to perform the task in a certain manner because directed by the manager (Wren, 1994, pp431 - 432). The tendencies in today's workplace are very greater as employees and self-managed...

Bibliography: Archer, E. Ur. (1990), " Toward a Revival in the Principles of Management", _Industrial Management_, Vol. 32, Number 1, pp19 - twenty one.

Bratton, J. and Precious metal, J. (2003), _Human Resource Management Theory and Practice 3rd Edition_, Palgrave Macmillan, New York.

Buhler, P. Meters. (1998), " Managing inside the 90s", _SuperVision_, Vol. fifty nine, No . almost eight, pp17 - 19.

Duncan, W. T. (1989), _Great Ideas in Management, Lessons through the Founders and Foundations of Managerial Practice_, Jossey-Bass Web publishers, California.

Fayol, H. (1949), _General and Industrial Management_, Pitman Creating, London.

Fells, M. J. (2000), " Fayol stands the test of time", _Journal of Administration History_, Vol. 6, No . 8, pp345 - 360.

Kim, M. and Burton, R. M. (2002), " The Effect of Task Uncertainness and Decentralization on Task Team Performance", _Computational and Mathematical Organization Theory_, Vol. 8, Number 4, pp365 - 384.

Kimberly, And. (2003), _Managerial Communication MGW 1100/2100_, McGraw-Hill, NSW.

Koontz, H. and O 'Donnell, C. (1955), _Principles of Management An Analysis of Managerial Functions_, McGraw-Hill, New York.

Pugh, D. S. and Hickson, D. J. (1997), _Writers in Organisations 5th Edition_, SAGE Publications, California.

_Jovi Gan, 19107358, MGW 1010_

Robbins, S

Rodrigues, C. A. (2001), " Fayol 's 14 principles of management then and after this: a platform for handling today 's organizations effectively", _Management Decision_, Vol. 39, No . 15, pp880 - 889.

Shah, P. P. (2000), " Network Devastation: The Structural Implications of Downsizing", _Academy of Managing Journal_, Vol. 43, Number 1, pp. 101-112.

Stace, D. and Dunphy, M. (2001), _Beyond The Restrictions Second Edition_, McGraw-Hill, NSW.

Wren, M. A. (1994), _The Advancement of Managing Thought Next Edition_, Ruben Wiley & Sons, Canada.

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