...Introduction: The purpose of this essay is to discuss the managerial role which involves Fayol’s four functions. The Fayol four functions are planning, leading, organizing and controlling. The essay shows whether the Fayol’s four function theory is relevant to roles of manager in reality. The essay also looks into the influence of economic and technological factors on the work of the manager. The manager that was interviewed is Mr.T and he is working as operation director in Company S. Company S is a part of manufacturing industry in Malaysia. He has been working in this industry for the past twelve years as an operating director in Company S. Company S collects waste materials like old computers, tins, glasses and computer components from multi-national companies and large industries. After that, the company S will process the waste materials and finally sell the processed materials to other industries and companies. Mr.T is assigned as operating director of the company which can be considered to be top level management. Responsibilities of top level managers are controlling the entire organization and to develop goals, strategic plans and make major decisions in the company (…). He also lead the workers to achieve to the company’s objectives and targets. Management is a process of where individuals work together and use the knowledge and skills to improve the efficiency and opportunity enhancement of the company, in order to achieve particular objectives (Hussain, Lucas...
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... • Examples; District Manager, Division Manager First-Line Managers • Responsible for directing nonmanagerial employees • Examples: Supervisor, Team Leader • Types of Managers Nonmanagerial Employees • People who work directly on a job or task and have no responsibility for overseeing the work of others. • Examples: sales and service staff Managers • Individuals who direct the activities of others in organisations. Functions of Management ( Fayol): • Planning, Organising, Leading, Controlling The Functions Approach • In the functions approach proposed by French industrialist Henri Fayol (1916), all managers perform four management activities • These activities are relevant to all managers, in all fields and industries • Originally Fayol proposed five functions/activities – plan, organise, command, coordinate and control Management Roles (Mintzberg): • Interpersonal, Informational, Decisional Characteristics/Skills Needed (Katz): • Conceptual, Interpersonal, Technical, Political Management Functions Planning • Defining the organisational purpose and ways to achieve it Organising • Arranging and structuring work to accomplish organisational...
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...Management Functions and Process Management Role and Skills How is the manager’s job changing? Rewards and Challenges of Being a Manager Summary WHO ARE MANAGERS? Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Coordinating the work of a departmental group / supervising a single person Coordinating the work activities of a team composed of people from several different departments People outside the organization such as temporary employees or employees who work for the organization's suppliers. Levels of Management WHAT IS MANAGEMENT ? The process of coordinating work activities so that they are completed efficiently and effectively with and through other people. The process represents the ongoing functions or primary activities engaged in by managers. These functions are typically labeled planning, organizing, leading, and controlling. (POLCA) EFFICIENCY AND EFFECTIVENESS Efficiency refers to getting the most output from the least amount of inputs. Effectiveness is described as "doing the right things" Efficiency (Means) Resource Usage Low Waste Effectiveness (Ends) Goal Attainment High Attainment Management Strives for ; Low Resource Waste (high efficiency) High Goal Attainment (high effectiveness) WHAT DO MANAGER DO? What managers do in terms of functions and process, roles, skills, managing systems, and situational analysis. MANAGEMENT FUNCTIONS AND...
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...is available at www.emeraldinsight.com/1751-1348.htm Henri Fayol, practitioner and theoretician – revered and reviled Mildred Golden Pryor and Sonia Taneja Department of Marketing and Management, Texas A&M University-Commerce, Commerce, Texas, USA Abstract Purpose – Fayol’s theories were the original foundation for management as a discipline and as a profession. Also Fayol was the first to advocate management education. Yet he has critics who revile him (or at least disparage his work) as well as followers who respect and revere him. This paper intends to enlighten today’s practitioners and academicians about the relevance and value of Fayol’s theories today. Design/methodology/approach – The paper addresses Fayol’s contributions as well as the disparagement and the reverence. It compares Fayol’s work with that of Follett, Mintzberg, Taylor, and Porter. In addition, it demonstrates the original and current interpretation and application of his theories. Finally, it indicates the alignment of Fayol’s theories with strategic leadership and management. Findings – Fayol’s theories are valuable and relevant for organizational leaders because Fayol was a practitioner who documented theories that worked best for him and his co-workers. While there are those who criticize Fayol’s theories, there are many others who respect them and find them useful as academicians and as practitioners. The theory of management functions aligns well with strategic leadership and management models and...
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...Chapter Managers and Management Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. Who Are Managers? Where Do They Work? • Organization – A deliberate arrangement of people brought together to accomplish a specific purpose. • Common Characteristics of Organizations – Distinct purpose – People working together – A deliberate systematic structure Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-2 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-3 How Are Managers Different from Nonmanagerial Employees? • Nonmanagerial Employees – People who work directly on a job or task and have no responsibility for overseeing the work of others. – Examples, associates, team members • Managers – Individuals in organizations who direct the activities of others. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-4 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-5 What Titles Do Managers Have? • Top Managers – Responsible for making decisions about the direction of the organization. – Examples; President, Chief Executive Officer, VicePresident • Middle Managers – Manage the activities of other managers. – Examples; District Manager, Division Manager • First-line Managers – Responsible for directing nonmanagerial employees – Examples; Supervisor, Team Leader Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-6 ...
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...theory of organization and management in the light of contemporary business environmental changes facing managers in Nigeria Classical organization theories (Taylor, 1947; Weber, 1947; Fayol, 1949) deal with the formal organization and concepts to increase management efficiency. Taylor presented scientific management concepts, Weber gave the bureaucratic approach, and Fayol developed the administrative theory of the organization. They all contributed significantly to the development of classical organization theory. Taylor's scientific management approach The scientific management approach developed by Taylor is based on the concept of planning of work to achieve efficiency, standardization, specialization and simplification. Acknowledging that the approach to increased productivity was through mutual trust between management and workers, Taylor suggested that, to increase this level of trust, • the advantages of productivity improvement should go to workers, • physical stress and anxiety should be eliminated as much as possible, • capabilities of workers should be developed through training, and • the traditional 'boss' concept should be eliminated. Taylor developed the following four principles of scientific management for improving productivity: • Science, not rule‐of‐thumb: Old rules‐of‐thumb should be supplanted by a scientific approach to each element of a...
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...describe the four management functions. Managers perform certain functions while directing the activities of other people working in the organization. Henri Fayol a French industrialist proposed that all managers perform five management activities: plan, organize, command, coordinate, and control. Now they are evolved to four functions: 1. Planning Planning is a primary management function because it establishes the basis for all other things managers do as they lead, organize and control. Planning includes * defining goals * establishing strategy, and * developing plans to integrate and coordinate the required activities 2. Organizing Organizing is the management function that creates the organization’s structure. This process involves making decisions about * how specialized jobs should be, * the rules to guide employees’ behaviours, and * at what level decisions are to be made 3. Leading According to this management function it’s part of a manager’s job to direct and coordinate the work activities of people. Leading includes * motivating employees * directing the activities of others, * selecting the most effective communication channel and * resolving conflicts among members 4. Controlling This fourth and last management function involves monitoring activities * to ensure that they’re being accomplished as planned and * correcting any significant deviations Q2. Briefly list and describe the skills required...
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...Fayol stands the test of time Henley Management College, St 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...
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...... 4 What is Management?..................................................................................................................... 4 Essential Managerial Tasks............................................................................................................... 4 Levels and Skills of Managers ........................................................................................................... 4 Recent Changes in Management Practices ....................................................................................... 5 Challenges for Management in a Global Environment ...................................................................... 5 The Evolution of Management Thought ................................................................................................. 6 F. W. Taylor (1890-1940): Scientific Management ............................................................................ 6 The Gilbreths: Time-and-Motion Study ........................................................................................... 6 Max Weber (1864-1920): The Theory of Bureaucracy...................................................................... 7 Henri Fayol (1841-1925): Principles of Management ....................................................................... 8 The Work of Mary Parker Follett ...................................................................................................... 8 The...
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... • Examples; District Manager, Division Manager First-Line Managers • Responsible for directing nonmanagerial employees • Examples: Supervisor, Team Leader • Types of Managers Nonmanagerial Employees • People who work directly on a job or task and have no responsibility for overseeing the work of others. • Examples: sales and service staff Managers • Individuals who direct the activities of others in organisations. Functions of Management ( Fayol): • Planning, Organising, Leading, Controlling The Functions Approach • In the functions approach proposed by French industrialist Henri Fayol (1916), all managers perform four management activities • These activities are relevant to all managers, in all fields and industries • Originally Fayol proposed five functions/activities – plan, organise, command, coordinate and control Management Roles (Mintzberg): • Interpersonal, Informational, Decisional Characteristics/Skills Needed (Katz): • Conceptual, Interpersonal, Technical, Political Management Functions Planning • Defining the organisational purpose and ways to achieve it Organising • Arranging and structuring work to accomplish organisational...
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...Management Theory and Practice PG Management Theory and practice applied in Apply [pic] Professor: Prepared by: Executive Summary Different management techniques are adopted by different managers in order to engage the employees and to make structure of the organization. For these purpose different theories has been proposed by different classical authors. Classical theories deal with the perception that only managers have authority to deal with the management and its structures. They have sole authority to implement all the planning in organization. This is a bureaucratic style of management. This theory was highly criticized by contemporary theory authors. These authors have led the management styles into new theories. Modern theory has dealt with the transformed management system. This system has not given authority only to managers, but employees are also allowed to give their recommendations and suggestions to the employees. While discussing about Apple, it is a huge successful organization in terms of its innovative product. But, there is a drawback in the management of Apple that it is only focusing upon the decisions of the managers. They are still adapting the old method of management of organization. That is the reason; its old method of management is highly being criticized. There is a need for Apple to bring change in its current organizational structure. The reason is that, if any organization does not accept...
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...Importance of Interpersonal Skills 1. Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? a. Managers no longer need technical skills in subjects such as economics and accounting to succeed. b. There is an increased emphasis in controlling employee behavior in the workplace. c. Managers need to understand human behavior if they are to be effective. d. These skills enable managers to effectively lead human resources departments. e. A manager with good people skills can help create a pleasant workplace. (c; Moderate; Interpersonal Skills; p. 4) {AACSB: Analytic Skills} 2. Which of the following is most likely to be a belief held by a successful manager? a. Technical knowledge is all that is needed for success. b. It is not essential to have sound interpersonal skills. c. Technical skills are necessary, but insufficient alone for success. d. Effectiveness is not impacted by human behavior. e. Technical skills do not influence efficiency. (c; Easy; Interpersonal Skills; p. 5) {AACSB: Analytic Skills} What Managers Do 3. Which of the following would not be considered an organization? a. a church b. a university c. a military unit d. all adults in a given community e. an elementary school (d; Moderate; Organization; p. 6) {AACSB: Analytic Skills} 4. Which of the following...
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...to the relationship between inputs and outputs. (False; moderate; p. 8) 6. Effectiveness is concerned with the means of getting things done, while efficiency is concerned with the attainment of organizational goals. (False; moderate; p. 8) 7. A goal of efficiency is to minimize resource costs. (True; moderate; p. 8) 8. Efficiency is often referred to as “doing things right.” (True; moderate; p. 8) 9. Managers who are effective at meeting organizational goals always act efficiently. (False; difficult; p. 8) WHAT DO MANAGERS DO? 10. The four contemporary functions of management are planning, organizing, leading, and controlling. (True; easy; p. 9) 11. Determining who reports to whom is part of the controlling function of management. (False; easy; p. 9) 12. Directing and motivating are part of the controlling function of management. (False; moderate; p. 9) 13. Fayol’s management functions are basically equivalent to Mintzberg’s management roles. (False; moderate; p. 10) 14. The roles of figurehead, leader, and liaison are all interpersonal roles. (True; difficult; p. 10) 15. Disturbance handler is one of Mintzberg’s interpersonal roles. (False; difficult; p. 10) 16. Mintzberg’s informational management role involves receiving, collecting, and...
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...the ideas from any two functions of management can be used by managers to ensure innovative values and practices occur in their organization. TABLE OF CONTENTS Executive Summary …………………………………………………………… iii Introduction …………………………………………………………… 1 Purpose …………………………………………………………… 1 Scope …………………………………………………………… 1 Methodology …………………………………………………………… 1 Assumptions …………………………………………………………… 1 Limitations …………………………………………………………… 1 Background …………………………………………………………… 1 Plan …………………………………………………………… 1 Discussion …………………………………………………………… 2 Planning …………………………………………………………… 2 Organisational Goals ……………………….. 2 Strategic Planning ……………………….. 2 Leading …………………………………………………………… 3 Transformational Leadership .………………………. 4 Conclusion …………………………………………………………… 4 Recommendations …………………………………………………………… 5 References …………………………………………………………… 6 1. Executive Summary The purpose of this report is to advise Company X’s Chief Operating Officer (COO) how the effective use of the planning and leading functions can be utilised to ensure innovative values and practices are occurring within the organisation. The report was commissioned by the COO following the acquisition of a new business that lacked formalised planning and consequently the sales and profitability of the business had been in a decline over the past three years. In Item 3 the report examines innovative values and practices in the context of the planning and leading functions, and specifically, how...
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...managers, or top managers. Answer: TRUE Page Ref: 6 Objective: 2 Difficulty: Easy Classification: Conceptual 7) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. Answer: FALSE Page Ref: 6 Objective: 2 Difficulty: Easy Classification: Conceptual 8) Effectiveness refers to getting the most output from the least amount of input. Answer: FALSE Page Ref: 8 Topic: What Is Management? Objective: 3 Difficulty: Easy Classification: Conceptual 9) Efficiency is described as "doing things right." Answer: TRUE Page Ref: 8 Topic: What Is Management? Objective: 3 Difficulty: Easy Classification: Conceptual 10) The four contemporary...
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