The Roots Of Modern Management Principals

2383 words - 10 pages

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 is the continuation of work and performance of employees. To ensure that works is being done managers must supervise work and ensure it is being done to the required level of quality. To achieve good performance of subordinates, managers must inspire, understand and treat subordinates with respect. The delegation of new tasks to be completed and communication of information by managers is also important in the commanding functions to ensure progress is being made towards the goals set out (Helms 2006).

The controlling function set out by Fayol is all related to time management and goal progress. It is very important that the progress of a task is in line the outlined timeframe as it can cause large delays if just one task is not completed on time. This is where controlling comes into play by making sure the team is on track. As well as time management the actual work that is completed must be related to the task and any deviations from this must be perceived by the manager then quickly quick corrective action administered (Holms 2006). All of which must be completed in conjunction with the other functions.

Fayol saw coordination as being a function relating to the whole objective of the organisation. This is...

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