Fayol and Mintzberg Sample Essay

In the epoch of modernization these yearss. it appears that the intent of directors in every individual administration is going so indispensable that we are required to understand the existent construct behind direction every bit good as the existent undertakings performed by a director. An apprehension of the nature of direction is critical for all members of society because all of us will at place phase to be a director. and an apprehension of the construct will enable us to go more effectual in that function ( Bartol. Martin. Tein & A ; Matthews. 1995. p. 13 ) . Throughout the development of direction. there are classical theory of direction and modern direction theory. As categorized by a Gallic industrialist. Henry Fayol. the authoritative direction portrays 4 maps known as POLC: Planning. Forming. Leading. and Controlling.

However. in the late 1960’s. Henry Mintzberg undertook a careful survey of 5 executives to find what these directors did on their occupations. In Mintzberg’s model. a director consists of 3 functions: informational functions. interpersonal functions. and decisional functions. Throughout this essay. the construction will be first about treatment of Fayol and Mintzberg theories in direction. so. their comparing and contrast relating functional and process attacks in depicting managerial undertakings and finally the premise subdivision The aim of this essay is to place and supply groundss of the similarities and differences between Fayol and Mintzberg thoughts that expectantly may assist the reader to enrich his/her cognition in progress.

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Henry Fayol’s theory
Henry Fayol identified four maps in direction popular as the term POLC: Planning. Organizing. Leading. and Controlling. The first term is be aftering. described as explicating thought and public presentation for ends to be accomplished. Organizing. defined as the agreement of all issues in conformity with attainment of the work. including undertaking. people. or any other resources. Leading. the act of keeping motive among the workers hence all are inspired to work hard and able to accomplish high public presentation. Finally. Controlling is reckoned as the act of mensurating public presentation and taking action to desired consequences. An rating is required to better the result on the following public presentation ( Schermerhorn. Campling. Poole & A ; Wiesner. 2004 ) .

Henri Mintzberg’s theory
Henri Mintzberg is known as the instigator of 3 important functions in direction. Mintzberg stated that the existent work methods of directors differed rather drastically from popular images of directors as reflective. systematic contrivers passing considerable quiet clip in their offices concentrating over formal studies ( Bartol et al. 1995 ) . Directors. by Mintzberg. are comprised of intrapersonal function. informational function and decisional function. Intrapersonal function is the function in which people and sense of responsibilities symbolic in nature are involved. This function comprised of front man. leader. and affair. Informational function is associated with receiving. collection. and circulating information. which is proctor. propagator. and interpreter. Furthermore. decisional function is the function which revolves around doing determination and enterpriser. perturbation animal trainer. resource distributor. and negotiant are included.

The comparing between the map and the procedure attack As described by Fayol that planning is the procedure to foretell the hereafter in which required personal and interpersonal competences in constructing it. Mintzberg’s functions of the front man. leader. affair. proctor. enterpriser. resource distributor seems to show that those functions plan inasmuch as Monitor. harmonizing to Mintzberg. is responsible for motive and activation of subsidiaries ; responsible for staffing. preparation. and associated responsibilities. this is apparent that both sides do be aftering. As argued by Lamond ( 2004 ) . when we examine Fayol’s planning map. there is a series of behaviors that constitute the passage of Mintzberg’s managerial function in the procedure of be aftering. such as information assemblage. audience. etc. For illustration. conveying information through the propagator function or stand foring the administration through the negotiant function in itself has little pregnant unless it is linked to a intent such as the POLC ( Bartol et al. 1995 ) .

In Fayol’s position. commanding means verifying whether everything plants as the program. in the same vena. Mintzberg’s stated that perturbation animal trainer takes disciplinary action when an administration faces unexpected perturbations ; this proves both of them agree that there must be one to command the state of affairs whenever it goes against program. As we compare the leader function ( actuating and triping subsidiaries. staffing. preparation and associated responsibilities ) . we can broaden our grasp of the activities in footings of whether they are aimed at measuring the hereafter and doing proviso for it ( be aftering ) . supplying the project with natural stuffs. tools. capital. forces ( forming ) . doing integrity. energy. enterprise. and loyalty prevail among the forces ( commanding ) . “harmonizing” all the activities of the concern ( organizing ) or verifying whether everything occurs in conformance with the programs. instructions and rules ( commanding ) ( Lamond. 2004 ) .

Once stated by Wren ( 1994 ) as cited in Lamond ( 2004 ) . As far from stand foring the ‘folklore’ of Fayol’s maps. what Mintzberg has done. in fact. is make seeking to lucubrate the functions in which directors ( and others ) prosecute when transporting out their managerial maps. In other words. Mintzberg has provided some of the empirical studies that set up the nexus between the managerial behavior. via the functions that directors perform instead than stand foring viing positions with Fayol so. they are merely different positions with the similar idea.

The contrast of the map and the procedure attack
The classical direction theory depicts director undertakings as planning. organizing. taking and commanding. Mintzberg. on the footing of his observations. concluded that manager’s occupation consisted of many brief and disjointed episodes with people inside and outside the administration. ( Luthans. 1988. p. 1 ) . The contrasts between Fayol managerial manners. related to single penchants refering which and how functions are enacted. and. Mintzberg managerial manners. refer to the existent functions enacted and how they are enacted ( Lamond. 2004 ) are described below.

Planing. harmonizing to the observation done by Lamond. Fayol manner of planning is prone to be more qui vive in which directors focus on the long tally organisation’s accomplishment and concern more on inside informations of the whole current state of affairs. However. Mintzberg. in his planning manner. may be considered more flexible as every determination taken is concern on the short-run organizational end based on the general cognition ; furthermore. this manner is more up to the present state of affairs and adapt to alterations. In Fayol’s organizing manner. directors are supposed to piece all related resources to work under manner and responsible for the staffs wellness and public assistance. Nonetheless. in Mintzberg’s model. organise refers as making alterations and edifice consciousness of the staff’s legal duties every bit good as supplying teamwork in the administration.

Leading. from Lamond observation about Fayol is defined as actuating the workers to acquire along with their undertaking good and giving immediate feedback. On the other manus. Mintzberg type’s of taking is stated as encouraging people to work. somehow reminding them of the administration objectives every bit good as showing contentment while outlooks are met. Ultimately. Fayol describes commanding as the act to advance good relationship among internal staffs in order to derive good customer’s response. in add-on. to measure the consequences attained and supply immediate response. Conversely. from the survey of Mintzberg thought. commanding focal points on keeping good relationships with others and utilises a job focused attack to rating and feedback ( Lamond. 2004 ) .

As argued by Tsoukas ( 1994 ) as cited in Lamond ( 2004 ) . Mintzberg was refering with the straight discernible ways of directors. while Fayol was covering with specific direction maps as necessary status for the being of these patterns and as a footing of explicating the beginning of their features. Mintzberg characterise manager’s work as representing much brief. variegated. and disconnected work. carried out at an grim gait. Mintzberg notes that “categorizations of work content and purpose lead to statements of maps or role” that is. “an organized set of behaviors belonging to an identifiable office or position” ( Mintzberg. 1973. p. 54 ) . It is. so. Fayol and Mintzberg have two different position of showing direction. Fayol is more to the basic construct of direction and showing it merely every bit simple as people want it to be. On the other manus. Mintzberg presents his thought based on the world faced by directors which he considered managers’ plants are at the repetitive celerity.

The position presented by Mintzberg and Fayol appears to be different positions of the same image. driven. on the one manus. by Fayol’s focal point on what directors should make if they lived in an idealised province. and. on the other manus. Mintzberg’s concern with what directors really do. given the demands they experienced twenty-four hours to twenty-four hours ( Lamond. 2004. p. 337 ) .

Premise
Mintzberg and Fayol assume that directors. regardless of their place or degree in the organisation. execute the same map and functions. In Mintzberg premise. he put the positions that as director engage in an activity. he should think his occupation and understand why he does it as the broadest sense of duties. In Fayol’s theory. it assumes that he simply introduces the polc based on his perceptive. As suggested by Smith & A ; Boyns ( 2005 ) . while Fayol proffers a theory that makes intuitive sense. it is non ever able to be translated into the action consistent with the demand that a manager’s dealt in workplace.

Decision
In decision. we can see that fundamentally Fayol and Mintzberg part in the universe of direction represents similarities but remain in the different positions. Fayol appears to keep the functional attack which manager’s undertaking is classified based on the basic construct of program. organise. lead and control. On the other manus. Mintzberg. who criticized Fayol’s work as folklore. creates 10 managerial functions to stand for the existent managerial work. The combination of maps and function. and the relationship between them. clearly suggests that the theoretical account proffered by Mintzberg ( 1973 ) and Fayol ( 1949 ) can be seen to stand for different degrees of the same ontological world. at least to the extent that. given the similarities between Fayol’s word picture and manager’s penchants and between directors daily experiences and Mintzberg functions. Fayol gave us direction as we would wish it to be and Mintzberg gave us direction as it is ( Lamond. 2003-2004 ) .

Reference List

Bartol. K. M. . Martin. D. C. Tein. M. & A ; Matthews. G. ( 1995 ) . Management: A PacificRim Focus. Oxford: McGraw Hill. Grover. V. . Jeong. S. . Kettinger. W. & A ; Lee. C. C. ( 1993 ) . The Chief Information Officer: A survey of Managerial
Functions. Journal of Management Information Systems. 10 ( 2 ) . pp. 107-130. Lamond. D. ( 1997 ) . Back to the Future: lesson from the yesteryear for a new direction. Management theory and pattern: traveling to a new epoch. 6. United kingdom: PalgraveMacmillan. Lamond. D. ( 2003 ) . Henry Mintzberg vs. Henri Fayol: Of Lighthouse. Cubists and theEmperor’s New Clothes. Journal of Applied Management Entrepreneurship. pp. 3-13 Lamond. D. ( 2004 ) . A affair of manner: reconciling Henri and Henry. Management Decision. 42 ( 2 ) . pp. 330-356. Lamond. D. ( 2005 ) . On the Value of Management History. Management Decision. 43 ( 10 ) . pp. 1273-1281. Luthans. F. ( 1988 ) . Successful V. Effective Real Directors. The Academy of Management. 9. pp. 127-132. Mintzberg. H. ( 1975 ) . The Manager’s occupation: Folklore and Fact. Harvard Business Review. pp. 49-61. Robbins. S. P. . Bregman. R. . Stagg. I. . & A ; Coulter. M. ( 2006 ) . Management ( 4th ed. ) . Sydney: Prenctice-Hall. Schermerhorn. J. R. . Campling. J. . Poole. D. . Weisner. R. ( 2004 ) . Management: An Asia PacificPerspective: John Wiley & A ; SonsAustralians. Ltd. Tengblad. S. ( 2006 ) . Is at that place a ‘New Managerial Work’ ? A comparing with HenryMintzberg’s Classic Study 30 Years Later* . Journal of Management Studies. 43. pp. 1437-1461.

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