Fayol vs Mintzberg

Topics: Management, Organization, Project management Pages: 2 (701 words) Published: November 17, 2012
Management is the art of organising and allocating various tasks and resources in order for a business to achieve its objectives. These objectives usually have to be completed within a specific time frame, therefore, in order for a business to successfully complete these objectives it must retain managers who possess vast amounts of skills, experience and confidence. Managers that primarily focus on quality are usually hired by businesses that thrive. This essay will discuss both Fayol and Mintzberg’s theories and how they were imposed on businesses. Furthermore, it will discuss whether their principles and ideologies are still relevant in this day and age. Henri Fayol (1841-1925) was a French mining engineer born in Istanbul, who believed that management education was vital in order for firms to reach their full potential. He promoted his theories regarding management and administration after reaching fame through his critically acclaimed and widely published book titled ‘Administration Industrielle et Generale’ (1916). The book, however, was published after many years of his own personal experiences within the mining industry. He believed in 14 principles of management. These principles are believed to be the guidelines for managers in helping their firms reach optimum efficiency. Furthermore, he outlined five main components of the “management process” (Dessler, 1985, p. 4). These constitute of organising, planning, controlling, commanding and co-ordinating. According to Fayol (1949), the 14 principles should ‘guide the execution of these management processes’.Ultimately, his thesis has been greatly influential over the years to managers, as well as affecting how management has been practiced on a global scale. Henry Mintzberg (1939-present) is a Canadian professor at McGill University in Montreal. His theories regarding managerial skills are, if anything, confrontational and basic. He believes that managers should not concern themselves with...
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