Fayol and Mintzberg

Topics: Management, Project management, Henri Fayol Pages: 6 (1915 words) Published: March 27, 2009
In the era of modernisation these days, it appears that the purpose of managers in every single organisation is becoming so essential that we are required to understand the real concept behind management as well as the actual tasks performed by a manager. An understanding of the nature of management is vital for all members of society because all of us will at home stage to be a manager, and an understanding of the concept will enable us to become more effective in that role (Bartol, Martin, Tein & Matthews, 1995, p.13). Throughout the development of management, there are classical theory of management and modern management theory. As categorized by a French industrialist, Henry Fayol, the classic management portrays 4 functions known as POLC: Planning, Organizing, Leading, and Controlling. However, in the late 1960’s, Henry Mintzberg undertook a careful study of 5 executives to determine what these managers did on their jobs. In Mintzberg’s framework, a manager consists of 3 roles: informational roles, interpersonal roles, and decisional roles. Throughout this essay, the structure will be first about discussion of Fayol and Mintzberg theories in management, then, their comparison and contrast relating functional and process approaches in describing managerial tasks and ultimately the assumption section The objective of this essay is to identify and provide evidences of the similarities and differences between Fayol and Mintzberg ideas that expectantly may help the reader to enrich his/her knowledge in advance.

Henry Fayol’s theory
Henry Fayol identified four functions in management popular as the term POLC: Planning, Organising, Leading, and Controlling. The first term is planning, described as formulating idea and performance for goals to be accomplished. Organising, defined as the arrangement of all issues in accordance with attainment of the work, including task, people, or any other resources. Leading, the act of maintaining motivation among the workers hence all are inspired to work hard and able to achieve high performance. Eventually, Controlling is reckoned as the act of measuring performance and taking action to desired results. An evaluation is required to improve the outcome on the next performance (Schermerhorn, Campling, Poole & Wiesner, 2004).

Henri Mintzberg’s theory
Henri Mintzberg is known as the initiator of 3 significant roles in management. Mintzberg stated that the actual work methods of managers differed quite drastically from popular images of managers as reflective, systematic planners spending considerable quiet time in their offices poring over formal reports (Bartol et al, 1995). Managers, by Mintzberg, are comprised of intrapersonal role, informational role and decisional role. Intrapersonal role is the role in which people and sense of duties symbolic in nature are involved. This role comprised of figurehead, leader, and liaison. Informational role is associated with receiving, collecting, and disseminating information, which is monitor, disseminator, and spokesperson. Furthermore, decisional role is the role which revolves around making decision and entrepreneur, disturbance handler, resource allocator, and negotiator are included.

The comparison between the function and the process approach As described by Fayol that planning is the process to predict the future in which required personal and interpersonal competencies in building it. Mintzberg’s roles of the figurehead, leader, liaison, monitor, entrepreneur, resource allocator seems to demonstrate that those roles plan inasmuch as Monitor, according to Mintzberg, is responsible for motivation and activation of subordinates; responsible for staffing, training, and associated duties, this is evident that both sides do planning. As argued by Lamond (2004), when we examine Fayol’s planning function, there is a series of behaviours that constitute the enactment of Mintzberg’s managerial role in the process of planning,...
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