The Roles of Management in an Organization
The success of an organization rests on the ability of managers to plan, organize, direct and control.' The aim of this essay is to examine to what extent the above statement is an accurate appraisal of successful management? To illustrate the arguments put forward this essay will refer to the case study 'The launch of the centaur' taken from Paton et al text 'Organizations, Cases, Issues and Concepts'. The case study reports on the problems that occurred when Centaur replaced
Paravel car manufacturers.
This essay will include a study of Henri Fayol's five key managerial elements in order to display whether it is essential to plan, organize, direct and control followed by practical examples drawn from the highlighted case study. Fayol's career began as a mining engineer and then moved into research geology and in 1888 joined, Comambault as
Director. The company was in difficulty but Fayol turned the operation round. On retirement he published his work - a comprehensive theory of administration - described and classified administrative management roles and processes then became recognised and referenced by others in the growing discourse about management. Fayol categorized management into five key elements, which can be seen in appendix one.
The first of the elements is planning; Fayol believes that planning " means both to access the future and make provision for it"[1] Fayol views the "action plan" as the most useful output of the planning process. He notes that this plan must consider the firm's resources, work- in-progress, and future trends of the eternal environment. Fayol also believes that a good action plan must consist of continuity, unity, flexibility and precision. Pugh and Hickson state that " The problems of planning which management must overcome are: making sure the objectives of each part of the organisation are securely welded together (Unity); using both short and long term forecasting
(continuity); being able to
Paravel car manufacturers.
This essay will include a study of Henri Fayol's five key managerial elements in order to display whether it is essential to plan, organize, direct and control followed by practical examples drawn from the highlighted case study. Fayol's career began as a mining engineer and then moved into research geology and in 1888 joined, Comambault as
Director. The company was in difficulty but Fayol turned the operation round. On retirement he published his work - a comprehensive theory of administration - described and classified administrative management roles and processes then became recognised and referenced by others in the growing discourse about management. Fayol categorized management into five key elements, which can be seen in appendix one.
The first of the elements is planning; Fayol believes that planning " means both to access the future and make provision for it"[1] Fayol views the "action plan" as the most useful output of the planning process. He notes that this plan must consider the firm's resources, work- in-progress, and future trends of the eternal environment. Fayol also believes that a good action plan must consist of continuity, unity, flexibility and precision. Pugh and Hickson state that " The problems of planning which management must overcome are: making sure the objectives of each part of the organisation are securely welded together (Unity); using both short and long term forecasting
(continuity); being able to