Comparing Fayol and Mintzberg
Henri Fayol - Administration
Description
With two exceptions, Henri Fayol’s theories of administration dovetail nicely into the bureaucratic superstructure described by Weber. Henri Fayol focuses on the personal duties of management at a much more granular level than Weber did. While Weber laid out principles for an ideal bureaucratic organization Fayol’s work is more directed at the management layer.
Fayol believed that management had five principle roles: to forecast and plan, to organize, to command, to co-ordinate and to control. Forecasting and planning was the act of anticipating the future and acting accordingly. Organization was the development of the institution's resources, both material and human. Commanding was keeping the institution’s actions and processes running. Co-ordination was the alignment and harmonization of the groups’ efforts. Finally, control meant that the above activities were performed in accordance with appropriate rules and procedures.
Fayol developed fourteen principles of administration to go along with management’s five primary roles. These principles are enumerated below: • Specialization/division of labor • Authority with responsibility • Discipline • Unity of command • Unity of direction • Subordination of individual interest to the general interest • Remuneration of staff • Centralization • Scalar chain/line of authority • Order • Equity • Stability of tenure • Initiative • Esprit de corps The final two principles, initiative and esprit de corps, show a difference between Fayol’s concept of an ideal organization and Weber’s. Weber predicted a completely impersonal organization with little human level interaction between its members. Fayol clearly believed personal effort and team dynamics were part of a "ideal" organization.
Environment
Fayol was a successful mining engineer and senior executive prior to publishing his principles of
Description
With two exceptions, Henri Fayol’s theories of administration dovetail nicely into the bureaucratic superstructure described by Weber. Henri Fayol focuses on the personal duties of management at a much more granular level than Weber did. While Weber laid out principles for an ideal bureaucratic organization Fayol’s work is more directed at the management layer.
Fayol believed that management had five principle roles: to forecast and plan, to organize, to command, to co-ordinate and to control. Forecasting and planning was the act of anticipating the future and acting accordingly. Organization was the development of the institution's resources, both material and human. Commanding was keeping the institution’s actions and processes running. Co-ordination was the alignment and harmonization of the groups’ efforts. Finally, control meant that the above activities were performed in accordance with appropriate rules and procedures.
Fayol developed fourteen principles of administration to go along with management’s five primary roles. These principles are enumerated below: • Specialization/division of labor • Authority with responsibility • Discipline • Unity of command • Unity of direction • Subordination of individual interest to the general interest • Remuneration of staff • Centralization • Scalar chain/line of authority • Order • Equity • Stability of tenure • Initiative • Esprit de corps The final two principles, initiative and esprit de corps, show a difference between Fayol’s concept of an ideal organization and Weber’s. Weber predicted a completely impersonal organization with little human level interaction between its members. Fayol clearly believed personal effort and team dynamics were part of a "ideal" organization.
Environment
Fayol was a successful mining engineer and senior executive prior to publishing his principles of