Define Management as Per Fayol and Mintzberg a Case Study
Key Learning Outcomes
By the end of the case, students should be able to:
- Understand Fayol's perspective on management of an organization
- Understand Mintzberg's roles when it comes to management of an organization
- Apply these concepts in real-world Scenarios
1.0 INTRODUCTION
This paper will discuss what management is as defined by Mintzberg and Fayol two of its most prominent and acknowledged philosophers. Henri Fayol and Henry Mintzberg. Henri Fayol was a recognized French engineer who proposed the 14 principles of management and 5 functions of management. Henry Mintzberg was a Canadian academic who observed quite a number of managers in action and identified 10 roles of management. Both Fayol and Mintzberg have contributed to the understanding of how managers operate in organizations, but they have different perspectives and emphases.
Fayol's definition of management
Fayol defined management as "the process of forecasting, planning, organizing, commanding, coordinating, and controlling" (Fayol, 1949). He saw these functions as interrelated and sequential, and he argued that they apply to all levels of management and all types of organizations. Fayol also projected the 14 principles of management namely division of work, authority and responsibility, unity of command, unity of direction, scalar chain, and esprit de corps. He believed that these principles could improve the efficiency and effectiveness of management.
Mintzberg's definition of management
Mintzberg defined management as a practice that consists of a set of activities or roles performed by all managers regardless of their level or function" (Mintzberg, 1973). He observed managers in various settings and found that they perform 10 roles that can be grouped into three categories: interpersonal roles, informational roles and decisional roles. He argued that these roles are interdependent and dynamic and that they reflect the realities and challenges of managing in complex environments.
Comparison and contrast between the two;
Fayol and Mintzberg have different approaches to describe management. Fayol's approach is more prescriptive and normative, as he provides a set of functions and principles that managers should follow. Mintzberg's approach is more descriptive and empirical, as he depicts what managers actually do in their daily work. Fayol's approach is more universal and abstract, as he assumes that management is the same across levels, functions, and situations. Mintzberg's approach is more contingent and specific, as he recognizes that management varies depending on the role, context, and environment.
However, Fayol and Mintzberg also have some similarities in their views of management. Both acknowledge that management is a complex and multifaceted process that involves planning, organizing, leading, and controlling. Both agree that managers need to have authority and responsibility to achieve organizational goals. Both suggest that managers need to coordinate and communicate with various stakeholders inside and outside the organization. Both emphasize that managers need to be flexible and adaptable to deal with uncertainty and change.