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Management Proposed by Fayol

Henry, a French engineer became somewhat of a hero for resurrecting a troubled mining company in which he worked, and turning it into one of France’s most successful businesses (Daft 2003). Born in 1841 and dying In 1925, Payola spent most of his working life as a manager, where he drew upon personal experiences to facilitate In the creation of his theory of administration. In his most significant work, General and Industrial Management, Payola discussed and identified five basic functions of management, which he believed every manager needed to perform.

These were: planning, organizing, commanding, coordinating, and controlling. These functions, although have been condescended down to four; planning, organizing, leading and controlling, still underline much of the general approach to today’s management (Draft 2003). Although, the usefulness of Henry Payola’s classical functions have come under question about their relevance In current managerial activities by a number of professionals, Payola’s functions still continue to shape and have underlining influence on the basis in which managers perform in the business world of today.

Planning If you have no particular destination in mind, it does not matter what road you take. However If you have somewhere In particular you want to go, then you have

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to plan the best way you can to get there (Robbins et al. 2008). This phrase demonstrates the shear importance that planning has in managerial roles to an organization. As organizations exist to achieve purpose, someone must clearly define that purpose and what Is needed In order to reach achievement. That someone Is management. Planning Is the process In which managers use to Identify and select appropriate Laos and courses of action (Waddled et al. 009). Without the definition of goals, the establishment of strategies to be used in order to achieve, and the development of plans that will be used to integrate activities, then an organization simply will not continue to exist. Managers, therefore today must be aware of the many circumstances that surround the organization. For instance their environment, whether it is the general environment, the task or even internal, managers must be aware of the effects these areas could have on the organization not only in the resent but also for the future.

With suitable planning and strategies put In place, managers can help the organization avoid such extremes as bankruptcy, with strong planning efforts regarding direction and demographic trends, growth and acquisitions. Therefore the first function of planning, proposed by Payola to any organization is not only relevant to the world In which business operates today, but also the potential to add huge value to the current and future aspects of that organization. OFF Managers today are responsible for arranging and structuring work to accomplish he organization’s goals (Robbins et al. 2008). Typically following planning, organizing is the process managers use to establish a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals (Waddled et al. 2009). Today’s managers determine the tasks that need to be done, who is to do them, how the tasks are to be grouped, who reports to whom and what level decisions are to be made (Robbins et al. 008). The relevance of organizing to mangers today is to create structure, which is organized with all the necessary sources. With structure, managers give employees appointed tasks, lines of authority and decision responsibility. This in turn provides employees with a sense of ownership and control over their Jobs and thus strengthens initiative from them (You, lemma, Choc 2006), helping to create an organization that achieves goals.

Coordinating Payola’s management concept of coordinating sees managers encouraging direct personnel activity. Coordinating is the laying out of timing and sequencing of activities and harmonize them all (Fells 2000). Mangers that are able to maintain he balance between the activities of the organization, are able to succeed in creating an organization that can come together to face problems of common interest that can surround different areas of the organization, for instance, the many departments.

The value of this concept is high, as managers from different areas within the organization can band together and communicate as well as forecast possible problems, while offering short or long term solutions. Commanding As the word commanding suggests, managers must take authority and put the desired plan into action (Fells 200). The value of commanding in managerial roles today is important and has relevance as managers verify whether everything occurs in conformity with the plan adopted, the instructions issue and principles established (Almond 2004) that have been previously set.

Controlling After the goals have been set and plans are formulated, the structural arrangements determined, people are motivated, there has to be some evaluation of whether things are going to plan (Robbins et al. 2008) Controlling, is the function of managers evaluating how well an organization is achieving its goals and taking action to maintain or improve performance (Waddled et al. 2009). This function is an important concept in organizational management as it demonstrates the successfulness of the organization in terms of the achievement of goals that have been put in place by the managers.

The value of controlling is extremely important, as managers are able to monitor what needs to be improved by comparing the information to performance standards and taking corrective action where necessary. Managers must ensure that the organization is moving towards its goal and performance does not deviate from ND therefore many not be accomplished affecting the overall performance of the organization as a whole, making control very relevant to the managerial positions in business today.

In conclusion, Henry Payola’s principles of management provide and continue to provide a general management perspective for practicing managers today and an instructional tool for academics teaching in the field of management (You, lemma Choc 2006). Payola has provided a general framework for practicing managers (You, Lemma, Choc 2006), by which the functions of planning, organizing, coordinating, commanding ND controlling have a bearing connection with the practicing of managers in any managerial position across a vast number of organizations, no matter the size or level.

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