Fayol 5 roles of a manager
Planning – involves setting clear objectives, devising strategies, policies, programs and procedures
Organising – involves getting correct recourses and creating an organisational structure to divide up tasks. Managers must train and recruit people for the job to secure an efficient and effective workforce
Commanding – involves directing and giving instructions to carry out tasks
Co-ordinating – involves finding and training staff for the task and ensuring they are motivated to perform
Controlling – involves ensuring the objectives are being met. Involves maintaining performance by monitoring and evaluating
Fayol’s 14 principles of management
divisions of labour - employees trained in one area to get expertise = efficient
Authority - managers much give instructions and show authority to ensure tasks are carried out
Discipline - employees must comply with rules and consequences for those who do not
unity of command - each employee should have one direct supervisor
unity of direction - minimises confusion and conflict as teams should work fro the same manager and same goal
subordination - interest of one employee should not take over the direction of the team
remuneration - rewards employees for their work
centralisation - involving employees in core decision making
scalar chain - line of authority shows communication should follow
order - arrangement of resources must be clean and tidy
equity - managers must be fair and objective at all times
stability of personnel - retaining a core, trained and effective workforce
Initiative - permitting workers freedom to complete tasks
esprit de corps - promotion of team spirit and unity to reduce conflict and increase productivity
Mintzbergs roles of a manager (10)
- figurehead represents the organisation as the highest figure of authority which instils confidence in shareholders at AGMs
- leader inspires/motivates employees o may reduce staff turnover
- liaison builds and maintains working relationships with internal and external stakeholders can lead to lucrative business deals
- monitor checks progress to ensure aims are met and takes corrective action if targets are not being met reducing waste
- disseminator distributes information within the organisation improves communication channels
- spokesperson publicly represents the organisation at press conferences to improves PR
- entrepreneur sets the vision for the organisation o generates ideas to improve competitiveness
- disturbance handler responds to disputes to prevents/reduces the impact of issues which may result in loss of earnings/image
- resource allocator decides how resources are used inside the organisation, ensuring efficinecy
- negotiator represents firm at union talks to maintain good relationships with stakeholders to reduce strike action
benefits of the classical / scientific / bureaucratic approach (8)
- money willi always have some positive effect on workers motivation e.g. underpaid workers won’t work as hard
- piecemeal incentive rewards workers who produce quickly and accurately
- hierarchal structures provide many promotion opportunities for employees
- high level of supervision reduced changes of slacking within the firm
- decision making tends to be quicker as leadership style is autocratic in nature
- clear organisational structures can improve communication flow
- clearly defined roles reduces conflict
- division of labour produces a high output and specialisation can increase
drawbacks of the classical /scientific / administrative management approach (8)
- demotivation for workers as it treats them like machines who never see an end product
- division of labour can be boring and repetitive
- workers become inflexible as they have no opportunity to multitask as job rotation is discouraged
- workers feel alienated and undervalued as they are seen as labour and not part of a team
- assumes workers are only motivated by money = not true
- management style can be intimidating and stressful for workers
- upward communication, initiative and worker input is discouraged so valuable ideas and opportunities may be missed
- lack of flexibility may result in high turn over in a modern day work environment
use of classical school in modern businesses (5)
- manufacturing industries have routine processes and require standardised output
- efficiency is still core of production lines and manufacturing companies
- appropriate for low skilled jobs which can be standardised and measured
- money is still an incentive and motivator
- appropriate when tasks can be divided up: low cost method of increasing
output
human relations theory impact on business (6)
- workers motivation increased from social interaction and when mangers took and interest in them
- Hawthorne experiment found workers adapt their behaviour in response to change in working conditions set by management
- importance team working as workers may be more influence by informal advice
- employee have more freedom to make decisions and be creative
- emphasised non financial motivators e.g. good working conditions
- emphasised the importance of good communication between management and employees in promoting high levels of output
limitations of the human relations Hawthorne experiment (2)
- all workers were female which may have made them more willing to participate in the experiment and try to make it work
- factory based experiments are limited to their transferability to other work sectors
human relations school to modern organisations (4)
- useful in industries where initiative is important and valued e.g. deign firms
- promotes team work so useful for collaborative jobs
- links with fast changing elements were workers
must adapt - led to development of HR departments to support workers
neo-human relations impact on businesses
pyramid of 5 needs
- self actualisations needs e.g. fullest potential
- esteem needs e.g. achievement
- social/love needs e.g. relationships
- safety needs e.g. shelter
- physiological needs e.g. food, water
limitations of the neo-human relations approach (3)
- assumed happy workers produced more when not always the case. the task may be neglected in favour of social benefits
- theories neglect impact of external factors e.g. recession
- some workers do not follow the hierarchy of needs and some levels may be absent for some
contingency theory impact on business (5)
- no organisation structure that will suit all organisation at any point in time
- focuses on the interrelationships of external environment, structure and task
- the best approach depend on the variables
- management must be flexible as environments can change
- most used approach for modern business
Variables in the contingency approach (9)
- size
- type
- technology available
- staff available
- finance available
- skills of staff
- management experience
- market environment
- information available
Relevance of contingency in modern organisations (5)
- leadership style: match managers to relevant areas
- organisational structure: combination of structures used
- staff skills: new workers may need a directed approach
- nature of the work: manufacturing will be better suited to classical
- external environment: e.g. economic conditions such as recession
what theorists studied classical school
- administrative = Fayol
- bureaucratic = webber
- scientific = Taylor
- classical = Mayo
what is theory X (7)
- similar to classical school
workers = lazy and don’t want responsibility
mangers lead and workers follow
Emphasis threatening and incentive working
Hierarchal structures
assumes workers resist to change
only motivated by money
what is theory Y
- similar to human resources
assumers workers enjoy their duties and are self motivated and can have responsibility
Management thinks workers are active change agents
Management should provide an environment so employees achieve their own aims
should be more upward communication and participation in decision making
use of teams
Recognition and rewards
