Compare and Contrast the Management Theories of Frederick Taylor

7/23/2019 Compare and Contrast the Management Theories of Frederick Taylor

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Explain Fayol's 4 functions of management

Henri Fayol (1841-1925), praised as father of modern administrative management, focsed

on general and attitdes theories of managers! practice" Fayol #as the first to discover the

specific managerial fnctions of planning, organi$ing, commanding, coordinating and

controlling (%avidson et al, 2&&9 p"42)" Ho#ever, it has comprised of only for fnctions

no#adays (planning, coordinating, leading and controlling)" 'hese fnctions have ecome the

solid fondation and core management process, playing important roles in diverse

organisations" ccordingly, this essay #ill frther elaorates the Fayol!s fnctions and

convince of its great inflence #ithin the contemporary management practices"

Ho#ever, errors and iases decision ma*ing sch as overconfidence and sin* costs might

case corporate crisis and scandal (+oins et al, 2&&9 p"22)" ort .lang Free /one pro0ect

(.F/) in alaysia, has ring on a failre planning" dvisory firm rice#aterhosecoopers

(2&&9 p"11) has revealed .F/ pro0ect actal cost had rose p from +1,95 illion, predict

to reach +12,45 illion cmlative deficits in over time" +eport frther indicated that

failre planning inclded #ea* governance and pro0ect management, lands prchased e3ceed

mar*et vale, lo# pro0ect actal occpancy and so on" t is apparent that the management

team are holding nrealistically positive vie#, tend to otain re#ard and to avoid immediate

costs" .F/ pro0ect also failre to ad0st adeately for sseent information" 'herey,decision-ma*ers oght to not e heristics ths simplify"

Fayol!s coordinating fnction still emphasises in crrent management practice" 6oordinating

lin*ing and allocating the organisational activities and resorces to ensre efforts are

effectively (%avidson et al, 2&&9 p"28&)" 6oordinating approaches consist of 0o

specialisation, departmentalisation, allocating athority and also organising activities" 'hese

prposes are to ma3imising performance practices, and estalish sstainale competitive

advantages"

For this e3ample, alaysia former rime inister 'n %r" ahathir ohamad has a great

effort on coordinated civil servants" He initiated civil service reform in his governance time,

sggested paradigm shift needed from the civil servants in their attitde and approach


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to#ards their dties" Herey in ahathir theory, stated that 7civil service shold more

cstomers focsed, responsive, reslts and performance oriented, accontale and

innovative, #ith the capacity and capaility of providing ality services7 (Ho and 6hin, 2&&1

p"22)" s a reslt, reform has increased the efficiency and effectiveness in the civil service

administration and management"

esides, alaysia irlines () #as another e3ample to demonstrate the important of

coordinating" +eformation adopt to 0oin gloal airline alliance to ct short their deficit

flight lines and feed to alliance airline (ia, 2&&)" imltaneosly, collaorate airlines #old

also allocate the regional flights to " 'herefore, oth have eal advantages, despite

flights redced t made more money"

:eading is another element of Fayol!s fnction" ;rganisational manager shold have

leadership s*ills to lead employee" +oins (2&&9 p"5) stated that a good leader shold

have clear goals, relevant s*ills, mtal trst and spport, negotiating s*ills and nified

commitment" Frthermore, effective commnication increase prodctivity and avoid distrst

et#een employees" s ahathir (2&&4 p"118) otlined that e3planations is one of the

important 0os of a leader, ecase 7leader (manager) have to sell the idea to people

(sordinates)7" 'herey, good commnication shold a leader have"

Ho#ever, ilne and a$y (1999 p") arged that the most important leadership traits are

not discernile y loo*ing at the leader alone t y loo*ing at interactive leader-follo#er

relations" t ma*es clear that leader shold also e sensitive to #hat follo#ers thin*" For

instance, sia leading lo#-cost carrier, ir sia, has an e3traordinary leading style" 'he

management prefers casal and team-#or* approach, #ith less athority symolises and

allo#s employees to share opinion (F, 2&&4)" 'he cre# memers clean the plane #ithot

regard for ran*, and the top manager freent get do#n operations #ith sordinates" 6


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(%avidson et al, 2&&9 p"18)" 6ontrolling is an indicator and it helps to ensre the process of

implementing goal #as in right direction, #ith comparing and evalating its performance" n

reality, de to goal perform is an ongoing process, contingency are often srrond and occr

dring process, therefore, controlling provide the critical lin* ac* to planning" =ell

controlling #ill ma*e prodctivity efficiency and achieve effectiveness goal"

ir sia as a lo#-cost airline has to constant loo*ing of their cost and e3penses" For

e3ample, ir sia decides ying single type aircraft, #hich is irs 2&" 6


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Henri Fayol

Henri Fayol (orn 1841 in stanl> died 1925 in aris) #as a French management theorist"

Henri Fayol #as one of the most inflential contritors to modern concepts of

management, having proposed that there are five primary fnctions of management?

1" lanning,2" ;rgani$ing,

" 6ommanding,

4" 6oordinating, and

5" 6ontrolling (Fayol, 1949, 198)"

6ontrolling is descried in the sense that a manager mst receive feedac* on a process in

order to ma*e necessary ad0stments" Fayol!s #or* has stood the test of time and has een

sho#n to e relevant and appropriate to contemporary management" any of today!s

management te3ts inclding %aft (2&&5) have redced the five fnctions to for? (1)

planning, (2) organi$ing, () leading, and (4) controlling" %aft!s te3t is organi$ed arond

Fayol!s for fnctions"

Fayol elieved management theories cold e developed, then taght" His theories #ere

plished in a monograph titled @eneral and ndstrial anagement (191A)" 'his is an

e3traordinary little oo* that offers the first theory of general management and

statement of management principles"

Fayol sggested that it is important to have nity of command? a concept that sggests

there shold e only one spervisor for each person in an organi$ation" :i*e ocrates, Fayol

sggested that management is a niversal hman activity that applies eally #ell to the

family as it does to the corporation"

Fayol has een descried as the father of modern operational management theory (@eorge,

p" 14A)" lthogh his ideas have ecome a niversal part of the modern management

concepts, some #riters contine to associate him #ith Frederic* =inslo# 'aylor" 'aylor!s

scientific management deals #ith the efficient organisation of prodction in the conte3t of

a competitive enterprise that has to control its prodction costs" 'hat #as only one of the
http://vectorstudy.com/management-gurus/henri-fayolhttp://vectorstudy.com/management-gurus/henri-fayol


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many areas that Fayol addressed" erhaps the connection #ith 'aylor is more one of time,

than of perspective" ccording to 6lade @eorge (19A8), a primary difference et#een

Fayol and 'aylor #as that 'aylor vie#ed management processes from the ottom p, #hile

Fayol vie#ed it from the top do#n" @eorge!s comment may have originated from Fayol

himself" n the classic @eneral and ndstrial anagement Fayol #rote that 7'aylor!s

approach differs from the one #e have otlined in that he e3amines the firm from the

7ottom p"7 He starts #ith the most elemental nits of activity B the #or*ers! actions B

then stdies the effects of their actions on prodctivity, devises ne# methods for ma*ing

them more efficient, and applies #hat he learns at lo#er levels to the hierarchyC(Fayol,

198, p" 4)"7 He sggests that 'aylor has staff analysts and advisors #or*ing #ith

individals at lo#er levels of the organi$ation to identify the #ays to improve efficiency"

ccording to Fayol, the approach reslts in a 7negation of the principle of nity of command

(p" 44)"7 Fayol critici$ed 'aylor!s fnctional management in this #ay" 'he most mar*ed

ot#ard characteristics of fnctional management lies in the fact that each #or*man,

instead of coming in direct contact #ith the management at one point only, receives his daily

orders and help from eight different osses(Fayol, 1949, p" A8") 'hose eight, Fayol said,

#ere (1) rote cler*s, (2) instrction card men, () cost and time cler*s, (4) gang osses, (5)

speed osses, (A) inspectors, () repair osses, and the (8) shop disciplinarian (p" A8)" 'his,

he said, #as an n#or*ale sitation, and that 'aylor mst have someho# reconciled thedichotomy in some #ay not descried in 'aylor!s #or*s"

Fayol gradated from the mining academy of t"


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langage and thoght that are limited to the time and place of composition (Fayol, 198, p"

i3)" @ray retained the 14 points sho#n elo#"

Fayol 14 Principles of Management

1. Specialization of labour.peciali$ing encorages continos improvement in s*ills and

the development of improvements in methods"

2. Authority.'he right to give orders and the po#er to e3act oedience". !iscipline.Do slac*ing, ending of rles" 'he #or*ers shold e oedient and respectfl

of the organi$ation"

4. "nity of comman#.


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+ompare an# contrast the management theories of Fre#eric 3aylor5 Henri

Fayol5 Elton 6ayo an# !ouglas 6c7regor. &n 8hat sense-s are these theories

similar an#9or compatible: &n 8hat sense-s are these theories #issimilar

an#9or incompatible: Ho8 8oul# a contingency theorist reconcile the points of

#issimilarity an#9or incompatibility bet8een these approaches:

'he t#entieth centry has roght in a nmer of management theories #hich have helpedshaped or vie# of management in the present siness environment" 'hese emerging

theories have enaled managers to appreciate ne# patterns of thin*ing, ne# #ays of

organising and ne# #ays of managing organisations and people" ;ver the years these

different theories have enaled the stdy of trends that have ta*en place in themanagement field" 'he ma0or management vie#points- #hich inclde the classical,

ehavioral and contingency approaches- have assisted in the formation of the

contemporary t#enty-first centry management theory and technies (" 6" 6erto G " '"

6erto, 2&&A)" lthogh, there are significant differences among all these approaches theyseem to e nified y the efforts of improving an organisations efficiency in terms of

proper hman resorces management" Frthermore, the dissimilarities seen in theseapproaches are de to the al#ays changing organisations and environments #hich demand

ne# management practices and technies e applied to maintain the efficiency of an

organisation"

'he classical approach to management #as the reslt of an effort to develop a ody of

management thin*ing and the management theorists #ho participated in this effort are

considered the pioneers of management stdy" 'he classical vie#point emphasises

efficiency in managing #or* and organisations in order to increase prodction (" 6" 6erto G" '" 6erto, 2&&A)" 'he classical approach to management can e categorised into three

areas? scientific, administrative and reacratic management" Frederic* 'aylor,"""

CCCCCC""

Fayol mar*ed ot 4 main fnctions of management that ecame niversally recogni$ed"

1" lanning-a manager shold #or* ot definite ftre prospects regarding his pro0ect, that

sholdn!t e 0st imagined dreams"

2"rrangement-a manager shold setp the strctre that #ill satisfy the reirements at

most"

" otivation-s*illflly organi$e and motivate employers to #or* to#ards the goal andma3imm reslt of the pro0ect"

4"pervision-do not lo#er the attention and control over the #or*"


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Fayols For Fnctions of anagement

+elating to n ntervie#ed anager

'he 6ommon#ealth an* is a large-scale mltinational organisation ased in stralia, it has

een in operation since 1912 and speciali$es in financial services" 'he an* crrently employs

over 8,&&& employees and has over 1&&& ranches nationally" t has een a plicly listed

company since 1991 after previosly eing government o#ned (6ommon#ealth an*)"

management estionnaire #as recently condcted #ith a female front line manager from a

6ommon#ealth an* ranch" 'his estionnaire focsed on ho# the manager coordinates and

oversees the #or* activity of others so that their activities are completed efficiently and

effectively (+oins, ergman, tagg and 6olter, 2&&9, p"1&) in relation to Fayols for

fnctions of management (planning, organi$ing, leading, controlling)" lthogh the manager is

discssed in terms of Fayols fnctions other theories are also discssed sch as

int$ergs approach to management (management roles)" 'his comparison of management

theories may enale the an* managers actions to e nderstood as part of management

#hen they do not fall nder Fayols fnctions"

'he first of Fayols fnctions is an important one as stated y 6arroll" , I and @illen" %, I

(198) J*ill in planning #as one of the strongest predictors of managerial sccess"K s

planning is sch a pivotal fnction (sed 19L of managers time (6arroll, G @illen, %" 198

p"41) it is sed e3tensively y the intervie#ed manager in their approach to management" y

definition planning is Jthe management fnction that involves defining goals, estalishing

strategies for achieving those goals and developing plans to integrate and coordinate

activities"K (+oins, ergman, tagg and 6olter, 2&&9, p"12) 'he intervie#ed manager ses

each part of the management fnction of planning for her small grop of people (5-19)" s a

front-line manager she is reired to e involved in this"""


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'he For Fnctions of anagement

anagement is the process of #or*ing #ith other and capital to achieve organi$ational goals"

lso management is defining as creative prolem solving" 'his creative prolem solving is

accomplished throgh the for fnctions of management? planning, organi$ing, leading and

controlling" 'he intended reslt is the se of an organi$ation!s resorces in a #ay that finish

its mission and o0ectives"


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stract

'he for fnctions of management, planning, organi$ing, leading, and controlling, are very

essential in ilding strong organi$ations and even stronger more effective teams" lanning,

organi$ing, leading, and controlling are the fnctions of management" 'hese fnction

activities mst e preformed my all managers regardless of their indstry level, title, or the

tas* they have at hand" 'hese for management s*ill are sed #hen ever a pro0ect or a tas*

is at hand"


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'he For Fnctions of anagement

7Henri Fayol #as the 1st to descrie the For Fnctions of anagement #hen he #as 6hief


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PDM


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t a person #ho mst plan, organi$e, actate, and control" gain, this does not overloo* the

need for technical information in the decision-ma*ing process" 'echnological, social,

political, and economic factors mst e considered in most decisions" t the same time,

managers mst recogni$e the importance of alancing the needs and goals varios

organi$ational memers" 'his, in trn, reires an aility to nderstand the overall natre of

an organi$ation!s operations"

second factor to consider conserns to need for fle3iility #hen ad0sting to a ne#

organi$ational environment" ll organi$ations have nie differences" 'hs, for managers to

e sccessfl in moving from one organi$ation to another, they mst e capale of adapting

to change" n addition, initiative, motivation to achieve, and the corage to accept and

overcome setac*s are important personal characteristics" =hen moving from large to

smaller organi$ations, these latter characteristics appear to e especially critical" erhaps

this is de to the fact that smaller organi$ations do not have the technical specialists and

staff spport grops fond in their large conterparts" n any event, career movements

from small organi$ations to larger ones seem to present fe#er prolems"


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atrday

PDM


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lthogh proven performance in one management position is no garantee of sccess in

another, varios isses shold still e e3plored" First, managerial sccess depends on ho#

#ell managers do their 0os - that is, ho# #ell they perform the management fnctions in

meeting their responsilities" +ememeer that manager is not a narro# technical specialist,

t a person #ho mst plan, organi$e, actate, and control" gain, this does not overloo* the

need for technical information in the decision-ma*ing process" 'echnological, social,

political, and economic factors mst e considered in most decisions" t the same time,

managers mst recogni$e the importance of alancing the needs and goals varios

organi$ational memers" 'his, in trn, reires an aility to nderstand the overall natre of

an organi$ation!s operations"

second factor to consider conserns to need for fle3iility #hen ad0sting to a ne#

organi$ational environment" ll organi$ations have nie differences" 'hs, for managers to

e sccessfl in moving from one organi$ation to another, they mst e capale of adapting

to change" n addition, initiative, motivation to achieve, and the corage to accept and

overcome setac*s are important personal characteristics" =hen moving from large to

smaller organi$ations, these latter characteristics appear to e especially critical" erhaps

this is de to the fact that smaller organi$ations do not have the technical specialists and

staff spport grops fond in their large conterparts" n any event, career movementsfrom small organi$ations to larger ones seem to present fe#er prolems"


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;hat is uniersality of management: A

ns#er?Pniversality of management refers to the transferaility of its principle,

technies, fnctions and s*ills from one time, place or 0o to another" ll these

management practices are eally practicale and applicale every#here in the #orld

irrespective of the natre of the 0o, differences in cstoms, haits and social la#s"

anagerial fnctions and technies can e practiced in every organi$ed effort" =hether it

is a siness, shop, indstry, government office, edcational, social, profitale or non-

profitale organi$ation, management principles, fnctions and technies are profitaly and

prodctively applied" sccessfl manager of a company or a field can e eally sccessfl

in the other" 'hat is #hy a manger of a company can e safely transferred from one

department, company or area to another" n a*istan it is a rotine practice of transferring

reacrats from one department, instittion to another #ith ite different #or*"

Pniversality of management can e 0dged from the fact that an army general can

efficiently hold a position of a company or a contry, althogh the natre of technical #or*

is ite different in oth places > t the principles of performing the 0os are same

ccording to Fayol and Pr#ic*, management has some principles, li*e nity of command or

division of #or* #hich can e ignored no#here" Pniversality never means that one particlar

0o shold e performed y every manager" t it means that all 0os have principles in

common that mst e follo#ed y every type of manager"


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"?&@E)SA&3< 0F 6A?A7E6E?3 > 6A?A7E6E?3 SB&3hurs#ay5 !ec 4 2//*

ll sectorsand


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H"6A? SB&S?

Hman s*ills are s*ill that ild cooperation #ith the team eing led" 'hey involve #or*ing

#ith attitdes and commnication, individal and grop interests R in short, #or*ing #ith

people"

+0?+E3"A SB&S?

6onceptal *ills involve the aility to see the organi$ation as a #hole" manager #ith

conceptal s*ills is ale to nderstand ho# varios fnctions of the organi$ation complement

one another, ho# the organi$ation relates to its environment, and ho# changes in one part of

the organi$ation affect the rest of the organi$ation"

s a manager gro#s, the need for conceptal s*ills increases"

Hman s*ills are reired at all levels"

6A?A7E6E?3 SB&C A contemporary @ie8?

'he ma0or activities that the modern managers typically perform are of asic types?

1" 3as )elate# Actiities?

'as* related activities are management efforts aimed at carrying ot critical

management related dties in organi$ations" ch activities inclde short term

planning, clarifying o0ectives of 0os in organi$ations, and monitoring operations and

performance"

2" eople )elate# Actiities?

eople related activities are management efforts aimed at managing people in

organi$ations" ch activities inclde providing spport and encoragement to others,

providing recognition for achievements and contritions,developing s*ill and

confidence or organi$ation memers,conslting #hen ma*ing decisions, and empo#ering

others to solve prolem"

" +hange )elate# Actiities?

6hange related activities are management efforts aimed at modifying


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organi$ational components" ch activities inclde monitoring organi$ations e3ternal

environment, proposing ne# strategies and vision, encoraging innovative thin*ing, and

ta*ing ris*s to promote needed change"

'o increase the proaility of eing sccessfl, managers shold have competence in ?

6larifying +oles

onitoring ;perations

hort term lanning

6onslting

pporting

+ecogni$ing

%veloping


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the factors that have contited to the niversal application of management in every level

of organisation and at every level of organisation"

rgments for Pniversality

1" ame fnctions" Vite often it is erroneosly thoght that management e3ists only

in a siness and not in other enterprises" 'he fact is, ho#ever, that #hen acting in their

respective managerial capacities not only the company president t also the office

spervisor perform the fndamental fnctions of management" 'he difference lies in sch

things as the readth of the o0ectives, the magnitde of the decisions ta*en, the

organisation relationships affected, and so on" anagers perform essentially the same

fnctions irrespective of their level in the organisation, indstry or contry"

2" Pniversal principles" 6lassical #riters (Fayol, Pr#ic* and others) elieved that there

are certain principles in management #hich are niversally applicalee" 'hese are the

principles of departmentation, principles of division of laor, principle of span of control,

the scalar principle, principle of nity of command, etc" ch principles as one man one oss,

division of #or* to improve speed and efficiency, limiting the nmer of persons to e

spervised so that managers can concentrate on e3ceptional prolems, the principles

governing motivation theory have certainly proved their #orth p to a point, and theseprinciples have een translated into practice for a long time" 'hese principles have fond

niversal e3pression of the natre and level of management in organisations"

" Fndamentals are same, the technies employed and practices follo#ed are

different" anaging occrs in par*s, ranches, hospitals, farms, niversities, cities, police,

agencies, chrches, airports and commnity organisations, indstries, and so on" 'he

fndamentals governing the management of a siness, a chrch or a niversity are same?

the difference lies in the technies employed and practices follo#ed" ll managers arc

accontale for performance of other people? they plan, ma*e decisions, organise #or*,

motivate people and implement controls and so forth" n order to accomplish things, the

technies employed might differ depending on sitational factors li*e ? cltre, tradition,

attitde, etc" ame is the case #ith management practices" n atomoile designed for se


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in deserts or 0ngles #ill e mar*edly different from the one that is designed for city

traffic" 'he design principles governing oth models are the same" 'he generic content of

management fndamentals is sch that they can e applied niversally ? practices and

technies employed may differ depending on the natre of indstry, the organisational

level #here these are applied, etc"

4" ractical evidence" anaging is fond in all types, fnctions, levels and si$es of

organisations" 'he fact that managers reglarly move from plic to private sector

organisations ears ample testimony to the fact that management concepts are niversal

across organisational types" For e3ample, %" %"


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2" ;rganisational philosophies differ" Pniversality prespposes the e3istence of

predictaility regarding the otcome of management actions" manager #or*ing in Firm

mst e ale to predict the li*ely conseences of his actions in Firm #here he is li*ely to

0oin" He may have to face insrmontale difficlties in case the nderlying philosophies of

these organisations #ere to differ" For instance, in one organisation the emphasis is on

profit ma3imisation and in the other the emphasis is on social responsiilities" ch

conflicting demands affect managerial actions and #hat a manager cold apply #ith sccess

in one organisation may not find a meaningfl e3pression in the other organisation #here the

nderlying philosophy is different" s pointed ot y %ale, no individal cold e a good

administrator in religios, academic, military, and siness instittions of oth commnist

and democratic contries ecase the philosophies that nderlie each are drastically

different and one person cold not encompass so mch"

" Pniversality of principles? +idiclos tatementT 6lassical management principles

#ere #ritten y practitioners in management and #ere ased on personal e3perience and

limited oservation only" 'hey have only tried to pass on their ideas as niversal trths" n

the asence of a rigoros scientific asis, no #onder, imon ded the principles as

provers, comparale to fol*lore and fol*-#isdom" oreover, these principles are vage and

too general and , as a reslt, are very difficlt to apply to a specific organisation" 'hey

often overlap and are sometimes incompatile #ith one another" 'he terminology Universal

principles, Universal trths is ite nfortnate"

4" anagement is a prodct of the cltre" anagers have to operate #ithin the road

constraints operating in an economy? cltre, tradition, organisational philosophies, etc"

anagerial ehavior in a deeply traditional, religios economy is ond to e different

from the advanced and scientifically-oriented economy" t is fritfl to search for a

common set of Uprinciples or Uasoltes or Udeterminate soltions #here managers have to

operate in highly diverse cltres" career in management is, y itself, not a preparation

for ma0or political office""""or for leadership in the armed forces, the chrch or a niversity"

'he #riters #ho arge that management principles are cltre ond seem to ignore that

the fndamentals governing the management of enterprises in ndia, Iapan, P""", and


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ra$il are the same" and they are applicale and adaptale in varios cltres" ;ther#ise, it

#old not have een possile for ndian anagers doing sccessfl siness in @reat ritain"

6hinese management thin*ers teaching in merica, and Iapanese managers #or*ing

sccessflly in ra$il and Hong *ong" 'he niversality of management thesis is #ell

spported y several research stdies y Hair, orter, Degandhi and +ichman etc"

ccording to these researchers, cltral and sitational factors may inflence the #ay in

#hich a manager discharges his fnctions t the fndamentals of management remain

nchanged""


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'he principles and concepts of management have niversal application" t means that

managerial *no#ledge may e transferred from one contry to another and from one

organi$ation to another #ithin the same contry" 'he concept of niversality of management

is, therefore, s0ect to the follo#ing t#o connotations"

(1) anagement principles can e sccessflly applied to different *inds of enterprises sch

as siness enterprises, cls, hospitals and so on"

(2) anagement principles are applicale to different economic systems of the #orld" 'hey

have #orld #ide tility"

+@P


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" anagement as a rocess?

anagement as a process is niversal" t means that the fndamental fnctions of planning,

organi$ing, leading and controlling are asic and are performed y all managers regardless

of the type of enterprise"

+@P


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Documents

Compare and Contrast the Management Theories of Frederick Taylor