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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-fayol7/23/2019 Compare and Contrast the Management Theories of Frederick Taylor
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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$ation to another #ithin the same contry" 'he concept of niversality of management
is, therefore, s0ect to the follo#ing t#o connotations"
(1) anagement principles can e sccessflly applied to different *inds of enterprises sch
as siness enterprises, cls, hospitals and so on"
(2) anagement principles are applicale to different economic systems of the #orld" 'hey
have #orld #ide tility"
+@P
7/23/2019 Compare and Contrast the Management Theories of Frederick Taylor
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" anagement as a rocess?
anagement as a process is niversal" t means that the fndamental fnctions of planning,
organi$ing, leading and controlling are asic and are performed y all managers regardless
of the type of enterprise"
+@P
7/23/2019 Compare and Contrast the Management Theories of Frederick Taylor
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7/23/2019 Compare and Contrast the Management Theories of Frederick Taylor
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