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Book Title: Principles of Management

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Book Description: Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. For questions about this textbook please contact [email protected]

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Book description.

Principles of Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative. For questions about this textbook please contact [email protected]

Principles of Management Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Section 1: Introduction to Organizational Behavior

What you’ll learn to do: Describe the general history of management theory and practice and frame how organizational behavior has developed from these into a discreet field

Management theory? I thought this was an organizational behavior class.

You are probably wondering why the first section in your organizational behavior text is focused on management theory. Like most modern-day theories and ideologies, organizational behavior has evolved over time as people adapt to changes in society. In order to understand organizational behavior, we must first understand management theory and how the people before us used these theories to guide and direct formal organizations to be more successful.

It is important to remember that organizational behavior has developed from management theory into a distinct field of its own. Let’s move ahead to deep dive into how management theories influenced and formed organizational behavior as it is known today.

Learning Outcomes

  • Describe the history of management theory
  • Differentiate among Scientific, Administrative, and Bureaucratic Management Theories
  • Differentiate among Human Relations, General, and X&Y Management Theories
  • Describe the relationship between management theory and organizational behavior

History of Management Theory

So what is management theory? First, let’s break down the term. Theories help us understand our experiences by using research and observable facts. Management is the act of supervising and directing people, tasks, and things [1] . So, simply put, management theory is a collection of understandings and findings that help managers best support their teams and goals.

The Importance of Management Theories

Management theories help organizations to focus, communicate, and evolve. Using management theory in the workplace allows leadership to focus on their main goals. When a management style or theory is implemented, it automatically streamlines the top priorities for the organization. Management theory also allows us to better communicate with people we work with which in turn allows us to work more efficiently. By understanding management theory, basic assumptions about management styles and goals can be assumed and can save time during daily interactions and meetings within an organization.

Theories can only reach so far, and management theories are no exception. There is no such thing as a one-size-fits-all management theory. What may work for one organization may not be relevant for another. Therefore, when one theory does not fit a particular situation, it is important to explore the option of developing a new theory that would lead in a new, more applicable direction. While some theories can stand the test of time, other theories may grow to be irrelevant and new theories will develop in their place.

The Evolution of Management Theory

Photograph of a man wearing safety glasses standing on a raised platform in a modern brewery. He is gesturing with his hands, and appears to be explaining the brewing process.

The industrial revolution brought better and faster technology allowing companies to perform more efficiently than ever before and gave them the ability to dramatically increase their output. However, increased output meant lower prices which increased demand which in turn required more employees. Companies that once had a couple dozen employees were now growing into gigantic corporations. No longer was it possible for a manager to know each and every one of their employees on a friendly level. In order to meet demand, company leadership had to ensure their employees were productive. Sounds simple, right? Not exactly.

While productivity goals can be set easily, managing a team to meet productivity goals was not so simple. For the first time, managers had to find new and innovative ways to motivate a sizable number of employees to perform. Since this was a new concept, research, observations, experiments, and trial and error were all used to find new and better ways to manage employees. The industrial revolution gave birth to a variety of management theories and concepts, many of which are still relevant and essential in today’s workforce. In addition, many management theories have developed since the end of the industrial revolution as society continues to evolve. Each management theory plays a role in modern management theory and how it is implemented.

Practice Question

Let’s take a look at some key management theories, explore their history and reasoning, and learn about the masterminds behind them.

Different Management Theories

During the Industrial Revolution, it became obvious that the ways companies operated their businesses had to drastically change. While many people were in agreement that change was inevitable, pioneers in management theory differed in how they believed things should change and operate. In this page, we are going to explore six different management theories, all of which helped to form the base of management as it is known today. Keep in mind as you read about each one, that while some parts of the theories may be common sense to us today, at the time they were developed, they were groundbreaking. While the industrial revolution sparked these new theories, even more innovation came in the decades that followed as companies changed to adapt to business needs.

Scientific Management Theory

Frederick Winslow Taylor developed and published his Scientific Management Theory in 1909. At its core, scientific management theory believes that it is vital to find the most effective way to complete each and every task, no matter how small. In the early 1900s, managers would give orders to their workers with no guidance on how to accomplish them. Managers and employees rarely, if ever, had interaction with one another. Taylor believed this was an inefficient way to operate a business and recommended some key changes.

Taylor argued each task should be completed as efficiently as possible. In addition, everyone should be assigned a particular job based on their skills and abilities and must be evaluated based on the quantity and quality of their work. Taylor did not think it was fair or cost effective to pay every employee the same amount, regardless of their output. While this may sound like common sense today, this was a groundbreaking idea in the early 1900s. Another big component of scientific management theory is the idea of training and development. Taylor argued it was extremely important to monitor and train your employees on the tasks they are assigned to. By ensuring your employees are efficient at their work, the output will be larger and of a higher quality.

One part of the scientific management theory that is not common today is the idea that managers strictly manage and employees simply work. Nowadays, most companies offer room for growth and advancement for their employees as opposed to keeping a distinct barrier between management and employees. This theory had a huge impact on the way companies operated and were able to create a more balanced pay system, better training, and a more efficient workforce.

Administrative Management Theory

Administrative management theory was developed by Henri Fayol in the early 1900s and is considered to be highly relevant even today. Fayol created fourteen principles which he believed outlined the basis for strong and successful companies. It is important to know that Fayol agreed with many of Taylor’s ideas and ideologies, however, the main difference is that Taylor focused on the process of completing the work most effectively, and Fayol focuses on the organizational structure of a company as a whole.

Some of Fayol’s principles included a clear division of labor, ensuring each employee had only one direct manager to report to, and a healthy manager-employee relationship. Another important part of Fayol’s administrative management theory is the idea that everyone in a company should be aligned by organizational goals. Fayol believed that organizational structure was vital to the success and productivity of a company.

Bureaucratic Management Theory

The word bureaucracy tends to give off a negative vibe, implying that a bureaucratic organization is an impersonal machine that focuses more on numbers and output than on the wellbeing of its employees. However, its intended meaning is quite different. At the end of the 19th century, Max Weber created the bureaucratic management theory. Unlike today’s interpretation of the word, Weber believed that bureaucracy meant carefully developing and spelling out company objectives and divisions of labor. While this included developing a hierarchy of command within the company, it also included supporting and developing employees.

Weber built onto Taylor’s theory by adding a few key ideas of his own. Like Taylor, Weber believed efficiency in completing tasks was a key component to success and recommended detailed record keeping at all levels to monitor efficiency as well as areas of opportunity. He agreed that all employees need to have clear job expectations and each job should be standardized to allow for maximum productivity. The greatest difference between the scientific theory and the bureaucratic theory is that Weber believed in the importance of human emotion.

Emotion in business? This was absolutely unheard of during the industrial revolution. However, Weber believed the two words were closely associated. Weber argued that the increased use of technology could have a negative impact on a company’s culture. Too much change can be harmful to company morale and create long lasting negative effects on company success. In addition, Weber argued it was extremely important to hire based on skill and, just as importantly, personality. To ensure the safety and longevity of a company’s culture, Weber believed hiring employees based on their personality was critical.

Even in today’s business world, there is an anti-bureaucratic tone. For example, the term management is often replaced with leadership. The argument for this is that management is a mundane and structured task while leadership is a unique and heroic act. With this thought process, managers are viewed in a negative light while leaders are appreciated and recognized. Although in many places managers and leaders may appear to perform their job the same way, the focus on eliminating bureaucratic tone and perceived terminology from today’s workplace is evident [2] .

Now that you have read about three management theories, do any of them seem familiar? Maybe you have experienced certain aspects of each of these theories first hand. During an interview process, onboarding process, or the day-to-day work environment, some parts of these theories are still active today. Try connecting some of these theories to your personal experiences as we move onto the next three theories we are going to discuss in this module: Human Relations Management Theory, General Management Theory, and X&Y Management Theory.

Human Relations Management Theory

As the title implies, Human Relations Management Theory is centered around human interactions and relationships. Elton Mayo believed that all early management theories only focused on how money affects employee performance. He believed there were more factors that influenced how employees behaved and performed at work. To test his theory, he began a study at Chicago’s Western Electric Hawthorne Plant in the 1920s and 1930s and created his own management theory based on his findings which are more commonly known today as The Hawthorne Effect.

The initial goal of the study was to determine how changing the lighting would or would not affect employee productivity. They began the study with a small group of employees who they interacted with throughout the process. The study found that regardless of how they changed the lighting, productivity increased. When they were unable to make a connection as to why productivity improved, they began branching out to other departments to see if the results were similar. They realized that the lighting changes did not affect productivity but instead the daily interactions with the employees throughout the process motivated them to work more efficiently and increase their output. They allowed employees to voice their opinions, frustrations, and successes which in turn helped the employees feel more valuable. In addition, since they knew they were being monitored, they were more motivated to perform on a higher level. This was a revolutionary discovery that put the spotlight on human relations and highlighted the importance of individual and group dynamics.

General Systems Theory

In the 1940s, biologist Ludwig von Bertalanffy created his General Systems Theory. I know you’re probably wondering why a biologist would have any impact on management. Keep reading to see if you can connect the dots.

Ludwig von Bertalanffy believed that your body is the sum of all parts. For example, your nervous system works together with your digestive system, which work with each organ and muscle group to allow a person to function. If one function of the body fails to work, the body as a whole cannot effectively operate. Humans are most healthy and functional when all aspects of their being are working together effectively. He also argued that the environment can have an effect on each of the parts. A broken leg can prevent you from walking or the flu can have you bedridden for days. Each of these issues can damage the overall productivity of a person.

Ludwig von Bertalanffy’s theory is still found today in many management styles and theories. His work shows that external factors can prove to be toxic to an environment. Although he was referring to the human body, the same can be said for the workplace. Negativity and other toxic outlooks can have a harmful effect on motivation and performance at all levels in an organization. And, like his theory states, even when only one component of the organization isn’t executing properly, it will have an undesirable effect on the rest of the organization.

X&Y Management Theory

Based on his observations in the 1950s and 1960s, Douglas McGregor developed the X&Y Management Theory, arguing that all managers can be grouped into two categories. The first category known as Theory X explains that managers have a negative view of their employees and believe that employees need to be forced or coaxed into working. Theory X Managers tend to micromanage with the belief that employees will not motivate themselves to complete their work. This theory can be linked back to the scientific management theory and its focus on output above employee development and input.

On the opposite side of the spectrum, Theory Y Managers believe that employees are inherently motivated to work. Theory Y managers value the importance of helping their employees to thrive by providing opportunities for learning and development. Theory Y is focused on the idea of team versus independent work. McGregor argued that a team environment paired with an emphasis on individual professional development produces better results and a healthier work environment. Theory Y continues to prove its relevance and is still present in today’s business world.

Now that we’ve discussed six different management theories, where do we go next? I’m so glad you asked! There is a very important link between management theory and organizational behavior. Although the concepts are different, these six management theories helped develop organizational behavior into its own unique field. Let’s move on to learn more about how the two are connected!

Management Theory and Organizational Behavior

Photograph of a desk. There is a chart indicating business growth.

The first management theory that helped establish the foundation for organizational behavior was Taylor’s Scientific Management Theory. As we discussed earlier, Taylor placed a huge focus on productivity and worked to establish the most efficient ways to accomplish every task, big and small. Taylor’s theory impacted each organization’s productivity and it also changed the professional and personal dynamic of its employees and managers. This classical approach to management was later challenged by the onset of the human relations management movement which helped to further develop the groundwork organizational behavior.

While effective for productivity, the scientific management theory was missing a key component, human relations. In response to the classical management approach, human relations management theory was born. The Hawthorne Studies were a shining example of how much human relations and interactions can affect the workforce. A connection was finally made between productivity and the people responsible for it. The Hawthorne Studies proved that it was important for companies to take interest in their employees in order to increase productivity and decrease turnover. Not only did the studies show that individuals performed better when given attention, it also revealed that group dynamics were equally as important as individual contentment. It was becoming clear that the individual and group dynamics in an organization were equally important and directly related to the output of a company. It was through this revelation that people began to study the behavior of organizations at multiple levels; individual, group, and whole organization.

Another big impact on the development of organizational behavior was McGregor’s Theory X & Theory Y. As you read in the last section, the two theories are extremely different. Theory X states that people are inherently lazy and need to be forced to work. Theory Y on the other hand, says that people are motivated to work and argues the importance of a team dynamic. Theory Y is the more effective of the two theories and is a fundamental part of the foundation for organizational behavior.

While organizational behavior roots can be found in many management theories, it was not officially recognized as a field of its own until the 1970s. Since the 1970s, organizational behavior has developed into its own unique field covering a wide variety of topics for individual and group relations within organizations. This course will help you deep dive into the interworking of organizational behavior and help you understand how organizational behavior affects the day-to-day lives of employees in the workplace.

  • Management Theory and Organizational Behavior. Authored by : Freedom Learning Group. Provided by : Lumen Learning. License : CC BY: Attribution
  • Untitled. Authored by : Elevate. Provided by : Unsplash. Located at : https://unsplash.com/photos/rT1lK2GEVdg . License : CC0: No Rights Reserved . License Terms : Unsplash License
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  • Taylor, F. W. (1914). The principles of scientific management . Harper. ↵
  • McCann, Leo. “From Management to Leadership.” The SAGE Sociology of Work and Employment , edited by S Edgell, E Granter, and H Gottfried, SAGE, 2015. ↵

1.2 Management Theory and Organizational Behavior Copyright © 2019 by Graduate Studies is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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1.8: Assignment- Relationships Between Management Theory and Organizational Behavior

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Open Pedagogy Assignments in which students use their agency and creativity to create knowledge artifacts that can support their own learning, their classmates’ learning, and the learning of students around the world. (See this peer-reviewed article for more details.) This assignment is aligned to the learning outcomes of Organizational Behavior/Human Relations and we’ve identified the module where the reading appears. All of the assignments can be created with a cell phone camera or any video recording device, Google or Word documents, and your learning management system.

Learning Objectives

  • Describe the relationship between management theory and organization behavior

In Module 1, we cover the history of management theories and organizational behavior. This assignment will help you describe the influence of management theories on current practices of workflow, company policies, and management styles.

Using your cell phone or any other recording device, create a short video advising a fellow student who shares your interest in learning more about the relationship between management theory and organizational behavior. You don’t have to edit or create a professional-grade film. You’ve most likely have done this type of recording already on social media, so feel free to use the same informal conversational tone.

You may need to do a quick internet search to review management theories, and you’ll want to review the information in this module. Think of your audience as fellow students who are interested to learn about these theories. Better yet, try to explain to your audience as if you were talking to somebody who is not taking this course.

In your video, you can address two of the three questions in your video:

  • What is management theory in your own words? Use one theory as an example in your definition.
  • How do organizational behavior theories help explain workflow practices and company policies?
  • How are management styles influenced by organizational behavior?

A Note To Teachers: You may need to review the management theories, define workflow practices, and guide the students through the early formation of organizational behavior as a field of study. This is also a great opportunity to share your expertise and experience with students. For this assignment, the first term students will be creating the videos, and then the next term’s students can respond to the videos. After you have a few terms of student examples, use the best three from the batch and start the process over again. Using the videos as starting points for OL discussion boards may work as well.

Contributors and Attributions

  • Management Theory and Organizational Behavior. Authored by : Lumen Learning . License : CC BY: Attribution

Management Theory of Henri Fayol: Summary, Examples

Patrick Ward

What are Henri Fayol’s five functions of management?

The five functions of management as defined by Henri Fayol are: Planning, Organizing, Command, Coordination, and Control. These five functions comprise “management”, one of the six industrial activities described in Henri Fayol management theory.

Henri Fayol is widely regarded as the father of modern management. His management theories, mostly developed and published in the early 1900s, were a major influence on the development of industrial management practice throughout the twentieth century. 1

His ideas were developed independently of other popular management theories of the time, such as Human Relations or Elton Mayo’s scientific management theories — although they drew similar conclusions about the importance of worker wellbeing to productivity.

Fayol’s school of thought had a stronger emphasis on the role of management in an organization, when compared with its contemporaries in the field of organizational psychology. It’s associated with an “industrial” approach to business 2 , including cog-like repleaceable workers and a rigid hierarchy with strong top-level command.

  • A description of Henri Fayol's origin and historical context.
  • An overview of key Henri Fayol management theories.
  • How industrial principles developed by Fayol apply to organizations today.

Who is Henri Fayol?

Jules Henri Fayol (1841-1925) was born in Galata, Ottoman Empire, and raised in France. After graduating from mining academy L’École Nationale Supérieure des Mines, he worked as a mining engineer for Boigues Rambourg, eventually becoming Managing Director in 1888 and saving the company from bankruptcy. By 1900, under Fayol’s management, the firm became “one of the largest producers of iron and steel in France and regarded as a vital national industry.” 3

Henri Fayol illustration.

He began garnering attention after publishing his theories in a 1908 paper, and his work culminated in the world-famous book, “Administration Industrielle et Générale” (“General and Industrial Management”).

As a result of this piece of work, Fayol became known for his Administrative Theory, also known as “Fayolism,” and as the father of Modern Management.

Fayol completed his most famous works during the Classical Period of management theory, alongside contemporaries like Max Weber (known for his principles of bureaucracy) and Frederick Taylor (known for his principles of Scientific Management) .

What are Fayol’s management theories?

The Management Theory of Henri Fayol includes three main theories:

The Six Industrial Activities

The five functions of management.

  • The 14 Principles of Management

I’ll provide the details about each of them in the sections below.

To begin his book, Henri Fayol states that there are six main industrial activities. The types of activities are:

  • A high level of technical ability is important in order to produce excellent products.
  • Being skilled in commercial aspects is important because it has a strong impact on revenue and cost savings.
  • Since “many potentially prosperous enterprises die suffering from lack of money…nor is any reform or improvement possible without finances or credit,” optimal use of finances is critical to a business.
  • Security, involving the protection of people and property;
  • “An efficient accounting system, clear and simple, giving an accurate idea of the firm’s condition, is a powerful managerial instrument;” and
  • “Management…is neither an exclusive privilege nor a particular responsibility of the head or senior members of the business; it is an activity spread, like all other activities, between head and members of the body corporate.”

While listing and distinguishing each of these categories wasn’t entirely a development in Management Theory, the separation of, focus on, and development of management as a distinct and important discipline absolutely was. Thus, this section of Fayol’s book was more concerned with demonstrating that management is unique and alluding to his groundbreaking work on The Five Functions of Management.

Within Managerial Activities, Henri Fayol specifies five primary functions (or elements). These functions are:

  • Organizing;
  • Coordination; and

Fayol says that planning , also labelled as a “plan of action,” “is one of the most difficult and…important matters of every business and brings into play all departments and all functions, especially [management].” He states that planning is comprised of four components:

  • The desired result (i.e. goal);
  • The action;
  • The stages; and
  • The methods.

In order to create a plan, a manager must consider the firm’s tangible and intangible resources, work already in progress, trends, and future events. Features of a good plan are said to include: unity, continuity, flexibility, and specificity.

Organizing involves providing everything that is necessary to a plan of action—including physical and human resources—and its activities.

Command is described as getting “the optimum return from all employees of [a manager’s] unit in the interest of the whole concern.” This includes:

  • Having competent personnel;
  • Knowing personnel thoroughly;
  • Knowing the organization’s obligations to its personnel;
  • Working with other managers to ensure unity of direction and effort amongst managers and personnel;
  • Setting a good example;
  • Performing regular audits of performance; and
  • Staying out of the minutiae.

Coordination requires ensuring that all personnel understand their responsibilities and resources and activities across the organization work in harmony in order to achieve the desired goal.

And finally, control consists of “verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and the principles established.”

Combined, Fayol’s Five Functions of Management marked a substantial development in the field of Management Theory, “is credited with the original planning-organizing-leading-controlling framework,” and remains a major management framework worldwide.

Henri Fayol's 14 Principles of Management

Henri Fayol believed that “the soundness and good working order of the body corporate depend on a certain number of conditions termed...principles, laws, [or] rules.” In turn, he produced 14 that are “flexible and capable of adaptation to every need,” but require “intelligence, experience, decision, and proportion.” Given that “without principles one is in darkness and chaos,” Fayol hoped that these principles could be relied upon and/or used for future study.

Otherwise, it’s important to note that what Fayol offers are simply “some of the principles of management which [he has] most frequently had to apply.” He states that “there is no limit to the number of principles of management” and “every rule or managerial procedure which strengthens the body corporate or facilitates its functioning has a place among the principles.”

With the above in mind, the following describes each of the 14 components of Fayol’s administrative principles approach.

  • Specialization helps to “produce more and better work with the same effort” by reducing “the number of objects to which attention and effort must be directed.”
  • “Authority is not to be conceived of apart from responsibility, that is apart from sanction—reward or penalty—which goes with the exercise of power”; in other words, having and exercising authority comes with responsibility and consequences.
  • “Useful actions [of personnel] have to be encouraged and their opposite discouraged.” Any sanction delivered “must take into account the action itself, the attendant circumstances, and potential repercussions” and requires “high moral character, impartiality, and firmness.”
  • “Obedience, application, energy, behavior, and [the respecting of agreements]…is absolutely essential for the smooth running of business.” That being said, “the state of discipline of any group of people depends essentially on the worthiness of its leaders”; Fayol states that any problem with discipline “mostly results from the ineptitude of the leaders.”
  • Agreements between management and personnel should “be clear and, as far as possible, afford satisfaction to both sides.”
  • “For any action whatsoever, an employee should receive orders from one superior only… Should it be violated, authority is undermined, discipline is in jeopardy, order disturbed, and stability threatened.”
  • This principle is emphasized as being especially important.
  • A group of activities with the same objective should have one plan and one person in charge. This is “essential to unity of action, coordination of strength, and focusing of effort.”
  • Everyone should work in the combined best interests of everyone involved rather than in their own best interests.
  • Managers can influence positive behavior through: “firmness and good example,” “agreements as fair as is possible,” and “constant supervision.”
  • Remuneration is dependent on a number of factors, but “it should be fair and, as far as is possible, afford satisfaction both to the personnel and firm.”
  • “The question of centralization or decentralization…is a matter of finding the optimum degree for the particular [decision/task]” and the capacity and/or preferences of the manager.
  • Authority should move from the top down in order to maintain unity of command, but lateral communication is possible if superiors are aware of and support it.
  • The line of authority should be as short as possible.
  • “It is an error to depart needlessly from the line of authority, but it is an even greater one to keep to it when detriment to the business ensues.”
  • Materials must have “a place appointed for each thing and each thing must be in its appointed place.” Places should also be “suitably arranged” and “well chosen.” This is to avoid “useless handling, lost time, [and] risk of mistakes.”
  • In addition, there should be “an appointed place for every employee” and each employee is suitable for their place.
  • Charts or plans are recommended in order to organize materials and people.
  • Managers should “strive to instill [a] sense of equity” throughout their chain of command and use “equity and equality of treatment” when dealing with employees.
  • “Instability of tenure is at one and the same time cause and effect of bad running.” In the case of personnel, they should be in a position long enough to have time to “render worthwhile service”; if not, “the work will never be properly done.” But, like all other principles, it’s “a question of proportion”; tenure can also be too long.
  • “It is essential to encourage and develop [initiative],” but to also ensure “respect for authority and for discipline.” “Other things being equal…a manager able to permit the exercise of initiative on the part of subordinates is infinitely superior to one who cannot do so;” and
  • “Harmony, union among the personnel of a concern, is great strength in that concern” and “effort…should be made to establish it.”

How do Fayol’s management theories apply to leaders today?

As mentioned earlier, since Henri Fayol’s Five Functions of Management remains a major management framework, it can still be used as it was originally written. That being said, the theory is descriptive, not prescriptive; it serves more as a scaffolding, general process, or reminder of duties rather than any sort of technique.

In any case, it includes a few gems that can be used as checklists, like the four components of planning (goal, action, stages, and methods). The same can be said about Fayol’s 14 Principles of Management.

Hawthorne Plant archival photograph.

Otherwise, on the subject of applicability, many people have argued that Fayol’s approach is cold and mechanistic. However, I’d argue the opposite, and especially so for his time. Throughout his work, one should note that he: considers multiple perspectives; recommends the empowerment of and “kindliness” and fairness towards personnel; and often prescribes flexibility in approaches.

Also, remember that he was talking about the broader subject of Management as opposed to the specific subject of Leadership; that is, I’d argue that Management tends to be less sympathetic, comparatively cold, and calculated, while Leadership is more sympathetic, warm, and considerate. Regardless, if you consider his work in its entirety and remember that it was translated from another language many years ago, I believe you’ll have a more favorable perspective.

So, altogether, Fayol’s management theories definitely still apply as-is and are excellent reminders of the duties that come with the Management function. If you haven’t read about them before, it might help to go through them again and consider things from your current position or the perspective of the subject of a case study. That way, you can get a better understanding of management as a function and the leader’s role within it.

Ongoing impact of Henri Fayol’s management theories

As a result of his contributions to Administrative Theory, Henri Fayol is still regarded as one of the most important management thinkers of all time.

Clearly, this is well deserved as his theories have stood the test of time and influenced well-regarded developments since.

Therefore, Fayolism is a great subject of study and worth keeping around as management reference material.

Further Reading

  • Bright, D. S., & Cortes, A. H. (2019). Principles of management . OpenStax. https://openstax.org/details/books/principles-management
  • Fayol, H. (1949). General and industrial management . Sir Isaac Pitman & Sons, Ltd. https://archive.org/details/in.ernet.dli.2015.13518/page/n5/mode/2up?q=elements
  • The Open University. (2020). Discovering management .
  • The Open University. (2012). Jules Henri Fayol .
  • University of Minnesota. (2015). Principles of management .
  • Witzel, M. (2003). Fifty key figures in management . Psychology Press.

https://open.lib.umn.edu/principlesmanagement/   ↩

https://archive.org/details/in.ernet.dli.2015.13518/page/n5/mode/2up?q=elements   ↩

https://www2.open.ac.uk/openlearn/business_thinkers_static/people/fayol.html   ↩

Patrick Ward

Written by Patrick Ward Follow

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ASSIGNMENT MANAGEMENT THEORY AND PRACTICE

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Corporate governance is the system of rules, practices and processes by which a company is directed and controlled. Corporate governance essentially involves balancing the interests of a company's many stakeholders, such as shareholders, management, customers, suppliers, financiers, government and the community. Since corporate governance also provides the framework for attaining a company's objectives, it encompasses practically every sphere of management, from action plans and internal controls to performance measurement and corporate disclosure.

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Module 1: Introduction to Organizational Behavior

Assignment: relationships between management theory and organizational behavior.

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  1. Module 1 Assignment: Management Theory Timeline

    Learning Objectives Differentiate among Human Relations, General, and X &Y Theories In the first module of the course, Introduction to Organizational Behavior, we discuss six different management theories that helped form the core management theories.

  2. Different Management Theories

    Learning OUtcomes Differentiate among Scientific, Administrative, and Bureaucratic Management Theories Differentiate among Human Relations, General, and X&Y Management Theories During the Industrial Revolution, it became obvious that the ways companies operated their businesses had to drastically change.

  3. PDF Management: Theory and Practice, and Cases

    Management: Theory and Practice, and Cases Richard L. Nolan Abstract This working paper reports on a major Harvard Business School project designed to enhance MBA and practicing executives in case learning.

  4. Management Theories

    The resulting collaboration between employees and employers evolved into the teamwork that people now enjoy. 2. Systems Management Theory. Systems management offers an alternative approach to the planning and management of organizations. The systems management theory proposes that businesses, like the human body, consists of multiple components ...

  5. Principles of Management

    Principles of Management teaches management principles to tomorrow's business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. For questions about this textbook please contact [email protected] Creative Commons Attribution NonCommercial ShareAlike Read Book Contents Hide All Contents

  6. Management Theory and Organizational Behavior

    So, simply put, management theory is a collection of understandings and findings that help managers best support their teams and goals. The Importance of Management Theories Management theories help organizations to focus, communicate, and evolve. Using management theory in the workplace allows leadership to focus on their main goals.

  7. 1.7: Assignment- Management Theory Timeline

    The idea will be to have students generate content that other students can learn from with this assignment. 1.7: Assignment- Management Theory Timeline is shared under a not declared license and was authored, remixed, and/or curated by LibreTexts. 1.6: Discussion- Introduction to Organizational Behavior. 1.8: Assignment- Relationships Between ...

  8. 1.8: Assignment- Relationships Between Management Theory and

    This assignment will help you describe the influence of management theories on current practices of workflow, company policies, and management styles. Using your cell phone or any other recording device, create a short video advising a fellow student who shares your interest in learning more about the relationship between management theory and ...

  9. Theory, explanation, and understanding in management research

    The construct of management theory is here a case in point: Such theory embodies, indeed requires, a deterministic picture of human existence that is typically unacknowledged, presumably because it is unrecognized. In management research as in other aspects of life, words and phraseology convey a vision of human nature and social reality. ...

  10. Module 1 Assignment: Relationships Between Management Theory and

    This assignment will help you describe the influence of management theories on current practices of workflow, company policies, and management styles.

  11. Final Assignment

    Since we have defined and differentiated management versus leadership, we will explore throughout the rest of this essay, management theories from its initial conception to theories that has developed over time, from the classical management theories and its development to behavioural and contingency management theories that are evident in today...

  12. Assignment Unit 1-Classical Management theories

    The elements of administrative theory (Fayol, 1949) relate to accomplishment of tasks, and include principles of management, the concept of line and staff, committees and functions of management. Laegaard 2006,15 "Essentially this approach is concerned with two overall principles, viz. coordination and specialization which have more specific ...

  13. Management Theory of Henri Fayol: Summary, Examples

    Henri Fayol is widely regarded as the father of modern management. His management theories, mostly developed and published in the early 1900s, were a major influence on the development of industrial management practice throughout the twentieth century. 1 His ideas were developed independently of other popular management theories of the time, such as Human Relations or Elton Mayo's scientific ...

  14. 7 Types of Workplace Management Theories

    Here are seven important management theories to be aware of: 1. Scientific management theory Frederick Taylor, who was one of the first to study work performance scientifically, took a scientific approach to management in the last 1800s.

  15. Management Theories: The Contribution of Contemporary Management

    Keywords: Classical Management School, Neo-Classical School, Modern Management Theory, Management Schools Of Thoughts, Iss ues And Trends In Management Practices 1.

  16. Management Theory Assignment (docx)

    Module Name Management Theory Module Code. MOD002405 Student Number Word Count 1500 1. 1.0 Introduction Effective leadership is crucial in guiding organisations through the ever-changing and intricate business landscape, enabling them to address the many factors that impact their operations adeptly. However, to achieve long-term organisational ...

  17. Introduction to Management Theory

    What you'll learn to do: summarize the development of management theory and the key functions of management today. Management theory got its start during the Industrial Revolution when companies were interested in maximizing the productivity and efficiency of their workers in a scientific way. In this section you'll learn about the major ...

  18. Theories of management assignment 1(1)

    1. 1 | P a g e UNICAF UNIVERSITY UU-MBA712 THEORIES OF MANAGEMENT STUDENT ID NO: R1705D2775422 ASSIGNMENT 1 TOPIC: The Influence of Classical and Human Relations Approaches in Management today. Introduction Management is science that date back many years ago, from 2900 BC in Egypt when it was used to allocate and organize resources to build the ...

  19. (PDF) MANAGEMENT THEORY AND PRACTICE

    Management: Science, Theory and Practice (iii) A manager applies this acquired knowledge in a personalized and skillful manner in the light of the realities of a given situation.

  20. (DOC) ASSIGNMENT MANAGEMENT THEORY AND PRACTICE

    The paper deals with the concept of corporate governance, which is very deeply related to the health index of an economy.The subject of corporate governance came to global limelight after collapses of high profile companies like the U.S. energy giant Enron, telecom heavyweight WorldCom, Parmalat and multinational newspaper group Hollinger Inc.

  21. Assignment: Management Theory Timeline

    Step 1: To view this assignment, click on Assignment: Management Theory Timeline. Step 2: Follow the instructions in the assignment and submit your completed assignment into the LMS. Contribute! Did you have an idea for improving this content? We'd love your input. Improve this page Learn More Licenses and Attributions Next

  22. (PDF) Modern Management Approach theory and Practices

    Assignment Modern Management Approach Theory and Practice . Case of Bule Hora College of Teacher Education . Summited to: Prof. Brehanu Borji ( Professor of Management , Hawassa .

  23. BMGT8028 _ Unit 5 Assignment Example.docx

    1 Unit 5 Assignment 1 Department of Business, Capella University BMGT8028 Foundational Research, Scholarly Literature, Theory Management August 12, 2023 Dr. Pamelyn Witteman Work Life Balance, Online Learning, Role Theory. 2 Introduction For this assignment, the three subtopics I selected were work-life balance, online learning, and role theory.

  24. Assignment: Relationships Between Management Theory and Organizational

    Step 1: To view this assignment, click on Assignment: Relationships Between Management Theory and Organizational Behavior. Step 2: Follow the instructions in the assignment and submit your completed assignment into the LMS. Contribute!