Compare and Contrast Fayol, Taylor, and Weber’s Theories of Organizational Theory

2791 Words Nov 22nd, 2012 12 Pages
This assignment will compare and contrast the theoretical perspectives of management theorists Henri Fayol, Frederick Winslow Taylor, and Max Weber. Each of the three theorists had a unique view on public administration and policy. This assignment will briefly show the back ground and basic concept of each theory. Then the assignment will delve into each of the theories to determine how each theory stacks up against one another when they are laid side by side. The development of Taylor's theory of scientific management began with his first encounter with workers as an "executive trainee." That encounter reveals that his priorities were not with the worker, but instead with management. Taylor himself "associated" the encounter with the …show more content…
523). Jarvis writes that Fayol's theory was effectively applied in the coal-mining firm. His "theorising about administration was built on personal observation and experience of what worked well in terms of organisation" and "his aspiration for an 'administrative science' sought a consistent set of principles that all organizations must apply in order to run properly" (Jarvis, 2001, p. 1). Jarvis adds that Fayol's five described functions are relevant still today with respect to the roles and action of management. These functions allow the manager not only to deal with current problems but to "examine the future and draw up plans of action" for dealing with likely problems before they arise. Organization principles allow management to "build up the structure, material and human, of the undertaking." Command "maintains activity among the personnel." Co ordination "binds together, unifies and harmonises activity and effort." Control allows management to "see that everything occurs in conformity with policy and practise" (Jarvis, 2001, p. 2). Savage writes that Taylor's scientific management should be called "stupefying management," for it "assumed the worker was not smart enough to know what to do," while Fayol "locked people into managerial boxes with his chain of command model, a true

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