Management is a vague term which throughout the years many scientists have attempted to define. Is it the objectives of management or the roles one undertakes as a manager that best describes the work of managers? This is a question posed since 1971, when Henry Mintzberg established his contemporary theory on Management roles, which evidently differed to Henri Fayol’s 1949 classical theory on Management Functions. Fayol identifies five elements of management- planning, organising, co-ordinating, commanding and controlling all of which he believed were necessary to facilitate the management process. In comparison Mintzberg considers management activities to fall within three broad groups- interpersonal, informational and decisional which
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Also, the fact that the training is actually following a plan proves that the planning function is also involved. Hence ‘the acceptance of Mintzberg’s model does not necessarily negate the validity of another’ (Fells 2000). Fells proves that Fayol’s theory is still viable in modern times by comparing his model against Mintzberg’s and Kotter’s. By breaking down the models into their separate constituents, they can be linked in ways that show which elements interrelate. For instance, in regards to Fayol and Mintzberg’s models, Fells demonstrates that the decisional role of resource allocator relates to organising, co-ordinating and planning functions. This can be applied when a manager decides where resources should be allocated. He/she may follow a pre-made plan which attempts to organise and co-ordinate the resources to ensure they are distributed to areas that need them.
Significant organisational decisions are required in this task which would have already been made when drawing up the plan. These interrelated concepts can be highly subjective and the relationship between some may be stronger or weaker than others.
It is hence possible one may additionally recognise the control and command functions in this example, as the manager would be directing others to follow through with his decisions and generally, controls the entire procedure. The concept of managerial style, attempts to combine the two function and