Critically examine the functions (elements or processes) of management proposed by Fayol. Explain why these functions are relevant (or otherwise) to today’s managers.
The twentieth century has bought upon us a number of management theories which have helped to shape the overall view of management in the present environment of business. Many of those theories have stood the test of time and are still often referred to in the management world of today. One of the most famous theories referred to in management is that of Henri Fayol. Henri, a French engineer became somewhat of a hero for resurrecting a troubled mining company in which he worked, and turning it into one of France’s most successful businesses (Daft 2003). Born in 1841 and
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As organisations exist to achieve purpose, someone must clearly define that purpose and what is needed in order to reach achievement. That someone is management. Planning is the process in which managers use to identify and select appropriate goals and courses of action (Waddell et al. 2009). Without the definition of goals, the establishment of strategies to be used in order to achieve, and the development of plans that will be used to integrate activities, then an organisation simply will not continue to exist. Managers, therefore today must be aware of the many circumstances that surround the organisation. For instance their environment, whether it is the general environment, the task or even internal, managers must be aware of the effects these areas could have on the organisation not only in the present but also for the future. With suitable planning and strategies put in place, managers can help the organisation avoid such extremes as bankruptcy, with strong planning efforts regarding direction and demographic trends, growth and acquisitions. Therefore the first function of planning, proposed by Fayol to any organisation is not only relevant to the world in which business operates today, but also the potential to add huge value to the current and future aspects of that organisation.
Managers today are responsible for arranging and structuring work to accomplish the organisation’s goals (Robbins et al. 2008). Typically following