The Roles of Management in an Organization

The success of an transcription rests on the powerfulness of managers to plan, organize, direct and control. The start of this essay is to examine to what extent the in a higher place statement is an accurate appraisal of triple-crown direction? To dilate the arguments put onward this essay will refer to the model study The launch of the centaur interpreted from Paton et al text Organizations, Cases, Issues and Concepts. The case study reports on the problems that occurred when Centaur replaced Paravel car manufacturers.This essay will embroil a study of Henri Fayols v headstone managerial elements in order to pomp whether it is essential to plan, organize, direct and control followed by practical examples drawn from the high diminished case study. Fayols life history began as a mining form and then moved into research geology and in 1888 joined, Comambault as Director. The company was in difficulty nevertheless Fayol turned the operation round.On retirement he publ ished his hold a comprehensive theory of boldness described and classified administrative concern roles and processes then became recognised and referenced by separates in the growing discourse virtu anyy management. Fayol categorised management into five line elements, which croup be seen in vermiform process one. The first of the elements is supplying Fayol imagines that proviso mean both to access the future and spend a penny provision for it1 Fayol views the action plan as the most useful output of the preparation process.He notes that this plan essential use up the firms resources, work- in-progress, and future trends of the eternal environment. Fayol also believes that a good action plan must consist of continuity, unity, flexibility and precision. Pugh and Hickson state that The problems of planning which management must overcome be making confident(predicate) the objectives of each go of the physical composition be securely welded unneurotic (Unity) using both short and gigantic term visualizeing (continuity) being adequate to adapt the plan in the light of changing circumstances (flexibility) and attempting to accurately address courses of action Precision2.The essence of planning is to allow the optimal use of resources. The views of Fayol and Pugh and Hickson expound the importance of planning when seeking to be a successful manager. The second of the elements is organizing, Fayol states that force is the focus of this section3 He believes that managerial duties of an organisation must be make through the use of personnel. He argues that patronage the cast of business, every firm of comparable employee size differs mainly in the disposition and relative value of constituent elements4.The projection of management is to build up an organisation that allows the activities to be carried out in an optimum manner. Pugh and Hickson state, Central to this is a structure in which plans are effectively prepared and carr ied out. in that respect must be unity of check and direction, clear definition of responsibilities, precise decision making backed up by an efficient strategy for selecting and training managers5. The views of Fayol and Pugh and Hickson enlarge the importance of organizing when seeking to be a successful manager.Fayol has identified that there are many draw objectives of organising, which can be located on extension dickens The Fayols troika element comes logically afterward the first two, plan and control his third element is to eclipse. In relation to the straits command is part of the ability to direct. Fayol states that compulsory is the responsibility of every manager6. The think of this is to achieve the maximum contribution from all personnel to help with the interests of the organization. Pugh and Hickson state that with the ability to command the manager obtains the dress hat thinkable performance from subordinates7.Organisations have a variety of t entreat s to perform so co-ordination is impoverishmented, which is the quartetth of Fayols elements and the former(a) half of the ability to direct. Fayol has created a listing of managerial duties/responsibilities, which are highlighted in Appendix 3 Fayol states co-ordinating is the harmonisation of resources in their optimum proportions in order to achieve results8. Pugh and Hickson concomitant Fayols view essentially this is making sure that one departments efforts are coincident with efforts of other departments, and keeping all activities in berth with regard to the overall aims of the rganisation9. Fayol identifies some of the key characteristics of a well co-ordinated organisation. These characteristics are highlighted in Appendix 4. The fifth and final of Fayols five elements is controlling which logically checks the other four elements are performing correctly. Fayol states that controlling consists of the ongoing, routine verification of plan implementation, instructions issued and principles10. irresponsible applies to all processes and its purpose is to identify weaknesses and problems that can be rectified and to prevent recurrences.Fayol believes that organisations should be cautious against infiltration of control11 such(prenominal) as duality of command. Fayol also stresses the need for independent, objective and impartial reassessment. Pugh and Hickson believe that to be effective, control must operate promptly and there must be a establishment of sanctions. The best way to check over this is to separate all functions concerned with inspection from operation departments whose work they inspect12. This backs up the view made by Fayol. The to a higher place views illustrate the importance of the ability to command when aiming to become a successful manager.Fayols managerial functions have been subject to in-depth analysis, which had led to the play up of various weaknesses. The main weakness is that the Fayol system is base upon assump tion and clearly lacks devotion of human behaviour. One of his five elements taken from Pugh and Hickson (1996) To forecast and plan prevoyance illustrates this. It is impossible to forecast every activity within the study e. g. arguments amongst staff, staff leaving the company and fundamentally any emergencies that arrive.Some might believe that Fayols theoretical thinking placed also much importance on observation, Mintzberg (1989) himself suggests If you ask managers what they do they will almost presumable tell you that they plan, organize, co-operate and control. Then watch what they do. Do not be surprised if you cant cite what you see to those four words13. Mintzberg undertook an extended study of executives at work. He categorized management into three groups that are carve up into ten roles which can be seen in AppendixA Roles such as leadership, liaison, monitor, disturbance handler etc, which are not mentioned in Fayols model of management, clearly illustrate tha t interpersonal skill have been leave out in his management approach. This is seen, as a major weakness because interpersonal skills are essential in the twenty-four hour period to day running of a business, as utter preceding(prenominal) it is impossible to foresee the future. Chris Argyris and David McGregor highlight other weaknesses Argyris (1957) noted that if classical principles of established rganization are used, employees work in a certain environment (Appendix 6). This approach to organisations and their management has been subject to substantial criticism. It employs close system assumptions in order to reduce uncertainness and maximise control. many an(prenominal) of its principles are based on common sense aphorism and suffer from generality, in that they lack special(prenominal) guidelines for applications. It regards the organisation as machine and plurality as its components, organisation without people. At its best it regards the individuals as only god by money.It, therefore, disregards the social and more complex involve of individuals in organisations. In the late 1950s, Douglas McGregor express the importance of Understanding the relationships between motif and human nature. He believed that managers attempted to locomote employees using one of two sanctioned approaches. The first was a negative theory, denominate theory X. scheme X Followed the handed-down view of management based on direction and control. It Suggested that managers were required to coerce, control or threaten employees in order to motivate them.In contrast, the second was a overbearing theory, labeled Theory Y, and was based on in the buff information about behavior. Theory Y suggested that managers believed that people are adapted of being responsible and mature. Despite the above criticism the classical approach inactive remains influential even today. Many of its principles have formed the foundation for the developing of the modern management concepts. It is advised that new managers should consider Fayols model of management but also consider other theories from academics such as Mintzberg.