Management Theory and Its Effect on Managers Today
Management Theory And Its Effect On Managers Today
A ‘manager’ in simple terms, is the person who gets people together to achieve desired goals. However, it cannot be that simple. This report will examine the manager’s role in more depth. Over the years, many management theories such as scientific management, administrative management and human relations movement, have been raised and put into practice, eventually evolving into a practical management for today.
A manager’s role consists of managing four main functions; planning, organising, leading, and controlling. The planning stage defines the organisation’s goals and establishes strategies in order to achieve these goals. Through this, manager’s can construct plans to integrate and coordinate these activities. The organising stage appoints tasks for each individual or group, their roles, and level of autonomy in the organisation. Leading the company means to motivate and influence employees, organise effective communication channels and deals with employee behaviour issues. Managers also need to manage the function of controlling, in which they monitor, compare actual goals with set goals, and then follow by corrective action if necessary.
Scientific Management was developed by the revolutionary Frederick Taylor whom encouraged division of labour, scientifically selecting, hiring and training staff, monetary rewards based on performance, clear lines of authority, and strict rules and procedures. The clear lines of authority together with strict rules and procedures were criticised for ignoring individual differences and promoting impersonal relationships between staff.
Henri Fayol emphasised the role of Administrative Management. He advocated the notion that all activities that occur in the business environment could be separated into six categories: technical, commercial, financial, security, accounting and managerial. Administrative management was further emphasised in Max Weber’s concept of
A ‘manager’ in simple terms, is the person who gets people together to achieve desired goals. However, it cannot be that simple. This report will examine the manager’s role in more depth. Over the years, many management theories such as scientific management, administrative management and human relations movement, have been raised and put into practice, eventually evolving into a practical management for today.
A manager’s role consists of managing four main functions; planning, organising, leading, and controlling. The planning stage defines the organisation’s goals and establishes strategies in order to achieve these goals. Through this, manager’s can construct plans to integrate and coordinate these activities. The organising stage appoints tasks for each individual or group, their roles, and level of autonomy in the organisation. Leading the company means to motivate and influence employees, organise effective communication channels and deals with employee behaviour issues. Managers also need to manage the function of controlling, in which they monitor, compare actual goals with set goals, and then follow by corrective action if necessary.
Scientific Management was developed by the revolutionary Frederick Taylor whom encouraged division of labour, scientifically selecting, hiring and training staff, monetary rewards based on performance, clear lines of authority, and strict rules and procedures. The clear lines of authority together with strict rules and procedures were criticised for ignoring individual differences and promoting impersonal relationships between staff.
Henri Fayol emphasised the role of Administrative Management. He advocated the notion that all activities that occur in the business environment could be separated into six categories: technical, commercial, financial, security, accounting and managerial. Administrative management was further emphasised in Max Weber’s concept of
References: Brown, D. (2007) ‘Horizon scanning and the business environment — the implications for risk management’, BT Technology Journal, 25(1): 208-209 Websites Weber, W. (2000) ‘The Evolution of Management Theory’, (18/04/08) <http://www.csupomona.edu/~wcweber> Halsall, P Reh, J. (2008) ‘Manager’, (19/04/08) <http://management.about.com/od/policiesandprocedures/g/manager1.htm> ACCEL Team (2008) ‘Historical perspective on productivity improvement’, (18/04/08) <http://www.accel-team.com/scientific/scientific_02.html> Legge, C. (2008) ‘Motivating incentives’, (18/04/08) <http://www.hrmreport.com/pastissue/article.asp?art=269163&issue=186> Informania (May, 2007) ‘Fayol Theory of Administrative Management’, (19/04/08) <http://www.bizcovering.com/Management/Fayol-Theory-of-Administrative-Management.26749> Onepine, (2005) ‘People Whose Ideas Influence Organisational Work’, (19/04/08) <http://www.onepine.info/ptaylor.htm>