Management its own speed (which depends upon
Management is an activity carried by all key personnel at variouslevels in an organisation, hence its high importance. Every organisation needssuitable management up to a set standard to ensure frequent success even when thebusiness environment changes, regardless of the organisation’s motive or form.Management has multiple approaches that arise from different outlooks, hencethe multiple schools of thoughts we have available to us. Throughout thedecades, the focus of managers has shifted from being concerned with efficientproduction to include the human element too. One of the early approaches to management was that of Fayol’s,which was concerned with the primary functions of a manager – those being planning,forecasting, organising, coordination and control. Fayol devised and publishedhis fourteen principles of management in the book “AdministrationIndustrielle et Générale” (which roughly translates to “Industrialand General Administration). Fayol’s aim was to maximise the efficiencyof production units (those being the workers) in an organisation. When theprocess of dealing with subordinates is streamlined for managers and supervisorswith the help of the principles, efficiency will follow at its own speed (whichdepends upon how well the principles are followed).
Given the vast reach ofthese principles, by following all of them a manager would ultimately becarrying out the primary functions of a manager. Asmentioned before, Fayol’s goal was to optimise the efficiency of the employeesin an organisation. Fayol’s ideal manager is one that operates in an organisationwith top down management. Top down management is when decisions and policiesare made by personnel at the highest levels of the organisation. Given theperiod during which Fayol published his principles, top-down management was avery viable option due to its benefits, those being a higher focus on a certainobjective and quicker identification of weaknesses when they arise. The wayFayol’s model organisations operated was very organised and straightforward, asin the sense that every single unit in the organisation worked towards the samecommon objective and the establishment of a chain of command.
There was unityof command, where each worker reported to one supervisor who in turn reportedto one superior. The chain of command ran from the top to the bottom in a straightmanner, with gang plank being kept to the minimum. Fayol’s theory of managementis an example of a classical or scientific management theory.
The classicalschool of management is described as the “body of management thought based on the belief that employees have onlyeconomical and physical needs, and that social needs and need forjob-satisfaction either don’t exist or are unimportant.” (www.businessdictionary.com)