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Like leadership styles, management styles can vary greatly from onebusiness to another, from highly autocratic and the manager who doesn’t ask forany other opinions all the way to democratic whereby it is heavily focused onworking as a team.  Managers may opt tobe very much in control of proceedings whilst others may be more willing totake a step back and let their subordinates run their own part within thebusiness.  In my opinion a great manageris someone who is able to change the way he manages to suit a given situation.In 1917, Henri Fayol stated the 5 elements he believes make upmanagerial activity.

 The five elementsare planning, organising, commanding, co-ordinating and controlling.  Planning involves looking ahead to the futurewith key ideas in mind as to how you are going to approach any givensituation.  If you don’t plan you willnever be organised.

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  Being organisedinvolves having everything you need to carry out the task, from materials tolabour to time.  Commanding then followsand this involves talking (or telling) your subordinates what is expected ofthem and if well managed they should know exactly what is expected of them.  Next in Fayol’s model is Co-ordination inwhich you must ensure everyone knows what role they are carrying out, so theteam can work like clockwork.  Lastlythere is Controlling.

  This is looselystating that you must never lose control of the workplace and your employeesand ensure everything is working as it should be.  The five elements cover everything however I feelit is vague and outdated but that is to be expected as it is over 100 yearsold.  That is why in 2007 Hamel came up withhis own model as an advancement for this. This model is entitled Hamel’s Practise of Management.  It involves 8 more specific examples which iscomparative to Henri Fayol’s but more modern.

 The seven points raised in Hamel’s theory and Fayol’s theory interlink wherebythe Planning stage in Fayol’s links with 2 of the points in Hamel’s (settingand co-ordinating objectives as well as Accumulating and applying knowledge),the organising stage is likened to another 2 stages within the practise ofmanagement (developing and assigning talent in addition to gathering andallocating resources).  The command stageof Fayol’s then is comparable to Hamel’s point which involves the Building anddevelopment of relationships.  Co-ordinatingthen links to motivating and aligning effort as well as co-ordinating andcontrolling activities and finally the control stage of Fayol’s model links to Hamel’spoint involving balancing and meeting stakeholder demands.  Although on the surface it may look as thoughmanagement hasn’t evolved much between the 2 theories, but I believe it showsmassive steps into modernisation in Hamel’s theory and this is more relevant ofa theory in todays workplace. Many factors may influence the way the manager runs the business, bothinternal and external.  For example, the Typeof business you are running and the nature of the business.

  Working in a creative environment may lead tomanagers taking more of a back seat in management and letting theirsubordinates think for themselves.  Whereasin a more rigid environment where little room for error is allowed, a more sternand hard approach to management may take shape. The external factors (PESTEL) also impact on how a manager may decide torun things also.

To round off my points about management I believe management doesdiffer from leadership because anybody can be a manager, but it is a greaterchallenge to be a ‘leader’.  I believemanagement requires a good amount of adaptation between hard management andsoft management which basically means treating people as just another asset vstreating them as a valuable cog within the business.      

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