The role of managers: Fayol, Mintzberg
What are Henri Fayol's principles of management?
Henri Fayol's principles of management, also known as the 14 principles of management, include division of work, authority and responsibility, discipline, unityof command, unity of direction, subordination of individual interest to the general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. These principles provide guidelines for effective management and organizational structure. Division of work encourages specialization and efficiency, authority and responsibility clarify roles and accountability, discipline promotes adherence to rules and standards, unity of command ensures clear communication and direction, unity of direction aligns goals and objectives, and subordination of individual interest emphasizes collective success. Remuneration ensures fair compensation, centralization and decentralization balance decision-making authority, scalar chain establishes a formal chain of command, order promotes efficiency and organization, equity emphasizes fairness, stability of tenure provides job security, initiative encourages innovation and autonomy, and esprit de corps fosters teamwork and morale. These principles help create an effective management framework and enhance organizational performance.
How does Mintzberg's managerial roles theory work?
Mintzberg's managerial roles theory suggests that managers perform ten key roles categorized into three broad categories: interpersonal roles, informational roles, and decisional roles. Interpersonal roles include figurehead (representing the organization), leader (leading and motivating employees), and liaison (building and maintaining relationships with external stakeholders). Informational roles include monitor (collecting and analyzing information), disseminator (sharing information), and spokesperson (communicating with external parties). Decisional roles include entrepreneur (initiating and managing change), disturbance handler (resolving conflicts and crises), resource allocator (determining resource allocation), and negotiator (participating in negotiations). According to Mintzberg, managers must balance these roles to effectively perform their duties and contribute to organizational success.