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Essay / Research Paper Abstract
A 7 page paper comparing a century-old view of management with today’s practices. Many of Henri Fayol’s concepts are in evidence today, but his primary precepts – i.e., one “right” form of organization, one “right” manner of approaching organizational issues; full decision-making responsibility for the CEO and none other – have fallen out of favor in preference for more participative approaches to management that also account for and make use of differences among individuals, differences that can give organizations competitive advantage in their industries. The purpose here is to weigh Fayol’s concepts against today’s management practices. Bibliography lists 8 sources.
Page Count:
7 pages (~225 words per page)
File: CC6_KSmgChgLdrFay.rtf
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Unformatted sample text from the term paper:
Georg Siemens (1839-1901) turned to French management theorist Henri Fayol to help save the Siemens Electric Company founded by his cousin Werner von Siemens (1816-1892), whose untimely
death left the company with no leadership (Drucker, 1998). Fayol had had recent success in turning around Frances largest business using the theories and observations he was able to
articulate, at a time when such attention was not normally given to the firm. Many of Fayols concepts are in evidence today, but
his primary precepts - i.e., one "right" form of organization, one "right" manner of approaching organizational issues; full decision-making responsibility for the CEO and none other - have fallen out
of favor in preference for more participative approaches to management that also account for and make use of differences among individuals, differences that can give organizations competitive advantage in their
industries should they choose to take advantage of the diversity within themselves. The purpose here is to weigh Fayols concepts against todays management practices. Fayols Principles
Fayol rose to become the long-time leader of Frances largest mining company, and upon retiring compiled what he had learned and observed into a book that
would become one of the first texts devoted to management. Fayol distilled these lessons into fourteen primary points. Fayol laid down the principle that there was one right structure
for every manufacturing enterprise: a functional division into engineering, manufacturing, selling, finance and personnel, each division to be managed separately and to come together only at the level of the
chief executive (Drucker, 1998; p. 152). Mowll (1989) notes that five of Fayols fourteen principles (6, 11, 12, 13, and 14) address managements
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