Download now
This dissertation serves to distinguish the similarities and dissimilarities of the job of two managers coming from two diverse organisations and the extent where Henri Fayol’s management capabilities are strongly related their work. Manager you works by a Woolworths Food retail store at a shopping middle called Featherbrooke Village in Ruimsig, Roodeport, Johannesburg, South Africa. Woolworths is known as a South Photography equipment based store that is a specialist in garments, food, residence ware and beauty products and was founded simply by Max Sonnenburg in 1930.
Today they have 400 shops across South Africa, Africa plus the Middle East (Woolworths: Tentang kami, 2013).
Supervisor 2 performs at Mugg & Bean which is located at the same buying centre as the Woolworths Food store mentioned above. Mugg & Veggie is a operation restaurant cycle that opened by Bill Filmalter, in 1996. It truly is known for it is generosity and value for customers.
Today they have restaurants across South Africa, Makalamabedi, botswana, Namibia, Usa Arab Emirates and Arab saudi (Mugg & Bean: About Us, 2013) Henri Fayol developed five managing functions that happen to be known today as the four supervision functions of planning, organising, leading and controlling, and suggested that managers’ operate is made up of these kinds of functions(Robbins, H et approach, 2012; Lamond, 2003).
Is managing really just made up of these four features or will there be more to it? To get Fayol, to control is to forecast and program, to arrange, to command, to organize and to control.
To forsee and provide means examining the future and creating the plan of action. To organise means building up the dual framework, material and human, of the undertaking. To command means maintaining activity among the employees. To co-ordinate means capturing together, unifying and harmonising all activity and effort. To control means simply because everything arises in conformity with founded rule and expressed command. (Lamond, the year 2003, p. 4) Planning involves formulating an idea to achieve the desired goals of the business in mind.
That involves beginning with the end at heart (Lamond, 2003). Manager 1 at Woolworths described preparing as making a program on what products to receive based on the consumer type. Therefore Manager you aims to fulfill the needs of Woolworths’ target market.. This means that Woolworths’ point of reference is exactly what the customer requires and wants and then come up with a plan from that. Manager 2 from Mugg & Bean described planning, as having as many clients as possible and providing the very best food and best services. This is the end in mind this particular manager has.
Manager 2 will have to draw up an agenda that would help to achieve that very goal. Organising is the management function of coordinating staff with the function that they are allowed to be doing, deciding who gets to do what and how(Lamond, 2003). Administrator 1 referred to organising because ensuring the proper teams attend to the right merchandise while Mugg & Bean’s manager two described that as following recipes and standards a hundred percent. These information both match with Fayol’s definition of arranging in that the former focuses on skill while the latter focuses on the ‘how’ portion.
Leading is described as the managing function that deals with ordering delegating and motivating whilst being able to work with and through the organisation’s staff (Lamond, 2003). Woolworth’s manager 1 explains it while carrying out daily meetings, planning activities, describing daily goals and controlling work in a positive and constant way that creates challenging growth experience. Manager two described this as the training personnel and providing incentives forever performance. This goes combined with Fayol’s meaning of leading.
Controlling is the procedure for comparing benefits achieved to create goals, and taking corrective action exactly where necessary (Lamond, 2003). Woolworth’s manager one particular described that as scrutinising reports and communicating with planners, while Mugg & Bean’s manager a couple of described that as the taking daily quality controls. Both are extremely effective in that, with all the former, results are compared to the plans made by the planners, although, with the other, daily top quality controls are meant to make sure that meals and providers meet the necessary standards, which also coincides with Fayol’s description of controlling.
As is evident by information shown above and the questionnaires, which was gathered from the two managers, Henri Fayol’s several functions of management are relevant to the effort of the two managers. Nevertheless , the work of the two managers may not be because clear minimize and Henri Fayol’s several management capabilities may not be because relevant because of the mere reality each manager’s work might not be broken down by function only. The work of those managers may very well be described by the roles they will play while according to Henry Mintzberg, which are categorised into social, informational and decisional functions (Robbins, S i9000 et ‘s, 2012).
Henri Mintzberg argued that managers’ daily job can be categorised into Sociable roles (figurehead, liason and leader), Educational roles (monitor, disseminator and spokesman) and Decisional jobs (entrepreneur, interference handler, source allocator and negotiator) (Stephen J. et al, 1987). Henri Fayol’s classical theory of managing suggests that managers’ work consist of planning, applying those programs and then staking it slowly to relax and wait to consider corrective action where it truly is needed.
Henry Mintzberg asserted that, however , managers are involved in several responsibilities and activities that need to be taken care of, taking cell phone calls, responding to e-mails, communicating with inside and outside stakeholders as well as undertaking some of the reduced activities the manager’s subordinates carry out (Mintzberg, 1975). This is evident in the reality the Mugg & Bean manager 2 who is also the owner is involved in ensuring the best providers and finest food is usually provided which means sometimes undertaking the manual work themselves.
However , a few of Mintzberg’s subwoofer roles overlap which will not justify all their separation and perhaps they are not dedicated to achieving efficiency goals (Stephen J. ou al, 1987). It may be to some degree difficult to make an effort to categorise administrator 1 and manger 2’s work by simply Henry Mintzberg’s roles since the particular responsibilities and actions are too a large number of and some of those can not be identified as being anybody of these roles. Manager’s work, on the other hand, can also be categorised by skills the managers themselves posses and they are required to make use of, as suggested by Robert L.
Katz, which are specialized, human and conceptual abilities (Robbins, H et approach, 2012). For managers to deal with effectively, they should possess a mixture of these 3 skills, the proportion of each and every depending on the organisational level the manager is usually on (Peterson, T. O & Vehicle Fleet, Deb. D). Henri Fayol’s four functions may also be irrelevant to the Woolworths as well as the Mugg & Bean managers, because, managing has evolved over the decades, since Henri Fayol introduced his four functions.
Managers shall no longer be defined by simply these several traditional features and their work is much more adaptable and process oriented. The argument is the fact managers shall no longer be defined by their ability to accomplish their work as defined by simply Henri Fayol, but are described by their ability to carry out processes that allow them to achieve particular organisational goals. These operations range from behavioural to business building operations.
This allows managers to take project, be proactive, be more versatile and be able to impact positive difference in order to obtain organisational goals. Mugg & Bean’s supervisor 2 may describe ‘getting as many clients as possible’ as a behavioural process and may take project in order to make sure that target is met, in contrast to categorising that as part of Henri Fayol’s organizing function which usually does not help to make room intended for anything besides planning. Chapman, J. A, 2010). To conclude to the significance of Fayol’s management functions, the basic role of a bouffer is still consisting of these four functions and other theories of management just like Mintzberg’s administration roles or Katz’s administration skills are integrated within Fayol’s 4 functions. Fayol’s management functions are tightly related to the supervision work of manager one particular and manager 2 . Exactly what are the differences and similarities among manager 1 and director 2 .
Whilst manager one particular the title ‘Operations and Foods manager’ intended for the Woolworths Food store, supervisor 2 is the owner of the Mugg & Veggie restaurant. Whilst manager 1 is very much involved with leading and controlling and has tiny to moderate involvement in the planning and organising capabilities, manager two is widely involved in most management features. This is evident in the fact that the former is a first line director employed by Woolworths and the latter is in fact the franchisee with this particular restaurant.
The function of management is the same regardless of ranking of manager, organisation type or size. Both managers carry out the four management functions. It’s the degree where they conduct each which makes their careers different (Robbins, S ou al, 2012). Management comprises of three components namely needs, constraints and choices. Needs are the particular manager must do, Constraints happen to be factors which may encumber the actual manager may do and choices are activities the manager may well do yet does not have to.
Each of these differ in kind with every director because of the difference in organisational values and goals and because each and every specific is different in how they execute their work, the demands they are really given (or give themselves) and in the choices they make (Steart, 1982). This really is evident in the big difference in the instances of planning, organising, leading and controlling provided by managers one particular & 2 . Although all functions are still being performed, each is different in every organisation as it has been customized to appeal to the needs of each manager and organisation.
one particular
