08.08.2019-994 views -Theories of Fayol and
This essay displays the concepts of Henri Fayol and Abraham Maslow and their software to Suzie's job being a manager. In respect to Robbins, Bergman, Stagg and Coulter (2003, s. 6), a manager is defined as someone who works with and through other people by coordinating their very own work activities in order to complete organizational desired goals. In this case, Suzie's job as a manager necessary her to do business with and through the supervisor and employees to perform the store better. In addition , Suzie also needed to motivate her employees to work more proficiently.
Fayol's point of view of the overall success of your organization was going to include the formula of desired goals, strategies and plans also to work through other folks to ensure that these types of activities had been implement. These types of principles also had to be supplemented and maintained discipline and anticipation (Wren, 1995; 2001). Fayol as well believed that management could possibly be taught and was concerned about improving the standard of management (Schermerhorn, Campling, Poole and Wiesner, 2004, s. 98).
Maslow's theory of motivation, on the other hand, took a far more psychological way, which dedicated to employee motivation. This theory proposed that within everyone lied a hierarchy of 5 needs - starting with physical needs and ascending to safety, social, esteem and ultimately, self-actualization requires. Hence, to be able to motivate a person, Maslow stated that lowest level requirements must be significantly satisfied before the next level can be stimulated and so on (Robbins et ing., 2003, pp. 445-446).
Putting on Fayol's Principles
In order for Suzie to apply Fayol's administrative theory of supervision, she must understand that the obligation of basic management is usually to lead the enterprise toward its goal by making effective and successful use of readily available resources (Wren, 2001). Fayol identified five functions which might be rules of his administrative doctrine. They may be namely organizing, organizing, co-coordinating, commanding and controlling (Fells, 2000). Relating to Reid (1995), Fayol had proven sustained hard work that his administrative concepts could be placed on all cultural organizations in the family for the state. When it comes to the food store, Suzie and her staff are like a small family with Suzie becoming the head and her personnel are her children.
The first of the five capabilities is planning. It is the analyzing of the future and laying out methods and activities to be taken (Fells, 2000). Suzie's plan of action was to find out what was being done at the grocery store day-to-day and following that, she had to plan the sort of goals she wanted to accomplish. The plan of action is arguably the most important stage of management as it gives a definite and exact idea about the organization's goals.
Second in line is definitely organizing. This kind of aspect tiers the lines of specialist and responsibility (Fells, 2000). Suzie organized meetings while using staff to discuss ways to deal with the store more proficiently and also to delegate various jobs to certain employees. Subsequent, co-coordinating lies out the time and series of actions (Fells, 2000). Suzie synchronised the tasks simply by gathering details and suggestions from her employees and than synchronised the work activities to maximise efficiency. After which, powerful puts the routine into actions (Fells, 2000) and Suzie instructing the supervisor to get ready a list of the shops activities is an example on turning planning into actions.
Lastly, managing is to keep an eye on the action of plans (Fells, 2000). Suzie would have to observe the functions of the retail outlet to see if every thing was completed according to plan and working in order. This function was exemplified when Suzie called the city inspector to check if the family fridge temperatures had been within the suitable range.
As well as the above five functions, Fayol also included one more 14 guidelines. He anxious that the principles must be versatile and adjustable to the situation at hand...
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