Management as a Group
Management as a group refers to all those persons who perform the task of managing an enterprise. When we say that management of ABC & Co. is good, we are referring to a group of people those who are managing. Thus as a group technically speaking, management will include all managers from chief executive to […]
Is Management Really a Profession? Key Insights
Over a large few decades, factors such as growing size of business unit, separation of ownership from management, growing competition etc have led to an increased demand for professionally qualified managers. The task of manager has been quite specialized. As a result of these developments the management has reached a stage where everything is to […]
Apply the Definition of Coordination to Real-World Cases
Co-ordination is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. It is a hidden force which binds all the other functions of management. According to Mooney and Reelay, “Co-ordination is orderly arrangement of group efforts to provide unity of action […]
5 Functions of Management: Planning, Organizing, Staffing, Directing and Controlling
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are […]
Coordination and Cooperation
Co-ordination is an orderly arrangement of efforts to provide unity of action in the fulfillment of common objective whereas co-operation denotes collective efforts of persons working in an enterprise voluntarily for the achievement of a particular purpose. It is the willingness of individuals to help each other. Co-ordination is an effort to integrate effectively energies […]
Both the persons have contributed to development of science of management. The contribution of these two pioneers in the field of science of management has been reviewed as “The work of Taylor & Fayol was, of course, especially complementary. They both realized that problem of personnel & its management at all levels is the key to individual success. Both applied scientific method to this problem that Taylor worked primarily from operative level, from bottom to upward, while Fayol concentrated on managing director and work downwards, was merely a reflection of their very different careers”. They both differ from each other in following aspects: -
Similarity - Both emphasized mutual co-operation between employment and employees.
Fayol’s theory is more widely applicable than that of Taylor, although Taylor’s philosophy has undergone a big change Under influence of modern development, but Fayol’s principles of management have stood the test of time and are still being accepted as the core of management theory.
According to Psychologists, Taylor’s study had following drawbacks: -
| Basis | Taylor | Fayol |
| Human aspect | Taylor disregards human elements and there is more stress on improving men, materials and methods | Fayol pays due regards on human element. E.g. Principle of initiative, Espirit De’ Corps and Equity recognizes a need for human relations |
| Status | Father of scientific management | Father of management principles |
| Efficiency & administration | Stressed on efficiency | Stressed on general administration |
| Approach | It has micro-approach because it is restricted to factory only | It has macro-approach and discuses general principles of management which are applicable in every field of management. |
| Scope of principles | These principles are restricted to production activities | These are applicable in all kinds of organization regarding their management affairs |
| Achievement | Scientific management | Administrative management |
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