What is the definition of management?

Management can be defined as a process of getting the work or the task done that is required for
achieving the goals of an organisation in an efficient and effective manner. Process implies the functions
of the management. That is, planning, organising, staffing, directing and controlling.

What is difference between Fayol and Taylor’s Theories of Management?

Management is a process through which the members of an organization gets the job done with the
help of other people. The decision-making process and the performance of management are guided by
various principles of management. Different management theories are composed of many management
thinkers. Out of which, two such eminent thinkers are Fredrick Winslow Taylor (F.W. Taylor) and Henry
Fayol.
In management theory, Henry Fayol, a French mining engineer contributed fourteen management
principles and various concept of a general theory of administration, whereas, F.W.Taylor, an American
mechanical engineer improved the theory of scientific management and contributed four management
principles. Let’s learn in-depth the Fayol vs Taylor’s Theories of Management.

Henry Fayol Theory of Management

Henry Fayol also known as ‘father of modern management theory’ gave a new perception to the
concept of management. He introduced a general theory that can be applied to all levels of
management and every department. The Fayol theory is practised by the managers to organize and
regulate the internal activities of an organization. He concentrated on accomplishing managerial
efficiency.

F.W.Taylor Theory of Management

F.W. Taylor or Fredrick Winslow Taylor is also known as the ‘father of scientific management’ proved
with his practical theories that a scientific method can be implemented to management. This scientific
process involved experiments, observation, analysis, and inference and was applied to create a cause
and effect relationship. Taylor gave much concentration on the supervisory level of management and
performance of managers and workers at an operational level.

The difference Between Fayol vs Taylor’s Theories of Management.

Henry Fayol F.W. Taylor
Definition Henry Fayol, father of modern F.W. Taylor, father of scientific
management contributed management contributed four
fourteen management principles, management principles, for
accomplishing managerial enhancing overall productivity.
efficiency.
Concentrated Top-level management Low-level management
Approach Top management based on top Supervisory viewpoint and
 downward approach. bottom upward approach
Focus Focused on delivering Increasing productivity of labour
managerial efficiency.
Theory-based on Personal experience Observation and experiment.

FW Taylor Principles of Scientific Management

F.W. Taylor or Fredrick Winslow Taylor, also known as the ‘Father of scientific management’ proved with
his practical theories that a scientific method can be implemented to management. Taylor gave much
concentration on the supervisory level of management and performance of managers and workers at an
operational level. Let’s discuss in detail the five principles of management by F.W Taylor.
1. Science, not the Rule of Thumb-
This rule focuses on increasing the efficiency of an organisation through scientific analysis of work and
not with the ‘Rule of Thumb’ method. Taylor believed that even a small activity like loading paper sheets
into boxcars can be planned scientifically. This will save time and also human energy. This decision
should be based on scientific analysis and cause and effect relationships rather than ‘Rule of Thumb’
where the decision is taken according to the manager’s personal judgement.
2. Harmony, Not Discord-
Taylor indicated and believed that the relationship between the workers and management should be
cordial and completely harmonious. Difference between the two will never be beneficial to either side.
Management and workers should acknowledge and understand each other’s importance. Taylor also
suggested the mental revolution for both management and workers to achieve total harmony.
Additional Reading: Difference Between Fayol and Taylor Theory of Management
3. Mental Revolu on-
This technique involves a shift of attitude of management and workers towards each other. Both should
understand the value of each other and work with full participation and cooperation. The aim of both
should be to improve and boost the profits of the organisation. Mental Revolution demands a complete
change in the outlook of both the workers and management; both should have a sense of togetherness.
4. Coopera on, not Individualism-
It is similar to ‘Harmony, not discord’ and believes in mutual collaboration between workers and the
management. Managers and workers should have mutual cooperation and confidence and a sense of
goodwill. The main purpose is to substitute internal competition with cooperation.
5. Development of Every Person to his Greatest Efficiency-
The effectiveness of a company also relies on the abilities and skills of its employees. Thus,
implementing training, learning best practices and technology, is the scientific approach to brush up the
employee skill. To assure that the training is given to the right employee, the right steps should be taken
at the time of selection and recruiting candidates based on a scientific selection.

Why may Taylor's techniques of scientific management not be applicable to all types of organisations?
Taylor’s techniques of scientific management are not applicable to all types of organisations because
they are more specific in nature and should be applied only in specific conditions.

These five (5) principles of scientific management process involved experiments, observation, analysis,
and inference and were applied to create a cause and effect relationship.

Henri Fayol’s 14 Principles of Management with Examples?

In 1916, Henri Fayol postulated the 14 principles of management for general use that are still followed
by businesses and organizations today. Listed below are Henri Fayol’s 14 Principles of Management with
Examples -
1. Division of labor
2. Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of Individual Interest
7. Remuneration
8. Degree of Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit de Corps

What are 10 managerial roles of Henry Mintzberg?

The ten management roles are:

1. Figurehead.
2. Leader.
3. Liaison.
4. Monitor.
5. Disseminator.
6. Spokesperson.
7. Entrepreneur.
8. Disturbance Handler.
9. Resource Allocator.
10. Negotiator.

Interpersonal Management Roles

The managerial roles in this category involve providing information and ideas.
1. Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're
expected to be a source of inspiration. People look up to you as a person with authority,
and as a figurehead.
 2. Leader – This is where you provide leadership for your team, your department or perhaps
your entire organization; and it's where you manage the performance and responsibilities
of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts. You need to
be able to network effectively on behalf of your organization.
Informa onal Management Roles
The managerial roles in this category involve processing information.
1. Monitor – In this role, you regularly seek out information related to your organization and
industry, looking for relevant changes in the environment. You also monitor your team, in
terms of both their productivity, and their well-being.
2. Disseminator – This is where you communicate potentially useful information to your
colleagues and your team.
3. Spokesperson – Managers represent and speak for their organization. In this role, you're
responsible for transmitting information about your organization and its goals to the
people outside it.
Decisional Management Roles
The managerial roles in this category involve using information.
1. Entrepreneur – As a manager, you create and control change within the organization. This
means solving problems, generating new ideas, and implementing them.
2. Disturbance Handler – When an organization or team hits an unexpected roadblock, it's
the manager who must take charge. You also need to help mediate disputes within it.
3. Resource Allocator – You'll also need to determine where organizational resources are
best applied. This involves allocating funding, as well as assigning staff and other
organizational resources.
4. Negotiator – You may be needed to take part in, and direct, important negotiations within
your team, department, or organization.

What is planning? Types of planning?

Definition: Planning is the process of establishing the goals and objectives of a project and determining
the resources and actions needed to achieve those goals.

It involves creating a detailed project plan that outlines the steps and tasks required to complete the
project, as well as identifying potential risks or challenges and developing strategies to manage them.

The goal of planning is to create a roadmap for the project that ensures its successful completion.

To do this, managers need to have a good understanding of the current situation and where they want
to be in the future.

Types of planning

There are four types of planning:

1. Strategic
2. Opera onal
3. Tac cal
4. Con ngency
Strategic planning
Strategic planning is defining a company's direction and goals and allocating its resources to pursue
them. It consists of analyzing the competitive environment and identifying external and internal factors
that can affect the organization.

An example of strategic planning for a SaaS company that offers project management software and
wants to expand its customer base and increase revenue would look like this: Conduct market research,
Analyze the competitive landscape to identify potential opportunities and threats.

To achieve these goals, the company allocates needed resources for marketing, development, and
customer support staff.

Operational planning
Operational planning is the process of defining specific actions and resources needed to achieve the
goals set out in the strategic plan.

It involves developing detailed plans and budgets to implement the strategies and tactics outlined in the
strategic plan and identifying and addressing any potential risks or challenges that may arise.

To achieve this goal, the company develops an operational plan that outlines the specific actions and
resources needed to execute this strategy.
The operational plan includes tasks such as:
 Implemen ng new features.
 Alloca ng development resources and se ng goals and melines for developing the new
features.
 Developing a budget for tes ng and quality assurance efforts.
 Assigning staff members to oversee the development and tes ng of the new features.

Tactical planning
Tactical planning develops plans and actions to achieve the goals set out in the operational plan.

Tactical planning includes developing content marketing campaigns, promoting new features, assigning
tasks to developers, etc.

Contingency planning
Contingency planning is the process of identifying potential risks or challenges that may arise and
developing plans to mitigate or address them.
To ensure the success of the launch of the new features, our example SaaS company develops a
contingency plan to mitigate potential risks or challenges that may arise.
The contingency plan includes the following measures:

 Iden fying poten al disrup ons to the development process, Iden fying poten al IT issues,
Sudden change in market condi ons or a major compe tor entering the market.
Management or managerial Skills and Organizational Hierarchy?

Understand different types of managerial skills and why these skills are required by
managers:
1. Technical Skills: refers to the ability of a person to carry out a specific activity.
2. Human Skills: refers to the ability of a person to work well with other people in a group.
3. Conceptual Skills: refer to the ability of a person to think and conceptualize abstract situations.
4. Design Skills: refers to the ability of a person to find solutions to the problems in ways beneficial
to the organization.

The relative significance of these skills varies at different levels in the organizational hierarchy as shown
in the below figure.

 As a first-line manager, you require more technical skills in order to supervise operational
employees. You need to have good human skills as you need to interact with your
subordinates on a regular basis. However, conceptual skills are usually not very essential for
the managers at the supervisory level.
 The need for technical skills is lesser at the middle-manager level. Here, human skills and
conceptual skills are more significant.
 At the top-manager level, conceptual, design and interpersonal skills are of greatest
importance; there is little need for technical skills.