Management Rules Of Henry Mintzberg

Published Date: 02 Nov 2017

INTRODUCTION

Business : - Grocery Store

A grocery store is a store that retails food. The owner of a grocery store, stocks different kinds of foods from assorted places, and sells these "groceries" to customers. Large grocery stores that stock products other than food are called supermarkets. Small grocery stores that mainly sell fruits and vegetables are known as produce markets and small grocery stores that predominantly sell snack foods and sandwiches are known as convenience stores or delicatessens. grocery shopping is such a fundamental component in our lives,

Henry Fayol’s Management

Henri fayol was a French management theorist. Henri Fayol was one of the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management:

 

1. Planning,

2. Organizing,

3. Commanding,

4. Coordinating, and

5. Controlling 

Fayol believed management theories could be developed, then taught. His theories were published in a monograph titled General and Industrial Management (1916). This is an extraordinary little book that offers the first theory of general management and statement of management principles.

Fayol has been described as the father of modern operational management theory Although his ideas have become a universal part of the modern management concepts advisors working with individuals at lower levels of the organization to identify the ways to improve efficiency. According to Fayol, the approach results in a "negation of the principle of unity of command Fayol criticized Taylor's functional management in this way. The most marked outward characteristics of functional management lies in the fact that each workman, instead of coming in direct contact with the management at one point only, receives his daily orders and help from eight different bosses Those eight, Fayol said, were

(1) route clerks,(2) instruction card men, (3) cost and time clerks, (4) gang bosses, (5) speed bosses, (6) inspectors, (7) repair bosses, and the (8) shop disciplinarian This, he said, was an unworkable situation, and that Taylor must have somehow reconciled the dichotomy in some way not described in Taylor's works.

 

 

Fayol 14 Principles of Management

1. Specialization of labour. Specializing encourages continuous improvement in skills and the development of improvements in methods.

2. Authority. The right to give orders and the power to exact obedience.

3. Discipline. No slacking, bending of rules. The workers should be obedient and respectful of the organization.

4. Unity of command. Each employee has one and only one boss.

5. Unity of direction. A single mind generates a single plan and all play their part in that plan.

6. Subordination of Individual Interests. When at work, only work things should be pursued or thought about.

7. Remuneration. Employees receive fair payment for services, not what the company can get away with.

8. Centralization. Consolidation of management functions. Decisions are made from the top.

9. Chain of Superiors (line of authority). Formal chain of command running from top to bottom of the organization, like military

10. Order. All materials and personnel have a prescribed place, and they must remain there.

11. Equity. Equality of treatment (but not necessarily identical treatment)

12. Personnel Tenure. Limited turnover of personnel. Lifetime employment for good workers.

13. Initiative. Thinking out a plan and do what it takes to make it happen.

14. Esprit de corps. Harmony, cohesion among personnel. It's a great source of strength in the organisation. Fayol stated that for promoting esprit de corps, the principle of unity of command should be observed and the dangers of divide and rule and the abuse of written communication should be avoided.

MANAGEMENT RULES OF HENRY MINTZBERG

Dr. Henry Mintzberg a prominent management researcher conducted a researcher to find out what are really a manager duties or responsibilities. In 1916 Henri Fayol was first to give definition of manager. Dr. Henry Mintzberg wanted to find out that if Henri Fayol’s 50 year old definition of manager and management definition still stood is 60s and 70s. So he conducted a research base on structured observation method.

For this Mintzberg observed the daily activities of five executives for a one week period. They all were from five different type of organization; a consulting firm, a school, a technology firm, a consumer goods manufacturer and a hospital. He kept track of all there activates and analyzed it. His research report titled "MANAGERIAL WORK: ANALYSIS FROM OBSERVATION" was for his doctoral dissertation, at the Sloan School of Management, M. I. T. At January 1971 he submitted the report and it was accepted and published in October 1971. In his research Mintzberg said that what managers do can best be described by looking at the roles they play at work. The term management role refers to specific categories of managerial behavior. He identified 10 identified roles of a manager played in organization which fall into three basic categories: interpersonal roles, informational roles and decisional roles.

10 managerial roles indicated by Mintzberg

INTERPERSONAL ROLES

These roles relate to the manager's behavior that focuses on interpersonal contact Interpersonal roles are roles that involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. According to Dr. Henry Mintzberg These three interpersonal roles derive from the authority and status associated with managers’ post.

Figurehead: The figurehead performs symbolic legal or social duties. All social, inspiration, legal and ceremonial obligations. In this light, the manager is seen as a symbol of status and authority

Leader: The Leader builds relationships with employees and communicates with, motivates, and coaches them. Duties are at the heart of the manager-subordinate relationship and include structuring and motivating subordinates, overseeing their progress, promoting and encouraging their development, and balancing effectiveness.

Liaison: The liaison maintains a network of contacts outside the work unit to obtain information. Describes the information and communication obligations of a manager. One must network and engage in information exchange to gain access to knowledge bases.

INFORMATIONAL ROLES

Informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. These informational roles are all about receiving and transmitting information so that managers can serve as the nerve centers of their organization. The informational roles are;

Monitor: The monitor seeks internal and external information about issues that can affect the organization. Duties include assessing internal operations, a department's success and the problems and opportunities which may arise. All the information gained in this capacity must be stored and maintained

Disseminator: The disseminator transmits information internally that is obtained from either internal or external sources. Highlights factual or value based external views into the organization and to subordinates. This requires both filtering and delegation skills.

Spokesperson: The spokesperson transmits information about the organization to outsiders. Serves in a PR capacity by informing and lobbying others to keep key stakeholders updated about the operations of the organization.

DECISIONAL ROLES

Decisional roles revolved around making choices. Managers’ interpersonal role leads to the decisional roles. Information and resources that’s collected and gathered by the interpersonal makes a manger able to play the decisional roles or responsibilities that his is obligated to. The four decisional roles include being an entrepreneur, disturbance handler, resource allocator, and negotiator.

Entrepreneur: The entrepreneur acts as an initiator, designer, and encourager of change and innovation. Roles encourage managers to create improvement projects and work to delegate, empower and supervise teams in the development process.

Disturbance handler: The disturbance handler takes corrective action when the organization faces important, unexpected difficulties. A generalist role that takes charge when an organization is unexpectedly upset or transformed and requires calming and support.

Resource allocator: The resource allocator distributes resources of all types, including time, funding, equipment, and human resources. Describes the responsibility of allocating and overseeing financial, material and personnel resources.

Negotiator: The negotiator represents the organization in major negotiations affecting the manager’s areas of responsibility is a specific task which is integral for the spokesman, figurehead and resource allocator roles.

If we analyze Mintzburg’s finds we can say that authority and status derive the interpersonal roles, interpersonal makes it necessary for a manager to play informational roles. And that enable a manager to make decision. These ten roles of a manager stated by Mintzburg; comes with a great deal or responsibilities. Informing, Connecting, and ordering require a manager to able to adapt to the situation and controlling it in a balanced way.

Conclusion:-

The managerial functions stated by Henry Fayol and the managerial roles described by Mintzberg plays an important role in the day to day operations of every business or organisation as grocery store and big level of supermarket so that different level performs these functions in order to perform well and to gain competitive edge over there competitors and other shops and super markets like New world and pack & save. Moreover in the absence of any of these functions and roles, a grocery store supervisor would not be able to perform well from his other staff as well as he would not able to give the desired results stated by the organisation. In short all of the functions and roles adds utility to the business and brings wealth with minimizing of conflicts at workplace and through generation of revenue by maximization of sales.