Leadership Role: Definition, Key Tasks
Henri Fayol, a pioneering figure in classical management theory, introduced five core functions of management: planning, organizing, commanding, coordinating, and controlling [2][3]. These functions, which can be expanded to six with the inclusion of forecasting [1], provide a systematic approach to management, focusing on ensuring organizational efficiency and structure.
Fayol's functions are distinct and sequential, emphasizing formal roles, hierarchy, and control. They are often considered best suited for stable and predictable environments [4]. However, Henry Mintzberg, writing much later, argued that Fayol's framework does not fully capture the complexities of what managers actually do [2]. Instead, Mintzberg proposed that managers perform a set of interrelated roles, which he categorised into three groups: interpersonal roles, informational roles, and decisional roles.
Mintzberg's approach is descriptive and empirical, based on direct observation of managers in action. He found that managerial work is often hectic, fragmented, and reactive, rather than neatly divided into planning, organizing, commanding, etc. [2].
Here's a comparison of the two approaches:
| Aspect | Fayol’s Functions | Mintzberg’s Roles | |-------------------------|------------------------------------------------------|-----------------------------------------------------| | **Nature** | Prescriptive, systematic process | Descriptive, observed behavior | | **Structure** | Five or six distinct, sequential functions | Ten overlapping, dynamic roles in three categories | | **Focus** | What managers should do for organizational success | What managers actually do in practice | | **Environment** | Best suited for stable, formal settings | Reflects the reality of complex, fast-paced work | | **Criticism** | May oversimplify and appear rigid or impersonal | Less prescriptive, more complex and fragmented | | **Contribution** | Lays foundation for management as a profession | Highlights the chaotic, interpersonal nature of management |
Controlling, a crucial part of management, is integral to determining the success of other functions, guiding employee efforts towards company goals, and ensuring efficient and effective distribution of resources. Managers also play various roles within a company, including an interpersonal role, an information role, and a decision-making role. Delegation in management is often based on a functional approach, such as finance, operations, and marketing.
Management is a series of activities or functions designed to efficiently and effectively allocate and direct resources towards company goals. Planning is usually divided into three major groups: top managers, middle managers, and line managers. Leadership tasks include educating, evaluating, counseling, and representing. Leadership refers to guiding and influencing others to achieve goals.
The staffing function involves finding and maintaining adequate human resources to meet company goals. This includes training, compensation, performance evaluation, and employee dismissal. Managers divide personnel into teams with respective responsibilities. Organizing includes the allocation of tasks, authority, and responsibility among individuals and teams within a company. It also involves empowering and structuring resources to achieve company goals, dealing with three fundamental activities.
In conclusion, while Fayol's approach offers a structured, functional framework for management, Mintzberg's model provides a more realistic portrayal of the complex and dynamic nature of management in today's fast-paced business environment. Both theories, however, remain valuable in understanding and improving management practices.
References: [1] Koontz, H. J., & Weihrich, H. A. (1990). Management: Text and cases. McGraw-Hill. [2] Mintzberg, H. (1973). The nature of managerial work. Harvard Business Review, 51(3), 63-72. [3] Fayol, H. (1916). Administrative management: A study of the administration of industry. The Engineering Magazine Company. [4] Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
Financing the business operations is a crucial part of management, ensuring the efficient distribution of resources towards company goals. Managers in addition to their financial roles, also play various interpersonal roles, such as educating and counseling employees, and informational roles, like representing the company to stakeholders. Their decision-making role involves guiding employee efforts and setting company goals, which can be considered as a form of leadership.
