Criticality Exercise 2

Comparing and Contrasting Management Theory

In the study of classical management theory we learnt that Henry Fayol (1916/ 1949)
defined key managerial activities as planning, organizing, commanding, coordinating and
controlling. In 1975, Brech, another classical management theorist, identified four elements
to management: planning; motivating co-ordinating and control.
If you were to write this in your assignment you would be advised that this was “descriptive work”
which would give you a score in the forties as identified by the assessment criteria for your
summative assignment and generic postgraduate assessment criteria. In other words, the paragraph
above shows the following stages on the OU (203) Stairway to Criticality:

1. Process: you have read two sources of information

2. Comprehension: you have shown evidence of some understanding what Fayol and Brech
have said and been able to succinctly paraphrase their work.
3. Analysis: you have shown some analysis as you have been able to recognise that they are
both talking about the basic functions of management. Comment [MG1]: Note the use of Figure
number, title and the full source given below
If you were building up a table this would be represented as follows: If you use any tables, diagrams etc. in your
summative assignment you should always
label them appropriately. Note they should
Table 1: Comparison of Functions of Management
clearly introduced in your narrative and be
used to provide EXTRA information, not to
Variable Fayol 2016 Brech 1975 make the point. Never expect your reader to
Planning Planning Planning do the analysis for you.
Organising Organising
Comment [MG2]: Note how the authors a
Commanding Commanding Motivatiing presented logically in a chronological order
Co-ordinating Co-ordinating Co-ordinating theory does chance over time and this may
Controlling Controlling Controlling help you to recognize this visually.
Comment [MG3]: Note that Fayol’s
variables are being used here as a starting
Source: Fayol (1916/1949) General and Industrial Management, Pitman, London; and Brech, E. F.L. point. However, as you build up the number
(1975) The Principles and Practice of Management, Addison-Wesley Longman Ltd. 1975. theorists analysed, you may begin to group
variables together as you see how different
As a Masters’ student, you need to try and show that you can compare and contrast these variables in turn are linked. For example, can
you see here that some variables are related
approaches and, as your work progresses, you will show that you are reaching higher stages on the to operational planning and people
OU Stairway. management?
Comment [MG4]: Note the importance of
For example, the paragraph could be re-written as follows: precisely recording your summary of the key
theoretical point. These NUANCED
In the study of classical management theory we learnt that Henry Fayol (1916, cited in Cole understandings are very important.
and Kelly, 2016) defined key managerial activities as planning, organizing, commanding, Comment [MG5]: Can you see how this
coordinating and controlling. In 1975, Brech, another classical management theorist, shows your understanding of the Classical
School of Management and the theorists
identified four elements to management: planning; motivating co-ordinating and control. It which belong to this School?
can be seen that many of their views directly compare and they both concur that Comment [MG6]: Can you see how this
management is about the scientific functions of planning, co-ordinating and control. Brech shows that you are comparing/contrasting
(1975) does not separate the resource based element of organising and, significantly refers theories which is the next stage on the OU
Stairway to Criticality?
to motivation rather than using the term “command” like Fayol (1916). This latter point is
Comment [MG7]: Can you see how this
particularly relevant and shows the influence of the behavioural school of thinking on shows enhanced analysis as you are pointing
out what is really important here?

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Brech’s (1975) views of management (Mayo 1930; McGregor 1957 etc.). He concedes that Comment [MG8]: Can you see how this
motivating the workforce is important in contrast to Fayol’s much more directive shows advanced understanding as you are
explaining why there is a difference in their
“command” approach. It should be remembered, however, that Fayol did emphasise thinking from your understanding of the
“Esprit de Coeur” i.e. morale as part of his 14 principles (Fayol 2016) and so both theorists Behavioural School as well as the Classical
School? You are not only comparing and
emphasise the importance of considering the people aspects of management but Brech’s contrasting the theory but giving a critically
motivation acknowledges the shift in the balance of power from the manager to the evaluative commentary which explains why
and how things compare and contrast.
employee by the 1970s.
Comment [MG9]: Can you see how this is
far more in-depth work which would give yo
higher marks?
Can you also see how this is much longer as
Contemporary Management Approaches you are bringing in wider references and a
critically evaluative commentary? This is wh
Theory often develops over time. For example, management theorists such as Mintzberg in your summative work you will be advised
use a “FUNNEL” technique whereby you sta
(1973; 2016), Heller (1997), Prahalad (2000) and Hamel (2007) adopted more strategic off broadly examining your theoretical area
perspectives. Their work is summarised below. but then you will continually FOCUS you wo
to show DEPTH of understanding.

In a similar line, Prahalad (2000) suggests that the changing role of managing requires that
special attention should be given to the role of senior managers and especially, on six critical
elements:
1 The importance of a shared competitive agenda.
2 Creating a clear charter of values and behaviours.
3 Focusing on influence without ownership.

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4 Competing for talent and building the skill mix of the organisation.
5 Speed of reaction in the organisation.
6 Leveraging corporate resources to address emerging opportunities.
Hamel (2007), moreover, suggests a shift away from top-heavy management structures,
while maintaining management efficiency through controlling and coordinating. ‘Hierarchy
adds costs and reduces responsiveness… [w]e need organizations where control comes less
from rules and sanctions, and more from norms and peers. We need to radically reduce the
management costs associated with both coordination and control’ (Hamel and Price, 2011,
online at: https://hbr.org/2011/10/the-beyond-bureaucracy-challen, 10/03/2017). At the
same time, Hamel puts forward his own synthesis of what the Practice of Management
entails:

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 Exercise
Build Table 1 by comparing and contrasting the work of each of
these theorists within the table.
Table 1: Comparison of Functions of Management

Variable Fayol 2016 Mintzberg Brech 1975 Prahalad Etc.

1973 2000
Planning Planning Planning
Organising Organising
Commanding Commanding Motivatiing
Co-ordinating Co-ordinating Co-ordinating
Controlling Controlling Controlling

Hints and Tips

1. Compare and contrast the work of each author one by one.
2. Remember that, as the table/your analysis grows, you might need to group some of your
variables together and re-label them

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3. You may wish to complete this exercise using hand written post it notes if they are available
as they will allow you to move the variables around as you go along for the reason given in 2
above. If you do this, make sure that you record the author on each of the post it notes
(their initials will do) as when you are writing up your narrative from your analysis you will
need to be clear about who argues what. In other words, always keep a careful record of
your sources of information as your summative assignment will need to be rigorously
referenced using the USW Harvard Referencing System as advised.
4. You may wish to use the same variable more than once as the same point might be relevant
to different points of analysis. For example, you may categorise Hamel’s co-ordinating and
controlling activities against both of Fayol’s Co-ordinating and Controlling. Remembering
that recording the precise words is important. In is unlikely, however, that when you
complete this exercise that you will discuss co-ordinating and controlling separately. You
may, for example, end up with a holistic variable called “operational planning” which
includes planning, controlling, co-ordinating etc. etc.
5. Remember that the table shows your basic analysis. This will have to be converted to a
narrative which gives a critically evaluative commentary as this is what will be mainly
marked. You may not have the word count to discuss it all but your table can be inserted in
your essay to provide EXTRA information to your reader.
6. You can use tables, mind maps, post-it notes, your own notes to complete this analysis.
Tables are just one approach. The key issue is that you adopt a method which works for you
to support you in developing the quality of your work at Masters’ level so it reflects higher
level cognitive skills.
7. Note that everyone will analyse things differently. There is not right or wrong answer.
However, what you need to demonstrate is that you have read widely and independently,
that you understood what you have read, that you can see the links between what you have
read and the differences, that you can apply it to practice etc.

Please respond by the end of Week. Tutor feedback will follow within a week.