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Fayols 14 principles of management then and now:a framework for managing todays organizations
effectively
Carl A. Rodrigues
Article information:
To cite this document:
Carl A. Rodrigues, (2001),"Fayols 14 principles of management then and now:a framework for managing todays
organizations effectively", Management Decision, Vol. 39 Iss 10 pp. 880 - 889
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Carl A. Rodrigues
Montclair State University, Upper Montclair, New Jersey, USA
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purposes
11 Commitment obtained through kindness Commitment obtained through a ``sense of
ownership''
12 Train employees and encourage them to remain On-going employee training and development
13 Managers conceive and implement new ideas Workers conceive and implement new ideas
14 Maintaining high morale among workers is Maintaining high morale among workers is not as
imperative imperative
enough to be considered valid, and therefore Schein (1992, p. 140) has also indicated that
to be taught to new members as the correct ``the use of quality circles, self-managed
way to perceive, think and feel in relation to teams, autonomous work teams, and other
those problems.'' Organizational culture is kinds of organizational devices that rely
thus defined by the organization's members' heavily on commitment to groups may be
frames of reference, which are articulated countercultural in the typical US
and codified by organizational statements of individualistic competitive organization as
purposes, policies, myths, stories, and rituals to be virtually impossible to make work
(Shrivastava and Schneider, 1984). Hofstede unless they are presented pragmatically as
et al. (1990, pp. 311-12) broke down the the only way to get something done.''
meaning of organizational culture into Further, Quinn's (1988) competing values
practice, such as symbols, heroes, and model provides one means of examining how
rituals, and into values, such as good/evil, different value orientations underlying
beautiful/ugly, normal/abnormal, rational/ organizational culture affect design choices.
irrational. According to Quinn and Rohrbaugh (1983),
Kabanoff et al. (1995, p. 1076) define values some organizations possess flexibility-
as ``generalized, enduring beliefs about the oriented values, which emphasize
personal and social desirability of modes of decentralization and differentiation, and
conduct or `end-states' of existence.'' These some possess control-oriented values, which
researchers posit that individuals, groups, emphasize centralization and integration.
organizations, societies, and national The former is likely to encounter less
cultures have values. Schein (1992) has difficulty in implementing this framework
proposed that organizational values are than the latter. And Quinn and Kimberly
implicit or explicit views shared to a large (1984) have indicated that no organization is
extent by members of the organization about likely to reflect only one value; instead
the external adaptation of the organization organizations reflect a combination of
and the internal integration of the values, although one could be more dominant
organization. According to Hofstede and his than the others. This suggests that an
colleagues, the value aspects of organization may apply strong controls in a
organizational culture are determined by certain function, e.g. finance, and at the same
national culture, and the practice aspects are time apply looser controls in another, e.g.
determined by the organization as a means of marketing or R&D. How do managers of
adapting to environmental demands for organizations attempting to implement this
change. The notion of culture thus presents framework address the need for different
certain challenges for managers when approaches for different situations?
attempting to implement a new Also, major cultural changes and
organizational culture, especially when the structural change efforts are very expensive
change is countercultural (Schein, 1992, and time consuming due to the need to build
p. 140). trust, develop skills, and overcome
For example, organizations which have resistance. For example, shifting from a
implemented this type of framework would mechanistic to an organic form is time
rely heavily on group efforts and informal consuming and costly because of the
group controls. Sethi et al. (1984) have requirement that lower-level employees,
suggested that people in individualistic supervisory personnel, and middle managers
cultures, such as America (Hofstede, 1980), be retrained in the knowledge, skills, and
join group activities voluntarily ``on the basis abilities needed to carry out their new roles.
of enlarged benefits that will accrue to them And these changes disrupt existing power
[ 886 ]
Carl A. Rodrigues and status networks, making resistance Juran, 1988; Rodrigues, 1995b) is a program
Fayol's 14 principles of likely as well as costly and time consuming to similar to this framework. It has been
management then and now: overcome (Child, 1987, p. 187). Furthermore,
a framework for managing inferred that TQM is neither; that it is an
today's organizations organizations incur substantial ongoing attitude, a set of values; that there is very
effectively training costs after their initial investment little discussion in the literature of what is
Management Decision because of the need to continually update required in order for TQM work (Wilkinson,
39/10 [2001] 880889 employee knowledge and skills (Nemetz and 1992). This paper has to some extent
Fry, 1988). In other words, implementing and attempted to show what is needed to
maintaining this type of framework is often implement this framework. Notwithstanding
expensive and, ultimately, the consumer all the barriers, the concept developed in the
must bear these expenses. What if customers paper is still valuable. It provides, at least, a
do not want to pay for these costs? For framework for thinking in terms of
example, Baldrige Award winner Wallace organizational and managerial
Company's customers eventually rebelled at improvement.
paying higher prices to fund the costs of the
Downloaded by PONTIFICIA UNIVERSIDAD JAVERIANA At 17:28 06 February 2016 (PT)
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