Management is the control and organizing of an organization

Management is the control and organizing of an organization. It is a very dynamic discipline that always changes. People have been trying to develop methods to allay managers and many of those ideas and concepts come from the early management theories. Despite that though the role of the manager has changed a lot through the years and it is not the same as it was few decades ago. Thus, people argue about if those ideas and principles still relevant now to post-capitalist management or the role of the managers today is too different. One of the key figures in the Classical school of management theory was Henry Fayol with his “14 principles of management”. Reading them I can recognize ideas still evidence today and they can be used as a guideline for managers. In fact, I think many of them, revolutionary for organizational management at the time, are now considerate to be common sense.
There has always been debates about the relevance of the old management theorists’ views. The father of the modern management theory – Henry Fayol is a subject in a lot of them and gets a lot of criticism about his “14 principles of management” which are the following: division of work; authority; discipline; unity of command; unity of direction; subordination of individual interests to the general interests; remuneration; centralization; scalar chain; order; equity; stability of tenure of personnel; initiative; and esprit de corps. Due to the broad change in the economy, markets, and technology critics doubt that his principles have the same value as they did at the time he wrote them. Even though he gets a lot of criticism from other theorists (Kotter, 1982; Mintzberg, 1973, 1989;Rolph and Bartram, 1992; Secretan, 1986) his theory remains the foundation of management practices. Fayol himself cautioned that “principles are flexible and capable of adaptation to every need” (Fayol, 1949, p. 19). Therefore, even changed with time most of them are still applicable in contemporary management.
Division of labor (Fayol, 1949, p. 20) is a concept which requires of labor which enables people to perform work more efficiently. The work is divided into small elements and assigned to workers with specialized skills (Rodrigues,2001). That way every worker becomes an expert in their area of production which is what leads to raising the efficiency as it saves time and money. This is the reason Victorian factories grew so much in nineteenth century.
Many companies use the same approach and divide their employees in specialized teams. For example Ford motor factories. In the 1920s, Henry Ford made use of the assembly line to increase the productivity of producing motor cars. On the assembly line, there was division of labour with workers concentrating on particular jobs. Another one is Apple products. “Designed in California, produced in China”. A new iPhone has innumerable examples of division of labour. The process is split up into many different parts. Design, hardware, software, manufacture, marketing, production and assembly. (Economicshelp.org, 2018).