Weber’s and Fayol’s Management Theories

There is a wide range of management theories associated with leadership, motivation, and change in the management process and their application to practical problems and situations. Many theorists have come up with different management theories; one differing from another based on their structure, operational guidelines, and leadership stipulation. This paper will seek to provide a discussion comparing and contrasting the bureaucratic management theory of Max Weber and Fayol’s management theory. The comparison and contrast will be based on their essential elements, the principles on which they were formed and the advantages of each over another.

Weber’s Bureaucratic Theory and Fayol’s Classical Theory

Max Weber’s bureaucratic theory contains two key elements, which are; structuring an organization to have a hierarchy and having rules that are clearly defined to help with organizational governance and its members (Anderson 248). Rayol’s classical theory, on the other hand, is a simple model regarding the way the management interacts with its employees to facilitate organizational operations. Rayol’s theory covers management concepts in a much broader way. Weber’s bureaucratic management approach provides a systematic way to run an organization in a more effective way. The fact that Fayol’s classical theory covers management concepts broadly makes it easy for most businesses to apply it in their management systems (Kristopher 38).  

Weber’s work was always interpreted by earlier researchers as a caricature of bureaucracies of the modern world with all the shortcomings associated with them (Frederick 3). It was indented to displace the old, traditional organizational structures that were functional during the industrialization period (Frederick 3). Rayol’s classical theory, on the other hand, was aimed at creating to make it easy for firms both small and large to control and plan their production in more effective ways.

Weber through his management theory provides that this approach aims at making it necessary for organizations to conduct their operations in a way that is more rational instead of following what he referred to as, “arbitrary whims” or emotions of owners and managers of organizations (Frederick 3). He found distinct characteristics in organizational bureaucracies that if applied properly, would effectively enhance; resource control, decision-making, the accomplishment of goals of the organization and protect workers (Wood, and Wood 291).  

Both Weber’s bureaucratic theory and Rayol’s classical theory are based on principles aimed at improving the productivity of organizations from all levels. Rayol’s theory includes 14 management principles whereas Weber’s management theory includes 6 principles of management (Anderson 248). The five basic ways suggested by Rayol in his theory that are aimed at enhancing control and planning of organizational production are;

1. Planning – Rayol’s classical theory stipulates that an organization must make plans and effectively schedule all industrial processes.

2.  Organizing - Rayol also argued that the management of an organization must be able to properly organize its resource for the efficient and effective manufacturing process. 

3. Commanding – The management theory of Henri Fayol states that the management team must be able to encourage and provide directions as to how personnel activities should be undertaken (Wood, and Wood 291).  

4. Coordinating – In addition, Rayol in his theory states that the management team must make sure all personnel works are effectively conducted depending on the employee position and in a more cooperative way.

5. Controlling – This is the last activity to be undertaken by the management, states Rayol. This activity is in place to ensure that the organizational employees follow commands of the management (Kristopher 38).

The six principles that Weber provides with respect to the bureaucratic management approach include;

a. Proper division of labor.

b. Chain of command

c. Separation of official property and personnel

d. Application of consistent and complete organizational rules and regulations

e. Selection and promotion on the basis of qualification

The key difference is that Rayol’s classical theory treats management and personnel as the same whereas Weber’s bureaucratic theory provides that it is important to be aware of the differences between management and other organizational parts (Wood and Wood 291). Furthermore, bureaucratic theory insists on the importance of employee training and skill improvement.

Works Cited

Cole, G Anderson. Management Theory and Practice. London: Thomson Learning, 2004, p. 248 Print.

John C. Wood, and Michael C. Wood, Henri Fayol: Critical Evaluations in Business and Management, Volume 1, 2002, p. 291

Henri Fayol: Critical Evaluations in Business and Management, Michael C. Wood, ISBN 0415248205, 9780415248204

Sapru, R Kristopher. Administrative Theories and Management Thought. Place of publication not identified: Prentice-Hall Of India Pv, 2013, p. 38 Print.

Taylor, Frederick W. The Principles of Scientific Management. Cosimo Classics, 2016. P. 3 Internet resource