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Managers, as decision maker in the organization, operate the managerial function on the personnel (Robbins, Bergman, Stagg & Coulter, 2003). This paper will

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Introduction Management theories have being developed for conducting managers on their process of coordinating work activities in order to ensure they achieve the organisational goals with and through other people efficiently and effectively. Managers, as decision maker in the organization, operate the managerial function on the personnel (Robbins, Bergman, Stagg & Coulter, 2003). This paper will discuss how Suzie as a manager get things done through other people with the assistance of the ideas of Fayol and Maslow. This will be done by providing these contributors' theories and relating them to some problems that happened in the grocery store. Fayol' s General Administrative Approach Fayol proposes five functions of managerial work, which are planning, organizing, coordinating, commanding and controlling, although these have been condensed down to four functions, which are planning, leading, organising and controlling, they are still the basic and crucial functions that indicating what is important to management (Robbins, et al., 2003). These elements constitute the process of the manager's job. Planning can briefly be described as deliberating what going to do in the future and formulating the organizational goals and all the possible activities or tasks that needed to be done (Fells, 2000). By performing the planning function that Suzie made a list of what she wanted to achieve over the next month and some important actions that needed to be done in order to remedy the messy situation of the store. ...read more.


A good manager looks into the individuals and motivates them during the work. An ability to motivate others can leave a manager effective and virtually powerful. Abraham Maslow developed one of the most popular motivation theories. Known as the hierarchy of needs, it is generally depicted as a pyramid. Maslow proposed that basic needs drive the behaviour of people. (Buhler, 2003). There are five levels of needs arranged in Maslow's hierarchy of needs theory. They are physiological needs, safety needs, social needs, esteem needs and self-actualisation needs (Refer to Appendix 2). Managers have to assess in which level their employees are and therefore motivate them in different ways (Robbins, et al., 2003). The five needs are in ascending order from the lowest to the highest. Once lower-level needs are satisfied, the next higher-level needs would replace it and become the influence the individual behaviour (Austin, 2002). The needs at the bottom are the physiological needs, which are the requirements for the basic things that allow us to live. For example, the food, water, shelter and other requirements for sustain the life itself (Stum, 2001). If the physiological needs are relatively satisfied, Maslow claimed that safety or security needs would emerge, these needs refer to the safe working condition, company benefits and job security. In other words, this is a concern for self-preservation (Hersey & Blanchard, 1999). In order to maintain and motivate the workers in the grocery store, Suzie noticed that the way that the supervisor treated the cashier couldn't give her the sense of security. ...read more.


Conclusion The ideas of Fayol and Maslow have large contributories to the management theories and these theories are still widely used around the world (Carroll and Gillen, 1987). Their principles and philosophies are the guidelines to the manager's job. In Suzie's case, the way she thinking and doing things are according to these writers' ideas. These ideas help Suzie at the first day as a manager get things done in a particular situation through the other people. Appendix 1: Fayol's 14 principles of management 14 Principles of Management Definition 1. Division of work Specialisation increases output 2. Authority Be able to give orders, be responsibility 3. Discipline Employees must obey and respect the rules 4. Unity of command Employee receive orders from only one supervisor 5. Unity of direction Single plan of action to guide managers and workers 6. Subordination of individual interests to the general interest The interests of the organisation is prior among the interests of employees 7. Remuneration Workers get paid fairly 8. Centralisation Subordinates are involved in decision making 9. Scalar chain The line of authority from top management to the lowest 10. Order People and materials should be in the right place at the right time 11.Equity Kind and fair to the subordinates 12. Stability of tenure of personnel Orderly personnel planning and the placements are available to fill vacancies 13.Initiative Allow employees to originate and carry out plans 14. Esprit de corps Promoting team spirit, build harmony and unity (Source: Robbins, S. P., Bergman, R., Stagg, I. & Coulter, M., (2003), Management, (3rd edn), Pearson Education Australia, Frenchs Forest. ...read more.

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