Management and managers — common mistakes

When analysing a business problem in a case study, consider which of Fayol's functions the management team is failing to perform effectively. For example, a failure to meet sales targets could be a 'Controlling' issue (poor monitoring) or a 'Planning' issue (unrealistic targets).

In case studies, identify specific actions of a manager and classify them using Mintzberg's roles. For example, 'The CEO's press conference is an example of the Spokesperson role, while resolving a conflict between two departments is the Disturbance Handler role'. This demonstrates detailed application.

Avoid stating one style is 'best'. The highest marks are awarded for evaluating which style is most 'appropriate' for a given business context. For example, an autocratic style may be appropriate in a crisis, while a democratic style is better for a creative project.

In an essay question asking you to 'discuss the importance of leadership', a good evaluation point is to contrast it with management, arguing that while leadership provides direction, effective management is required to execute that vision successfully.

No, there is no single 'best' style. The effectiveness of a leadership style is contingent upon the situation. For example, an autocratic style might be necessary in a crisis for quick, decisive action, whereas a democratic style is often more effective for creative tasks that benefit from team input. The best managers adapt their style to the task, the team's experience, and the business culture.

Yes, they are still highly relevant as a foundational framework. While modern management is more complex, the core activities of planning (strategy), organising (structure), commanding (direction), coordinating (integration), and controlling (performance measurement) remain fundamental. Mintzberg's roles complement Fayol by describing how these functions are carried out in a dynamic, real-world environment, rather than replacing them.

Absolutely. A person can be appointed to a managerial position, giving them formal authority to plan, organise, and control. However, they may lack the personal qualities—such as vision, charisma, and the ability to inspire—to be a true leader. This results in a 'transactional' manager who ensures tasks are done but fails to motivate the team to go above and beyond. Conversely, an employee with no formal managerial title can be an informal leader who influences and inspires their colleagues.