Dated 1984, Henri Fayol, a French mining engineer, developed and proposed fourteen principles of management and at the same time proposed five main elements of management. Planning, organizing, coordinating, commanding and controlling was Fayol's version. Over time and generations, these five elements of management have been modified and reduced to four, namely planning, directing, organizing and controlling. Fells (2000) asserts that Fayol's management theory is appropriate and relevant to management today. However, other people disagree with his theory and believe it is no longer relevant to today's society. However, Foyal's idea of ​​management process was the main basic structure of management, which creates a set of clear and relevant guidelines by which managers will manage an organization using the organization's resources efficiently and effectively. effective (Dianne 2008). Fayol's five management principles are still relevant for managers in this new century because they constitute the basis of management. The ideas could be modified to fit the new generation or new society, but they should not be abandoned from management because they have been the guideline of managers and have proven their effectiveness in helping managers develop perfect management skills for many years. In this essay I will try to prove that Fayol's five elements of management are still relevant for managers in this new era because they were a guideline, although they have been modified to adapt to the new society, but they remain relevant because they constitute the basis of management. In comparison, Fayol's five management elements were very similar to the modified version. There were still three elements left in the new version of management, planning...... middle of article......, 'Fayol stands the test of time', Journal of Management History, Vol . 6, 8, pp. 345-360. Gittell, JH 2002, 'Coordination mechanisms in healthcare provider groups: relational coordination as a mediator and input uncertainty as a moderator of performance effects', Management Science, Vol. 48, no. 11, pp. 1408-1426. Lewin, AY and Minton, JW. 1986 “Determining organizational effectiveness: another look and a research program”, Management Science, Vol. 32, no. 5, pp. 514-538. Marrewijk, MV and Timmers, J. 2003 “Corporate Sustainability Conference 2002: The Impact of CSR on Management Disciplines”, Journal of Business Ethics, Vol. 44, n° 2/3, pp. 171-184. Moratis, L, Jeroen, H and Bert, R. 2006 “A dual challenge for management education: simulation-based learning and CSR learning”, Journal of Management Development , Vol. 25 Iss: 3, p..213 – 231.