... 400 COURSE TITLE: MANAGEMENT THEORY COURSE CODE: BUS 413 ASSIGNMENT: Write about the Classical school of thought in Management in 2 pages. DATE: 26th of March 2014. CLASSICAL SCHOOL OF THOUGHT IN MANAGEMENT The classical school is the oldest formal school of management thought. Its roots predate the twentieth century. The classical school of thought generally concerns ways to manage work and organisations efficiently. Three areas of study that can be grouped under the classical school are scientific management, administrative management and bureaucratic management. The classical school (of management) has sought to define the essence of management in the form of universal fundamental functions. These, it was hoped, would form the cognitive basis for a set of relevant skills to be acquired, by all would-be managers through formal education. The classical school’s management thought was based on the belief that employees have only economical and physical needs, and that social needs and need for job satisfaction either don’t exist or are unimportant. Accordingly, this school advocates high specialization of labour, centralized decision-making and profit maximization. Weaknesses of the Classical Management Theories. Classical theories and the principles derived...
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...THE COMPARISON OF CLASSICAL APPROACH AND HUMAN RELATION APPROACH IN ORGANISATION STUDIES 1. What is Organisation and Organisational Behaviour? Organisation is a cooperative interaction dynamic in social system with the purpose of satisfying individual needs (Barnard, 1938). This is not a sole definition about organisation, there are many other terms about organisation such as, Mintzberg (1983) Organisation is "Every organized human activity -- from the making of pots to the placing of a man on the moon -- gives rise to two fundamental and opposing requirements: The division of labor into various tasks to be performed, and the coordination of these tasks to accomplish the activity". Organisational behaviour focuses on the study of the people behaviour within the organisation (Luthans, 1995). The Organisational Behaviour commonly known as the study and understanding of individual and group behaviour, and the path of structure towards improvement of organizational performance and effectiveness (Robbins, 1998). Another term of Organisational behaviour is a major discipline towards description, understanding, and prediction of human behaviour within formal organisation. Organisational behaviour as discipline is the clear recognition that organisations make internal settings that influence the behaviour of people within it and to some point the internal condition of an organisation is influenced by the large components such as economic, politic, social, and technology which...
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...organisational theory underpins the practice of management. Organisational theory is very important because when applied in practice it can influence the overall performance of organisations. It is a sociological study of formal organisations and their interrelationship with the environment in which they are operating. The study of organisational structure and culture; the different organisational theories and approaches to management; the different leadership styles and motivational theories – all of them have been developed over the past few centuries and they are still changing and upgrading so that managers can clearly understand their role in the organisation and to be able to respond adequately to various changes in order to gain business effectiveness and success. Management theory can be defined as a collection of ideas and general rules designed to help managers in their work. The theory of management helps managers to know and understand the goals of the organisation; it helps them in planning work in order to achieve these goals in the most effective and efficient way; it helps them to understand what motivates people and it shows them ways how to do it. There are various different management theories or approaches to management. The oldest once are called Classical theories. Representatives of the classical school are: M. Weber, F. Taylor, H. Gantt, Frank and Lillian Gilbert, M Follett, H Fayol, etc. The classical theories of management are dated back to the Industrial Revolution...
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...organisational theory underpins the practice of management. Organisational theory is very important because when applied in practice it can influence the overall performance of organisations. It is a sociological study of formal organisations and their interrelationship with the environment in which they are operating. The study of organisational structure and culture; the different organisational theories and approaches to management; the different leadership styles and motivational theories – all of them have been developed over the past few centuries and they are still changing and upgrading so that managers can clearly understand their role in the organisation and to be able to respond adequately to various changes in order to gain business effectiveness and success. Management theory can be defined as a collection of ideas and general rules designed to help managers in their work. The theory of management helps managers to know and understand the goals of the organisation; it helps them in planning work in order to achieve these goals in the most effective and efficient way; it helps them to understand what motivates people and it shows them ways how to do it. There are various different management theories or approaches to management. The oldest once are called Classical theories. Representatives of the classical school are: M. Weber, F. Taylor, H. Gantt, Frank and Lillian Gilbert, M Follett, H Fayol, etc. The classical theories of management are dated back to the Industrial Revolution...
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...products, occur within organisations. The management of innovation within organisations forms the focus for this chapter. The study of organisations and their management is a very broad subject and no single approach provides all the answers. The identification of those factors and issues that affect the management of innovation within organisations are addressed in this chapter. Learning objectives When you have completed this chapter, you will be able to: • Identify the main trends in the development of the management of organisations • Explain the dilemma facing all organisations concerning the need for creativity and stability • Recognise the difficulties of managing uncertainty • Identify the activities performed by key individuals in the management of innovation • Recognise the relationship between the activities performed and the organisational environment in promoting innovation. 31The previous chapter outlined some of the difficulties in studying the field of innovation. In particular, it emphasised the need to view innovation as a management process within the context of the organisation. This was shown to be the case especially in a modern industrialised society where innovation is increasingly viewed as an organisational activity. This chapter tackles the difficult issue of managing innovation within organisations. To do this, it is necessary to understand the patterns of interaction and behaviour which represent the organisation. The theory of organisations...
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...1. Discuss the main features of the key models of management theory since 1900. How have they contributed to today’s people management practices? This assignment will discuss the main features of the key models of management theory since 1900, it will also outline how they have contributed to today’s people management practices. There are 4 models that will be covered in this assignment, each model contains different theories by various authors although only a few will be addressed, this assignment will start by looking at the Classical Model, the Human Relations Model, the Systems Model and then concluding with the Contingency Model. Firstly addressed, the Classical Model is, according to Mullins (2010), the notion that the focal points of an organisation are purpose and formality in terms of structure in order to increase efficiency where there is emphasis on the planning of work, principles of management, the technical requirements and the assumption that employees behave logically and rationally. The Classical Model appears proposed by writers such as Fayol, Taylor and Weber in the early stages of the 20th Century. The main sub-divisions of the Classical Model are scientific management and bureaucracy. Scientific Management, suggested by Mullins (2010), aims at improving management through the improvement of productivity and profit which is achieved by selecting the best person for the job, training and developing workers for this specific job and using reward based...
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...Danial (2003) the approaches to management takes different forms with many organization adopting an approach suitable to its structure, culture and objectives. Considering this, Stoner, Freeman and Danial (2003) defines management as the process through which the goals and objectives of an organization are clearly ascertained at regular intervals, the design of the work system and the structure of the organization is identified, and as the process through which organizations maintain an environment in which employees, working as a group, accomplish their aims and objectives and those of the organization in an effective and efficient manner. Stoner, Freeman and Danial (2003) further posits that management is best analysed by dissecting the processes into five managerial functions namely; planning, organizing, leading and controlling. As such, management is crucial to the continued functioning of any organization. According to Mullins, in trying to identify main trends in the development of organisational behaviour and management theory, numerous works of theorists have been categorised into different approaches based on their views of organisations, their structure and management. Stating further that it is possible to identify a number of other approaches, or at least subdivisions of the approaches, and also cross grouping amongst the approaches. This essay will be looking closely at the classical and human relations approaches to management theory .and also critically discuss...
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...INTO Newcastle University INU 3506 Management and Organization Seminar Tutor: John Timney Name of Student: Muyi Peng Student Number: b1028149 Group: 7 Date: 15/ 3/ 2010 Word Count: 981 The systematic development of management thinking is viewed, generally, as spanning from the end of the nineteenth century with the emergence of large industrial organizations. Management theories consist of two group—classical management theory and human relations theory. In this essay, the nature of the “Classical” and “Human Relations” approaches to management will be described at first and then bring out the differences and similarities between them. The classical theory of management was formed in the early 20th century and based on a pyramid, formal structure. To be more precise, it puts an emphasis on technical requirements of the organisation, common principles as well as hierarchy of management. There are three well-established theories of classical management, such as Bureaucratic Organization of Weber, Administrative Management of Fayol and Scientific Management of Taylor. Weber features extensive and binding systems of rules, a strict hierarchical organizational structure. Fayol identified POCCC: plan organize command, coordination, control. Scientific management is a branch of the classical school of management and concentrates on the philosophies of economic rationality, efficiency, individualism as well as the scientific...
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...Essay in Political Economy of Work Do Taylor’s ideas on scientific management have any application in the contemporary workplace? Discuss with reference to evidence and alternative insights. Why for example do so many banks, health providers, and other companies ask you to key in your account number “for faster service,” when you will be asked to repeat it twice more to the people who are serving you? That is a symptom of Taylorism run rampant, a misplaced faith in technology unjustified by human experience. (Weisbord 2011: 12) The nature of work and its organization has interested managers, economists and social scientists for as long as people have been employed by others to engage in productive activity. Indeed, managers have largely been interested in maximizing output from available resources. Economists and social scientists have raised questions about the organization of work in relation to issues of the individual and society in general. Historically, the emphasis was on finding the best way in which to manage the human resource through scientific and mechanical means. Frederick Taylor (“Taylorism”) and Henry Ford (“Fordism”) were both looking to make labour more efficient by fitting workers to jobs. To counteract the some of the worst features of Taylorism, the job redesign and human relations movements stressed the importance of an understanding of employees’ social, rather than simply economic, needs. ...
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...Licensed to: iChapters User Licensed to: iChapters User Management theory and practice, sixth edition Copyright © Gerald Cole 2004 The Thomson logo is a registered trademark used herein under licence. For more information, contact Thomson Learning, High Holborn House; 50-51 Bedford Row, London WC1R 4LR or visit us on the World Wide Web at: http://www.thomsonlearning.co.uk ___________________________________________________________________ All rights reserved by Thomson Learning 2004. The text of this publication, or any part thereof, may not be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, storage in an information retrieval system, or otherwise, without prior permission of the publisher. While the publisher has taken all reasonable care in the preparation of this book the publisher makes no representation, express or implied, with regard to the accuracy of the information contained in this book and cannot accept any legal responsibility or liability for any errors or omissions from the book or the consequences thereof. Products and services that are referred to in this book may be either trademarks and/or registered trademarks of their respective owners. The publisher and author/s make no claim to these trademarks. British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library ___________________________________________________________________ ISBN...
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...Technical-rational approaches to organisation (see Brooks, 2006 or 2009) are of little use to managers. The aim of this essay is to examine and discuss the different approaches to organisation such as Technical-rational approach. Evaluate the idealists and theories behind the approaches and to compare how effective they are in management and in today’s business environment. Managers use different perspectives in organisational management to maximise their workforce, to achieve business goals. Each approach is developed by a series of academics and researchers as a result of studying and understanding organisations. The technical-rational approach is a conception of the business enterprise as a mechanism for coordinating economic inputs and activities, and of the manager as a morally neutral technician engaged in a world of purely rational problem solving in the pursuit of efficiency (John et al, 2006). Principles were designed to be universally applicable and based on rational, ordered technical arrangements (Brooks, 2009). Organisations were viewed as machines and humans ‘as mere cogs within them’ (Graley, 2012). Bureaucracy, Classical school (Of Thought) and scientific management are divisions of a technical approach. Bureaucracy was founded by Max Weber a German philosopher who reported that (Brooks, 2009) people in organisations have their own well defined tasks and responsibilities. Organisations contain hierarchical structures with each developing their own rules...
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...What is Management? The concept of management has acquired special significance in the present competitive and complex business world. Efficient and purposeful management is absolutely essential for the survival of a business unit. Management concept is comprehensive and covers all aspects of business. In simple words, management means utilising available resources in the best possible manner and also for achieving well defined objectives. It is a distinct and dynamic process involving use of different resources for achieving well defined objectives. The resources are: men, money, materials, machines, methods and markets. These are the six basic inputs in management process (six M's of management) and the output is in the form of achievement of objectives. It is the end result of inputs and is available through efficient management process. The term 'management' is used extensively in business. It is the core or life giving element in business. We expect that a business unit should be managed efficiently. This is precisely what is done in management. Management is essential for the conduct of business activity in an orderly manner. It is a vital function concerned with all aspects of working of an enterprise. Definitions of Management 1. According to George R. Terry, "Management is a distinct process consisting of planning, organising, actuating and controlling, performed to determine and accomplish stated objectives by the use of human beings and other resources"...
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...approaches of management dating from the nineteenth century. It will also discuss how these theories have contributed to the current interventions used by different organisations to manage human resources. With the development of the industrial organisations and the beginning of issues linked to their structure and management, the importance of managerial practises arose and different methodologies were used in order to accomplish their aims and objectives as organisations. These strategies revolve around the next major approaches: Classical approach which stresses the influence of applying scientific methods and monetary reward to maximise productivity, as well as the designation of a hierarchical structure, Human Relations approach underlines the effect of social aspects at work such as leadership style, personal development and their significant part in the organisation’s performance. Open systems approach centres on the need to contemplate organisations as an overall not only as individual parts in isolation and Contingency approach assumes that the organisations structure should be based on the surrounding environment. (Mullins 2007). The first theory is the classical approach which splits into three different schools; scientific management, administrative management and bureaucracy. F.W Taylor (1856-1915) regarded as the father of scientific management, emphasised on the relevance of applying a combination of technical and mechanical procedures in organisations as well as...
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...F.W. Taylor contributed a number of principles and features of management thought that adhered to his new concept of approaching management thought scientifically. He was one of the founders of management thought theory and is considered the father of scientific management. His ideas were developed and used for decades after the concept was created. • Principles of scientific management. Taylor believed that scientific management consists of a philosophy that results in a combination of four main principles. The first principle suggests that management need to develop the best way to complete a job. It is the task of finding the best method for achieving the objectives of a given job. The second principle states that management must carry out a scientific selection of their workers and develop them through proper management. Thirdly, management must carry out a scientific approach. That is, a true science should be developed in all fields of work activity. The fourth and final principle states that there should be an elimination on conflicts between methods and men. Workers are likely to resist new methods and this can be avoided by using it as an opportunity to offer more wages. • Features of scientific management. Taylor put forward a huge number of features of scientific management. One was the introduction of the standard task which every worker is expected to complete within a day. This task should be calculated through scientific investigation and work study is essential...
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...The advent of mass production, in the period during and following the Industrial Revolution in Europe and the United States, brought novel approaches and ideas as to how organisations were best managed. The Classical School of Management is thought to have originated around the turn of the century and dominated management thinking into the 1920s. It focused on the efficiency of the particular work process, and has been divided into three schools of thought. These include Bureaucratic management that focuses on rules and procedures, Scientific management which concentrates on the ‘best’ way in which a job can be done and Administrative management which has emphasised the need for the flow of information within the organisation. Classical theorists considered workers and their needs as being secondary to the needs of the organisation and hence it has become an outdated form of management. Despite being outdated classical management theory remains of interest as it introduced management as a subject for analysis and provided ideas for the future development of management theory. Bureaucratic Management Max Weber (1864-1920) was a German sociologist who first used the word bureaucracy to describe a particular form of management structure. He proposed a structure that was to provide maximal efficiency and stability. The six key elements of this were: 1. A hierarchical structure that has a clear chain of command with the higher positions having control over the lower positions...
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