Classical Approach:
Body of management thought based on belief that employees have only economical & physical needs & that their social needs & needs for the job satisfaction are unimportant or don’t exist. Advocates high specialization of labour, centralized decision making & profit maximization.
Began in the early 1900s & continued until 1920s.
Approach mainly looks for universal principles of operation in the striving for economic efficiency.
3 Approaches:
1. Scientific- ‘one best way to do the job. 2. Administrative- focuses on the manager & basic managerial functions. 3. Bureaucratic Management- focuses on guidelines for structuring with formalization of rules, procedures & a clear division of labour.
Major Contributors: …show more content…
Frederick Winslow Taylor: Scientific Management Theory.
• Father of scientific management.
• Analysed management scientifically to find out the most effective way to do a job, “one best way to do a job”.
• Scientific management was a theory of management that analysed & workflows, with the objective of improving labour productivity management of a business, industry or economy, according to principles of efficiency derived from experiments in methods of work & production, especially from time and motion studies
• In 1898 Taylor joined Bethlehem Steel, he was a mechanical engineer who sought to improve industrial efficiency. While working in steel industry, he had observed the phenomenon of workers’ purposely operating will below their capacity that is, soldiering. He attributed soldering to 3 …show more content…
• Analysed management as a universal process of planning, coordinating, organizing, commanding & controlling. Also introduced 14 following principles of management.
1. Division of work. The object is to produce more and better work from the same effort, through the advantages of specialisation.
2. Authority and responsibility. Wherever authority is exercised, responsibility arises. The application of sanctions is needed to encourage useful actions and to discourage their opposite.
3. Discipline. This is essential for the efficient operation of the organisation.
Discipline is in essence the outward mark of respect for agreements between the organisation and its members.
4. Unity of command. In any action, any employee should receive orders from one superior only; dual command is a perpetual source of conflicts.
5. Unity of direction. In order to coordinate and focus effort, there should be one leader and one plan for any group of activities with the same objective.
6. Subordination of individual or group interests. The interest of the organisation should take precedence over individual or group interests.
7. Remuneration of personnel. Methods of payment should be fair, encourage keenness by rewarding well-directed effort, but not lead to
Body of management thought based on belief that employees have only economical & physical needs & that their social needs & needs for the job satisfaction are unimportant or don’t exist. Advocates high specialization of labour, centralized decision making & profit maximization.
Began in the early 1900s & continued until 1920s.
Approach mainly looks for universal principles of operation in the striving for economic efficiency.
3 Approaches:
1. Scientific- ‘one best way to do the job. 2. Administrative- focuses on the manager & basic managerial functions. 3. Bureaucratic Management- focuses on guidelines for structuring with formalization of rules, procedures & a clear division of labour.
Major Contributors: …show more content…
Frederick Winslow Taylor: Scientific Management Theory.
• Father of scientific management.
• Analysed management scientifically to find out the most effective way to do a job, “one best way to do a job”.
• Scientific management was a theory of management that analysed & workflows, with the objective of improving labour productivity management of a business, industry or economy, according to principles of efficiency derived from experiments in methods of work & production, especially from time and motion studies
• In 1898 Taylor joined Bethlehem Steel, he was a mechanical engineer who sought to improve industrial efficiency. While working in steel industry, he had observed the phenomenon of workers’ purposely operating will below their capacity that is, soldiering. He attributed soldering to 3 …show more content…
• Analysed management as a universal process of planning, coordinating, organizing, commanding & controlling. Also introduced 14 following principles of management.
1. Division of work. The object is to produce more and better work from the same effort, through the advantages of specialisation.
2. Authority and responsibility. Wherever authority is exercised, responsibility arises. The application of sanctions is needed to encourage useful actions and to discourage their opposite.
3. Discipline. This is essential for the efficient operation of the organisation.
Discipline is in essence the outward mark of respect for agreements between the organisation and its members.
4. Unity of command. In any action, any employee should receive orders from one superior only; dual command is a perpetual source of conflicts.
5. Unity of direction. In order to coordinate and focus effort, there should be one leader and one plan for any group of activities with the same objective.
6. Subordination of individual or group interests. The interest of the organisation should take precedence over individual or group interests.
7. Remuneration of personnel. Methods of payment should be fair, encourage keenness by rewarding well-directed effort, but not lead to