The Classical Approach:
At the end of the 19th century, many managers saw a clear need to replace the rule-of-thumb approach to organisational design and management with a more consistent and organisation-wide approach which could effectively control workers’ behaviours. (Sheldrake, 1996; Taylor, 1911; Tillett, 1970).
In USA the huge growth, and culture shock of the workforce, had created dangerous social pressure that questioned the legitimacy of managerial power, and even of the capitalist system itself. In Europe increase in size and complexity of business life, in addition it was facing considerable, and unexpected, competitive pressure from the USA. All that make a real need for the best way to run the business, which could be achieved …show more content…
After a discussion of some Taylor supporters about how to present his work in best way, the ‘Scientific Management’ term was used for the first time to describe Taylor approach. Before Taylor approach most of managers were working randomly with little or even without specialisation. Taylor was focus on the design and analysis of individual tasks, which led to changes in the overall structure of organisations. Which let to create many numbers of functions and departments that characterises many modern organisations. His basic beliefs:
1- It is possible and desirable to establish, through methodical study and the application of scientific principles, the one best way of carrying out any job. Once established, the way must be implemented totally and made to operate consistently.
2- Human beings are predisposed to seek the maximum reward for the minimum effort, which Taylor referred to as ‘soldiering’. To overcome this, managers must lay down in detail what each worker should do, step by step; ensure through close supervision that the instructions are adhered to; and, to give positive motivation, link pay to …show more content…
He claimed that his approach benefited both the worker and the company. The worker was enabled and encouraged to work to his maximum performance and be rewarded with a high rate of pay, while the company benefited from a high rate of output. He believed that many of the problems organisation faced in implementing change were due to the arbitrary and inconsistent approach of managers.
Henri Fayol and the principles of organisation:
He focused on organisation efficiency level rather than the task level, (more concerned with general rather than departmental or supervisory management), his approach to managing organisations and shaping workers’ behaviour is described in his book ‘General and Industrial Management’. Like all others Classical Schools he was concerned with a universal approach to manage any organisation. So he established 14 ‘universal’ principles of organisation. According to him, to achieve these principles the management should:
1- Forecasting and planning – examining the future, deciding what needs to be done and developing a plan of
At the end of the 19th century, many managers saw a clear need to replace the rule-of-thumb approach to organisational design and management with a more consistent and organisation-wide approach which could effectively control workers’ behaviours. (Sheldrake, 1996; Taylor, 1911; Tillett, 1970).
In USA the huge growth, and culture shock of the workforce, had created dangerous social pressure that questioned the legitimacy of managerial power, and even of the capitalist system itself. In Europe increase in size and complexity of business life, in addition it was facing considerable, and unexpected, competitive pressure from the USA. All that make a real need for the best way to run the business, which could be achieved …show more content…
After a discussion of some Taylor supporters about how to present his work in best way, the ‘Scientific Management’ term was used for the first time to describe Taylor approach. Before Taylor approach most of managers were working randomly with little or even without specialisation. Taylor was focus on the design and analysis of individual tasks, which led to changes in the overall structure of organisations. Which let to create many numbers of functions and departments that characterises many modern organisations. His basic beliefs:
1- It is possible and desirable to establish, through methodical study and the application of scientific principles, the one best way of carrying out any job. Once established, the way must be implemented totally and made to operate consistently.
2- Human beings are predisposed to seek the maximum reward for the minimum effort, which Taylor referred to as ‘soldiering’. To overcome this, managers must lay down in detail what each worker should do, step by step; ensure through close supervision that the instructions are adhered to; and, to give positive motivation, link pay to …show more content…
He claimed that his approach benefited both the worker and the company. The worker was enabled and encouraged to work to his maximum performance and be rewarded with a high rate of pay, while the company benefited from a high rate of output. He believed that many of the problems organisation faced in implementing change were due to the arbitrary and inconsistent approach of managers.
Henri Fayol and the principles of organisation:
He focused on organisation efficiency level rather than the task level, (more concerned with general rather than departmental or supervisory management), his approach to managing organisations and shaping workers’ behaviour is described in his book ‘General and Industrial Management’. Like all others Classical Schools he was concerned with a universal approach to manage any organisation. So he established 14 ‘universal’ principles of organisation. According to him, to achieve these principles the management should:
1- Forecasting and planning – examining the future, deciding what needs to be done and developing a plan of