Classical approach to management looks at organisations in terms of purpose and formal structure emphasis was placed on the planning of work, technical requirements of the organ isation, principles of management. A clear understanding of the purpose of the organisation was essential to unders tand how the organisation works.
Classical approach to management looks at organisations in terms of purpose and formal structure emphasis was placed on the planning of work, technical requirements of the organ isation, principles of management. A clear understanding of the purpose of the organisation was essential to unders tand how the organisation works.
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Classical approach to management looks at organisations in terms of purpose and formal structure emphasis was placed on the planning of work, technical requirements of the organ isation, principles of management. A clear understanding of the purpose of the organisation was essential to unders tand how the organisation works.
Copyright:
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Download as TXT, PDF, TXT or read online from Scribd
Classical looks at organisations in terms of purpose & formal structure Emphasis was placed on the planning of work, technical requirements of the organ isation, principles of management, and the assumption of rational and logical be haviour A clear understanding of the purpose of the organisation was essential to unders tand how the organisation works and how its working methods can be improved. Common principles to the classical approach to management Principle of coordination ¨C the need for people to act together with unity of act ion, and need for discipline The scalar principle ¨C the hierarchy of organisation, the grading of duties and p rocess of delegation Functional principle ¨C specialisation & distinction between different kinds of du ties Criticisms of the classical approach Insufficient account taken of personality factors Creates organisational structures where people can exercise only limited control over their work environment Out-of-date approach ================================================== SCIENTIFIC MANAGEMENT There is a best machine for each job, so there is a best working method by which people should undertake their jobs All job processes should be analysed into discrete tasks & via this management f ind the ¡®one best¡‾ way to perform each task . Principles of scientific management The development of a true science for each person¡‾s work The scientific selection, training and development of workers Co-operation with workers to ensure work is carried out in prescribed way The division of work and responsibility between management and workers Bureaucracy ¨C the main characteristics Tasks are allocated as official duties among the various positions An implied clear-cut division of labour and a high level of specialisation Uniformity of decisions and actions achieved through formally established system s of rules & regulations An impersonal orientation expected from officials in their dealing with clients Employment is based on technical qualifications Bureaucracy ¨C the main features Specialisation Hierarchy of authority System of rules Impersonality Criticism of bureaucracy Over-emphasis on rules and procedures, record keeping and paperwork Lack of flexibility and stifling of initiative Position and responsibilities can lead to officious bureaucratic behaviour Impersonal relations can lead to stereotyped behaviour and lack of responsivenes s to individual incidents or problems =================================================== HUMAN RELATIONS APPROACH Is based on the consideration of the social factors at work and the behaviour of employees within an organisation Particular importance is paid to the informal organisation and the satisfaction of individuals¡‾ needs through groups at work Hawthorne experiments acted as a turning point in the development of the Human R elations movement Human relations approach ¨C the criticisms
Weak methodology of Hawthorne experiments, including failure to take sufficient
account of environmental factors Adoption of a management approach, a ¡®unitary frame of reference¡‾ and over simplificat ion of theories Insufficiently scientific and takes too narrow a view, ignoring the role of the organisation within society. ============================================ THE SYSTEMS APPROACH Attempts to reconcile the classical and human relations approaches Attention is focused on: the total work of the organisation the inter-relationships of structures & behaviour the range of variables within the organisation The organisation is viewed within its total environment and the importance of mu ltiple channels in interaction is emphasised. =================================================== The contingency approach Views the structure of an organisation and its success as dependent on: the nature of tasks that are undertaken the nature of environmental influences There is no one best way to structure or manage organisations - it is dependent on the contingencies of the situation. ================================================ Post modernism A more recent view of organisations and management Rejects a rational, systems approach and accepted explanations of society and be haviour Places greater emphasis on the use of language and attempts to portray a particu lar set of assumptions or versions of the truth Advantages of different approaches / categorisations Provides a setting in which to view the field of management Traces the major lines of argument developed by different writers Provides a framework in which principles can be set and comparisons of managemen t practice made Helps in organisational analysis and identification of problem areas Enables managers to select those ideas which best suit the requirements of their job