Introduction to Management - Assignment Solved

Introduction to management (UMCDMX-15-1) Rio Owen- 20028362
Word count- 1349
Individual report
The way that organisations function has dramatically changed since the outbreak of
Coronavirus. Some argue that a return to classical approaches to management is needed to
get organisations ‘back to normal’; whilst others argue that post-bureaucratic organisations
are still ‘the future’ of work.
Introduction
Within this report I am going to be talking about the way that organisations function and the
effect the current pandemic (coronavirus) has had on these organisations. I will be writing
about classical approaches to management and comparing them to post bureaucratic
approaches of management. I will be determined to understand each views prospective as I
go along.
Comparing classical approaches and post bureaucratic approaches
Classical approaches to management concentrate on scientific management, post
bureaucracy and mechanisation. The classical perspective of management, which emerged
from the Industrial Revolution, focuses on improving the efficiency, productivity, and output
of employees, as well as the business. However, it generally does not focus on human or
behavioural attributes or variances among employees, such as how job satisfaction
improves employee efficiency. In new modern life mechanisation has become a governing
feature. This is because it has been praised for being efficient, reliable, routinised and
rational. These approaches are designed and worked as if they are machines and they are
now called bureaucracies. Bureaucracy is a configuration of organizational design
established by a number of formal characteristics focused on centralization, authority,
impersonality and a rational career structure; all arranged in a hierarchical ascending order
with clear cut division of labour and specialized tasks in line with rights and entitlements
linked to the position in hierarchy (Clegg et al, 2008:486; Clegg and Hardy, 1999:8). A lot of
organisations are bureaucracies in some way or another. Bureaucracy has its own division of
labour which can make work easier and it can lead to specialization. Bureaucracies may
have positive effects on employees. Whereas the stereotype of bureaucracies is one of
suppressed creativity and extinguished imagination, this is not the case. Social research
shows that many employees intellectually thrive in bureaucratic environments. According to
this research, bureaucrats have higher levels of education, intellectual activity, personal
responsibility, self direction, and open mindedness, when compared to non bureaucrats. ‐‐‐
Bureaucratic organizations can be characterized through the formal aspects of Frederick
Taylor’s Scientific Management school of thought which is considered to be the foundation
of classical management theory and enhances the idea of improving efficiency and
productivity within the workplace (Dean, 1997). Mechanisation is shaped on the most basic
conceptions of what organisations are about, it makes things more efficient for managers to

cover responsibility instead of workers. This is shown on Taylors hierarchy pyramid, he
believed that “the principle object of management should be to secure the maximum
prosperity for each individual employee” however unfortunately the current world
pandemic (coronavirus) has forced organisations to let go of some of their workers. Classical
approaches can be relevant when the environment is stable, one of its biggest downfalls is
the lack of flexibility which may cause organisations to struggle when adapting to changes.
Currently it is difficult for us to somewhat see how we should organise in a different way
due to the impact coronavirus has had. If we want to see a more stable/firm environment
after coronavirus then possibly classical approaches may allow us to create a more solid
working environment. In a post- pandemic world, it’s hard to tell what will happen but we
may still see lots of perspectives based upon principles of bureaucracy by ‘applying learning
to new situations. Classical approaches to management will most likely be the prime option
for organisations to help them get back to normality.
Post-bureaucratic organisational structure is about moving away from bureaucratic
organisational structures and it is about decentralisation, corporation, and networking. Post-
bureaucracy blurs the boundaries between companies and countries, and post-
bureaucracy encourage interorganisational relationships which include strategic alliance,
joint venture, outsourcing/ subcontracting, unilateral agreement, and organisation
(Buchanan and Huczynski, 2004, p. 557-560). Alongside trust, empowerment is a major
component of post bureaucracy. It represents organisations awarding power and authority
to those lower in the organisational hierarchy (knights& Willmott 2007). The intention of
empowerment in society is to create an environment where the organisations employees
are empowered enough and are awarded the ability to make their own decisions, so that
they can begin to somewhat feel a sense of individuality and personal identification within
their organisation. (ledema 2003). Post-bureaucratic organisational structure stresses
spontaneity, empowerment, participation, decentralisation, flexibility, downsized and
delayered, and teamwork between the organisation and its environment (Ackroyd, 2002;
Maravelias, 2003). Post bureaucracy emerged as a response to the problems that were
associated with classical approaches. Bureaucracy within classical management has
encountered its fair share of criticism for being “ill-suited to cope with contemporary
democracies” (Olsen 2007). The dissolution of Bureaucracy is inevitable as it is viewed to be
incompatible with complex, individualistic societies and dynamic. Frequently linked to
Bureaucracy is Theory X (McGregor 1960) claims an authoritarian approach to management.
Managers adopt a pessimistic view of their workers, assuming they are unmotivated and
unskilled and consequently require constant supervision and reinforcement. Managers
within post-bureaucratic organisations adopt McGregor’s theory Y, with a confident view of
their employees. Managers promote autonomy, creativity, and individual initiative.
McGregor acknowledges that theory Y exceeds theory X as he says, “reduces workers to
cogs in a machine”, leading to employee demotivation. And an increased attrition rate.
Post- Bureaucracy focuses less on following rules and regulations. It follows a more flexible
and a much less hierarchical structure. The vanishing of bureaucratic “red tape” allows
employees to become self-governing, also it enables managers to accelerate their own skills