Classical Approach to Management

This essay explores and evaluates the classical approach to management, including its principles and criticisms. Learn how this approach can be applied in a modern organization.

Course Title: BSc/HNC Business
Programme
Module Title: Contemporary
Management Practice
Module Number: G106431
Module Tutor: Dave Jenkins
Student Number: 20903677

Student Number: 20903677 Contemporary Management Module No: G106431
There are different approaches to management. Some of the most influential
ones are classical approach, the human relations approach and contingency
approach. Each approach offers valuable insights for practicing managers in their
efforts to define management problems and opportunities, and to develop ways to
deal with them.
Choose one from the three approaches above. Explain and evaluate this approach.
Defining and pin pointing the management concept can be extremely
challenging as it is ever evolving and extremely broad. For different individuals the
term management can imply very different ideas, theorists have and still are
attempting to develop a universal definition of the term management. In basic terms
it is the control of the internal environment made up of all employees within an
organisation working together to achieve the organisations objectives and goals
(CIMA,2009). There are numerous management styles that an organisation can
consider when analyzing which approach may produce the most efficient, effective
and profitable results. The four most common approaches adopted are the; classical,
human relations, systems and contingency models. This essay will explore and
evaluate the classical approach to management and how it can be applied in a
modern organisation. It is difficult to provide a universal definition of the term
classical management. An organisation implementing the classical approach has a
clear, rigid and hierarchal structure consisting of numerous layers that are apparent
and fixed. The roles are strictly defined and specific and the employees have
specialised skill sets to suit the roles. The management is significantly centralised,
authorative and adopts universal principles of operation (Boddy, D,2010).
Management view employees instrumentally and believe that monetary incentives
will optimize the levels of productivity, this way they can ensure certainty, tight
control of schedules and mechanically run operations. This is a very traditional
approach that creates a uniform environment where employees are restrained,
expected to conform and be as efficient as possible (accel-team.com). It focuses on
the economical and physical needs of the business rather than elements such as
motivation and job satisfaction. There is a perceived one best way of accomplishing
the organisations goal, it is set, implemented and controlled by management. The
employees are functional units and are sometimes viewed as extensions of the
machines because of their predictability (Boddy, D,2010). The classical approach
can be broken down into three sub divisions; scientific, bureaucratic and
administrative management, different schools of thought that have built upon one
concept.
Scientific management was developed and implemented by Frederick Taylor.
He attempted to replace ‘solidering’ with the scientific study of individual situations
and processes to determine the optimal one way of performing a task. He
recognized that precision, specialized skills and standardised methods could
increase efficiency. This logical and rational work ethic seemed to increase
productivity but at the same time reduce effort. Taylor attempted to synchronize all
aspects in the workplace under a scientific umbrella (Mullins,L.J,2007). In order to
progress he believed that there was a heavy managerial responsibility to select, train
and motivate staff within the layers of the organisation. He examined the close link
between work and science by using experiments such as time and motion studies

Student Number: 20903677 Contemporary Management Module No: G106431
which carefully calculated the optimal level of production, the amount of rest and
specific skills needed alongside the specific tools required (vectorstudy.com). The
intimate and constant control from managers secured maximum prosperity for the
employee and employer by linking productivity and wages, this in turn created a
mutual interdependence of managers and workers(Rollinson, D and Broadfield, A,
2002). Adopting functional foremanship increased the co-operation and produced an
effective economical unit. Using economic reward allowed tight control and close
supervision parallel to motivating employees (Mullins,L.J,2007). The hierarchal
structure meant that power lay with the management who analysed work flows,
planned ahead, eliminated waste, replaced inactivity, rid interruption and intelligently
devised how the labour could be efficiently distributed.
Max Weber built upon Taylors concept developing the idea of bureaucratic
management. He believed management show be viewed as a body of knowledge
that is extremely logical, rational and transparent. He believed the strong line of
authority and control should be seen and relationships between management and
staff should be impersonal (Hatch, M.J 2006). Webers key concepts relied upon rigid
rules, regulations and formal organisation. The theory can be summarized in few
words; clear hierarchy, division of labour, impersonal relationships, systematic
thinking and rational behavior. Identical to scientific management, employees are
specifically selected and extensively trained to fulfill the requirements of all tasks,
there is a standard procedure and uniform way of dealing with all employees.
Managers manage based on facts, observations, logical plans and intelligently
devised guidelines constructed by themselves. They will have a universal and
uniform procedure that could be applied in any situation in order to tackle errors,
waste and inefficiency (Newstrom,J.W,2007) . Managers are extremely competent
being able to construct comprehensive and detailed standard operating procedures
for all tasks. Every aspect is documented in order to track, control and amen any
factor that could possibly hinder efficiency and effectiveness (marxists.org).
Administrative management devised by Henri Fayol developed and evolved
as it was tried and tested in live situations. He used other theories to build his
concept, so the main foundation stones are the same as the theories mentioned
above; centralisation, authority, division of labour and fact based development. Fayol
believed management to be a profession that could be trained and developed, he
tended to focus upon the manager as an individual being able to reign over his
workforce. He was infamous for his fourteen principles that clearly set out and
documented all elements of the classical approach such as planning, controlling,
commanding, co-coordinating etc (Mullins,L.J,2007). He believed managers should
be capable of finding a universal process that was innovative, established clear order
and equity, built a unit of command and implemented rational principles and
guidelines. Managers should be aware of when, where and how all tasks are
completed, they should be able to eliminate errors quickly, minimize waste and know
their staff are capable of securing maximum productivity from the outset and over the
long term.

Student Number: 20903677 Contemporary Management Module No: G106431
(relivingmbadays.wordpress.com)
The classical management model has been criticized for its inhumane view of
the workforce and its little acknowledgement of variance amongst individuals. Ideas
and suggestions that have organically developed out of day to day activities from
staff are ignored, managers believe their own ideas to be invaluable. It is a closed
system that provoked protests because of the tight control, use of stop watches,
pressure, deskilling of humans and monotony of tasks (Huczynski, A and Buchanan,
D, 2007). Theorists have argued that the ignorance of job satisfaction can be
demoralising and de-motivating, viewing men as units of production with the burden
of productivity, efficiency vs their livelihood and wages is stressful and inhumane
(Mullins,L.J,2007). Other approaches insist there is no ‘one best way’ or universal
procedure for dealing with tasks because of the uncertainty of humanity, for example
sickness, absenteeism and holidays could easily hinder the ‘master plan’.
I work for Global Laser Ltd, a laser diode module manufacturer based in
Abertillery. Our aim is to provide high quality lasers at a competitive price (Appendix
1) We have a classical approach to management with a clear hierarchal structure
from the top down. Control is centralised and there are clear layers of power and
responsibility. Every employee is aware of their specific role, tasks and position
within the organisation. The job roles are rigid, inflexible and invaluable; the
employees are selected to match the task required. Although there is a wide field of
people with the skill set meaning they are easily replaceable the individuals chosen
are trained and monitored to make sure they secure maximum productivity. There is
a planned and controlled division of labour limiting movement of employees and
transfer of skills around the plant highlighting how inflexible, rigid and specific job
roles are. Employees have no skill variety or task significance, their autonomy is
limited and managers insist their feedback on situations or problems is irrelevant.
Our Management team implement a disciplinary system which deals with all
employees in the one best way, there is so lenience for special circumstances or
allowance for excuses, absenteeism and lateness is documented and recorded and
used against the employee if needs be. Our system works using fear, employees
know that the disciplinary system used is important and serious and could potentially
loose them their jobs. The strict regime sets times for jobs to be completed, rotation

Student Number: 20903677 Contemporary Management Module No: G106431
of work and when and how long each employee can take a break, this eliminates
inactivity and waste. The management have devised a system to ensure that
employees have staggered holidays and they are aware of who is off when, they
chose whether to allow holidays or not according to productivity and whether they
can afford to have that specific person absent at the time requested. Global Laser
operate a bonus system much like the piece rate but more modernised, it is not as
regimented but still encourages employees to perform to their best ability to achieve
maximum prosperity for them and the company. I feel our operational procedures
can sometimes be like an archaic draconian system because of the strict policies
and guidelines. Managers are supposed to encourage equality and promote unity but
it is apparent in our organization that some employees are more equal than others. It
can sometimes cause negativity and be demoralising for employees because they
don’t feel valued or motivated. This causes them to work against management
rebelling where possible rather than working together. Managers also implement
preventative plan maintenance, they plan work schedules and map production over
the plant to ensure cohesion, they can be aware of errors before they occur and
know exactly how to deal with them this shows how tightly they plan and control and
reinforces the strict procedures.
I think Global Laser would benefit from using a more human relations
approach to management which relies upon human interaction. If Managers spent
time getting to know our staff and creating a less structured environment it could
possibly lead to more creativity amongst the employees. Managers could ensure
cohesion and encourage employees to work together sharing ideas, experiences
and efforts in order to enhance productivity. I feel our Management team stifles
innovation and creativity at the moment. We should reward individuals for their
efforts rather than the amount of money they generate. We could still have a clear
line of control and authority but our managers could use their skills and position
differently. Instead of the hierarchy and formal structures we currently have we could
delegate work equally and fairly and the rules and regulations in place would be
known but not instilled in daily routine. If we didn’t have a uniform environment and
managers were equipped to deal with change, ideas would be more logical and
rational and any feedback and opinions from staff could be utilised. Managers should
promote variety, the significance of the task and how it can benefit the organisation
by regularly arranging informal catch ups with staff. The management at Global
Laser should work together with their staff to achieve the mission statement of
providing high quality lasers at a very competitive price instead of being so insular
and outdated.
In conclusion, it is apparent that the inherent fundamentals of the classical
approach are still adopted in certain modern environments. Most organisations have
a layered structure with different levels of power and control although not so
regimented and inflexible. There are different pay scales depending upon ability and
level, rules and regulations are enforced and the main goals are efficiency,
productivity and profitability (guardian.co.uk) . It cannot be argued that in order to be
successful a business must make a profit and be as efficient and effective as
possible this can sometimes prove extremely difficult in today`s culture because of
managers being afraid of infringing on employees rights. It should be remembered
that people have jobs in order to fulfill a purpose for themselves by providing a
lifestyle but also have a responsibility to their employer to be as valuable and
efficient as possible otherwise the organisation is wasting money. There is too much
focus upon factors unrelated to the actual work, science stripped it back to basics

Student Number: 20903677 Contemporary Management Module No: G106431
looked at the sole purpose of doing the job and finding the best way to do it. It should
not be forgotten that humans are being paid to work and this in essence should be
enough. It is important to be happy in the workplace but not at the detriment of the
business as this would mean the employee is simply not suited to that environment.
There is nothing wrong with selecting, picking out and training certain individuals
because they are best suited to the task and as functioning adults this should be
accepted as the way a business progresses. The other approaches such as the
human relations and contingency model offer valuable points and ideas relating to
motivation, satisfaction and hints at the combination and parts of all models.
Although a happy work ethic that encourages team work, discussions and debate
can be healthy for organisation to grow and prosper, it is important for managers to
be able to determine when it can happen rather than arising constantly, at the
detriment of everyday tasks. An ideal management concept would be one which
used the foundations of the classical approach to construct clear procedures and
policies but then incorporated employee unity, discussion and debate.

Student Number: 20903677 Contemporary Management Module No: G106431
Reflective Journal
What did I learn from producing my coursework?
I feel that I have a better insight into the practices of Contemporary Management as
a whole and it has also helped me understand my own business much better.
What problems did I encounter?
I have encountered quite a few problems whilst producing this assignment. These
were mainly due to problems at home which had a detrimental effect on my personal
emotions and limited the available time I had to apply to the assignment
What would I do differently next time?
I would definitely plan my time better next time, I would allocate a certain amount of
hours on the weekend to dedicate to my coursework.
When completing the assignment which did I find easiest?
I found the sheer amount of theory available on this subject easy to access and
enjoyed researching it
When completing the assignment which did I find most difficult?
I found one of my main difficulties was planning and simply finding the time to
dedicate myself to the assignment
Do I honestly feel that I have performed to the best of my ability?
I do not think that I performed to the best of my ability as I have been under a great
deal of personal stress over the last few weeks. I think that planning my time would
certainly have benefited me. Although I feel that I have encountered a few problems
along the way I do feel that I have enjoyed researching and writing around this
subject.
Student Number: 20903677
Contemporary Management
HNC 12/04/13

Student Number: 20903677 Contemporary Management Module No: G106431
References
Boddy, D, 2010, ebook, Management 5th Edition, Pearson Education UK
CIMA OFFICIAL , 2009 edition, Integrated Management, paper p5
Hatch, M.J 2006, Organisation theory, modern, symbolic and postmodern
perspectives, 2nd Edition, Online resource centre
Huczynski, A and Buchanan, D, 2007, Organisational behavior, 6th Edition, Financial
times, Prentice hall
Mullins, Laurie J, 8th Edition, 2007, Management and organisational behavior
Newstrom, J.W, 2007, Organisational behavior, human behavior at work, 12th
Edition, Mcgraw hill, Internationak edition
Rollinson, D and Broadfield, A, 2002, Organisational behavior and analysis, An
integrated approach, 2nd Edition, Financial times, Prentice hall
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