Classical Management Theories: Analysis for BMGT 364 Course

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Added on  2022/08/11

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Homework Assignment
AI Summary
This assignment provides an analysis of classical management theories, focusing on Scientific Management, Administrative, and Bureaucratic theories. It begins with an overview of the Scientific Management Theory by F.W. Taylor, comparing it to the Administrative and Bureaucratic theories, and highlighting their objectives and key differences. The assignment provides real-world workplace examples illustrating how each theory is applied, such as Amazon's use of administrative theory and Apple Inc.'s implementation of bureaucratic principles. Furthermore, it delves into the roles of managers within each theoretical framework, emphasizing their responsibilities in planning, quality control, task division, and decision-making. The assignment concludes by identifying Administrative Theory as highly relevant in the current business environment and discusses the continued application of Taylor’s theory in selecting and training employees. The assignment uses the provided references to support the analysis.
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Running head: MANAGEMENT
Management
Name of the Student
Name of the University
Author note
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One Classical Organization Theory
The classical organization theory which has been analysed in the respective aspect is
Scientific Management Theory which has been discovered by F.W. Taylor. It helps in stating
the fact that analyses as well as synthesizes the entire workflow. The objective is to improve
the economic efficiency successful without much difficulty (Akintayo et al., 2016).
Comparison with Other Two Theories
The scientific management theory can be compared with the administrative and
bureaucratic theory is the fact that scientific management helps in considering flow and
operator effectiveness. On the other hand, the administrative and the bureaucratic theory
focuses on achieving the maximum output within stipulated timeframe.
Examples on How Theories has been Depicted in Workplace
Scientific Management Theory- It can be used for looking at different alternatives to
perform the task in best possible manner.
Administrative Theory- It can be used by companies for dividing the task and
delegating it effectively such as in Amazon, Jeff Bezos uses it for dividing the tasks and
achieving maximum outcome (Akintayo et al., 2016).
Bureaucratic Theory- Apple Inc used it for making the employees work as per the
guidelines which is more like autocratic approach.
Analysis of Role of Manager as per Three Theories
Scientific Management Theory- The managers try to help the employees in planning
and quality control for generating successful outcomes.
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Administrative Theory- The managers try to divide the tasks and make it happen
simultaneously which will be capable of improving the effectiveness (Akintayo et al., 2016).
Bureaucratic Theory- It is the last aspect wherein the decisions of managers are
being followed by employees and the successful outcomes are generated.
Identification of Classical Theory and Relevance in Present Scenario
Administrative Theory is the classical theory which is highly relevant in the current
scenario in the companies as it helps in providing motivation to employees for performing the
different tasks successfully (Akintayo et al., 2016).
Application of Taylor’s Theory in Today’s Business Environment
Taylor’s Scientific Management Theory is still relevant in the present business
environment wherein the managers in the company are being responsible for selecting the
right kind of people for the different jobs and overseeing the training of such employees
(Kitana, 2016).
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References
Akintayo, O. A., Yaya, J. A., & Uzohue, C. E. (2016). ‘Wait for Your Time’Concept in
Management Practice in the Nigerian Terrain: Appraising and Critique of Classical
Management Theories. Journal of Education, Society and Behavioural Science, 1-13.
Kitana, A. (2016). Overview of the managerial thoughts and theories from the history:
classical management theory to modern management theory. Indian Journal of
Management Science, 6(1), 16.
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