Classical Approach To Classical Approach To The Management Of Organisations

dating from the end of the nineteenth century with the emergence of large industrial organ-

Human Resource Practice says “it maybe a cliché that people are an organisations greatest assest, but no orgaisation exists without people and nothing is achieved expect through their efforts” (Page 9)

“Management is defined as the pursuit of organizational goals efficiently and effectively.”(Kinicki). Depending on who you ask or where you read, the history of business began anywhere from a couple hundred years ago to well before the Common Era. Most may claim that the written most common history of management began in 1890 with the Scientific Management Theory (McNamara). As we move toward present time, more theories have been formed that helped create management structures and one that has made lots of heads turn and we’d like to discuss is Holacracy.

The Classical approach to management emerged in the 19th century during the Industrial Revolution. It focused on issues such as productivity, labour output and organisational efficiency. It is a long held belief that this approach is owed to

Schuler (1997) summarises Strategic Human Resource Management as expressing how people are to be treated and valued in the workforce as well human resource management's responsibility for articulating the processes which encourage behaviour which is consistent with the organisation's business. In this context strategic human resource management also includes the development of guidelines for the implementation of people-related programs and, the more complex area of co-ordinating and facilitating change.

This assignment is a portfolio, based on three current topics in Human Resource Management. The common theme of all the media articles I reviewed is the recognition of people as an asset by the organisations to achieve their strategic goals and objectives. It is observed that organisations are directing their efforts to recruit, retain and develop this asset.

People are the key to business success. However nowadays of business this is often neglected and people are seen to be a necessary expense. A successful business does not just rely on a person’s power instead it involves continuous effective teamwork and communication. Storey (1995) defines that human resource management is an individual approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.

The Classical Management Theory entered the business world in the early nineteenth century, with an emphasis on increasing worker productivity. Developed by Frederick Taylor, the classical theory of management advocated a scientific study of tasks and the workers responsible for them. It was the foundation of many modern management theories and it aimed to improve operations within an organization. The Classical Management Theory was broken into three schools of thinking: Scientific management, which looked at 'the best way ' to do a job; Bureaucratic management, which focused on rules and procedures, and Administrative management, which emphasized om the flow of information within the organization. One theorist, Henri Fayol, was an

Human Resources constitute as one of the most imperative components of any organization, be it small scale business or a large conglomerate. Some of the key functions of the Human

Most managers in any given organization would find that a combination of two or more theories serves them best. In some cases some managers would adhere to practice only one particular approach looking in the direction to increase production for their business while other managers adhere the practice of motivation and behavior of employees. The classical management perspective and human relations perspectives represent two different views of management. While one focus to increase production the other focuses on the welfare of employee’s workplace. The classical management theory focus is looking at the workers solely to machines, getting the work done. While the human relations approach focuses on the person in a workplace and not rules, rules and required process. The humanistic perspective was developed to promote the concerns of the individual worker in an atmosphere that was too focused on production. It was a shift that emphasis from task to worker. Theory went beyond physical contribution to include, cognitive, and emotional aspects of workers. The human relations provides communication between employees and managers, which allow them to interact with one another in decision-making. In summary, the principles of human resources perspective attempt to integrate the concern for production from classical theory with the concern for the worker from human relations theory-more effective and

Elton Mayo and other contributors to behavior studies identified an element that the classical approach missed; people, who fill the organization structures and their behavior. The approach is more concerned with the psychological and social aspects of a worker as individuals and groups, level of supervision and responsibility. Individuals belong to groups and workers are strongly motivated by social needs. This concept was started by Elton Mayo with his Hawthorne studies where he and his team were trying to find optimum level of lighting in the plant in order to maximize productivity, what was realized is that productivity increased more because of the experiments. People became more excited with the experiments because they made them feel important and valued. Main contributors to this approach are Elton mayo; human relations school, Chris Argyris the immature and mature theory, Douglas McGregor; theory X and Y. Motivation theories also fall under the category of human behavior science, theories proposed by Abraham Maslow; hierarchy of needs, Fredrick Herzberg; the two factor theory. Main elements are Emphasis on differences among individuals and as a result people require different ways of managing and motivating people and emphasis on the importance of informal organizations that exist within the formal organization

Human resource management can be considered as the most complex field of an organisation. Assuming that this statement is true one could raise the question why human resource management is more diverse than the other fields in an organisation as finance or sales. The answer will be always the same. It is because of the individual, playing a major role within everyday’s HR work environment. This essay discusses what impact a less individual concentrated approach would have on human resource management. This does not mean that the importance of the individual will be devalued. The essay reflects on the influences of a systemic point of view on organisations

The human relations movement came about because businesses wanted to understand how groups of people behaved in a workplace and how the unions advocated for their workers. With poor working conditions, low pay, and no benefits, something needed to be done. Frederick Winslow Taylor’s idea of scientific management gives you the perspective of a company, his philosophy sought to increase productivity, and make the work easier by scientifically studying work methods and establishing standards (A Brief History of Management, pg. 37). These are principles of early management. By examining the efficiency of workers you were able to increase production and get the product or services on the market faster. Working with employees in regards to steady hours, good pay, and getting benefits like days off and retirement were details that the unions dealt with. Here this paper explores how the human relations movement expanded into management styles, which theories impacted the industry, and how management

The definition of ‘management’ is controversial and subject to much debate. There have been many contradictory views on what the term ‘management’ means and accordingly how one should correctly manage an organisation. These theories have been put forward by several highly regarded management scholars over time. By taking into account past knowledge and contemporary views on management, we are able to ‘’explore how thinking has changed through time’’. (Brooks, 2006). Moreover, businesses have, and can continue to be able to adapt these theories and put them into practice. Successfully applying correct management practices is especially vital in a global business environment which is becoming very competitive. ‘’Most management theories, even those that do not resonate comfortably with the prevailing mood, have attractive and valid elements to them.’’ (Robinson, 2005). For example, some of these theories can be seen flourishing in fast food chains like McDonalds.

For instance, the classical approaches seem to view the life of a worker as beginning and ending at the plant door. Their basic assumption is that workers are primarily motivated by money and that they work only for more money. They also assume that productivity is the best measure of how well a firm is performing. These assumptions fail to recognize that employees may have wants and needs unrelated to the workplace or may view their jobs only as a necessary evil.