Compare and Contrast of the Classical School of Management and the Human Relations School of Management

1545 Words Aug 21st, 2008 7 Pages
Compare and contrast of the classical school of management and the human relations school of management

The classical or traditional approach to management was generally concerned with the structure and the activities of formal organization. The utmost importance in the achievement of an effective organization were seen to be the issues such as the establishment of a hierarchy of authority, the division of work, and the span of control.
The classical management focuses on the efficiency and includes scientific, bureaucratic and administrative management.

The scientific approach required several major principles in its application to management: 1st – develops a science for each operation to replace opinion and rule-of-thumb. 2nd
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Offices are highly specialized. Appointments to these offices are made according to specialized qualifications rather than ascribed criteria. All of these ideal characteristics have one goal, to promote the efficient attainment of the organization's goals.
Some have seriously misinterpreted Weber and have claimed that he liked bureaucracy, that he believed that bureaucracy was an "ideal" organization. Others have pronounced Weber "wrong" because bureaucracies do not live up to his list of "ideals". Others have even claimed that Weber "invented" bureaucratic organization. But Weber described bureaucracy as an “ideal type” in order to more accurately describes their growth in power and scope in the modern world. His studies of bureaucracy still form the core of organizational sociology.
Weber's discussion of authority relations also provides insight into what is happening in the modern world. Weber distinguished three main types of authority: Traditional authority, Rational-legal authority and Charismatic authority.

Administrative management is a style of management that focuses on principles to be used by managers to co-ordinate the internal activities of the total organization. This theory was developed by Henri Fayol (1841-1925) to be taught to individuals with administrative responsibilities, which lead to the five major functions of managerial activities, planning, organizing, commanding,
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