Difference Between Classical And Human Relations Approach

Frederick Taylor (1917) developed scientific management theory (often called "Taylorism") at the beginning of this century. His theory had four basic principles: 1) find the one "best way" to perform each task, 2) carefully match each worker to each task, 3) closely supervise workers, and use reward and punishment as motivators, and 4) the task of management is planning and control.

Henri Fayol was an Engineer and French industrialist. He recognizes the management principles rather than personal traits. Fayol was the first to identify management as a continuous process of evaluation. Fayol developed five management functions. These functions are roles performed by all managers which includes planning, organizing, commanding, coordinating and controlling. Additionally, he recognizes fourteen principles that should guide management of organizations.

Frederick Taylor’s fundamental thoughts on scientific management dated back to early 1880s when he was employed at Midvale Steel Company and observed his coworkers “soldiering” at work. In the following two decades, he moved around different companies while developing his management theory

Scientific management or "Taylorism" is an approach to job design, developed by Frederick Taylor (1856-1915) during the Second World War. With the industrial revolution came a fast growing pool of people, seeking jobs, that required a new approach of management. Scientific management was the first management theory, applied internationally. It believes in the rational use of resources for utmost output, hence motivating workers to earn more money. Taylor believed that the incompetence of managers was the major obstacle on the way of productivity increase of human labour. Consequently, this idea led to the need of change of management principles. On the base of research, involving analysing controlled experiments under various working

The classical perspective is a theory which focuses on improving productivity through a scientific and rational approach (Samson et al., 2012). This perspective has three subfields; scientific management, bureaucratic management and administrative management.

Scientific Management is also known as Taylorism. Fredrick Winslow Taylor wanted to divide the work process into small, simple and separate steps (Division of Labor). Division of Labor meant every worker only had one or two steps, this was created to boost productivity. Taylor also believed in Hierarchy, he wanted a clear chain of command that separated the managers from workers. He did this so managers would design work process and enforced how the work was performed and employees would simply follow directions. Taylor wanted to select and train high performing workers or first-class employees and match them to a job that best suited them. Taylor believed the most productive workers should be paid more. Employees who could not meet the new higher standard were fired.

Compare and contrast of the classical school of management and the human relations school of management

Team work – It is always advisable to have work ethics and respect to every fellow

Employees require motivation, reward and encouragement for maximum productivity. Punishment to workers not performing is also mandatory to prevent cases of poor performance. Ethical considerations must be looked at and employees must follow rules and company policies for plans made by management to be successful. Workers and management relate like a family and this has enabled the company perform to its expectation. These plans are aimed at ensuring total customer satisfaction and delight.

The year 1911 saw Frederick Winslow Taylor publish a book titled ‘The principles of scientific management’ in which he aimed to prove that the scientific method could be used in producing profits for an organization through the improvement of an employee’s efficiency. During that decade, management practice was focused on initiative and incentives which gave autonomy to the workman. He thus argued that one half of the problem was up to management, and both the worker and manager needed to cooperate in order to produce the greatest prosperity.

With those evocative words, Frederick W. Taylor had begun his highly influential book; “The Principles of Scientific Management” indicating his view regarding management practices. As one of the most influential management theorists, Taylor is widely acclaimed as the ‘father of scientific management’. Taylor had sought “the ‘one best way’ for a job to be done” (Robbins, Bergman, Stagg & Coulter, 2003, p.39). Northcraft and Neale (1990, p.41) state that “Scientific management took its

Discussions on social process of management in popular management texts is usually limited to a discussion of the behavioural management perspective typified by the Hawthorne studies, the human relations movement and the field of organisational behaviour. Davidson et al. (2006, pp. 44-47) and Bartol et al. (2005, pp. 39-45) as an example pay brief attention to the social processes of management.. Maslow’s hierarchy of human needs (Davidson et al., p. 513) and McGregor’s’ advocacy of a Theory Y people-centric approach to management (Davidson et al., p. 46) are discussed as cornerstones of the human relations movement. The Air New Zealand (Air NZ) story is an exemplar of successful implementation of a human relations perspective which has an underlying philosophy that concern for workers would lead to employee satisfaction, which would in turn increase productivity.

Managers therefore acquired knowledge of the work process, reduced them down to a simple set of “rules, laws and formulae” (Burnes, 2009, p. 34) and then laid down the standard rules and procedures for workers carrying out their tasks, thereby reducing the workers’ discretion and control of how they get the job done.

1a) Authority is the right given to a manager to achieve the objectives or goal of the organisation. It is a right to get the things done through others. It is also the right to make decisions. It is a right to give orders to his/her subordinates and get obedience from them. A manager can never do his work without authority. A manager gets his authority from his position or post. But yet, he gets his authority from the higher authorities. The lower and middle-level managers get their authority from the top-level managers. The top-level managers get their authority from the shareholders. Authority always flows downwards. It is delegated from the top to the bottom. On the other hand,

The classical management has two basic drives namely scientific and general administrative management. Scientific management focuses on how to increase productivity whiles the administrative management theory looks at organizations in general and concentrate on how to make them effective and efficient.