Difference between Classical Approach to Management and Behavioral Viewpoint

Motivation is a key aspect in the organization or workplace, and it is imperative to know the basic theory application and methods dealing with any problems that usually unavoidable for the employee and will come up in any work environment. This is a mandatory skills for a leader or future manager to know how important on how to motivate his or her employee to work more efficient. Motivating employees is a big dilemma for managers. To produce a higher level of performance and productivity, manager’s today are obliged to pay more attention on this matter. Every employee needs different types of motivation. In this paper will elaborate three motivational methods that a

are treated in accordance with Theory Y, they will be motivated and committed to the organisational

Theory X & Y was officially expounded (and named) by Douglas McGregor, a social psychologist at MIT in the 1960s. His idea was that there are two fundamentally different styles of management. Theory X is an authoritarian concept where one assumes that individuals work reluctantly, without motivation. On the other hand, Theory Y is a libertarian concept where one assumes that people will perform beyond their duties if they are motivated and are dedicated to the overall goals set forth for them.

Classical organizational theory supports two views. Scientific management which focuses on managing work and employees and administrative management which addresses issues which

As a Lead human resources specialist with District of Columbia Public Schools who has to be tough using Theory X,Y. Other managers are involve with program planning and policy development who might use Theory Z to promote higher salaries for the employees then low salaries to hire the best applicants who make a commitment to work objectives (Douglas mcgregor).

Compare the Behaviourist and Psychodynamic approaches to Psychology in terms of theoretical assumptions and methodology.

Theory Y, adopts the participative management style, which operates on the idea that people are inherently motivated to work if they find the job fulfilling

Theory Y was created by McGregor because he believed that its assumptions would lead to a more effective style of management. McGregor stated that peoples work effort was as

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.

On the other hand, here comes to the theory Y. On the contrary, it based on positive assumptions, and also more positive view of workers and the possibilities that create. For instance, they assumed that employees are ambitious, self-motivated and anxious to accept greater responsibility. Employees exercise self-control, self-direction, autonomy and empowerment, also exercise creativity and become forward looking. So, once the managers are adopted this theory, they believes that people want to do well at work, have a pool of unused creativity and that the satisfaction of doing a job

The classical approach to public administration was focused on finding the best way to perform and manage tasks. This classical approach to Public Administration is often associated with Weber, Wilson, Taylor, and Gulick. Under the classical approach was four areas of focus which was the Bureaucratic, Scientific, Administrative, and Managerial approach. Each area represented the four main theorists that the classical approach was associated with. Max Weber's bureaucratic approach focused on the rational-legal model which viewed bureaucracy from a rational view and argued that bureaucracy is the most efficient and rational way in which one can organize the human activity and that hierarchies are necessary to maintain

McGregor (1960a) assumed workers refer to Theory X are lazy, hate to work, responsibility aversion and more concern about lower levels of human needs rather than pursuing self-achievement. McGregor (1960a) suggests that managers should supervise and control the workers in order to adjust their behaviour and neutralise heir negative attitudes toward work, even punish and push them to achieve a minimal level of performance. Punishment is necessary because of the nature of inherently lazy. Managers would find encouraging them to perform better by reward maybe only valid in a short-term as lazy workers eventually submit adequate effort as they do not pursuit self-actualisation (McGregor 1960a). in a word, managers centralise the decision making power, set rules, SOPs and procedures to guide workers what they should process and monitor the process in order to safeguard the minimal requirement of performance is achieved

The last approach to classical management was bureaucracy. Bureaucracy was extremely popular in large organizations because it allows companies to perform many tasks while eliminating judgments of managers. Although bureaucracy works well with most organizations it may not be the best approach to organizations that require fast thinking and decision making.

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.

The history of management includes multiple theories and understanding them can help individuals identify the ideas their organization is built upon. Classical organizational theory encompasses several major approaches to management that continue to be influential even today. The early to mid-twentieth century included the introduction of many concepts of management theory such as scientific management, bureaucratic and administrative theory. Most of these early approaches revolved around control of employees and processes in order to achieve more