Theories of management under the classical school

Management theory has been a topical issue in several organizational fields for centuries. Both classic and modern styles organizations have reinforced management principles to fulfil goals efficiently and effectively. From the industrial to post-industrial evolution of organizations, the emergence of several management theories and their components have been infused in business polices, protocols and regulations that transfer onto the organisation’s operations (Aldrich, 2008). Today’s literature on such practices informs the existence of two major styles of management theories: classical and contemporary.

Mary Parker Follett (3 September 1868 – 18 December 1933) was an American social worker, management consultant and pioneer in the fields of organizational theory and organizational behavior. She also authored a number of books and numerous essays, articles and speeches on democracy, human relations, political philosophy, psychology, organizational behavior and conflict resolution. Along with Lillian Gilbreth, Mary Parker Follett was one of two great women management gurus in the early days of classical management theory. She admonished overmanaging employees, a process now known as micromanaging, as “bossism” and she is regarded by some writers as the “mother” of Scientific Management. As such she was one of the first women ever invited to

According to Ureic and Breach, "no ideology, no 'ism ', no political theory can win a greater output with less effort from a given complex of human and material resources except sound management. And it is on such greater output that a higher standard of life, more leisure, more amenities for all must necessarily be founded." Management is an important organ of an industrial society.

In a historical aspect the evolution of management consist of six approaches starting with America’s Industrial Revolution in the late 19th century to the present: Classical, Behavioral, Quantitative, Systems, Contingency and Quality. Before the creation of factories the need for managerial skills was not needed, since products and services were delivered on a small scale and by hand. But with the invention of engines that did not require rivers to make them run, companies started to create factories to produce products in mass quantities requiring a need for more knowledge in the field of management.

Although a great number of managerial practices have been used through the centuries of human development, they were rarely investigated and conceptualized. However, it is clear that such important organizations as the Church or the ancient armies were based on particular practices and concepts. The history of management normally starts with the Industrial Revolution and the following mass production that changed the face of the businesses and the world in general.

People’s conception of the nature of work and the social relationships between individuals in various levels in organizations changed, brought by the industrial revolution of the late 1800s. Classical management believed in work specialization. That is, that work should be organized and divided according to one’s specific individual skill. There are three subfields of management, each with a slightly different emphasis: scientific management, bureaucratic

A topic that is going to be under investigation is a comparative review paper for four different management theories. The purpose of this study is to identify which management theory is ideal for any company to pursue and it will cover advantages and disadvantages of each. The source of information for the above topic will be books that are published by different scholars. The research will be concluded with an assertion of how the two management theories of classical and human resources affect the management of different organizations.

The overall purpose of developing the management theories is to bring out better ways to manage people. According to Aguinaldo & Powell (2002), management theory evolves con-stantly with the continuous stream of new ideas that come from the attempts to transform theory into practice, and vice versa. As essential personnel identify promising methods that assist in managing responsibilities, it will lead to management theories progressing. This paper will il-lustrate how management theories have emerged over the years and it will point out the primary reason why it has prospered.

A manager’s role is to plan, make decisions, and co-ordinate the organising, leading and controlling of an organisation’s resources, in order to achieve organisational goals in an efficient and effective manner (Davidson, Simon, Woods & Griffin, 2009). Management theories from the past can be utilised by contemporary managers, enabling them to consider a range of perspectives on how to approach problems, make decisions and develop systems designed to reap the benefits of employees exhibiting desirable behaviours (Davidson et al, 2009). Despite the common conception that theories are abstract and irrelevant to practical situations, management theories are grounded in reality (Davidson et al, 2009). Knowledge gained from experiences in the

In the field of management a person must manage a certain number of employees, and the optimal number is between 5 and 7 persons. These employees come from all different walks of life and each one of them has a different perspective on life and especially work. Some of these employees may have a positive attitude and are able to accomplish their work without being directed. Therefore, these type of employees would fall under theory y. On the other hand, employees that express more of a negative attitude toward work and accomplishing goals on their own are theory x employees. These two theories of employees are what managers need to focus on because these two very different types of employees need to be managed in very different ways.

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.

Classical Management Theory was proposed by a French industrialist named Henri Fayol. Although Fayol lived in the late nineteenth and early twentieth centuries but his work was not translated into english until the late Forties. His theory look at management from two components elements of management and principles of management. For this paper I will be discussing principles of management, how working at The Westin Kierland Resort in Scottsdale, Arizona displays principles of Fayol’s theory; as well as defining the relevant principles and explaining how my examples learned from working at The Westin represent the principles defined. I have selected three principles of management to discuss in detail: scalar chain, unity of command, and

For the purpose of a deeper understanding on the theories and aspects of management, I have chosen two different individuals who both work as managers in their vastly different fields. Each one has had to developed their own use and understanding of the management skills, and how to used them to improve and adapt the fundamental skills of a successful manager to their everyday challenges.

Total Quality Management – Programs designed to constantly improve the quality of products, services and marketing processes.

During the 1700’s -1800’s a systematic thought process for an established American government battled between Jeffersonianism and Hamiltonianism. The Jeffersonian argued a weak federal government and strong state and local governments, on the grounds that lower-level government will be more responsive than the national government to the popular will. The Jeffersonian also argued that the American economy should rely more on agriculture than on industry and sees big business as a threat to democracy (Therefore, it is reasonable to believe this is where the concept, conservative originates). In contrast, the Hamiltonians argued a strong national government is needed to guide the economic development of the nation, especially its industrial development, and to restrain the excesses of the people. (Jeffersonianism versus Hamiltonianism, 2005). Consequently, the Classical Approach was commenced.