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Classical management

Management in all organizational areas and business activities arethe acts of getting people together to achieve the desired goals andobjectives efficiently and effectively. Management comprises of

planning, organizing, staffing, directing and controlling or effort forthe purpose of accomplishing a desired organizational objective.Management entails the coordination of human efforts and materialresources towards the achievement of organizational objectives aswell as organization of the productive functions essential forachieving the stated or economic goals.

The classical school of management emerged throughout the late1800s and 1900s as a result of industrial revolution. Since thebeginning of time the managers have always needed to know howto perform the functions discussed earlier (planning, organizing,staffing, directing and controlling). The industrial revolutionemphasized the importance of better management, as organizationsgrew larger and more complex. The classical management theoriststhought that there was only one way to solve managementproblems in the industrial organizations. Their theories generallyassumed that people could make logical and rational decisions whiletrying to maximize personal gains from the work situations. Theclassical school of management is based on scientific management,which has its roots in Henry Fayols work and German sociologistWeber. Scientific management is a type of management, which

bases standards upon facts. The facts are gathered by observation,experimentation or sound reasoning.

The classical management structure is classified with three levels ofmanagement, namely;

Top-level management. It is usually occupied withorganizing and controlling. The level of management is aboard of directors, and it is the board that will develop longterm strategic plans to meet the objectives of the business.

Middle level management. It coordinates the activity of thesupervisors. It formulates departmental policies and also plansin accordance with the strategic plans and objectives in theoverall budget.

Low-level management. At the lowest level there aresupervisors present who are responsible for getting the jobsdone. These supervisors over-see day to day objectives andfollow the orders of the middle level managers.

Fredrick Taylors scientific management- scientific managementmethods called for optimizing the way that the tasks wereperformed and also simplifying the jobs enough so that the workers

could be trained to perform their specialized sequence of motions inone best way. The various techniques to practice scientific

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study, training of workers etc.

Time consuming. A lot of time is required for work-study,method and motion study. During this period the work of theorganization may be disrupted.

Another leading management theorist gave fourteen importantprinciples of management namely;

Division of work. This principle focuses on specialization asit leads to efficiency in the tasks being performed by theworkers, thereby reducing redundant activities and increasingoverall output.

Authority. Managers must have the right to give orders andthey need to make sure that their orders are followed.

Discipline. Every employee of the organization must obeythe rules of the organization and must perform every task

within the organizational framework. Unity of command. Every employee should receive orders

and commands from only one superior.

Unity of direction. Each group of organizational activitiesthat have the same objectives should be managed under oneplan.

Subordination of individual interest to general interest.

Remuneration. Workers must be paid fair wages for theservices they offer.

Centralization. It refers to the degree to which subordinated

are involved in the decision making process of theorganization.

Scalar chain. The line of authority from the top managementto the lower management represents the scalar chain.

Order. People and materials should be at the right place andat the right time.

Equity. Managers should be fair to their subordinates andshould also be treating them equally.

Stability of tenure of personnel. Management shouldprovide orderly personnel planning and make surereplacements are available when they are needed.

Initiative. Managers should give their subordinates fairchances to take part in the decision making process.

Esprit de corps. Promoting unity and team spirit will lead tobetter organizational growth and development.

Throughout the study of management behavior and theory one canconclude that one theory is often dominant to specific organizationsat a particular point of time, an organization cannot survive on onetheory alone and expect to survive indefinitely. As organizationsrush to expand in global environment they often find their managers

in a immersed and diverse population with a blend of differentcultures. This constantly evolving environment makes certain for

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any organization to be sustainable the managers must understandthese new disciplines of management thought and also must learnhow to apply them in real life situations. In todays organizations werequire success and if the principles of scientific management andclassical management are followed, an organization surely would

achieve its desired goals and objectives