class and neo
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Classical Management Theory contains a group of similar ideas on the management of organizations.
This theory was a result of the industrial revolution caused by the growth of large organizations. It
contains the Scientific Management, Bureaucratic Management, and Administrative Management
theories. The Neo-Classical Management Theory is a group of management ideas that places emphasis
on the social needs, drives, and attitudes of individuals. Contributors of this theory believed effective
management required a more human orientated approach. The evolution of Human Relations
Management theories included the understanding that employees wanted meaningful work, wanted tobe productive, and wanted to contribute to the decision making and leadership functions of the
organizations. The human relations movement began with the Hawthorne Studies.
MANAGEMENT THEORY
The purpose of this paper is to inform you about the Classical Management and Neo-Classical
Management theories. Classical Management Theory included Scientific Management and Frederick W.
Taylor and Frank B. Gilbreth were among its contributors. It included Bureaucratic Management with
Max Weber as its major contributor. This theory also contained Administrative Management and Henri
Fayol, Chester Barnard, and Mary Parker Follett made contributions to it. Neo-Classical Management
focused on the Human Relations Movement and the major contributors to this movement are Elton
Mayo, F.J. Rothlisberger. The paper begins talking about the Classical Management Theory and
discusses scientific, bureaucratic, and administrative management including its contributors. Icontinue the paper discussing the Neo-Classical Management Theory and the Human Relations
Movement with its contributors.
CLASSICAL MANAGEMENT THEORY
Classical (traditional) management theory focused on efficiency and was developed because large
businesses needed professional managers. The classical management theory was built around
scientific management, bureaucratic management, or administration management. Scientific
management focuses on the best way to do a job which involved machine-worker relationships.
Bureaucratic management relies on a set of rules and procedures. Administrative management uses
the flow of information within the organization.
Scientific Management
Scientific management focuses on machine-worker relationships to improve the efficiency of
production, thereby increasing productivity. Frederick W. Taylor, known as the Father of Scientific
Management, published Principles of Scientific Management that proposed methods designed to
increase productivity. He developed a better method for that job and trained the employee. He
proposed four objectives of scientific management that increased productivity:
• the replacement of rule of thumb methods for determining each element of a worker’s job with
accurate scientific determination
• the scientific selection of workers
• cooperation of workers and management• equal division of responsibility between workers and management.
Frank Gilbreth, known as the Father of Time and Motion Studies, studied time and motions of a
particular job along with his wife Lillian Gilbreth. Their investigations allowed managers to break down
a job components and streamline its process to improve efficiency. Gilbreth worked in construction
sites and in bricklaying he noticed that not two bricklayers used exactly the same method or motions.
He first set out to find an improved method and it resulted in raise output in bricks per day. Cheaper
by the Dozen was a story about them and was also made into a Hollywood movie.
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Bureaucratic Management
Bureaucratic management relies on a set of rules and procedures. Max Weber, known as the Father of
Modern Society, considered the rules of bureaucracy to be related to large organizations because they
are based on rational authority, positional authority, and charismatic authority. Rational authority
includes the law, procedures, and rules. Positional authority of a superior over a subordinate originatesfrom legal authority. Charismatic authority comes from the personal qualities of an individual.
Efficiency in bureaucracies originates from: clearly defined and specialized functions, use of legal
authority, hierarchical form, written rules and procedures, technically trained bureaucrats, positions
based on technical expertise, promotions based on competence, and clearly defined career paths.
Administrative Management
Administrative management emphasizes the manager and the functions of management. Henry Fayol,
Mary Parker Follett, and Chester Barnard contributed to administrative management. Henry Fayol,
known as the Father of Modern Management, developed a framework for studying management. He
wrote General and Industrial Management. He identified five functions of management: plan,
organize, command, coordinate, and control. Fayol also defined fourteen principles of management:division of work, authority and responsibility, discipline, unity of command, unity of direction,
subordination of individual interests to the common good, remuneration of personnel, centralization,
scaler chain, order, equity, stability of personnel tenure, initiative, and esprit de corps. Mary Parker
Follett’s concept includes the universal goal, the universal principle, and the Law of Situation. The
universal goal of organizations is an integration of individual efforts into a synergistic whole. The
universal principle is a circular response emphasizing such as the concept of two way communication
and feedback. Law of the situation emphasizes that there is no one best way to do anything, but that
it all depends on the situation. Chester Barnard talked about his thoughts on management in his book,
Functions of the Executive. He is best known for his “zone of indifference” that said good leaders
should have a more neutral position on issues. Barnard’s Acceptance Theory of Authority states
managers only have as much authority as employees allow them to have. The acceptance theory
depends on four conditions:• Employees must understand what the manager wants them to do.
• Employees must be able to comply with the directive.
• Employees must think that the directive is in keeping with organizational objectives.
Employees must think the directive is not contrary to their personal goals.
NEO-CLASSICAL MANAGEMENT
Neo-Classical Management is a group of management ideas that focuses on human relations
management and it deals with the social needs, drives, and attitudes of individuals. The human
relations movement began with the Hawthorne Studies that were conducted at the Hawthorne Plant of
the Electric Company.
Human Relations Management
Human relations management focused on the importance of human relations that was left out of the
classical management era. Elton Mayo, known as the Father of the Hawthorne Studies, identified the
Hawthorne Effect. The Hawthorne studies are important because they demonstrated the important
influence of human factors on worker productivity. There were four major phases of the Hawthorne
studies: the illumination experiments relay assembly room study, the interviewing program, and the
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bank wiring room study. The illumination studies were aimed at evaluating the effect of lighting
conditions on productivity. Mayo and Fritz Roethlisberger, author of Management of the Worker,
conducted the relay assembly room studies used pay incentives, rest periods, and active job input on
the productivity of five selected woman workers. The interviewing program was an attempt by the
company to categorize concerns, mitigate grievances, and manipulate employee morale, and the bank
wiring room study had fourteen male employees on the regular factory floor were observed. The
Hawthorne Effect was developed from the studies.
SUMMARY
Classical Management Theory and Neo-Classical Management Theory are two major Management
Theories discussed in this paper. It discusses the three major theories of Classical Management and
Human Relations Management in the Neo-Classical Management Theory. It also identifies each
theories contributor and their works.