Classical management

Management in all organizational areas and business activities are

the acts of getting people together to achieve the desired goals and
objectives efficiently and effectively. Management comprises of
planning, organizing, staffing, directing and controlling or effort for
the purpose of accomplishing a desired organizational objective.
Management entails the coordination of human efforts and material
resources towards the achievement of organizational objectives as
well as organization of the productive functions essential for
achieving the stated or economic goals.

The classical school of management emerged throughout the late

1800’s and 1900’s as a result of industrial revolution. Since the
beginning of time the managers have always needed to know how
to perform the functions discussed earlier (planning, organizing,
staffing, directing and controlling). The industrial revolution
emphasized the importance of better management, as organizations
grew larger and more complex. The classical management theorists
thought that there was only one way to solve management
problems in the industrial organizations. Their theories generally
assumed that people could make logical and rational decisions while
trying to maximize personal gains from the work situations. The
classical school of management is based on scientific management,
which has its roots in Henry Fayol’s work and German sociologist
Weber. 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 of

management, namely;
 Top-level management. It is usually occupied with
organizing and controlling. The level of management is a
board of directors, and it is the board that will develop long
term strategic plans to meet the objectives of the business.
 Middle level management. It coordinates the activity of the
supervisors. It formulates departmental policies and also plans
in accordance with the strategic plans and objectives in the
overall budget.
 Low-level management. At the lowest level there are
supervisors present who are responsible for getting the jobs
done. These supervisors over-see day to day objectives and
follow the orders of the middle level managers.

Fredrick Taylor’s scientific management- scientific management

methods called for optimizing the way that the tasks were
performed and also simplifying the jobs enough so that the workers
could be trained to perform their specialized sequence of motions in
one best way. The various techniques to practice scientific
management are briefly discussed below;
 Time study. It refers to the technique used to measure the
time that may be taken by a workman of reasonable skill and
efficiency to perform the various elements of a job. Time
study is helpful in deciding the time required normally to
perform a given job. It is also helpful in determining a fair
days work for the workman,
 Motion study. It means close observation of the movements
of a workers body or a machine involved in performing a
particular job. Motion study helps find the best method in
doing a job and helps to minimize redundant movements that
often lead in wastage of time and efforts of the workman. It
also helps in reducing human fatigue and also ost of
production.
 Method study. The aim of method study is to maximize
efficiency in the use of materials, machinery, manpower, and
capital by improving work methods.
 Fatigue study. Fatigue arises when a workman is overloaded
with work and hence his performance deteriorates. In order to
minimize the fatigue that the workers experience, it is
essential for them to take breaks of small intervals so as to
rejuvenate and for them to work to their potential

Scientific management can be beneficial to the organization in the

following ways;
 Higher efficiency. It helps to improve the overall efficiency
of the business through scientific task planning and work-
study. A higher output can be obtained from the available
resources by putting the right man on the right job.
 Free training. Scientific training and development of workers
is an essential part of scientific management. Facilities for
free training enable workers to improve their skills and
opportunities for promotions in the future.
 Industrial peace. Scientific management involves a mental
revolution on the part of employers and employees. Mutual
understanding and cooperation between them helps to
minimize industrial disputes and maintain cordial industrial
relations.

Despite all the benefits of scientific management, it has also been

opposed;

 Unemployment. Workers feel that scientific management

reduces employment opportunities for them through
replacement of men by machines and by increasing human
productivity.
 Expensive. It is extremely costly as a huge investment is
required in the establishment of planning department, work-
 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 the
organization may be disrupted.

Another leading management theorist gave fourteen important

principles of management namely;
 Division of work. This principle focuses on specialization as
it leads to efficiency in the tasks being performed by the
workers, thereby reducing redundant activities and increasing
overall output.
 Authority. Managers must have the right to give orders and
they need to make sure that their orders are followed.
 Discipline. Every employee of the organization must obey
the 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 activities
that have the same objectives should be managed under one
plan.
 Subordination of individual interest to general interest.
 Remuneration. Workers must be paid fair wages for the
services they offer.
 Centralization. It refers to the degree to which subordinated
are involved in the decision making process of the
organization.
 Scalar chain. The line of authority from the top management
to the lower management represents the scalar chain.
 Order. People and materials should be at the right place and
at the right time.
 Equity. Managers should be fair to their subordinates and
should also be treating them equally.
 Stability of tenure of personnel. Management should
provide orderly personnel planning and make sure
replacements are available when they are needed.
 Initiative. Managers should give their subordinates fair
chances to take part in the decision making process.
 Esprit de corps. Promoting unity and team spirit will lead to
better organizational growth and development.

Throughout the study of management behavior and theory one can

conclude that one theory is often dominant to specific organizations
at a particular point of time, an organization cannot survive on one
theory alone and expect to survive indefinitely. As organizations
rush to expand in global environment they often find their managers
in a immersed and diverse population with a blend of different
cultures. This constantly evolving environment makes certain for
any organization to be sustainable the managers must understand
these new disciplines of management thought and also must learn
how to apply them in real life situations. In today’s organizations we
require success and if the principles of scientific management and
classical management are followed, an organization surely would
achieve its desired goals and objectives