Businwss scaffold Q1

Classical Approach to Management

Derives from the work of Taylor, Fayol, and Weber, focusing on efficiency and structured organization.

Frederick Winslow Taylor

Pioneer of Scientific Management, emphasizing efficiency, productivity, and standardization of tasks.

Scientific Management

Management approach introduced by Taylor, based on the idea that there is one best way to perform tasks.

Division of Labour

The breakdown of jobs into smaller, specialized tasks for increased efficiency.

Standardisation of Tools

All work processes and tools are standardized to ensure consistency and quality.

Monetary Motivation

Taylor's view that workers are primarily motivated by financial rewards.

Fayol’s Five Functions of Management

Planning, Organizing, Commanding, Coordinating, Controlling.

Unity of Command

Each employee should report to one manager to prevent confusion.

Authority and Responsibility

Managers must have the power to give orders and be accountable for results.

14 Principles of Management

Fayol's guidelines that include principles like Division of Work and Equity.

Max Weber

Developer of Bureaucratic Management Theory focusing on structures and rules in organizations.

Bureaucratic Management Theory

Weber's approach advocating for a system based on hierarchical structure and formal rules.

Clear Hierarchy of Authority

A well-defined chain of command in an organization as proposed by Weber.

Impersonality

Decisions made without personal bias, as per Weber's bureaucratic approach.

Formal Rules and Procedures

Guidelines for organizational activities to ensure consistency and fairness.

Career Orientation

Employees view their roles as long-term careers with opportunities for advancement.

Scientific Study of Tasks

Analyzing tasks to find the most efficient way to perform them, as per Taylor.

Controlling function of Management

Monitoring performance and correcting deviations to ensure goals are met.

Planning function of Management

Defining organizational goals and creating action plans.

Commanding (Leading) function

Instructing and motivating employees effectively.

Coordinating function of Management

Ensuring all activities are aligned towards common objectives.

Time and Motion studies

Evaluation method used by Taylor to optimize task efficiency.

Employee Selection

Carefully matching workers to specific tasks based on suitability.

Stability of Tenure of Personnel

High employee turnover reduces organizational efficiency.

Team Spirit (Esprit de Corps)

Promoting unity and collaboration among employees.

Scientific Selection of Workers

Choosing workers based on their suitability for specific tasks with intensive training.

Centralisation

Decision-making is concentrated at the top levels of management.

Scalar Chain

Clear line of authority from the highest to the lowest level in an organization.

Equity Principle

Managers should treat all employees fairly and kindly.

Job Specialisation

Breaking jobs into specific, focused tasks for efficiency.

Strict Supervision

Close monitoring of employees to ensure adherence to procedures.

Employee Morale

Emotional and psychological condition of workers in the workplace.

Low Worker Satisfaction

A potential disadvantage of strict bureaucratic management.

Predictable Output

Standardized tasks lead to consistent performance outcomes.

Discipline

Respecting rules and agreements as a principle of Fayol’s management theory.

Rational-Legal Authority

Weber's concept of authority based on established laws and procedures.

Autocratic Leadership Style

Managers make decisions with little or no input from employees.

Innovation and Creativity

Factors often lacking in highly bureaucratic management systems.

Clear Roles and Responsibilities

Defined duties prevent confusion in the workplace.

High Turnover Rates

Result from lack of personal growth opportunities.

Stability and Loyalty

Desirable outcomes of providing career orientation and long tenure.

Bureaucratic Rigidity

Inflexibility that can arise from excessive rules and procedures.

Accountability in Management

Holding managers responsible for their decisions and actions.

Hierarchical Strengths

Ensured clarity in roles and responsibilities within an organization.

Motivation through Rewards

Encouraging performance using financial and non-financial incentives.

Repetitive Tasks

Work that can lead to monotony and dissatisfaction among employees.

Administrative Efficiency

Focus of Fayol's management theory on maximizing overall organizational function.

Conflict Prevention

Promotion of coordinated efforts to avoid confusion among teams.

Training of Workers

Intensive preparation to perform tasks effectively and efficiently.

Employee Involvement in Decision-Making

Limited in the classical management approach.

Talent Recruitment

Hiring based on qualifications and merit rather than personal connections.

Functional Strategies

Plans that guide the specific actions of departments within an organization.

Long-term Planning

Importance emphasized in Fayol’s management functions.

Welfare Over Productivity

Focus on employee well-being may be sacrificed for output in classical management.

Informal Structures

Interactions and relationships that occur outside the formal hierarchy.

Complex Operations

Characteristics of organizations effectively managed through Weber's approach.