INTRODUCTION TO

CLASSICAL APPROACH

CLASSICAL APPROACH

Classical approach of management

professes the body of management
thought based on the belief that
employees have only economical and
physical needs and that the social
needs & need for job satisfaction
either does not exist or are
unimportant.
Accordingly
it
advocates high specialization of
labour, centralized decision making &

 Classical approach is the oldest formal school of

thought which began around 1900 and continued into
the 1920s.
Its mainly concerned with the increasing the
efficiency of workers and organizations based on
management practices, which were an outcome of
careful observation.
Classical approach mainly looks for the universal
principles of operation in the striving for economic
efficiency.
Classical approach includes scientific, administrative
& bureaucratic management.

 SCIENTIFIC MANAGEMENT
focuses on the one best way
to do a job.
ADMINISTRATIVE MANAGEMENT
focuses on the manager & basic
managerial functions.
BUREAUCRACTIC MANAGEMENT
focuses on the guidelines for
structuring with formalization of
rules, procedures and a clear

MAJOR CONTRIBUTORS
FREDERICK
WINSLOW TAYLOR
(1856-1915)

FRANK GILBERTH
(1868-1924) &
LILLIAN
GILBERTH(18781972)

 HENRI FAYOL
(1841-1925)

MAJOR CONTRIBUTORS

MAX WEBER
(1864-1920)

CLASSICAL APPROACH
SCIENTIFIC
MANAGEMENT
THEORY
FREDERICK W.TAYLOR
(1856-1915)
- FATHER OF
SCIENTIFIC
MANAGEMENT
ANALYSED
MANAGEMENT
SCIENTIFICALLY TO
FIND OUT THE MOST

GENERAL ADMINSTRATIVE
MANAGEMENT THEORY
HENRI FAYOL (1841- 1925)
- FATHER OF MODERN
MANAGEMENT
ANALYSED MANAGEMENT AS
A UNIVERSAL PROCESS OF
PLANNING,ORGANIZING,
COMMANDING,COORDINATING& CONTROLLING. ALSO
INTRODUCED FOURTEEN
PRINCIPLES OF
MANAGEMENT.

THEORIES
TAYLORS THEORY OF SCIENTIFIC
MANAGEMENT
FAYOLS ADMINISTRATIVE THEORY
WEBERS THEORY OF BUREAUCRACY

SCIENTIFIC MANAGEMENT

FEDRICK WINSLOW TAYLOR(1856-1915)

Father of Scientific Management

one best way for doing

the job

Definition
Scientific management was a
theory of management that
analyzed and workflows, with the
objective of improving labor
productivity
management of a business,
industry, or economy, according to
principles of efficiency derived
from experiments in methods of
work and production, especially
from time-and-motion studies(mass noun)

In 1898, Taylor joined Bethlehem Steel.

Taylor was a mechanical engineer who

sought to improve industrial efficiency.
Working in the steel industry, Taylor had
observed the phenomenon of workers'
purposely operating well below their
capacity, that is, soldiering. He
attributed soldiering to three causes:

The almost universally held belief among

workers that if they became more productive,
fewer of them would be needed and jobs would
be eliminated.
Employees take great care never to work at a good
pace for fear that this faster pace would become
the new standard. If employees are paid by the
quantity they produce, they fear that management
will decrease their per-unit pay if the quantity
increases.

Workers waste much of their effort by relying on

rule-of-thumb methods rather than on optimal
work methods that can be determined by
scientific study of the task.

Taylor insisted that management

itself would have to change and
further, that the manner of change
could be determined only by
scientific study.
Hence, term Scientific Management
evolved.
Taylor suggested that decisions
based on rules of thumb and
tradition be replaced with precise
procedures developed after careful
study of individual situations

Time Studies
Taylor argued that even the most basic, mindless
tasks could be planned in a way that dramatically
would increase productivity, and that scientific
management of the work was more effective than
the "initiative and incentive" method of motivating
workers.
To scientifically determine the optimal way to
perform a job, Taylor performed experiments that he
called time studies, (also known as time and motion
studies).

He use stop watches to measure the workers

efficiency

The following are examples of

some of the time-and-motion
studies that were performed by
Taylor.

1.Pig Iron
If workers were moving 12 1/2 tons of pig
iron per day and they could be incentivized
to try to move 47 1/2 tons per day, left to
their own wits they probably would become
exhausted after a few hours and fail to
reach their goal.
By first conducting experiments to
determine the amount of resting that was
necessary, the worker's manager could
determine the optimal timing of lifting and
resting so that the worker could move the
47 1/2 tons per day without tiring.

Not all workers were physically capable of

moving 47 1/2 tons per day; perhaps only 1/8
of the pig iron handlers were capable of doing
so.

While these 1/8 were not extraordinary

people who were highly prized by society,
their physical capabilities were well-suited to
moving pig iron. This example suggests that
workers should be selected according to how
well they are suited for a particular job.

2.The Science of Shoveling

In another study of the "science of shoveling",
Taylor ran time studies to determine that the
optimal weight that a worker should lift in a
shovel was 21 pounds. Since there is a wide
range of densities of materials, the shovel
should be sized so that it would hold 21 pounds
of the substance being shoveled.
firm provided the workers with optimal shovels.
The result was a three to four fold increase in
productivity and workers were rewarded with
pay increases. Prior to scientific management,
workers used their own shovels and rarely had
the optimal one for the job.

The main things Taylor noticed for

inefficiency

The lack of
standard
tools or
techniques

There is no
match
between
skill and job

No
motivation
from the
managemen
t

Taylor's 4
Principles
of
Scientific
Managem
ent

Replace rule-of-thumb work methods with methods

based on a scientific study of the tasks.
Scientifically select, train, and develop each worker
rather than passively leaving them to train
themselves.
Cooperate with the workers to ensure that the
scientifically developed methods are being
followed.
Divide work nearly equally between managers and
workers, so that the managers apply scientific
management principles to planning the work and
the workers actually perform the tasks.

Basic idea of
Scientific
Management

General approach
Developed standard method for
performing each job
Selected workers with
appropriate abilities for each
job
Trained workers in standard
method.
Supported workers by planning
their work and eliminating
interruptions.
Provided wage incentives to
workers for increased output.

Contributions
Demonstrated the
importance of
compensation for
performance
Initiated the careful study
of tasks and jobs
Demonstrated the
importance of personal
selection and training

Criticism
Did not appreciate the social
context of work and higher
needs of workers.
Did not acknowledge variance
among individuals.
Tended to regard workers as
uninformed and ignored their
ideas for suggestions

FRANK B GILBRETH & LILLIAN M

GILBRETH

Followers of
Taylor

Frank B Gilbreth (1868-1924) pioneered time and motion

study and arrived at many of his management techniques
independently of Taylor .
He stressed efficiency and was known
for his quest for one best way to do
work.
His work had great impact on medical
surgery by drastically reducing the
time patients spent on operating table.
He invented a device MICRO
CHRONOMETER in order to record
workers movement and the amount of
time spend to done a job

Experiments
Gilbreth performed experiments
that focused on specific motions,
such as bricklaying experiments
that resulted in a dramatic
decrease in the number of motions
required to lay bricks. The husband
and wife Gilbreth team used motion
picture technology to study the
motions of the workers in some of
their experiments.

Lady Gilbreth was more interested

in human aspect of work
On the basis of their study and
experiments frank give shape to 17
principles known as
Therblig

Implementation
Frederick Taylors scientific
management techniques were
expanded by automaker Henry Ford
Replaced workers with machines for
heavy lifting and moving
Applied to total car assembly,
Improving efficiency and reducing
worker-hours required to produce a
model-t ford to less than two

Drawbacks of Scientific Management

While scientific management principles

improved productivity and had a substantial
impact on industry, they also increased the
monotony of work
While in many cases the new ways of working
were accepted by the workers, in some cases
they were not.
The use of stopwatches often was a protested
issue and led to a strike at one factory where
"Taylorism" was being tested.
Complaints that Taylorism was dehumanizing
led to an investigation by the United States
Congress.

Despite its controversy,

scientific management changed
the way that work was done,
and forms of it continue to be
used today.

General
Management
Theory

o Henri Fayol(1841-1925)
Father of
modern operational
management theory

 Fayol:
>French mining engineer and a
management theorist.
>Started as an engineer at a mining
company and became Director in
1888.
>Viewed management as a profession
that can be trained and developed.
>First one to analyze the functions of
management.

Contd.
-Made three major contributions

to the theory of Management:

(A)A clear distinction b/n technical
& managerial skills.
(B)Identified functions
constituting the management
process.
(C)Developed principles of
management.

(A)

-Activities

According to,

of an industrial enterprise can

be grouped in to six categories:
technical, commercial, financial,
security, accounting & managerial.

(1)Technical Processing
production & operation
(2)Commercial Buying,
selling & exchange
(3)Financial Optimum use of
capital
(4)Security Protection of
asset and resources
(5)Accounting Ascertaining
the financial position
(6)Managerial Optimum use
of resources for optimum result

(B) Fayol described

management as a scientific
process built up of five
immutable elements:
Planning, Organizing,
Commanding, Coordinating,
Controlling

Functions of Management
1. Planning process of activities required
to meet a goal.
2. Organizing making orderly
determination & arrangement of a task.
3. Commanding(Directing) involves
guiding, supervising, motivating &
leading people for attainment of the timeoriented tasks.

Contd.
4. Coordinating- bringing together the
elements
5. Controlling- having control over all of the
aspects that contribute to meeting the
goal.

(C)

Fayols Principles

Henri Fayol, developed a set of 14 principles:

1. Division of Labour: allows for job specialization.
Fayol noted firms can have too much specialization
leading to poor quality and worker involvement.
2.. Authority and Responsibility: Fayol included both
formal and informal authority resulting from special
expertise.
3. Discipline: obedient, applied, respectful employees
needed
4. Line of Authority: a clear chain from top to bottom of
the firm[ Gang Plank]
5. Centralization: the degree to which authority rests at
the very top.

Fayols Principles
6.

Unity of Direction: One plan of

action to guide the organization.

7. Unity of Command: Employees

should have only one boss.
8. Order: Each employee is put
where they have the most value.
9. Initiative: Encourage innovation.
10. Equity: Treat all employees fairly
in justice and respect.

Fayols Principles
11.

Remuneration of Personnel: The

payment system contributes to success.

12. Stability of Tenure: Long-term

employment is important.
13. General interest over individual
interest: The organization takes
precedence over the individual.
14. Esprit de corps: Union is strengthrefers to harmony & mutual understanding
among the members of an organization .

MAX WEBER(18641920)

 German theorist and sociologist.

Follower of General Administrative
Theory proposed by Henry Fayol.
Introduced most of the concepts on
Bureaucratic Organizations.

Birth of Bureaucracy
During 1800s, European Org. were managed
on a personal, family-like basis.
Employees loyal towards a single individual.
Resources used to realize individual desires.
Weber envisioned Org. would be managed on
an impersonal, rational basis. This form of
Org. is known as Bureaucracy.

Characteristics
Org. based on rational authority would be
more efficient and adaptable to changes.
Employee selection and advancement is
based on competence and technical
qualification.
Org. relies on rules and regulations which
are impersonal and applied uniformly to all
employees.

Cont
Division of labour.
Positions in an Org. are organised in
a hierarchy.
Managers depends not on personality
for successfully giving orders but on
legal power invested in managerial
position.

Division of
labour
Managers
subject to
rules &
procedures

Manageme
nt &
ownership
is separate

The Ideal
Bureaucra
cy
Positions
organised
in
hierarchy

Decisions
recorded in
writing
Selection
based on
technical
qualificatio
n

 Today, the term Bureaucracy is taken on a negative

meaning.
Its associated with endless rules and red tapism.
But still they provide a standard way of dealing with
employees.
Equal treatment for all employees.
This foundation enables many Org. to become
extremely efficient.

MANAGEMENT AS AN ART
Art means the application of
knowledge and personal skills to
achieve desired result. Art involves
practical application of theoretical
knowledge and skill. Management is
an art because it fulfils this feature.

Management as an art: features

Situational
Personal skill
Personal judgment
Continuous practice
Practical knowledge

Management as a science
Science is a systematically
organized body of knowledge. It
is based on logically observed
findings, facts and events. It
consist of exact principles which
are capable of verification and its
findings are universal truths
and could be applied in any
situation.

Management as a science:
features
Management is now a systematized body of
knowledge.
Principles and theories are now available in
every area of management.
Principles of management has evolved through
practical experience and theoretical research.
Management principles have wide range of
application
Management theory and principles can be
taught in classrooms and industry.

Management- Both art and science

It means management is a combination of
an organized body of knowledge and skillful
application of this knowledge.
It is a science because it uses certain
principles.
It is a art because it requires continuous
practice and personal skill
Thus science and art in management exist
together in every function of management.