2 PERSPECTIVES :-

1. SOCIOLOGICAL PERSPECTIVE
2. PROCESS PERSPECTIVE PLANNING + ORGANISING + DIRECTING + CONTROLLING

1. INTERPERSONAL ROLES 2. INFORMATIONAL ROLES 3. DECISIONAL ROLES

CLASSICAL SCHOOL : -RESULTED FROM THE LACK OF CONTROL MECHANISM - CAME UP BETWEEN LATE 1800 AND EARLY 1900

- MANAGERS WERE FINDING IT DIFFICULT TO RUN COMPLEX ORGANISATIONS

- NEW STRUCTURES DEMANDED AN UPGRADATION IN THE MANAGERS ROLE -CLASSICAL THEORY : THERE IS ONE BEST WAY OF MANAGING COMPLEX ORG - THEY BELIEVED THE ECONOMIC RATIONALITY COTROLLED BEHAVIOUR AND DECISIONS

SCIENTIFIC MANAGEMENT : -FOCUSSED ON STANDARDISATION OF SYSTEM

- STANDARDS WERE BASED ON - SYSTEMATIC OBSERVATION - EXPERIMENT AND / OR - REASONING - PROFESSED BY - Charles Babbage - Fredrick Taylor

Charles Babbage : -Highlighted the importance of specializes work force

- He believed that this would enhance the productivity and profitability

- It would help managers control by setting standards.

Fredrick Taylor : -He identified the following reasons for low productivity : - Workers came with their own tools (poorly designed) - Employees were hired on first come first hired basis - Managers and workers shared the same work structure and profile - Managerial responsibilities often took a back seat. - Employees took the liberty of taking decisions. - Workers decided their own method and pace of working

- Everything pointed towards lack of standardization

As a remedy he prescribed : -To develop a science of work ( best way to perform work) - To absolutely adhere to work standards - To scientifically select, place and train workers - To apply a financial incentive system - To utilize specialized functional supervision - To develop and maintain friendly labor management relations

Administrative Management and Bureaucratic Organisation

Henry Fayol :- (14 Principles)

1.Division of Labour 2. Authority 3. Discipline 4. Unity of Command 5. Unity of Direction 6. Superiority of Organisational Goals over Individual Focuses 7.Remuneration 8.Centralization 9.Scalar Chain 10.Order 11. Equity 12.Stability of Tenure 13.Initiative 14.Esprit de corpse (Teamwork)

CRITICISM OF CLASSICAL SCHOOL OF MANAGEMENT

1.Control Oriented Management Practices 2. Mechanistic Organisational Design 3. Rigid and Highly Structured 4.Well defined hierarchy with power concentrated on the top 5.Division of labuor