DEFINITION OF 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 & profit maximization.”
 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 includes
scientific, administrative &
bureaucratic management.
Classical approach mainly
looks for the universal
principles of operation in
the striving for economic
efficiency.
 BUREAUCRACTIC
ADMINISTRATIVE MANAGEMENT
SCIENTIFIC focuses on the
MANAGEMENT
MANAGEMENT guidelines for
focuses on the
focuses on the structuring with
manager & basic
“one best way” to formaliazation of
managerial
do a job. rules,procedures
functions.
and a clear
division of labour.
 FREDERICK
FREDERICK
WINSLOW MAX WEBER
WINSLOW MAX WEBER
TAYLOR
TAYLOR
(1864-1920)
(1864-1920)
(1856-1915)
(1856-1915)

FRANK GILBERTH
FRANK GILBERTH
HENRI FAYOL
(1868-1924) HENRI FAYOL
(1868-1924)
(1841-1925)
& LILLIAN (1841-1925)
& LILLIAN
GILBERTH
GILBERTH
(1878-1972)
(1878-1972)
 General administrative management
General administrative
theorymanagement
Scientific management theory theory
Scientific management theory
Henri Fayol (1841- 1925)
Frederick W. Taylor (1856-1915) Henri Fayol
- Father (1841- 1925)
of modern management
Frederick W. of
- father Taylor (1856-1915)
scientific management - Father of modern management
- father of scientific management
Analyzed management as a universal
Analyzed management scientifically to Analyzed management
process of planning,asorganizing,
a universal
Analyzed
find outmanagement scientifically
the most effective way to todo a process of planning, organizing,&
find job
out-the commanding, coordinating
“one best way” to do the job.a
most effective way to do commanding,
controlling. Alsocoordinating &
introduced fourteen
job - “one best way” to do the job. controlling. Also introduced fourteen
principles of management.
principles of management.
 Theories

FAYOL’S ADMINISTRATIVE THEORY

TAYLOR’S THEORY OF SCIENTIFIC

MANAGEMENT

WEBER’S 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
Management of a business,
productivity. 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 Taylor was a mechanical engineer who
Steel. 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
following causes:

3. Workers waste much of their

1. The almost universally held belief effort by relying on rule-of-thumb
among workers that if they became methods rather than on optimal
more productive, fewer of them work methods that can be
would be needed and jobs would be determined by scientific study of
eliminated. the task.

2. 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.
 Taylor insisted that
management itself would have
to change and further, that the
manner of change could be
determined only by scientific
study.
Taylor suggested that
decisions based on rules
of thumb and tradition
be replaced with precise
procedures developed
after careful study of
individual situations

Hence, term
‘Scientific
Management’
evolved.
 Time Studies

Taylor argued that even

To scientifically He use stop
the most basic, mindless
determine the watches to measure
tasks could be planned in a
optimal way to the workers
way that dramatically
perform a job, efficiency
would increase
Taylor performed
productivity, and that
experiments that
scientific management of
he called time
the work was more
studies, (also known
effective than the
as time and motion
"initiative and incentive"
studies).
method of motivating
workers.
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
If workers weretomoving
incentivized 12 1/2
try to move 47tons
1/2 of pigper
tons iron perleft
day, daytoand they
their could
own witsbe
they
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.
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;
Not all workers
perhaps were
only 1/8physically
of the pig capable of moving
iron handlers were47 1/2 tons
capable per day;
of doing so.
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
While these
society, 1/8physical
their were not extraordinary
capabilities werepeople who were
well-suited highlypig
to moving prized
iron.by
This
society, their physical capabilities were well-suited to moving pig iron.
example suggests that workers should be selected according to how well they areThis
example suggests that workerssuited
should forbea particular
selected according
job. to how well they are
suited for a particular job.
 2. The Science of Shoveling

Firm provided the workers with

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

The lack of There is no No

The lack of
standard There is no
match Nomotivation
standard
tools or match
between skill motivation
from the
tools or
techniques between
and jobskill from the
management
techniques and job management
Taylor's 4 Principles of
Scientific Management
 Replace rule-of-thumb work methods with
Replace rule-of-thumb
methods based on a work methods
scientific studywith
of the
methods
tasks. based on a scientific study of the
tasks.

Scientifically select, train, and develop each

Scientifically select,
worker rather thantrain, and develop
passively leaving each
them
worker rather than
to train themselves.passively leaving them
to train themselves.
Taylor's 4
Taylor's 4
Principles of
Principles of
Scientific
Scientific Cooperate with the workers to ensure that
Management Cooperate with thedeveloped
workers tomethods
ensure that
Management the scientifically are
thebeing
scientifically
followed. 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 Selected workers with

method for performing appropriate abilities for
each job each job

Trained workers in
standard method.

Supported workers by
Provided wage
planning their work and
incentives to workers
eliminating
for increased output.
interruptions.
 Contributions

Number
1 Number Number
2 3

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

Did not Tended to

appreciate the Did not regard workers
social context acknowledge as uninformed
of work and variance and ignored
higher needs of among their ideas for
workers. individuals. suggestions
FRANK B GILBRETH & LILLIAN M GILBRETH

FOLLOWERS OF TAYLOR
FRANK B GILBRETH

Frank B Gilbreth His work had great

(1868-1924) pioneered impact on medical
time and motion study surgery by drastically
and arrived at many of reducing the time patients
his management spent on operating table.
techniques
independently of He invented a device –
Taylor . ‘MICRO
CHRONOMETER’ in
He stressed efficiency
order to record workers
and was known for
movement and the
his quest for “one best
amount of time spend to
way” to do work.
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 Taylor’s 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
Drawbacks of Scientific Management

While scientific
While scientific
management The use of
management
principles improved The use of often
stopwatches
principles improved
productivity and stopwatches often
was a protested
productivity and
had a substantial was a protested
issue and led to a
had a substantial
impact on industry, issue and led to
strike at one a
factory
impact
they alsoindustry,
on increased strike at one
where factory
"Taylorism"
theythe
also increased Despite its where
monotony of Despite its was "Taylorism"
being tested.
the monotony controversy,
work of controversy,
was being tested.
work scientific
scientific
management
management
changed the way
changed the way
that work was
that work was
done, and forms of
done, and forms
it continue toof
be While in many
Complaints that While in many
Complaints it continue to be cases the new ways
Taylorismthat
was used today. cases
Taylorism was used today. of workingways
the new were
dehumanizing led of accepted
working were
dehumanizing led by the
to an investigation accepted
to anby
investigation workers, inthe
by some
the United workers, in some
by cases they were
StatesUnited
the Congress. cases they
States Congress. not.were
not.
General Management Theory
Henri Fayol (1841-1925)

Father of modern operational

management theory
 Fayol
French mining engineer and a management
French mining engineer and a management theorist.
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 clear distinction b/n technical & managerial

French mining engineer and a management theorist.
skills.

Identified functions constituting the management

process.

Developed principles of management.

According to,

-Activitiesofofananindustrial
-Activities industrial
enterprisecan
enterprise canbebegrouped
groupedinintoto
six categories: technical,
six categories: technical,
commercial,financial,
commercial, financial,security,
security,
accounting&&managerial.
accounting managerial.
 Technical Processing production & operation
Technical Processing production & operation

Commercial Buying, selling & exchange

Commercial Buying, selling & exchange

Financial Optimum use of capital

Financial Optimum use of capital

Security Protection of asset and resources

Security Protection of asset and resources

Accounting Ascertaining the financial position

Accounting Ascertaining the financial position

Optimum use of resources for

Managerial Optimum use of resources for
Managerial optimum result
optimum result
Fayol described management as a scientific process built up of five
immutable elements:
Planning, Organizing, Commanding, Coordinating, Controlling
 Functions of Management

Planning Organizing Commanding

(Directing)

Process of activities Making orderly Involves guiding,

required determination & supervising,
to meet a goal. arrangement of a task. motivating &
leading people for
attainment of the
time-oriented tasks.
 Contd.

Coordinating Controlling

Bringing together the Having control over all

elements. of the aspects
that contribute to
meeting the goal.
 Fayol’s Principles
1. Division of Allows for job specialization. Fayol noted firms
can have too much specialization leading to poor
Labour quality and worker involvement.

2. Authority and Fayol included both formal and informal authority

Responsibility resulting from special expertise.

3. Discipline Obedient, applied, respectful employees needed.

A clear chain from top to bottom of the firm[ ‘Gang

4. Line of Authority Plank’]

5. Centralization The degree to which authority rests at the very top.

 Fayol’s Principles

6. Unity of Direction One plan of action to guide the organization.

7. Unity of
Employees should have only one boss.
Command

Each employee is put where they have the most

8. Order value.

9. Initiative Encourage innovation.

10. Equity Treat all employees fairly in justice and respect.

 Fayol’s Principles

11. Remuneration of
The payment system contributes to success.
Personnel

12. Stability of
Long-term employment is important.
Tenure

13. General interest

The organization takes precedence over the
over individual individual.
interest

‘Union is strength’- refers to harmony & mutual

14. Esprit de corps understanding among the members of an
organization.
MAX WEBER (1864-1920)
1. German theorist and
sociologist.

2. Follower of General
Administrative
Theory proposed by
Henry Fayol.

3. Introduced most of
the concepts on
Bureaucratic
Organizations.
 Birth of Bureaucracy

During
During 1800’s,
1800’s, European
European Org.
Org. were
were managed
managed on
on aa personal,
personal, family-like
family-like basis.
basis.

Employees loyal towards a single individual.

Resources
Resources used
used to
to realize
realize individual
individual desires.
desires.

Weber
Weber envisioned
envisioned Org.
Org. would
would be
be managed
managed onon an
an impersonal,
impersonal, rational
rational basis.
basis.
This
This form
form of
of Org.
Org. is
is known
known as
as Bureaucracy.
Bureaucracy.
 Media affected by The Emergency

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.

Division of labour.

Positions in an Org. are organized in a hierarchy.

Managers depends not on personality for successfully giving

orders but on legal power invested in managerial position.
 Management &
Division
ownership is
of labour separate

Managers Decisions
subject to The Ideal recorded
rules &
procedures
Bureaucracy in writing

Selection
Positions
based on
organized
in
technical
hierarchy qualification
Today, the This foundation
term Its associated enables many
Bureaucracy with endless Org. to become
is taken on a rules and red extremely
negative tapism. efficient.
meaning.

But still they

provide a
standard way Equal
of dealing treatment for
with all employees.
employees.
 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.
 Personal skill

Personal
Situational judgment

The Ideal
Bureaucracy

Practical
knowledge Continuous
practice
 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.
 Managem
ent as a
science: Management is now a systematized body of
knowledge.
features
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.
THANK YOU