Classical/ Scientific Management
Classical management emphasises how to best manage and organise work more efficiently to improve
productivity. A form of classical management is the scientific approach that involves studying a job in great
detail to discover the best way to perform it. These approaches normally enforce a strict hierarchy structure
based on a division of labour.
The classical scientific approach sees management as planning, organising and controlling. Incorporated
into the planning phase are the three types of plans- strategic, tactical or operational. Management focuses
strongly on these elements and will have full control over the planning of resources (human, finance etc),
organisation of these resources and how they are to be allocated. It will also perform all of the controls
measures strictly.
In the classical- scientific approach there is a very well- defined hierarchical structure of management usually
with a large number of levels between workers and senior management. Workers at the lower end of the
hierarchy have little value to the business and the managers make all of the decisions, even the most basic
ones. Management possess a strict autocratic style of leadership. Workers are obliged to obey instructions
and they have no input into how the business is to be run. This type of management is aims to bring about
higher productivity by giving employees clear and easily understood instructions.
Behavioural Management
Management as Leading, Motivating and Communicating
Leading is having a vision of where the business should be in the long and short term and, being able to direct and
motivate the human resources in an organisation to achieve its objectives. A good leader will; set by example, listen,
understand, inform, be flexible and delegates.
Motivation is the individual internal process that energises, directs and sustains an individual’s behaviour. It is
personal force that causes a person to behave in a particular way. It is important that employees feel as though they
are valued, as it is this sense of importance that acts as the motivating force which results in improved employee
productivity. Human factors (intrinsic) such as recognition, self- worth and positive reinforcement are just as
important to motivation as external factors (extrinsic) such as pay rates and working conditions.
Effective communication is the key to meeting the organisations goals and objectives. Many studies have shown that
the performance of both individuals and businesses improves when managerial communication is effective. This is
the case when open communication is used to motivate employees by providing them with information regarding
the business’s goal, plans and financial results.
Flat Organisational Structure and Teams
Businesses that adopt a ‘de- layering’ of the traditional structure approach will reduce the number of levels of
management, giving greater responsibility to individuals. This flatter organisational structure means that there is a
wider span of control: individuals who have responsibility for others will have a larger number of people to
supervise. However, the people in the flatter structure are given greater freedom to carry out the tasks. This
encourages multiskilling, quality control and maintenance.
Many businesses are starting to realise that a team approach can be the catalyst for superior performance.
Businesses are replacing the traditional linear sequence of research, development, manufacturing and marketing
with a process centered on teams of specialists from all these areas who work together as one unit. It is essential
that managers foster a sense of cohesion between members; otherwise, the team is no more than a group of people
working separately.
Participative/ Democratic leadership style
A participative/ democratic leadership style is where the manager consults with employees to ask for their
suggestions and then seriously consider those suggestions when making decisions.
In a sense, the manager shares their decision- making authority with their subordinates. Democratic mangers
recognise the strengths and abilities of employees and actively involve in the decision- making process. The
contribution of employees is valued, and employees assist in the decision- making process through regular meetings.
Employees have a greater commitment to the business’s objectives because of their own input into the organisation.