Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Classical management theory writings
Classical management theory writings
Classical management theory in today
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Classical management theory writings
The dawn of the Industrial revolution in the late 19th century resulted in increased mechanisation and industrialisation, giving rise to the era of the Classical Management. The theory was inclined towards providing workers the tools necessary for maximising their efficiency and output. Characterized by an autocratic style of leadership, communication flow was predominantly downward unidirectional, written and strictly pertaining to work. This style of communication worked well and still works reasonably fine in organisations that witness few or no changes; however the theory has been criticised for creating an "assembly-line" atmosphere and for perceiving organisations through the lens of a machine metaphor (Miller 2012) where human communication was not given any relevance. Ignoring human aspects was the main limitation of this theory (Mahmood, Basharat & Bashir, 2012).
Classical Management Theory cannot be deemed completely suitable for modern organizations that are exposed to multifaceted changes and challenges. Modern organisations are highly wedged by influences of market competition, globalization, unethical practises and several other influences, thus creating a complex work atmosphere. (Alajloni, Almashaqba,Nemer Al-Qeed 2010). Organisations are undergoing a transformation from being bureaucratic to participative, where employee morale, social interactions and team work are crucial for organisations to be able to flourish. This highlights the fact that effective leadership and communication plays a key role in bringing about this transformation. Hackman and Johnson (2009) have defined leadership as a form of human communication and a “culture influencing activity”, which plays an incredibly important role in the suc...
... middle of paper ...
...Learning, Richard Ivey School of Business, The University of Western Ontario
Maslow, A. H. (1970). Motivation and Personality. Harper & Row: New York.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Bass, B. M. (1985). Leadership performance beyond expectations. New York: Free Press.
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.
Hater, J. J., & Bass, B. M. (1988). Superior’s evaluations and subordinates’ perceptions of
transformational and transactional leadership. Journal of Applied Psychology, 73(4),
695–702.
Avolio Bruce J. Gardener William L. 2005, Authentic leadership development: Getting to the root of positive forms of leadership, The Leadership Quarterly 16 pp. 315 – 338.
Bill George : http://www.billgeorge.org/blog/category/Leadership?page=15
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
Bruce J. Avolio and Bernard M. Bass, Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership, 17.
Also the researcher (Bernard M. Bass expanded upon Burns' original ideas to develop what is today referred to as Bass’ Transformational Leadership Theory.According to Bass, transformational leadership can be defined based on the impact that it has on followers.
Within an organization one of the key tools that they use is that of: communication. Communication is a primary key to any organization and without it there is no cohesion, no leadership, and no functionality. As communication begins to diminish, so does the organization – as one article puts it: “These new economic…. imperatives have significantly contributed to the demise of the old classic command-and-control bureaucracy…” (Tiernan et al, 2002, 47-48). From what this article states, the lack of communication has led to a semi-collapse of the mechanistic structure of an organization. Though communication does seem like a huge factor of an organization, communication does not come without its troubles within the inter-organizations; if there is communication going on in a company, there is going to also be a lack of communication. When a company has employed thousands of people (or maybe just a small amount) they are hiring a whole selection of individuals to work as whole group in unity – though this does seem like an amazing idea, these sets of individuals will have quite ...
Transformational leadership consists of few components which are idealized influence, inspirational motivation, intellectual stimulation, individualized consideration, management by exception and contingent rewards (Ahmad et al.,
Bass, B.M., & Avolio, B.J. (1993). Transformational leadership and organizational culture. Public administration quarterly, 17(1), 112-121.
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead. Emerald Group Publishing.
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
The evolution of management though the decades can be divided into two major sections. One of the sections is the classical approach. Under the classical approach efficiency and productivity became a critical concern of the managers at the turn of the 20th century. One of the approaches from the classical time period were systematic management which placed more emphasis on internal operations because managers were concerned with meeting the growth in demand brought on by the Industrial revolution. As a result managers became more concerned with physical things than towards the people therefore systematic management failed to lead to production efficiency. This became apparent to an engineer named Frederick Taylor who was the father of Scientific Management. Scientific Management was identified by four principles for which management should develop the best way to do a job, determine the optimum work pace, train people to do the job properly, and reward successful performance by using an incentive pay system. Scientifi...
Every manager must have a set of principles, values, and core beliefs that he must follow. These principles, values, and beliefs make up his philosophy of management. Webster defines philosophy as “the most basic beliefs, concepts, and attitudes of an individual or group.” (Webster) I will be discussing the principles, values, and beliefs I as a manager will have to do my job efficiently. I will also discuss the different biblical beliefs that support my management style.
The hierarchical structure of bureaucracy meant that tasks were divided based on status and there were strict rules and exact orders to follow. Bureaucracy has acquired the reputation of inefficiency, due to the fact that the strict rules means employees are less enthusiastic, which thus leads to poor customer service. It also means that the organisation is resistant to change and innovation, which is critical in a world that is ever changing (Walker and Brewer, 2009). While, some argue that bureaucracy is necessary in a situation where there is a need for standardised operations, it can also be argued that in modern times, it is rare for these conditions to be found, as there is a strong focus on innovation and teamwork. Bureaucratic leadership is shown to lack communication, seen as unnecessary due to the strict rules laid out for employees and managers to follow. With a lack of a need of communication, the gap between employees and managers widen to the point that it demotivates workers and creates external
Classical Management Theory: The classical theory was first introduced in 1900’s by F W Taylor and Henry Fayol. This theory recognize the role of management plays in particular organization. They state machine like properties of organization and their purpose is to define the limited goals of the organization. So, that the production process of organization in such a way so that they achieve organizational desired goals. This theory is less flexible to make any change. In this labors are considered as another factor for production.
Although it maximized efficiency and productivity but its main limitation was ignoring human aspects of employment. This is manifested in the following:
A brief description of transformational leadership, according to James MacGregor Burns, is a new paradigm