Theories gave organizations a framework for knowledge and a guide to achieving their goals. The Industrial Revolution prompted the need for better supervision of workers to boost productivity within the automobile, steel, and coal industries. It is because of this need that the various theories of management began to take shape.
The classical management theory, which came about during the Industrial Revolution, focused on the single best way to perform and manage tasks. This enabled factories to operate year round and mass production of goods. But as the revolution went on, the factories divided into separate schools of thought regarding management yet still considered it to be a part of classical. The emphasis on manufacturing and getting work done is the concept of the classical scientific school. Managers constantly monitored workers and controlled the work they did. This caused productivity to increase but failed to consider the needs of the workers. Thus, workers sought ways around the controls that were placed on them. They were not permitted to voice their ideas or try anything new. But organizations became more complex and there was a need for a new theory.
Companies focused on productivity and efficiency which lead to the classical administrative school. The emphasis now was on the flow of information and how the companies should operate. Managers were given guidelines to follow and shared goals. Henry Fayol introduced general principles of management giving managers functions such as planning, organizing, commanding, coordinating, and controlling. Though this thought process developed and molded those in management positions, it did very little for employees. Workers were treated like robots instead of people and consequently were not enthusiastic about their jobs.
In the law enforcement organization both of these schools associated with the classical management theory have been implemented at one time or another depending on who is in top management. Some pushed officers to work harder on the streets but were not concerned with the poor equipment they had to use or lack of praise given for the extra effort that was being put forth. With the lack of enthusiasm for the job being felt by numerous officers, the rate in which officers began to call out from work ...
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...o the management processes used today. Though the classical management theory clearly was the starting point in making better managers, the concept of “thinking outside the box” continues. In the twelve years that I have been in law enforcement the way in which the division functions has changed with its leadership and the management theories they used. Some have taken the approach to managing the troops using a combination of all the management theories. Though they wanted the quality and quantity of work being done to be consistent they were also interested in what the officers thought and how they felt. Because of this type of interest in them, they came to work eager to meet the divisions’ needs and those of the community.
Presently, under our new administration, the concern for the workers (officers) is not there. Morale is low. Therefore, more officers call out sick form work and put forth only what is asked of them, nothing more. Management is forever changing and with that in mind it is important that those in top management positions adjust their thoughts on how to manage workers along with the changes that take place in their organizations.
Henir Fayol a French industrialist defined management as consisting of five main activities, planning, organising, commanding, coordinating and controlling. Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Commanding is telling people what should be done. Coordinating involves determining the timing and sequencing of activities so that they work together properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends. Controlling is the process of monitoring performance, comparing it with goals, and correcting and significant deviations.
Division of work, discipline, span of control, order and equity are just a few of the 14 principles of management that Fayol constructed from his analysis. He stressed that the nu...
ADRP 6-22: Army Leadership; Chapter 10: Organizational Leadership, HQ, Department of the Army, Washington, D.C, 10 September 2012
Mr. Nardelli views management as top-down, command and control style, appreciated by efficiency managers, but criticized by many. He especially focused on process controls and metrics (including cost and quality). He also borrowed many management principles from the military and especially hired managers, who served in the military (Nussbaum, 2007). Nardelli worked hard to build a disciplined team (with order, high-pressure, and high standards) (Grow 2006).
An organization’s structure can affect its efficiency and productivity. The two main management theories are the Classic Theory and Theory X. Classical theory is defined as a management theory of a large organization in which management is led by intuition to motivate and control employees (Hamilton, 2008 p. 41). The Classic Theory can be divided into two large subgroups, scientific managers and bureaucratic theorists. Scientific manager’s focus is on reducing production costs while bureaucratic theorists focus is on administrative efficiency (Hamilton, 2008 p. 43). Although Theory X is not a large subgroup of the Classical Theory, it is under the classical theory and its crucial point is that workers are assumed lazy; therefore managers punish them to motivate them. Managers of Theory X believe that the average person; will avoid work because they do not like work, will not strive to achieve objectives, will avoid responsibilit...
One of the main objectives of an organization is to beat its counter part in our possible way. In order for an organization to insure that they must be good at leading, planning, organizing and controlling their resources and materials to accomplish performance objectives. In other words management. There are four main types of management, Classical, Behavioural, Quantitative and now the Modern Approach to Management. The Modern Approach states that there is no one good way of management. A successful organization utilizes all the types of management. A good example of this is the movie Lean on Me, starring Morgan Freeman as Joe Clark, the protagonist of the movie. Joe is a very talented teacher, who takes a lot of pride in his work, but due to certain events (budget cuts), he has to make some very key decisions upon his future at East Side High, New Jersey. After the resignation of Joe Clark, things go back to worse at East Side High, so after 20 years Joe is once again called upon to take the duty of the principal of this once great school. His goal was to accomplish a 75% average on the state's basic skills test. This goal might be easy at any school, but then again East Side High was not just another school. The previous year the score was 33%. The school was filled with drug dealer, crime, graffiti and other things. Therefore it required a miracle to increase the school's literacy average by approximately 40%.
Rodrigues, C. (2001), “Fayol’s 14 Principles of Management then and now: a framework for managing today’s organisations effectively”, Monclair State University, New Jersey.
A common style of police leadership is a more bureaucratic style where the leader manages “by the book”, everything must be done in accordance with pre-written policies and procedures (Cordner & Scarborough, 2010). When a certain problem or concern isn’t covered by the book the leader refers to the next level for a decision. This style removes the ability of the leader to manage and forces a strict accordance to the “book”. This style can be very effective when dealing with dangerous situations which can be a common occurrence in police work.
The founding father of scientific management theory is Fredrick Winslow Taylor. He was an American mechanical engineer and an inventor. Modern management theorist Edward Deming credited Taylor for his contributions while Joseph Juran criticized his work for extracting more work from workers. However a careful reading of Taylor’s work will disclose that he placed workers interest as high as the employer’s in his studies. Before the principles of management are discussed it is very important to understand the causes which led Taylor to derive the four principles of management. The three causes are as follows:
Our first pioneer was Henry Fayol. Fayol was one of the pioneers who were accountable for constructing the modern management theory. Before Fayol created his principle his company who was currently was facing difficulty and with the experiences he had and the principles he created he was able to turn the mining company around. “Henri Fayol 's "14 Principles of Management" have been a significant influence on modern management theory. His practical lists of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way” (Henry Fayol Principles of
“Management is a process of planning, organisation, command, coordination, and control” (Morgan 2006, p.18). Rational organisation design is a bureaucratic method of management which emphasizes efficiency to achieve the end goal and the management of multiple companies have taken upon this system. Figures such as Frederick Taylor and Henry Ford have both shown and laid a path way for Rational Organisation which has become known as Taylorism and Fordism. The design has received criticism and both Taylor and Ford have been portrayed as villains with Taylor being called “enemy of the working man” (Morgan 2006, p.23) as the system dehumanised workers by taking all of the thought and skill from them and giving it to the managers this is because the tasks given were simple and repetitive. As staff needed little training they became an easily replaceable asset and thus more machine than human.
Over 50 years ago, English-speaking managers were directly introduced to Henry Fayol’s theory in management. His treatise, General and Industrial Management (1949), has had a great effect on managers and the practice of management around the world. However, 24 years after the English translation of Fayol, Henri Mintzberg in the Nature of Managerial Work (1973) developed another theory and stated that Fayol’s work was just “folklores”.
There are several theories that examine an organization and it’s approach to managing work in an effort to develop efficiency and increase production. Two classical approaches to management are Taylor’s scientific management theory and Weber's bureaucratic management theory. Both men are considered pioneers of in the study of management.
In the past, managers considered workers as machinery that could be bought and sold easily. To increase production, workers were subjected to long hours, miserable wages and undesirable working conditions. The welfare of the workers and their need were disregarded. The early twentieth century brought about a change in management and scientific management was introduced. This sort of management, started by Frederick Winslow Taylor, emphasised that the best way to increase the volume of output was to have workers specializing in specific tasks just like how a certain machine would perform a particular function. His implementation of this theory brought about tremendous criticism by the masses arguing that the fundamentals of Scientific Management were to exploit employees rather than to benefit them (Mullins, 2005)
There are three well-established theories of classical management: Taylor?s Theory of Scientific Management, Fayol?s Administrative Theory, Weber?s Theory of Bureaucracy. Although these schools, or theories, developed historical sequence, later ideas have not replaced earlier ones. Instead, each new school has tended to complement or coexist with previous ones.