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PLAN:  Discuss the difficulties managers face

Describing the theories

Then the consequences

TITLE – ‘Historical development of management’

Tasks – Use academic language, Use real examples from the business environment to demonstrate the link between management and organisation performance/behaviour.

Use Harvard referencing

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INTRO: (DEFINITION OF MANAGEMENT)

BODY PARAGRAPH: (HISTORICAL DEVELOPMENT OF MANAGEMENT)

The three main classical approaches to historical management are scientific management, Administrative principles and Bureaucratic organization.

BODY PARAGRAPH: (IMPLICATION OF THESE DEVELOPMENT ON ORGANISATIONAL PERFOMANCE/BEHAVIOUR

HOW THE DEVELOPMENT OF MANAGEMENT OVER THE YEARS HAS AFFECTED BUSINESS PERFORMANCES

CONCLUSION

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Modern management approaches:•	Quantitative analysis and tools•	Organizations as systems•	Contingency thinking•	Quality management•	Evidence-based management

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Modern management approaches:•	Quantitative analysis and tools•	Organizations as systems•	Contingency thinking•	Quality management•	Evidence-based management

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Behavioural management approaches: Anything that you do Cutting the red tape = cutting the tape and doing things your own wayBehavioural management is a theory focused on the workers satisfaction and trying to get the best out of the worker by having good working conditions, complementing them, making them feel warm, comfortable so that they are in a good mindset. Leader would spend time getting to know you and getting to know the employer’s strengths and weaknesses so that they can do a good job. Follet’s organizations as communities – Managers and workers should be able to contribute ideas equally and harmoniously and feel free to express their ideas and opinions The Hawthorne studies emphasized the importance to performance of people’s attitudes and relationships. 

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Behavioural management approaches: Anything that you do Cutting the red tape = cutting the tape and doing things your own wayBehavioural management is a theory focused on the workers satisfaction and trying to get the best out of the worker by having good working conditions, complementing them, making them feel warm, comfortable so that they are in a good mindset. Leader would spend time getting to know you and getting to know the employer’s strengths and weaknesses so that they can do a good job. Follet’s organizations as communities – Managers and workers should be able to contribute ideas equally and harmoniously and feel free to express their ideas and opinions The Hawthorne studies emphasized the importance to performance of people’s attitudes and relationships. 

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•	Bureaucratic organization – Max Weber = the characteristics of bureaucratic organizations are careers that are based on merit, in general the rules and procedures of the organization are more formal. Also, in this organization, there seems like there would be more of a divide as some of their principles are based on having a clear hierarchy of authority and a clear division of labour. From this, can bring a lot of disadvantages of bureaucracy such as employees having a lack of enthusiasm or interest, a slowness in handling problems and rigidity in the face of shifting customer or clients needs.Bureaucratic organizations have clear divisions between the level of workers, the people at the top are able to tell the people at the bottom what to do. The bosses will have set ways in which they want their organization to be run and everyone is expected to follow these procedures. If you are a worker at the bottom your boss might not know who you are and this can lead people not feeling very comfortable or welcome. People at the top are making the decisions but this can cause a division between the different levels of workers, it could cause tension. Many of the procedures and rules can be time consuming and can involve a lot of paperwork because if a worker has a message for the main boss then it will probably take a long time for the boss to receive it as it has to be transferred to other people first. The people at the bottom cannot communicate with the people at the top this causes slowness in handling problems and can cause people wanting to do things their own way (red tape). 

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•	Bureaucratic organization – Max Weber = the characteristics of bureaucratic organizations are careers that are based on merit, in general the rules and procedures of the organization are more formal. Also, in this organization, there seems like there would be more of a divide as some of their principles are based on having a clear hierarchy of authority and a clear division of labour. From this, can bring a lot of disadvantages of bureaucracy such as employees having a lack of enthusiasm or interest, a slowness in handling problems and rigidity in the face of shifting customer or clients needs.Bureaucratic organizations have clear divisions between the level of workers, the people at the top are able to tell the people at the bottom what to do. The bosses will have set ways in which they want their organization to be run and everyone is expected to follow these procedures. If you are a worker at the bottom your boss might not know who you are and this can lead people not feeling very comfortable or welcome. People at the top are making the decisions but this can cause a division between the different levels of workers, it could cause tension. Many of the procedures and rules can be time consuming and can involve a lot of paperwork because if a worker has a message for the main boss then it will probably take a long time for the boss to receive it as it has to be transferred to other people first. The people at the bottom cannot communicate with the people at the top this causes slowness in handling problems and can cause people wanting to do things their own way (red tape). 

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•	Administrative principles – Henri Fayol -  1916  = the scalar chain principle is all about having a strong and clear line of communication from the top of the organization to the bottom. Furthermore, this classical management approach believes that each person working for an organization should only take orders from one boss which is good for consistency and good to reduce the amount of confusion. As well as having just one person who is in charge of all the same activities that have the same performance objective – this strategy is called the Unity of direction principle.Someone needs to be in charge, leading what is going on and making sure everything is in place. Communication has to be good and problems have to be acknowledged and solved. Scalar chain – there needs to be a formal communication system from top to bottom so all the workers know what is going on and from this they will feel more involved. 

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•	Administrative principles – Henri Fayol -  1916  = the scalar chain principle is all about having a strong and clear line of communication from the top of the organization to the bottom. Furthermore, this classical management approach believes that each person working for an organization should only take orders from one boss which is good for consistency and good to reduce the amount of confusion. As well as having just one person who is in charge of all the same activities that have the same performance objective – this strategy is called the Unity of direction principle.Someone needs to be in charge, leading what is going on and making sure everything is in place. Communication has to be good and problems have to be acknowledged and solved. Scalar chain – there needs to be a formal communication system from top to bottom so all the workers know what is going on and from this they will feel more involved. 

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•         Scientific management – Frederick Taylor - 1909

Scientific management involves the analysis and synthesis of workflows. It was one of the first applications of science to improve efficiency and productivity using the scientific approach of analysis and synthesis.

This method promoted the use of a clear set of rules, good working conditions, matching workers to specific jobs in relations to their strengths training them and giving them incentives and supporting them to be effective.

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Identify what can be learned from the:

Classical management approaches:

Classical leadership theory was focusing on the production and how quickly and how much work the employers are doing (their output)

Time and motion study are how to make your work and organization more efficient. Perhaps encouraging multitasking to perhaps save time and not need as many workers. This technique can be perceived as being critical if you’re a manager.