What Is a Classical Approach?
The classical approach emphasized rationality and making organizations and workers as efficient as possible. Two major theories comprise the classical approach: scientific management and general administrative.
Definition 2
The classical approach is also called Management Process, Functional, and Empirical Approach.
Understanding the Classical Approach
“The classical theory represents the traditional thoughts about organizations. It is based on the prototype industrial and military organization. The theory concentrates on organization structure and their management.”
Key Theories in the Classical Approach
Fayol, Taylor, Gullick, Weber, Urwick, Reiley, and Mooney and others are the classical writers. They emphasized principles of management, work planning, formal structure, technical requirements, and the assumption of logical and rational behavior.
The Classical Approach essentially comprises three major viewpoints, each championed by one of these distinguished figures:
This theory consists of 3 viewpoints:
- Fayol’s Administrative Theory
- Taylor’s Viewpoint
- Weber’s Bureaucracy
1. Fayol’s Administrative Theory
Fayol suggested 14 management principles and their universal application. They are as follows:
Division of Labor: The principle of dividing tasks and responsibilities ensures specialization and efficiency in the workforce.
Authority and Responsibility: Managers should have the authority to make decisions while also being responsible for their outcomes.
Discipline: Discipline is crucial to maintain order and consistency within an organization.
Unity of Command: Employees should have only one direct supervisor to avoid confusion and conflicting instructions.
Unity of Direction: All activities within an organization should be aligned with a single, cohesive plan or goal.
Subordination of Individual Interests to the General Interest: The collective interests of the organization should take precedence over individual interests.
Remuneration: Fair compensation and benefits should be provided to employees to motivate and retain them.
Centralization: The degree of centralization in decision-making should be balanced to suit the organization's needs.
Scalar Chain: A clear chain of command and communication should be established within the organization.
Order: A systematic arrangement of resources and personnel enhances efficiency and effectiveness.
Equity: Fairness and justice in dealing with employees contribute to a harmonious work environment.
Stability of Tenure: Long-term employment fosters loyalty and expertise among employees.
Initiative: Encouraging employees to take initiative and be creative can lead to improvements within the organization.
Esprit de Corps: Building a sense of unity and teamwork among employees is essential for a positive organizational culture.
2. Taylor’s Viewpoint
Taylor emphasized applying scientific methods for solving management problems. Taylor's viewpoint can be summarized in a few key principles:
Scientific Analysis of Work: Taylor believed that work should be analyzed scientifically to determine the most efficient way to perform tasks. He conducted time and motion studies, meticulously examining each element of a job to eliminate wasteful movements and optimize productivity. This involved breaking down tasks into smaller, more manageable components.
Standardization of Work Methods: Taylor advocated for the development of standardized work methods based on the findings of time and motion studies. These standardized methods, known as "best practices," aimed to ensure that every worker performed a task in the most efficient manner, thereby increasing productivity and reducing variability.
Fair Compensation: Taylor argued for a fair system of compensation, known as "piece-rate" payment, which rewarded workers for their level of productivity. In other words, employees were paid based on their output. This system aimed to incentivize workers to increase their productivity and earn more.
Functional Supervision: Taylor emphasized the role of supervisors in overseeing and improving the work of employees. Managers and supervisors were expected to provide clear instructions, training, and guidance to workers to ensure that they followed standardized procedures.
3. Weber’s Bureaucracy
Weber initiated rationality in the organization, characterized by structure, specialization, personnel competency, division of labor, etc. Weber's viewpoint on bureaucracy can be summarized by several key principles:
Hierarchy of Authority: Bureaucracies are characterized by a clear and well-defined hierarchy of authority. This means that there is a structured chain of command, where each level of management has authority over the levels below it. Decisions and instructions flow from the top down.
Division of Labor: Tasks and responsibilities within a bureaucratic organization are clearly divided among individuals based on their qualifications and skills. This division of labor ensures that each employee performs specific roles and functions, contributing to efficiency.
Rules and Regulations: Bureaucracies rely on a system of established rules and regulations. These rules are designed to ensure consistency and fairness in decision-making and operations. They are typically documented and followed systematically.
Impersonal Relationships: Bureaucracies emphasize impersonal relationships, meaning that decisions are made based on established rules and objective criteria rather than personal biases or favoritism. This ensures fairness and consistency in organizational processes.
Career-Based Employment: Bureaucracies often employ individuals on a career basis, meaning that employees are selected and promoted based on their qualifications, skills, and performance, rather than favoritism or nepotism.
Record-Keeping and Documentation: Bureaucratic organizations maintain detailed records and documentation of their activities. This practice helps in accountability, transparency, and the ability to track performance and decision-making processes.
So, the classical approach has 3 main points:
- Scientific management
- Administrative and
- Bureaucratic theory.
The above writers focused on structure, and so, sometimes, their approach is characterized as a structural framework of the organization.
Critiques and Limitations of the Classical Approach
- Lack of Human Element
The approach treated employees more like cogs in a machine, neglecting their individual needs, motivations, and psychological factors. In reality, employees are not just pieces of the organizational puzzle but individuals with emotions, aspirations, and varying work styles.
- Inflexibility
Inflexibility can stifle innovation and creativity, as it tends to discourage deviations from established norms. Modern organizations often need to be agile and adaptable, which the Classical Approach may not readily accommodate.
- Applicability in Modern Context
The Classical Approach, which was primarily designed for industrial and bureaucratic settings, may not seamlessly fit the needs and aspirations of today's organizations.
Use of the Term in Sentence:
- The Classical Approach's insistence on standardized procedures and a clear chain of command can foster efficiency but may struggle to accommodate the dynamic needs of modern, rapidly changing organizations.