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Classical organization theories were developed in the late 1940’s by the likes of Taylor in 1947, Weber in 1947, and Fayol in 1949 (Rahim, 2017. These theories were created to help deal with ideas and the formal organization to enhance management efficiency. There contributions together help form what is known as classical organization theory today (Rahim, 2017). Taylor helped present scientific management concepts. Weber’s contribution was the bureaucratic approach. Fayol formed the administrative theory of organization (Rahim, 2017). These efforts contributed majorly to the understanding anf study of classical organization theory.
Taylor developed what is known as the scientific management approach. This method has its root thanks to the desire to accomplish specialization, efficiency, simplification, and standardization with concept of planning of work. Back then workers were seen as tools rather than contributors to industry and as such formation of theory in this regard was going up against an undercurrent of lack of appreciation for the employee. “Early management theory, in this sense, originated before workers began to enjoy even limited rights. Times were harsh, and workers were seen merely as interchangeable parts in a highly personal ‘industrial machine’” (Ashford, LeCroy, & Lortie, 2010, p. 164).
Still, Taylor developed his approach and acknowledged the need for mutual trust between workers and management for the approach to increase productivity to come to fruition. Therefore, although the way workers were seen was negative, Taylor was able to develop interest in improving the way management saw workers and improve the relationship between them. How Taylor said to achieve this was through:
1. elimination of the traditional ‘boss’ concept,
2. elimination of anxiety and physical stress,
3. development of worker capabilities via training, and
4. workers should receive the advantages of productivity improvement (Ashford, LeCroy, & Lortie, 2010).
By improving the trust between worker and management through sensible steps, Taylor sought to improve and increase overall productivity. This made a lot of sense because if the desire for a business is to increase profits, the best way to do that is to acquire skilled laborers and maintain them working for the company for a prolonged period of time. At least that is what seems like the best way of achieving high profits and high productivity....
This for example, is seen in Google Inc., where the try to remove stress from their employees’ lives by maintaining a fun workplace with healthy lunch options.
With the idea of limited worker rights, a popular practice during Taylor’s time, such an approach most likely was met with resistance. Such a mentality can be seen in China were the workforce still face limited rights and low motivation, high anxiety. What Taylor offered was a means to remove the anxiety and increase the motivation. By building trust, the management and the worker benefit.
Weber had a bureaucratic approach to organization, considering it as a part of a broader society. “Weber's ideal bureaucracy is characterized by a hierarchy of authority and a system of rules and procedures designed to promote structure and rationality” (Griffin & Moorhead, 2014, p. 431). Weber aimed to formulate principles that further conceptualized formal organization. They are:
· Rationality which is impartiality in recruitment and selection
· Democracy which is authority and how it is recognized. Not by persons, but by designations.
· Specialization which is tasks must be clear on a functional basis. Then, split per specialization, having a separate chain of command.
· Structure which is the structuring of positions via a hierarchy with each position have an specific quantity of authority and responsibility.
· Predictability and stability which is the organization’s operations must follow a system of procedures that consist of formal regulations as well as rules (Griffin & Moorhead, 2014).
By having a set structure for the way an organization function, Weber provided the foundation from which an organization or business can thrive. Without such a formal structure, business may be lost in how they function, especially where it pertains to predictability and stability. By following specific and formal rules and regulations, organizations and the employees and management that exist in these organizations can avoid the pitfalls of wrongful behavior. In a way, Weber helped establish within classical organization theory, the ethics of how to exist and work within an organization.
Weber’s work could fall into the contingency approach. “A contingency approach suggests that organizational efficiency and effectiveness can be achieved in several ways. In a contingency design, specific…
References
Ashford, J. B., LeCroy, C. W., & Lortie, K. L. (2010). Human behavior in the social environment: A multidimensional perspective. Australia: Brooks/Cole, Cengage Learning.
Griffin, R. W., & Moorhead, G. (2014). Organizational behavior: Managing people and organizations. Mason, OH: South-Western/Cengage Learning.
Lussier, R. N. (2009). Management fundamentals: Concepts, applications, skill development. Australia: South-Westerm/Cengage learning.
Nanda, J. K. (2006). Management thought. New Delhi: Sarup & Sons.
Rahim, M. A. (2017). Managing Conflict in Organizations (4th ed.). Routledge.
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