Contemporary Management Essay

The perfect heed forward motion attempted to put on logic and scientific methods to management of complex organisations, such as factories. It fictitious that at that place was one silk hat way to manage an enterprise. Classical commission comprises three different cash advancees Scientific Management, which represents Frederick W Taylors pull in, developed scientific principles of management, focal point on the individual, rather than the team and aimed to improve strength by production- form time studies, breaking each job down into its components and designing the quick and best methods of performing each component. He also encouraged employers to reinforcing stimulus productivity. Employees did the physical push back, managers did the planning and organising.According to Taylor, employees were motivated by money. From Taylors question emerged time studies, pop off studies and industrial engineering, making an important contribution to the primordial procedures of many an(prenominal) organisations. Bureaucratic Management emerged from the work of Max Weber, who developed an idealistic model organisation, hierarchical in structure, governed by a set of impersonal, noble rules and policies.Weber believed this was the most efficient way to organise and govern an enterprise. Henri Fayols Administrative Management assumed that 14 general principles of management could be apply to any situation or circumstance 1. division of work 2. authority 3. discipline 4. unity of command 5. unity of direction 6. supremacy of individual interest to the common good 7. remuneration 8. centralisation 9. pecking order 10. order 11. equity 12. stability of staff 13. initiative 14. espirit de corpsFayol sh ard out managerial activities into five functions planning, organising, commanding, coordinating and controlling. This idea set the basis for many sophisticated management techniques stressing keen-sighted central planning. The Human Relations approac h, focusing on work relationships as the key to improving workplace productivity, was divine by the Hawthorne studies performed by Elton mayo and Fritz Roethlisberger. They studied the effects of physical running(a) conditions on employee productivity and fatigue.These studies suggested that leaders are able to positively exploit employee motivation and productivity by showing concern for employee relationships. Mayo sight that a work mathematical group would establish its own informal group performance norm, which represented what it considered to be a fair level of performance. The work group would convince ratebusters to slow down and slackers to work faster. Mayos conclusion that work is a group activity had a big(p) influence on modern individual management.Two key aspects of the piece relations approach are employee motivation and leadership style. Pay loafer motivate only lower level needs and once those are satisfied, non-monetary factors such as praise, recognition , and job characteristics motivate human behaviour. Fayols Management approach emphasised maximum efficiency and productivity through sample operating procedures viewed money as the one true motivator for workers emphasize the need for managerial control and viewed organisations as machines.Taylors Scientific approach over-simplified the issues, emphasised the individual rather than the team and was hostile to trade unions and labour organisations. Whereas Fayol and Taylor both emphasised the production process and adjusted humans to this process, Mayos Human Relations approach emphasised the coordination of human and well-disposed elements in an organisation through consultation, participation, communication and leadership.However, the equation alone replaced rational economic man with emotional social man and this approach merely shifted the blame for poor performance from structural to personal attitudes and emotions. Both approaches held that there was one best way to manag e all organisations. Assess the relevancy of Classical Management theorists to the management of contemporary organisations. The modern assembly line pours out finished products faster than Taylor could ever have imagined. This production efficiency is just one legacy of Scientific Management.Its efficiency techniques have been applied to many tasks in non-industrial organisations, ranging from fast-food service to the training of surgeons. However, Taylors emphasis on productivity and speed placed undue pressures on employees to perform at faster and faster levels. This led to exploitation and resulted in more workers connector unions. Modern management is still viewed as a process that enables organisations to succeed their objectives by planning, organising and controlling their resources, as advocated by Fayol, but views gaining the commitment of their mployees through motivation as a key element. Hierarchical organisation (introduced by Fayol) has become the dominant, traditi onal mode of structure in large corporations and civilized/public service departments. In some cases this mechanistic model working best, however, the emphasis is on efficiency and control, whereas a greater balance amongst people and performance is generally considered the more desirable approach nowadays.Although the Classical Management (vertical/hierarchical) approach dominated organisational structure for decades, the Human Relations political campaign (horizontal/inter-departmental), encouraging adaptation to external changes, seems the more relevant approach for modern management. Contemporary management builds on the Classical and Behavioural approaches and goes beyond them. The Systems approach of different strokes for different folks finally put the one best way theory to bed and has dominated modern organisational analysis since the 1980s.The fortuity approach views the organisation as an organism, segmenting as it grows, each segment specialising in knowledge and ac tivity, all of which must cope with their external environment and meld harmoniously. The main difference between Classical and Contemporary approaches is the modern flavour that it is futile to search for one best way to manage an organisation. Instead, managers must take into account the internal and external environment to match the discriminate management practices to the surrounding circumstances for an effective outcome.