Classical Management Theories

Classical organization theory was the first and main theory of organizations. The classical theory
found it in the industries of the 1930’s and still has great influence today. The classical theory is
including professions of mechanical and industrial engineering and economics. The theory is
based upon:

 Organizations occur to implement production–related and economic goals.

 There is one best way to organize for production, and that way can be found via
systematic, scientific inquiry.
 Production can be maximized through specialization and division of labor.
 People and organizations act in accordance with rational economic principles.
 Workers were seen as interchangeable parts in an industrial machine in which parts were
made of flesh only when it was impractical to do them of steel.
 Power driven machines resulted in production workers, and, in turn, shifted individual
craftsmanship.
 Factory system: resulted in capital intensive, highly coordinated production.
 Organizations should work like machines, using people, capital, and machines as their
inherited parts.
 Industrial and mechanical engineering-type thinking dominated theories about ’the best
way’ to organize for production.
 Deal with primarily the anatomy, or structure, of formal organizations.
 The job of the scientific manager, once ‘one best way’ was found, was to impose this
procedure on his or her organization. Classical organization theory comes up from a
corollary of this proposition. If there was one best way to implement any given
production task, then correspondingly, there must also be one best way to accomplish any
task of social organization – including organizing firms. Such principles of social
organization were assumed to be exist and to be waiting to be discovered via diligent
scientific observation and analysis.
 Organizations should be based on universally accepted scientific principles.
 Moreover, classical organization theory is based on four key pillars. They include
division of labor, the scalar and functional processes, structure, and span of control.
Given these major elements just about all of classical organization theory can be derived.
The division of labor is without doubt the cornerstone among the four elements. From it
the other elements flow as corollaries. For example, scalar and functional growth needs a
specialization and departmentalization of functions. Organization structure is naturally
based upon the direction which specialization of activities travels in company
development. Finally, span of control problems result from the various number of
specialized functions under the jurisdiction of a manager.
 The scalar and functional processes deal with the vertical and horizontal growth of the
organization, respectively. The scalar process means the growth of the chain of
command, the delegation of authority and responsibility, unity of command, and the
obligation to report. The division of the organization into specialized parts and the
regrouping of the parts into compatible units are elements of pertaining to the functiona
process. This process concentrates on the horizontal evolution of the line and staff in a
formal organization.
 Structure is the logical relationships of functions in an organization, arranged to
implement the objectives of the company efficiently. Structure accomplishes system and
pattern. Classical organization theory mostly works with two basic structures, the line and
the staff. However, such activities as committee and liaison functions fall quite readily
into the purview of structural considerations. Again, structure is the intermediary for
introducing logical and consistent relationships among the diverse functions which
comprise the organization.
 The span of control concept relates to the number of subordinates a manager can
effectively supervise. Regardless of interpretation, span of control has importance, in
part, for the form of the organization which evolves via growth. Wide span yields a flat
structure; short span results in a tall structure. Further, the span concept directs attention
to the complexity of human and functional interrelationships in an organization.

Classical organization theory is dealt with hierarchical levels of authority and coordination
along with horizontal differentiations between units. Early structural theorists include Adam
Smith, Daniel McCallum, Fredrick Winslow Taylor, Max Weber, and Henri Fayol.
Adam Smith’s (1776) division of labor underlines the positive effects of specialization in
regards to overall productivity within the organization. This work came at the dawn of the
industrial revolution and is the most serious and influential statement on the economic rationale
of organization McCallum (1856) dealt with general principles of Smith’s organization,
concentrated on the flow of information up and down and is credited with designing the first
organizational chart.

``Taylor expanded on the work of Smith and McCallum by focusing on increasing output by
using scientific methods to discover the fastest, most efficient, and least fatiguing production
methods.`` Taylor’s (1916) approach underlines scientific management and its use in making the
worker more efficient, thereby generating more wealth for themselves and the world. Taylor
looked for to find the most advantageous vehicle to get work done with in the design of the
organization. Weber took a more macro view at the organization, drawing upon studies of
ancient organizations in Egypt, Rome, China, and the Byzantine Empire

Weber (1922) defines a bureaucracy, a specific set of structural arrangements, and how those in
the organization function. Fayol focused his study on the theory of management within the
organization and believed that his concept of management
was universally applicable as well (Shafritz et al., 2005). His primary contributions were his

14 principles that caused clear organizational success (Fayol, 1949). Each of these men built

their theories through using each other’s work. These theorists sought organizations as

machines requiring boundaries between units. They based upon predictability and accuracy,

achieved via control, specialization, the vertical flow of information, and limited exchanges
with the external environment (Kuk, 2012).

The importance of these works is their collective progression explaining the efficiency of work

and the definition of organizations. ``The maturation of classical organization theory parallels

the development of student affairs organizations in that they have both expanded with time.

Individual deans of men and women broadened into personnel departments and, eventually,

divisions dedicated to student services (Ambler, 2000).`` As these new organizations

developed, they used scientific management and established bureaucracy to more efficiently

serve students, while their demands for service increased and diversified.

As one would expect, people are seen as a means to an end under this theory. Very little thought

is put into how workers feel about doing a job or the ideas they may have for developing them.

The main focus is on maximizing efficiency in order to meet financial goals. For each job there

is thought to be one best way for achieving the goal. Specialization also defines this theory.

The production worker, who is a specialist in only one or two steps of the process, is quickly
replacing the craftsman, who in the past would implement a series of tasks to produce a product.

Structures are seen as the basic intermediaries for organizations to achieve the bounded

rationality. In classical organization theory, the rationalization of organizational structure is the

main object. Organizational issues are researched on static-structure-legal perspective, and the

core is the rationalization. Classical organization theory underlines the organizational

specialities are impersonal and rational; concentrates on the organizational structure designing,

the basic principle and the basic management function of organizations. The classical

organization theory is the typical management philosophy in the perspective of Human-

Machine relationship, which based on the hypothesis of ‘economic man’. People lost their

humanity in society, into a machine, and lost initiative in the work.

MAJOR THEORISTS AND CONTRIBUTIONS

Socrates - Generic Management

History demonstrates that management was involved whenever people wanted to implement
something by means of joint effort. Think, for example, of the building of the pyramids in

Egypt, the Coliseum in Rome or the Great Wall of China. When we consider how the stones

were cut and transported over great distances in order for them to be used in such impressive

construction projects, it is clear that leading and masterminding these projects must have

demanded excellent management skills. No doubt that in the ancient documents of philosophers

like Plato and Xenophon, we see passages which are devoted to management (Keuning,

Bossink and Tjemkes, 2010).

For example, in one of his debates on management, Socrates says:

... if a man knows what he wants and can get it, he will be a good controller, whether he controls

a chorus, an estate, a city or an army. Don’t look down on businessmen ... for the management

of private concerns differs only in point of number from that of public affairs ... neither can be

carried on without men ... and the men employed in private and public transactions are the same

... and those who understand how to employ them are successful directors ... and those who do
not, fail in both ... Taken from Socrates’ debates as recorded by Xenophon in Memorabilia

(III.IV. 6-12) and Oeconomicus.

Socrates also adds that if a manager could cope well with one organization, he/she would be

able to cope with others, even regardless of purpose and function.

Adam Smith – Of the Division of Labor

The famous and known Scottish economist Adam Smith was one of the first to look at the

effects of various manufacturing systems. He compared the relative performances of two

different manufacturing methods. The first was similar to crafts-style production, in which each

employee was responsible for all of the 18 tasks involved in producing a pin. The other had

each employee implementing only one or a few of the 18 tasks that go into making a completed

pin.

Smith found that factories in which employees specialized in only one or a few tasks had better

performance than factories in which each employee implemented all 18 pin-making tasks. In
fact, Smith could reach the result that 10 employees specializing in a particular task could,

between them, make 48 000 pins a day, whereas those employees who performed all the tasks

could make only a few thousand at most. Smith questioned that this difference in performance

occurred due to the employees who specialized became much more skilled at their specific

tasks, and, as a group, were thus able to produce a product faster than the group of employees

in which everyone had to implement many tasks. Smith concluded that increasing the level of

job specialization the process by which a division of labor occurs as various employees

specialize in different tasks over time increases efficiency and causes higher organizational

performance. (Wren, 2009)

Based on Adam Smith’s observations and experiences, early management practitioners and

theorists focused on how managers should organize and control the work process to maximize

the advantages of job specialization and the division of labor.

Smith's underlying assumptions are as follows: (Shafritz et al., 2005)

 This great increase of the quantity of work, which, in consequence of the division of

labor, the same number of people are capable of performing, is owing to three

difference circumstances; first, to the increase of dexterity in every particular workman;

secondly to the saving of the time which is generally lost in the passing from one species

of work to another and lastly, to the invention of a great number of machines which

ease and abridge labor, and enable one man to do the work of many.

 It is the great multiplication of the productions of all the various arts, in consequence

of the division of labor, which occasions, in a well-governed society, that universal

opulence which extends itself to the lowest ranks of the people.

 “If we examine, and consider what a variety of labor is employed about each of them,

we shall be sensible that without the assistance and cooperation of many thousands, the

very meanest person in a civilized country could not be provided, even according to,

what we very falsely imagine, the easy and simple manner in which he is commonly
accommodated.``

Owen and Babbage - On the Division of Labor

In the nineteenth century, Robert Owen and Charles Babbage seriously dealt with the quest for

the development of management theory. Owen was an entrepreneur and social reformer while

Babbage was a noted mathematician with a strong managerial interest.

Robert Owen’s ideas originated from his ownership of a cotton mill in New Lanark, Scotland

where he developed a strong interest in the welfare of the 400 to 500 child employees. Owen

spearheaded a legislative movement to limit child employment to those over the age of ten

while reducing the workday to 10 1/2 hours.

In 1813 Owen published a pamphlet, A New View of Society, where he explained his vision

of society. He also became active in developing living conditions of employees via the

accomplishment of developments in housing, sanitation, public works and establishing schools

for the children. Owen strongly believes that character is a product of circumstances and that
environment and early education is critical in forming good character. While being extremely

controversial during his lifetime, Owen is known as with being the forerunner of the modern

human relations school of management.

Charles Babbage, a noted English mathematician, is credited as being the “father of the modern

computer” for implementing the main research for the first practical mechanical calculator as

well as doing basic research and development on an “analytical engine” acknowledged to be

the forerunner of today’s modern computer. His interest in management came largely from his

concerns with work specialization or the degree to which work is divided into its parts. This is

now recognized as being the forerunner of contemporary operations research.

Babbage’s other major management contribution stemmed from the development of a modern

profit-sharing plan including an employee bonus for useful suggestions as well as a share of

the company’s profits. While both Owen and Babbage were significant nineteenth century

management innovators, their efforts lacked the central tenets of a theory of management.
Owen was primarily known as with making specific suggestions regarding management

techniques in the areas of human relations while Babbage is credited with developing the

concepts of specialization of labor and profit sharing. These pre-classicists paved the way for

the theoretical ferment of the classical school of management. (Ibid.)

Daniel McCallum – Superintendent's Report

The Scot, Daniel McCallum, was general superintendent of the Eric Railroad in the USA. In

the years between 1827 and 1861 railways were occurred as American’s first “big business.”

By the 1850s major railways were emerging which were over 500 miles (800 km) long and

with thousands of employees. Modern management concepts had their beginning as ways had

to be found to operate these entire new and large and complex organizations. Daniel Craig

McCallum was faced with this problem. McCallum was self-taught architect and civil engineer

and in 1854 he became the general superintendent of the Erie Railroad. McCallum quickly

gained reputation for being an innovator in railway operations and administration.

He adapted the electric telegraph to railway operations and management. Use of the telegraph

in train dispatching made operations safer and more efficient and daily reports from train

conductors and station agents covering all crucial matters of train operations, passenger

movement and freight handling tabulated in the statistical data provided minute and accurate

information which management required for complex business decisions. Furthermore,

McCallum sharpened lines of authority and communications in the management structure of

the Erie Railroad.

McCallum concluded this overall concept of corporate management in 1855 in six general

principles of administration: (Sibul, 2012)

 A proper division of responsibilities

 Sufficient power conferred to enable the same to be fully carried out, that such

responsibilities be real in their character

Means of knowing if such responsibilities are faithfully executed

 Great promptness in the report of all derelictions of duty that the evils may be corrected

 Such information, to be obtained through a system of daily reports and checks that will

not embarrass principal officers, nor lessen their influence with subordinates

 The adoption of a system, as a whole, which will not only enable the General

Superintendent to detect errors immediately, but will also point out the delinquent.

Henry R. Towne – The Engineer as Economist

Henry R. Towne, President of the Yale and Towne Manufacturing Company, published a paper

on “The Engineer as an Economist.” Towne (1886, pp. 428-429) observed that:

“there are many good mechanical engineers: there are also many good ‘businessmen’; but the

two are rarely combined in one person. But, this combination of qualities ... is essential to the

management of industrial works, and has its highest effectiveness if united in one person... the

matter of shop management is of equal importance with that of engineering... and the

management of works has become a matter of such great and far-reaching importance as
perhaps to justify its classification also as one of the modern arts . . . [and] essential to the

efficient management of the business, and especially to increased economy of production”.

Since no other engineering group appeared to be concerned with management, Towne proposed

that the ASME (American Society of Mechanical Engineers ) create an “Economic Section” to

act as a forum for “shop management” and “shop accounting.”

Shop management would interest with the subjects of organization, responsibility, reports, and

all that pertained to the “executive management” of works, mills, and factories. “Shop

accounting” would treat the question of time and wage systems, determination and allocation

of costs, methods of bookkeeping, and all matters that pertained to manufacturing accounts.

Thus, a body of literature could be developed, existing experience could be recorded, and the

ASME could provide for an interchange of ideas about management. Towne’s paper was an

important turning point in the development of management thinking because of his recognition

that factories required engineers who would think in economic terms of efficiency.
Towne's underlying assumptions are as follows: (Shafritz et al., 2005)

 ``To ensure the best results, the organization of productive labor must be directed and

controlled by persons having not only good executive ability, and possessing the

practical familiarity of a mechanic or engineer with the goods produced and he

processes employed, but having also, and equally, a practical knowledge of how to

observe, record, analyze and compare essential facts in relation to wages, supplies,

expense accounts, and all else that enters into or affects the economy of production and

the cost of the product.``

 ``There are many good mechanical engineers; -- there are also many good business

men; -- but the two are rarely combined in one person. But this combination of qualities,

together with at least some skill as an accountant, either in one person or more, is

essential to the successful management of industrial works, and has its highest

effectiveness if united in one person, who is thus qualified to supervise, either

personally or through assistants, the operations of all departments of a business and to

subordinate each to the harmonious development of the whole.``

 ``Under the head of Shop Management fall the questions of organization, responsibility,

reports, systems of contract and piece work, and all that relates to the executive

management of works, mills and factories. Under the head of Shop Accounting fall the

questions of time and wages systems, determination of costs, whether by piece or day-

work, the distribution of the various expense accounts, the ascertainment of profits,

methods of book keeping, and all that enters into the system of accounts which relates

to the manufacturing departments of a business, and to the determination and record of

its results.``

James Watt – Steam Engine

James Watt was an inventor and mechanical engineer whose developments in steam engine

technology drove the Industrial Revolution. Watt did not invent the steam engine. Steam
engines were already in existence, mainly being used to pump water out of mines. He made

crucial changes to the design, increasing efficiency and making steam engines cheaper to run.

Watt was one of the individuals with Smith who was the most responsible for pushing the world

into industrialization.

Captain Henry Metcalfe – The Cost of Manufactures and the Administration of

Workshops

Metcalfe was urged managers to record production events and experiences systematically so

that they could use information to improve production processes. He published the Cost of

Manufactures and the Administration of Workshops and he was pioneered in the application of

pre-scientific management methods to the problems of managerial control and asserted that

there is a “science of administration”.

Henri Fayol – General Principles of Management

Fayol discussed personal efforts and team dynamics create ideal organization. Before the
publishing of “The Principles of Scientific Management" in the USA in 1911, Fayol was a

successful French mining engineer and senior executive. Fayol believed into that management

theories could be developed, then taught for the overall good of organizations and society. He

advocated that if a manager wants to be successful, he is required to learn his main management

roles-functions: to forecast and plan, to organize, to command, to co-ordinate and to control.

Fayol thought that his principles would be useful to all types of managers, indeed 90 years

passed his six principle roles of management are still actively practiced today.

He developed the first comprehensive theory of management. Believed his concept (6

principles) was universally applicable to every type of organization: (Ehiobuhe and Tu, 2012)

 Technical (production of goods)

 Commercial (buying, selling, and exchanging activities)

 Financial (raising and using capital)

 Security (protection of property and people)

Accounting

 Managerial (coordination, control, organization, planning, and command of people)

His major emphasis was on people. It addressed such variables as division of work, authority

and responsibility, discipline, unity of command, unity of direction, subordination of individual

interest to general interest, remuneration of personnel, centralization, scalar chains, order,

equity, stability of personnel tenure, initiative and esprit de corps.

Fayol's 14 principles are as follows: (Shafritz et al., 2005)

 Division of Work: The object of division of work is to produce more and greater work

with the same effort. Division of work allows reduction in the number of objects to

which attention and effort must be directed and has been recognized as the best means

of making use of individuals and of groups of people.

 Authority and Responsibility: Authority is the right to give orders and the power to

exact obedience. Authority is not to be conceived of apart from responsibility that is

apart from sanction – reward or penalty – which goes with the exercise of power.

Responsibility is a corollary of authority, it is its natural consequence and important

counterpart, and wheresoever’s authority is exercised responsibility arises.

Nevertheless, generally speaking, responsibility is feared as much as authority is sought

after, and fear of responsibility paralyses much initiative and destroys many good

qualities. A good leader should possess and infuse into those around him courage to

accept responsibility.

 Discipline: Discipline is in essence obedience, application, energy, behavior, and

outward marks of respect observed in accordance with the standing agreements between

the firm and its employees, whether these agreements have been freely debated or

accepted without prior discussion, whether they derive from the wish of the parties to

them or from rules and customs, it is these agreements which determine the formalities

of discipline. Nevertheless, general opinion is deeply convinced that discipline is

absolutely essential for the smooth running of business and that without discipline no

enterprise could prosper. Discipline what leaders make it.

 Unity of Command: In all human associations, in industry, commerce, army, home,

state, dual command is a main source of conflicts, very grave sometimes, which have

special claim on the attention of superiors of all ranks.

 Unity of Direction: The principle is expressed as: one head and one plan for a group

of activities having the same objective. Unity of direction (one head one plan) should

not be confused with unity of command (one employee to have orders from one superior

only). Unity of direction is provided for by sound organization of the body corporate,

unity of command turns on the functioning of the personnel. Unity of command cannot

occur without unity of direction, but does not flow from it.

 Subordination of Individual Interest to General Interest: This principle brings to

mind the fact that in a business the interest of one employee or group of employees
should not prevail over that of the concern, that the interest of the home should come

before that of its members and that interest of the state should have pride of place over

that of one citizen or group of citizens. It seems that such an admonition must not need

calling to mind. But ignorance, ambition, selfishness, laziness, weakness, and all human

passions tend to cause the general interest to be lost sight of in favor of individual

interest and a perpetual struggle has to be waged against them.

 Remuneration of Personnel: Remuneration of personnel is the price of services

rendered. It should be fair and, as far as is possible, afford satisfaction both to personnel

and firm (employee and employer). The rate of remuneration bases, firstly, on

circumstances independent of the employer’s will and employee’s worth, cost of living,

abundance or shortage of personnel, general business conditions, the economic position

of the business, and after that it depends on the value of the employee and mode of

payment adopted.
 Centralization: Like division of work, centralization relates to the natural order; this

turns on the fact that in every organism, animal or social, sensations converge towards

the brain or directive part, and from the brain or directive part orders are sent out which

set all parts of the organism in movement.

 Scalar Chain: The scalar chain is the chain of superiors ranging from the ultimate

authority to the lowest ranks. The line of authority is the route followed – through every

link in the chain – by all communications which start from or go to the ultimate

authority. This path is dictated both by the need for some transmission and by the

principle of unity of command, but it is not generally the swiftest.

 Order: Material order means a place for everything and everything in its place. Social

order means a place for everyone and everyone in his place.

 Equity: Why equity and not justice? Justice is putting into execution established

conventions, but conventions cannot foresee everything, they need to be interpreted or

their inadequacy supplemented. For the personnel to be encouraged to carry out its

duties with all the devotion and loyalty of which it is capable it must be treated with

kindliness and equity results from the combination of kindliness and justice. Equity

excludes neither forcefulness nor sternness and the application of it needs much good

sense, experience, and good nature.

 Stability of Tenure of Personnel: Time is needed for an employee to get used to new

work and succeed in doing it well; always assuming that he possesses the requisite

abilities. If when he has got used to it, or before then, he is removed, he will not have

had time to render worthwhile service. If this be repeated indefinitely the work will

never be properly done. The undesirable consequences of such insecurity of tenure are

especially to be feared in large concerns, where the settling in of managers is generally

a lengthy matter. Much time is required indeed to get to know men and things in a large

concern in order to be in a position to decide on a plan of action, to gather confidence

in oneself, and in spite it in others.

 Initiative: Thinking out a plan and ensuring its success is one of the keenest

satisfactions for an intelligent man to experience. It is also one of the most strongest

stimulants of human endeavor. This power of thinking out and executing is what is

called initiative, and freedom to propose and to execute belongs too, each in its way, to

initiative. At all levels of the organizational ladder zeal and energy on the part of

employees are augmented by initiative. The initiative of all, added to that of the

manager, and supplementing it if need be, shows a great source of strength for

businesses. This is mainly apparent at difficult times; hence it is required to encourage

and develop this capacity to the full.

 Esprit de Corps: Union is strength. Business heads would do well to ponder on this

proverb. Harmony, union among the personnel of a concern, is great strength in that

concern. Effort, then, should be made for creation of it.

Frederick Winslow Taylor – The Principles of Scientific Management

Known as the father of the Scientific Management movement. His best work acknowledged as

the Principles of Scientific Management. Pioneered time and movement studies – a.k.a.

“Taylorism” or “Taylor system”. Offered scientific management as the way for firms to

increase profits, get rid of unions, “increase the thrift and virtue of the working classes,” and

raise productivity so that the broader society could enter a new era of harmony based on higher

consumption of mass-produced goods by members of the laboring classes. Gathered credence

for the notion that organizational operations could be planned and controlled systematically by

experts using scientific principles. He concentrated on the notion that there was ‘one best way’

for implementing any given task, Taylor’s scientific management sought to increase output by

using scientific methods to discover the fastest, most efficient, and least fatiguing production

methods. In some senses, he spread Adam Smith’s “gospel”.

Taylor's underlying assumptions are as follows: (Shafritz et al., 2005)

 ``What is the real meaning of this? All that you have to do is to bring wealth into this

world and the world uses it. That is the real meaning. The meaning is that where in

1840 cotton goods were a luxury to be worn only by rich people when they were hardly

ever seen on the street, now every man, woman, and child all over the world wears

cotton goods as a daily necessity.``

 ``The one great thing that marks the improvement of this world is measured by the

enormous increase in output of the individuals in this world. There is fully twenty times

the output per man now than there was three hundred years ago. That marks the increase

in the real wealth of the world; that marks the increase of the happiness of the world,

that gives us the opportunity for shorter hours, for better education, for amusement, for

art, for music, for everything that is worthwhile in this world.``

 ``Scientific management at every step has been an evolution, not a theory. That series

of proper eliminations, that evolution, is what is called scientific management. Every

element of it has had to fight its way against the elements that preceded it, and prove

itself better or it would not be there tomorrow.``

 ``Scientific management does not exist and cannot exist until there has been a complete

mental revolution on the part of the workmen working under it, as to their duties toward

themselves and toward their employers, and a complete mental revolution in the outlook

for the employers, toward their duties, toward themselves, and toward their workmen.

``

 ``The new outlook that comes under scientific management is this: The workmen, after

many object lessons, come to see and the management come to see that this surplus can

be made so great, providing both sides will stop their pulling apart, will stop their

fighting and will push as hard as they can to get as cheap an output as possible, that

there is no occasion to quarrel. Each side can get more than ever before. The

acknowledgement of this fact represents a complete mental revolution…``

 ``These are things which make scientific management a success. These new duties,

these new burdens undertaken by the management have rightly or wrongly been divided

into four groups, and have been called the principles of scientific management. The first

of the great principles of scientific management, the first of the new burdens which are

voluntarily undertaken by those on the management side is the deliberate gathering

together of the great mass of traditional knowledge which, in the past, has been in the

heads of the workmen, recording it, tabulating it, reducing it in most cases to rules,

laws, and in many cases to mathematical formulae, which, with these new laws, are

applied to the cooperation of the management to the work of the workmen. The next of

the four principles of scientific management is the scientific selection of the workman,

and then his progressive development. The third principle is the bringing together of

this science of which I have spoken and the trained workmen. The fourth principle is

the plainest of all. It involves a complete re-division of the work of the establishment.``
 ``Under scientific management you ask no one. Every little trifle, here is nothing too

small, becomes the subject of experiment. The experiments develop into a law; they

save money; they increase the output of the individual and make the thing worthwhile.``

 ``One of the first principles, we adopted was that no man in that labor gang could work

on the new way unless he earned sixty percent higher wages than under the old plan.``

 ``Under the new, the teacher is welcomed; he is not an enemy, but a friend. He comes

there to try to help the man get bigger wages, to show him how to do something. It is

the great mental change, the change in the outlook that comes, rather than the details of

it.``

 ``The very fair and proper question, the only question to ask is “Does it pay?” because

if scientific management does not pay in dollars and cents, it is the rankest kind of

nonsense. There is nothing philanthropic about it. It has got to pay because business

which cannot be done on a profitable basis, ought not to be done on a philanthropic

basis, for it will not last.``

 ``The case of which I am going to tell you is one in which my friend Barth went to

introduce scientific management in the works of an owner, who, at between 60 and 70

years of age, had built up his business from nothing to almost five thousand men.``

 ``Scientific management makes no pretense that there is any finality in it. We merely

say that the collective work of thirty or forty men in this trade through eight or ten years

has gathered together a large amount of data. Every man in the establishment must start

that way, must start our way, I do not care what it is, and we will make an experiment

to see if it is better. It will be named after him, and he will get a prize for having

improved on one of our standards. There is the way we make progress under scientific

management. There is your justification for all this. It does not dwarf initiative, it makes

true initiative. Most of our progress comes through our workmen, but comes in a

legitimate way.``
Henry Gantt - Gantt Chart

Henry L. Gantt worked with Taylor on several projects. But when he went out on his own as a

consulting industrial engineer, Gantt began to reconsider Taylor's incentive system.

Abandoning the differential rate system as having too little motivational impact, Gantt found a

new idea. Every worker who finished a day's assigned work load would win a 50‐cent bonus.

Then he added a second motivation. The supervisor would earn a bonus for each worker who

reached the daily standard, plus an extra bonus if all the workers reached it. This, Gantt

reasoned, would spur supervisors to train their workers to do a greater job. Every worker's

progress was rated publicly and recorded on individual bar charts, in black on days the worker

made the standard, in red when he or she fell below it. Going beyond this, Gantt originated a

charting system for production scheduling; the "Gantt chart" is still in use today. In fact, the

Gantt Chart was translated into eight languages and used all over the world. Starting in the

1920s, it was in use in Japan, Spain, and the Soviet Union. It also shaped the basis for two
charting devices which were created to assist in planning, managing, and controlling complex

organizations: the Critical Path Method (CPM), originated by Du Pont, and Program

Evaluation and Review Technique (PERT), developed by the Navy. Lotus 1‐2‐3 is a creative

application of the Gantt Chart. (Witzel, 2012)

Frank Gilbreth & Lillian Gilbreth - THERBLIGs

Gilbreth was particularly dealt in how could decrease the unnecessary motions caused from

bricklaying at a construction site; succeeded in reducing the motions from 18 to 4. Then

proposed that each worker should took place in doing his or her own work, prepare for the next

higher level, and training their successors. Time and motion study including THERBLIGs,

“cheaper by the dozen” movie: raised dozen children through scientific management principles.

(Shafritz et al., 2005)

Frank B. and Lillian M. Gilbreth made their contribution to the scientific management

movement as a husband‐and‐wife team. Lillian and Frank collaborated on fatigue and motion
studies and focused on ways of promoting the individual worker's welfare. To them, the

ultimate aim of scientific management was to help workers reach their full potential as human

beings. In their conception, motion and fatigue were intertwined every motion that was

eliminated reduced fatigue. Using motion picture cameras, they tried to find the most

economical motions for each task in order to upgrade performance and reduce fatigue. The

Gilbreths argued that motion study would raise worker morale because of its obvious physical

benefits and because it demonstrated management's concern for the worker.

Carl O. Barth –

Norwegian Carl Barth was born in 1860 and immigrated to the United States at the age of 21.

Carl Barth gave up working directly with Frederick Taylor and Henry Gantt at Bethlehem Steel.

Barth left Benthlehem Steel in order to continue at the side of his new mentor, Frederick Taylor.

Eventually Barth went out his own helping firms adopt Scientific Management. He enjoyed

great success accomplishing Taylor's version of Scientific Management, from which Barth
rarely ever strayed. Barth shared his opinion that only those who personally knew and worked

with Taylor could accurately teach the principles of Scientific Management (Wren, 2005). He

also convinced Harvard Business School’s dean to use Taylorism model for modern

management.

Max Weber – Bureaucracy

Greatly influenced by Taylor, his work on implications of bureaucracy. He benefited from an

ideal type approach to extrapolate from the real world the central core of features characteristic

of the most fully developed bureaucratic form of organization.

Characteristics of Bureaucracy (Shafritz et al., 2005)

 There is the principle of fixed and official jurisdictional areas, which are mostly ordered

by rules, that is, by laws or administrative regulations.

 The principles of office hierarchy and of levels of graded authority mean a firmly

ordered system of super and subordination in which there is a supervision of the lower
offices by the greater ones.

 The management of the modern office is act upon written documents (the files) which

are secured in their original or draught form.

 Office management, at least all specialized office management and such management

is distinctly modern usually presupposes via and expert training.

 When the office is fully developed, official activity demands the full working capacity

of the official, irrespective of the fact that his obligatory time in the bureau may be

firmly delimited.

 The management of the office follows general rules, which are more or less stable, more

or less exhaustive, and which can be learned.

Luther Gulick - POSDCORB

Influenced by Fayol. He invented POSDCORB – the seven major functions of executive

management appeared in the Papers of Science and Administration (1937).

POSDCORB: If these seven elements may be accepted as the major duties of the chief

executive, it follows that they may be separately organized as subdivisions of the executive.

 Planning

 Organizing

 Staffing

 Directing

 Coordinating

 Reporting

 Budgeting

STRENGTHS AND WEAKNESSES OF THE CLASSICAL THEORY

Strengths: (Shafritz et al., 2005)

• This theory has a narrow focus on developing production related economic goals (strength

and weakness).
• It uses systematic, scientific inquiry.

• Helped to create division of labor, time and movement studies, and organized planning

models (such as POSDCORB).

• Tested to address, and further, organizational functions when few resources existed.

Weaknesses: (Ibid.)

• This closed-system, rational theory is maybe too narrowly focused on production and reduces

the human component to simply machines.

• This theory helped invent the industrial revolution, which led to deterioration of individual

craftsmanship.

• It allows capital intensive economies.

• Classical theory is largely derived intellectually rather than empirically – this was the basis

of much criticism.

• It is primarily concerned with anatomy/structure rather than individual needs and potentials.
• It did not take large-scale changes in environments into consideration too much.

DISCUSSION AND CONCLUSION

The classical thinkers of the late nineteenth and early twentieth century have made various

valuable contributions to the theories and practices of management. But, their theories did not

always achieve wanted results in the situations that were developing in the early twentieth

century. Shifts were occurring in these fields that gave birth to new perspectives on

management. The classical management theory was not only crucial in the past, but also

continues to be crucial in present, both in the erection of modern-day edifices.

Successful management needs an understanding of the fundamental concepts of effective

management techniques and principles. In order to gain such insight, and manage effectively

and efficiently, managers must be having an awareness of past management principles, models

and theories. From the turn of the 19th Century, the requirement for a formal management

theory was growing evidence that organizations required a system to guide managers in an
attempt to improve productivity and efficiency of workers. (Ehiobuche and Tu, 2012)

The classical theories are based on a pyramid, hierarchical structure and autocratic

management, clear chain of command and short spans of control. Classical management theory

is a group of similar ideas on the management of organization that evolved in the late 19th and

early 20th centuries. As stated above in the paper Scientific, Bureaucratic Autocratic,

Administrative are presented as the 3 main categories under classical theory. The predominant

and common characteristics of all the 3 branches is they underline the economic rationality of

management and the organization. The economic rationality is based on the assumption that

people are motivated to by the economic incentives and that they make choices that yield the

greatest monetary benefits. Classical theorists recognized human emotions but also felt that a

logical and rational structuring of jobs could control human emotions. The primary contribution

of the classical school of management includes applying science in practical management,

developing basic management function and processes, and determining the application of
specific principles of management. (Ibid.)

In the modern world, the classical theory is greatly criticized as being out-dated. The notion of

rational economic person is often strongly criticized. Reward based management might be

100% applicable in the 19th century and for few people/organizations today. This might not

hold good in the current work where the aspirations and education levels of people has greatly

changed. Also organizations have grown more complex and hence require more creativity,

ownership and judgment from each of the employees. Classical theory also assumes that all

types of organizations can be managed according to one set of principles, but this need not be

true in all cases. With changes in objectives, structures and environment, Organizations have

made changes in principle and how organizations need to be managed efficiently and

effectively for better productivity. (Ibid.)

The principles detailed by the classical theory are not wholly scientific and also did not stand

for the test of time. They reflected the individual’s empirical observations and their own logical
deductions and not a true scientific-based research and evidence. Although the classical theory

is criticized as outdated and has become history, still this is the leading school of thought and

the most popular kind of management found in practice in today’s business structures even

though they do not in practical terms reflect universal application and appeal.