Classical Management Theorists Argumentative Essay Example
Classical Management Theorists Argumentative Essay Example

Classical Management Theorists Argumentative Essay Example

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  • Pages: 4 (1065 words)
  • Published: August 3, 2018
  • Type: Essay
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Both Frederick Taylor and Henri Fayol were influential theorists in the classical management movement, which laid the foundation for many other theorists. Taylor, an important figure in the early 20th century, made significant contributions to management. He proposed the principles of scientific management, aimed at enhancing industrial efficiency.

Taylor's belief was that management could be developed into a discipline. His principles of scientific management emphasized the importance of collaboration between management and workers, as well as enhancing the technical abilities of the workforce (Hodgetts, 1995). Taylor's approach, commonly referred to as scientific management, Taylorism, or Taylor's principles, earned him the title of the 'father of scientific management'. Similar to Frederick Taylor, Henri Fayol made significant contributions to classical management theory.

Both Fayol and Taylor had different career backgrounds and perspectives on management. Fayol, who started

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as an engineer and became a manager, emphasized five key roles of managers: planning, organizing, commanding, coordinating, and controlling. Conversely, Taylor began as a common laborer before advancing in the management hierarchy. While Fayol focused on principles of organization and management, Taylor emphasized work methods and efficiency. Despite these differences, both theorists recognized the importance of functional specialization.

Both individuals contended that all organizations must adhere to certain principles in order to function effectively and achieve successful outcomes. They both advocated for a management approach based on the concept of a single, optimal method. Fayol's five functions encompass various aspects such as planning, which entails developing action plans to bridge the gap between current state and desired objectives. A well-designed plan should possess qualities like unity, continuity, flexibility, and precision (Wren, 1994).

Planning is a crucial aspect of management

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as it establishes future objectives and the methods required to achieve them. Organizing, as stated by Fayol, encompasses providing a business with all necessary resources such as raw materials, tools, capital, and personnel. It is the responsibility of management to ensure that the human and material organization aligns with the goals, resources, and demands of the company. In addition to structuring the organization, organizing also involves acquiring raw materials and recruiting employees.

Without organizing there would be no need for a manager. Commanding, that is, adhering to the principle of the chain of command. Co-ordination to Fayol was more of a balancing act of matching expenses with revenues, maintaining equipment to live up to production goals and ensuring that sales and production were consonant (Wren, 1994). It is basically the synchronization of activities. Control involves verifying whether everything occurs in conformity with the plan and principles that have already been established (Wren, 1994).

The text emphasizes the importance of conformity to policies and regulations. It outlines the fourteen principles of management introduced by Taylor, including authority, responsibility, division of work, discipline, unity of command, unity of direction, subordination of individual interest, remuneration, centralization, scalar chain, order, equity, stability of tenure or personnel, and initiative. Taylor's principles of scientific management aimed to replace the rule of thumb method with a scientific approach to work. This involved selecting and training workers based on their suitability for a specific job and promoting cooperation to ensure adherence to scientific principles. The text also highlights the shared responsibility between management and workers in dividing work and responsibilities.The management now takes on more tasks and responsibility compared to the past when

these were mainly assigned to the workers (Hodgetts, 1995). Taylor's scientific management aimed to increase productivity, while Fayol's administrative management theory aimed to improve the overall effectiveness and efficiency of the organization. Scientific management focused on individual employee tasks, while general administrative management theory focused on the overall management of the organization. According to Pindur & Rogers (1995), general management theory was a broader theory that encompassed administrative management functions and is seen as the precursor to modern organization theory.

Henri Fayol viewed management as more than just creating systems to improve productivity. He believed it involved integrating various functions within an organization, including production, sales, finance, and more (Wren, 1994). Fayol emphasized that a manager's administrative skills were crucial for an organization's success, rather than technical skills. Similarly, Taylor's principle of developing a science for each aspect of work aligns with Fayol's function of Planning, as both involve following pre-established plans.

Taylor’s second principle, which involves scientifically training the worker and matching them with the job they are most suited for, shares similarities with Fayol’s principle of division of labor. Both principles aim to minimize costs and enhance productivity by assigning each worker tasks they are skilled at. Additionally, Taylor and Fayol both advocate for the idea that workers should be placed in positions that align with their abilities. Moreover, Taylor’s third principle is reinforced by Fayol's principle of stability of tenure and equity. Fayol himself recognized that his work and Taylor's work complemented each other as they both sought to enhance management through different approaches (Wren, 1994).

The difference in perspectives on management between Taylor and Fayol is attributed to their

different life experiences. Despite their differences, Taylor and Fayol's views on management complement each other. Their theories work together to achieve optimal efficiency in an organization. Taylor began as a worker, progressed through promotions, and ultimately became a manager. Consequently, his approach focused on the technical aspects of management and ways to enhance productivity through workers. He was interested in methods for improving efficiency.

Fayol and Taylor both had similar objectives in management. Fayol, who started as an engineer and became a manager, focused on integrating different aspects of an organization to achieve optimal outcomes. On the other hand, Taylor also shared the same goal but approached it differently. Implementing both Fayol's and Taylor's principles of management in an organization would lead to long-term efficiency, productivity, and profitability.

Fayol and Taylor shared similar views on management. However, their key difference lies in their perspectives. Taylor focused on the perspective of workers, analyzing their actions and their impact on productivity. He aimed to enhance efficiency by developing new methods and implementing his findings throughout the organization's hierarchy. On the other hand, Fayol examined management from a manager's point of view, taking a top-down approach in understanding the process.

Fayol combined various perspectives on organisation and management, while Taylor focused on work methods, measurement, and simplification to achieve efficiency. However, both methods are necessary for optimal results (Hodgetts, 1995; Pindur & Rogers, 1995; Wren, 1994).

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