2. Classical Administrative Management

3. Classical Bureaucratic managementClassicalManagement Theory

4. 2 Classical Management Theory ClassicalScientificSchool Focused on the manufacturing environment and individual’s work productivity and efficiency ClassicalAdministrativeSchool Emphasized the flow of information and how organizations should operate/functions of management ClassicalBureaucratic School Identified Organization as a system and management as a study of this system Emphasized the flow of information and how organizations should operate

5. Relationship Between Three Classical Theories Of Management Focuses on the individual worker’s productivity Focuses on the overall organizational system Focuses on the functions of management

6. 4 Lessons from Classical Scientific Thinkers Analyze everything Teach effective methods to others Constantly monitor workers Plan responsibly Control the work and the workers

7. HENRI FAYOLFather of Administrative management

9. He was a Frenchmanagement theorist.

17. Authority : The right to give orders and the power to exact obedience.

18. Discipline : No slacking, bending of rules. The workers should be obedient and respectful of the organization.

19. Unity of command : Each employee has one and only one boss.

20. Unity of direction : A single mind generates a single plan and all play their part in that plan.

22. Centralization : Consolidation of management functions. Decisions are made from the top.

23. Scaler Chain (line of authority) : Formal chain of command running from top to bottom of the organization, like military A B1 B2 C1 C2 D1 D2 E1 E2

25. Equity : Equality of treatment (but not necessarily identical treatment)

26. Personnel Tenure : Limited turnover of personnel. Lifetime employment for good workers.

27. Initiative : Thinking out a plan and do what it takes to make it happen.

29. Bureaucratic Management: Weber Max Weber (1864–1920) A German sociologist and historian who envisioned a system of management that would be based upon impersonal and rational behavior—the approach to management now referred to as “bureaucracy.” Division of labor Hierarchy of authority Rules and procedures Impersonality Employee selection and promotion

30. . Weber’s Forms of Authority Traditional authority Subordinate obedience based upon custom or tradition (e.g., kings, queens, chiefs). Charismatic authority Subordinates voluntarily comply with a leader because of his or her special personal qualities or abilities (e.g., Martin Luther King, Gandhi). Rational-legal authority Subordinate obedience based upon the position held by superiors within the organization (e.g., police officers, executives, supervisors).

31. Table 2.2 Weber’s Three Types of Authority Type Description TraditionalSubordinate obedience based upon custom or tradition Charismatic Subordinate obedience based upon special personal qualities associated with certain social reformers, political leaders, religious leaders, or organizational leaders Rational–legalSubordinate obedience based upon the position held by superiors within the organization

32. . Bureaucratic Hierarchical Power Structure