1. CLASSICAL MANAGEMENT APPROACH

2. Introduction Managed have been used for thousands of years. I.e. Pyramids of Giza in Egypt well coordinated management practices. Industrial revolution(1700s) promoted different management theories. Increasing number need for management To a large extent, management tends to focus on the needs of the society at the time. Each different i.e social and economic 3. Introduction Management approaches influence; The organization and allocation of tasks to staff The organizational structure levels of management Management styles. 4. Activity-Paper Plane You are about to embark on your latest venture Running a large paper plane business. Your teams task is to make the ultimate paper plane. *awards for best plane and best design. 1. Get into groups of three or four. Each team becomes a business. 2. Your team has 5 minutes to make the best paper plane that will travel the longest distance. 3. As a team, determine what the goals for your business will be. Write down an action plan for your business (your strategies). 4. Discuss a design for your plane and then produce it, making sure you do your best to meet all of your goals. 5. Find a safe place to test your planes. Use a tape measure to determine the distance. Record measurements 6. The winner will be the group whose plane travelled furthest. And awards for best looking plane. 5. Classical management approach Industrial revolution encountered mass production, off the back of reliable steam powered machines. Problems, Employees, managerial structure, worker satisfaction. Response Find the best way, Evolution of classical approach had begun. 6. Classic Scientific approach Managed approach, Frederick W Taylor (18561915) Taylor's four principles of scientific management are as follows: Examine task to determine the most efficient method Train workers to use the developed work methods. Supervise workers to ensure they use work methods Allocate responsibility for carrying out work as planned. 7. Classical Scientific approach E.G MacDonald's using this approach for their preparation of food. It adopts other management practices with dealing with employees i.e human relations aspect. Management approaches changes, although the managers realize that motivating employees is crucial for success. 8. FORD MODEL T- 100 years later Examine task to determine the most efficient method Henry Ford cleverly payed his employees $5 a day which was a huge increase in pay compared to other jobs that were available at the time Allocate responsibility for carrying out work as planned. 9. Classical - Bureaucratic approach Pioneered by Max Weber and Henri Fayol Most efficient form of organization and should have: strict hierarchical organizational structure clear lines of communication and responsibility jobs broken down into simple tasks; specialization rules and procedures impersonal evaluation of employee performance to avoid favoritism and bias. Self-serving and uncaring ?? 10. The process 11. Management as planning Planning is the preparation of a predetermined course of action for a business which is often referred to as the primary management function. Effective planning provides a vision and goals for a business, strategies to achieve the vision/ goals, and anticipation of future directions for change. Levels of planning: There are 3 types of plans which allow business goals to be achieved: Strategic planning is planning for the following 3-5 years. Strategic planning specifically assists in the whereabouts of the business in the market and what the business wants to achieve in relation to its competitors. For example, Dr. Lamberts primary goal for Scots in the next 3-5 years is Brave Hearts Bold Minds. Tactical planning is flexible planning over 2-3 years which primarily assists in implementing the strategic plan. Tactical planning allows the business to respond quickly to changes through achieving business goals by reallocating resources. For example, Mr Browning Operational planning provides detail about how the business will operate in the short-term. Management controls the day-to-day operations that contribute to achieving short-term actions and goals. An example of an operational plan is daily/weekly production schedules. 12. Management as organising Organising is the next part of the process when management puts into practice the goals that were determined in the planning stage. Organising is determining what is to be done, who is to do it and how it is to be done. The organization process: The organization process is the range of activities that translate the goals of a business into reality. These activities include the following three steps: 1. Determining the work activities Work activities required to achieve management objectives must be determined then broken down into smaller steps. 2. Classifying and grouping activities This Is efficient after breaking down work activites into smaller steps as it enables the most appropriate allocation of resources. 3. Assigning work and delegating authority This step in the organization process determines who is to carry out the work, and who has the responsibility to ensure that the work is carried out. Delegation also involves ensuring that the person who has been given responsibility does carry out the processes. 13. Management as controlling Controlling compares what was intended to happen with what has actually occurred. There are three steps in the control process: 14. Control methods: There are three types of control methods: 1. Quality Control This involves inspectors checking finished products, and detecting and removing any components or final products that do not meet the required standard. 2. Quality assurance This occurs both during and after production, and seeks to stop faults occurring in the first place. Quality assurance aims to make sure that products are produced to pre-set standards. 3. Total quality management Is concerned with encouraging all employees in the workplace to think about quality in everything they do. Every employee sets out to satisfy customers, placing them at the center of the production process. For example, to ensure perfect buns, Tip top bakery uses a combination of quality control and quality assurance. 15. Question Discuss what the appropriate management style for a school would be? 6 marks Peel Structure 16. Hierarchical organisational structure Marketing Manager Sales Rep Sales Clerks 17. Definitions: Management hierarchy is the arrangement that provides increasing authority at higher levels of the hierarchy Specialisation of labour refers to the degree to which tasks are divided into separate jobs A chain of command is a system that determines responsibility, supervision and accountability, supervision and accountability of members of the organisation 18. Leadership styles The two main types of leadership styles are: -autocratic -democratic Autocratic or authoritarian (high task/low process) Participative or democratic Management makes decision and tells staff Management makes decision and invites questions Management presents problem, asks for suggestions and makes decision Management presents problem and staff and management work together to make decision 19. Definitions: A managers leadership style is essentially their way of doing things-their behaviour and attitude A manager using an autocratic leadership style tends to make all the decisions, frequently checks employee performance and sometimes gives feed back that is punitive 20. Gordon Ramsay-Autocratic Manager Gordon Ramsay displays many of the characteristics of an autocratic manager. He is tough, and communicates exactly what he expects from staff. This can be fantastic constructive criticism but can also be quite demoralizing as shown in the clip below 21. The end