Early Approach to Scientific Management - Essay Example

?Management and Leadership Early Approach to Scientific Management Early approach to scientific management involves analyzing the productivity of employees in a scientific manner. Every job is subdivided into tasks so as to determine the appropriate ways in which the tasks could be accomplished. The different tasks in a job would be effectively be reconstructed to ensure that the job is efficient as is able to contribute to the overall productivity of the organization. The first duty in scientific management is to determine whether someone is suitable for the job. Most organizations would only hire those individuals suitable for a particular position and the one they are mostly suited. Further, workers must be trained in their respective positions to ensure that there is improved productivity as well as personal career development. The training would be on how to perform the job and the best standards to be applied (Koestenbaun, 2002). Early Approach to Classical Administration The scientific approach to management focuses on the overall productivity of employees. However, classical administration approach to administration places much importance on the total organization. The most important aspect is on the development of good management practices rather than the development of work methods. In any organization, for effective management, there has to be effective flow of information from the top managers to the subordinates. Effective communication reduces the amount of time spent in unproductive duties. Communicating effectively ensures that employees are able to spend most of their time doing constructive and beneficial duties to the organization. Further, effective communication fosters unity between the management and the employees. This can eliminate problems of industrial actions that result due to lack of understanding between the management and the employees. In classical administration, most companies were managed on a personal family like basis. The employees in the organization were expected to be submissive to their managers rather than to the organization (Lussier & Achua, 2009). Tesco Management Model Tesco management model states that employees must be given a chance to meet their full potential. In carrying out their duties, they should not be discriminated against due to age, gender, disability, ethnicity or sexual operation. Due to these factors, Tesco has been able to rise from a small retail supermarket to the world’s fourth largest retail market. Good leaders and managers must ensure that their employees are given a chance to contribute to the wellbeing of the organization. This can only be achieved through effective communication. The diversity approach to management at Tesco ensures that all levels of the society are represented in the organization. Tesco aims at employing local people as well as developing them to become effective leaders in the development of the business. Further, Tesco does not discriminate on the basis of ethnic origin. Understanding among various ethnic groups is the basic priority of Tesco. This ensures that corporation among employees is ensures. Lloyds TSB's Management Model Lloyds TSB is major banking and insurance group in the UK with several other branches in more than 30 countries across the world. Their main aim is to be the best bank in the world. Measures of performance at Lloyds TSB are geared towards the faster completion of task completion. This is the best example of accompany that employs bureaucratic form of governance. Measurement of performance is not towards goal accomplishments but task completion, and the process revolved around the bureaucratic process of form filling. Most employees are required to sign up to some common agreed upon goals (Lloyds TSB,2012). The first goal is finance. Employees at the organization are expected to maximize income and optimize cost so as to bring about increased revenues. Secondly, employees must be able to maximize the number of new customers, products and services which are sold in the organization. Further, employees are expected to optimize operational, financial and reputation risks (Lloyds TSB, 2012). Early Approach to Bureaucracy Bureaucratic management involves the use of rules to govern individuals and groups as seen in the Lloyds TSB's management model. In this system of management, the employee’s preferences in having special needs are replaced in favour of rules and regulations. The bureaucratic manager often uses the rules to fit people into the system. Bureaucracy often increases in situations where organizations’ activities become numerous. Subordinates in the bureaucratic systems of management need to learn that it is the policy of the organization that needs to be followed, not individual preferences (Skinner, 1992). In addition, bureaucratic management involves the use of rules to manage the operations of an organization. The manager ensures that he or she understands the rules and follow them; the subordinates are the expected to understand and comply with the set rules and regulations. Most bureaucratic managers cannot violate a rule once it has been established. In bureaucracy, there are no exceptions to the already established rules and regulations. In addition, most bureaucratic managers do not always like the established laws and regulations to be changed (Skinner, 1992). The Human Relations Approach The manager must be able to listen to the customers as well as to the employees. The manager does not only need to consider the views of his superiors by should also consider the views of his followers as well, as employees, Tesco management model is applied in this case. The provision of efficient services to the customers and to the employees should be the main objectives. Further, the manager must love the customers. When a manager loves the customers and other subordinates, he can level with them and be candid with customers. Love for the consumers ensures that they accept any reproof, suggestions and praises from the manager. Managers need to understand that effective human relation practices will make customers recognize and feel that they are accepted and recognized in organizations actions. In addition, managers need focus on the lives of consumers and employees so as to determine their shortcomings and endeavour to provide solutions to them. True human relations managers cannot love their employees and customers unless they spend time to serve and discuss with them (Marquis & Huston, 2008). The other most effective approach to human relations is selflessness. The manager must be able put the need of both customers and employees first, his own needs should come second. However this should be done tirelessly, lovingly and effectively is the customers and employees are to feel the action of the human relations manager. There can arise several problems in an organization if the manager becomes selfish and self centred. In most cases, managers make too many harsh demands on their subordinates and customers in order to meet organizational set objective (Marquis & Huston, 2008). The Trait Approach to Leadership Trait approach to leadership focuses on the qualities of leaders necessary for the economic progress of an organization. The traits should include intelligence, self confidence, determination, integrity and sociability. The leader must take full responsibility of his/ her actions. He ort she must act vas a perfect example to the subordinates. Leaders are expected to live courageously and behave morally in the public. The great leader through every thing he does shows the subordinates the best traits to be learnt and followed; he should be practical but not a pretender (Marquis & Huston, 2008). Behavioural Approach to Leadership Behaviourists like Macgregor assert that successful managers should aim at performing duties that contribute to the overall good of the employees. There is a clear relationship between leader’s behaviour and the productivity of the employees because employees feel motivated if their manager has got good behaviours. They will then feel motivated to carry out their tasks without fear of being intimidated by their bosses (Koestenbaun, 2002). Autocratic leadership style involves the issuing of orders to the subordinates in organization. This type of leadership is similar to the Lloyds TSB's management model. The manager tells the employee what to do and when they are supposed to do the tasks. This leadership style is domineering and demanding. The managers ensure that the subordinate employees perform according to his command. If the subordinates do not follow the strict commands of the manager, then the manager is quick to remind them that they let him down. In most cases, the manager is the authority and his point of view is always the correct one. Further, the manager is obedient and loyal to the superior leaders just ah he expects his subordinates to be loyal to him (Koestenbaun, 2002). Autocratic leaders do not always want to be bothered with facts, reason, suggestions or excuses; they expect their subordinates to work without complaining. They expect their subordinates to deliver results in the smallest duration possible. Further, the leader often withholds information from his subordinates. He decides which information is suitable for the subordinate staff, for instance, what they need to know to get the job done (Lussier & Achua, 2009). Autocratic leadership style has got benefits. This type of leadership does not have to be negative as some critics have proposed. Autocratic form of leadership is the best type of leadership to maintain a tight organization. It also ensures that organizations achieve their objectives faster especially given that decisions are easily made and communication is one way. For the dependent leaders, autocratic leadership style is the best style of leadership. The most evident benefit of this style of leadership is that, it gives the leader security and reassurance in the organization (London, 2002). This style of leadership is most suitable for the hostile leaders as well as the unorganized. It ensures that the hostile person’s energies and aggressiveness are controlled and are channelled to more important duties and kept under control. In addition, autocratic leadership is also suitable for the careless and the unorganized. However, it is unfortunate that most autocratic leaders believe that they are respected due to fear and obedience they instil in the subordinates (Northouse, 2010). Further, autocratic leadership and its application in organizations try to improve personal satisfaction on the subordinate employees. This is ensured through the direction of personal praise to each employee for accomplishments. In an effort to foster unity among employees, autocratic style of leadership ensures that there is emphasis on special nature or eliteness of the employees. In addition, this type of leadership style recognizes that the manager must maximize the employee’s desire for accomplishment (House, Brodbeck, and Chhokar, 2007). This is achieved by placing the employees on a competitive basis with other groups of employees. Loyalty from the employees is achieved through loyalty to his post and an individual’s acceptance of responsibility for the actions of others in the group, whether the actions are good or bad. Obedience is the most important factor that an autocratic leader expects from the subordinate employees. The subordinate employees normally are not expected to reason, they are expected to do or die. Democratic leadership on the contrary, involves the sharing of information, authority, responsibility and accountability among employees of various ranks in the organization (House, Brodbeck, and Chhokar, 2007). In this type of leadership, the best results can only be achieved through everyone’s involvement in the decision making process as well as the implementation phases. The leader believes that although he/she has authority over others, solutions to problems can also be found among other employee in the organization. This he/she does through delegation of duties to the subordinates. This style of Leadership has been employed by the Microsoft’s founder, Bill Gates. Democratic style of governance, especially at Microsoft gives employees a chance to see, know, understand and use the facts to carry out their obligations in the organization. In addition, there are always benefits arising from democracy if subordinates are given a chance to contribute to various discussions. Consequently, if employees are well informed, they will be able to make decisions that are of great benefit to the organization and to them (Marquis & Huston, 2008). Democratic leaders like Bill Gates make sure that there is a chance for every employee to secure and use best ideas for others in the organization. In most cases, there is a superior motivation among the employees under a democratic system of leadership (House, Brodbeck, and Chhokar, 2007). Further, democracy ensures that there is faster organization among employees necessary in the accomplishment of duties. To succeed in governance, democratic leaders such President John F. Kennedy and Bill gates often ensure that they set goals in collaboration with their subordinates (Delanty and Turner, 2011). The opinions and contributions of subordinates are always accepted. The success of the organization is never the sole responsibility of the leader alone. It is important to note that democratic leadership enables organizations and individuals achieve their objectives. Conclusion It is important to note that autocratic leadership and its application in organizations improves personal satisfaction on the subordinate employees. This is ensured through the direction of personal praise to each employee for accomplishments. In an effort to foster unity among employees, autocratic style of leadership ensures that there is emphasis on special nature or eliteness of the employees. In addition, this type of leadership style recognizes that the manager must maximize the employee’s desire for accomplishment. This is achieved by placing the employees on a competitive basis with other groups of employees. Loyalty from the employees is achieved through loyalty to his post and an individual’s acceptance of responsibility for the actions of others in the group, whether the actions are good or bad (Skinner, 1992). References Delanty, G. And Turner, S. (2011) Routledge Handbook of Contemporary Social and Political Theory, London, Taylor & Francis. House, R., Brodbeck, F. and Chhokar J. (2007) Culture and Leadership, Across the World: The Globe Book Of In-depth Studies of 25 Societies, London, Routledge Publishing Company. Koestenbaun, P. (2002). Leadership; the inner side of greatness; a philosophy for leaders. New York, John Wiley and Sons. Lloyds TSB (2012). Asset Management Service, viewed from http://www.lloydstsb.com/private_banking/asset_management.asp [Accessed 1 May, 2012] London M. (2002) Leadership Development: Paths to Self-Insight and Professional Growth, London, Routledge. Lussier, R. & Achua, C. (2009). Leadership: theory, application, & skill development, London, Cengage Learning. Marquis, B. & Huston, C. (2008) Leadership roles and management functions, London, Lipincott, Williams & Wilkins. Northouse, P. (2010) Leadership; theory and practice. London, SAGE Publications. Skinner, D. (1992). 22 Leadership principles, New York, Cedar Fort. Read More