Rational Approach to Management - Case Study Example

College Name Student Name Strengths and Weaknesses of Classical Approach as a Management Strategy Classical management approach developed during the industrial revolution theory. During that time, new problems had emerged in factories with managers failing to know how to train employees most of who were immigrants and didn’t understand English and how to deal with dissatisfaction of labour provided. It however was in two branches; classical scientific and classical administrative. The need to increase efficiency and productivity gave birth to classical scientific branch, where it emphasized on examining how work process was completed and workforce skills scrutinization as the best way to get the most work done. The major contributors to this branch are Frederick Taylor, Lilian Gibreth, Hentry Gantt and Frank. Classical administrative branch focused on whole organization concentration by developing principles of management rather those methods of work. Major contributors to this branch are Max Weber, Mary Parker Follett, Henri Fayol and Chester Bernard. There emphasis was on the importance of understanding how organizations operate by studying the flow of information in organizations. In classical approach the assumption is that managers make rational and logical decisions that are in the best interest of the organization(Tayeb 2005). Rational management model operates on assumption that as opposed to individuals, organizations have goals and objectives which they would like to achieve, the information on available ways of achieving the set goals and objectives is available and implementation through planning is the best way of achieving these goals (Wieringen & Raymond 1999). Rational approach to management is bureaucratic in nature and is designed to achieve optimum functional performance which contributes greatly to the whole organization. It is legal and there is exercise of authority through procedures, rules, regulations and positions occupied by people. The employees accept the authority as there is fair administrations. Individual’s privileges and rights are protected from officers who are injustice in the organization. There are policies and procedures that are followed when solving a problem in the organization. One of the strengths of both classical and rational management approaches is the establishment of chain of command through a well established hierarchy. Positions are structured in a way that higher positions supervise and control positions that are lower. An organization structure has three levels of management. The top level management consists of board of directors who involve in organization and controlling. They develop the strategic plan of the business in order to meet its objectives. Supervisor activities are coordinated by the middle level management who formulate policies for departments and plans in relation to the objectives and strategic plan. Supervisors are the lowest level of the hierarchy and are responsible to making sure that the job is done. They follow what the management has directed and oversee all daily operations. The span of control that is relatively small enables manager to have few workers to control. The clear chain of command that facilitates control and order throughout the whole organization (Edwards & Rees 2006). Another strength is the establishment of division of labour in organizations. A task that is very complex is divided into small and simple task which can be done by employees. The tasks are repetitive in nature and simple and employees do not have to be educated in that area. It also encourages specialization as workers and management get equal divided work as well as get to take work they are best fitted. Specialization of tasks enables employees to have necessary expertise to work on a particular task. Division of work and specialization also produce better work with the same effort. Specialization also encourages continuous development of methods improvements as well as workers’ skills (Wilczek 2008). The approach also develops new standard methods of doing each job. It allows for the determination of the best method to work in order to accomplish each task efficiently. It also selects trains and develops employees instead of giving them freedom to choose their own jobs and train themselves. Workers are selected based on their qualifications and trained to work better on their jobs in the optimal manner. Classical and rational approach develop a cooperation spirit between management and employees in ensuring that work is carried out according to laid down procedures (Schuler & Jackson 1999). The establishment of rules and regulations through the standard operating procedures govern the activities of the organization to avoid uncertainties and provide coordination facilitation. This together with the hierarchical structure enables discipline and respect within the organization. Managers can therefore provide sanctions where violation of rules takes place. Discipline prevents bending of rules or slacking and discipline may be in the form of demotion, suspension and dismissal for workers who aren’t performing well. The unity of command enables employees to receive orders from one supervisor in order to avoid confusion in their work in the case where they receive different orders from different supervisors. This creates efficiency in work done and provides a sound working environment for employees. On the other hand unity of direction is encouraged in an organization where an employee’s mind generates a single plan and they all play a part in achieving the organization’s goals and objectives (Sparrow 2009). Classical approach also subordinates interests of an individual by making sure that employees concentrate on their work with the aim of benefiting the organization instead of concentrating on their own interests. Work issues should be thought about or pursued when an employee is at work in order to attain the organization objectives. Employees are also able to receive remuneration on the work they do which is fair payment for services but not what the company can get away with. This makes employees become more productive and hence the company reaps more. Rational approach on the other hand ensures that individuals rights are protected through the implementation of policies and procedures established. Classical approach and rational approach also provides authority in the organization. Managers are given rights to give orders and power to implement obedience. The person in charge ensures that tasks are performed according to the stipulated procedures, rules and regulations. The approach also establishes order in the organization by prescribing places for materials and personnel as they have to remain where they are. Order provides efficiency in the work place and work done can be traced very easily and documents can be found very quickly. Since there is lifetime employment for good workers, workers may have job security thus decrease personnel turnover (Perkins & Shortland 2006). Rational management approach is objected on the grounds that are ethical because of its version of bureaucracy involving the control of subordinates by superiors. It also ensures that the organizations goals and objectives have been achieved as the approach entirely focuses on that. Organization’s goals are normally established generally, ways are found to accomplish the objectives and activities to achieve each objective are set. Performance is analyzed by evaluating the accomplished activities with those planned for (Wieringen & Raymond 1999). However, classical management approach has its weaknesses. It is an autocratic leadership style where the management makes all decisions, gives direction and commands everything. It only acknowledges that the source of knowledge is managers and employees should work like machines under constant direction and guidance in order to achieve production efficiency. This approach might lead to employees working in fear of being fired or disciplined. If employees are left out of decision making process they don’t feel part of the organization and might rebel against the decision made or any change made out of management decision. This may lead to unproductively which in turn leads to underperformance by the company (Terrence 2005). Favoritism and personal prejudice can influence management decisions. This can happens if management will not follow competence instead of who they know as the basis of hiring, assigning jobs and promotions. This is due to the position managers hold making them superior than other employees in the organization. The authority managers should have as well as giving commands leaves other employees to accept whatever the decision made as they are not supposed to question anything. Classical management approach can only work well in a simple and stable organization with no uncertainties. However many organizations today keep on changing and are become more complex (Griffin 2006). It is very much suitable for companies that do mass production of products. The organization needs strict communication channels, division of labour that is well defined and centralized decision making can increase efficiency of the organization, as there will be standardized production process. Classical management approach also slighted an individual’s role in an organization. Employee functionality is disregarded as importance is given to completion of tasks, policies and regulations, goals clarification and simplifying of tasks. (Angelopulo & Barker 2005). The line of authority that is in a hierarchical structure makes the gap wider between the managers and employees. This weakens the bond that is supposed to attend the two groups and thus making each group suspect the other of only working towards achieving their own interests. This gap creates tension that is very unhealthy to the organization as there will be manifestation of lack of teamwork. Another weakness of classical approach is lack of initiative on the part of the worker. Since managers are the only ones allowed to make decisions, workers may be denied a chance of being creative in providing new methods for their work and organization as a whole. They may not exploit their potential and thus their innovation may never be born, and the organization may miss out on this opportunity. Since principles of classical approach benefits only the organization and see workers more of machines than human beings, labour unions may rebel against the organizations. Rational approach on the other hand allows employees to form effective alignments personally that will defend them when there is a failure of their orientations to fit well with the needs of those people they interact with. A decision maker can seek to maximize his own satisfaction in making a decision. Employees can avoid responsibility because of conditions available that make others effective. Employees who are producing results make their needs look more important than the organization itself thus rendering management powerless in insisting otherwise. A lot of information is needed in this approach that is very accurate, relevant, in an appropriate form, understandable and complete, something that is very idealistic in reality, despite the fact that technology has advanced (Wieringen & Raymond 1999). Classical approach brings ways of managing and performing tasks. It deals with development of standard procedures or ways of performing tasks as well as training employees to work like machines. One of its strengths is that it encourages specialization of work. Its weakness is that workers are not seen as human beings but more like machines. Rational approach is normally seen as part of administrative classical approach as it is classical in nature where there is a hierarchical structure, rules and regulations and policies and procedures. 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Waxmann Verlag Wilczek, T, 2008. The “Classical Model” for Practising Human Resource Management. GRIN Verlag. Read More