APPROACHES

TO
MANAGEMENT
Presentation by :
Mr. Priyo Das
Assistant Professor
Swami Vivekananda University
CLASSICAL
APPROACH
What does it mean?

It is an early management theory focused on organizational efficiency,

structure, and control.

It emphasizes clear hierarchies, task specialization, bureaucratic rules, and

the use of economic incentives to motivate employees.

Key components include scientific management, which seeks the most

efficient work methods, and bureaucratic management, which establishes
formal structures, rules, and procedures.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
HENRY FAYOL’S
CONTRIBUTION
Henri Fayol (1841–1925) – Overview
French industrialist; developed General Theory of Management.
Published “General and Industrial Management” (1916 in French, 1929 in
English).
Recognized as a pioneer in administrative management thought.

Fayol’s Contributions – Classification of Activities

1. Technical Activities – Processing, production, operation.
2. Commercial Activities – Buying, selling, exchange, trading, manufacturing.
3. Financial Activities – Best use of resources, investment decisions, capital
analysis.
4. Security Activities – Safeguarding property, inventory, assets, and life.
P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
HENRY FAYOL’S
CONTRIBUTION
Accounting Activities-
Ascertainment of financial position, profitability, cost.
Includes wage payment, statements, statistical info, systematic
records.
Managerial Activities
To forecast, plan, organize, command, coordinate, control.
Managerial qualities should be developed through training.
Applicable to all undertakings (industrial, economic, political, etc.).

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
FAYOL’S UNIVERSAL
PRINCIPLES OF
MANAGEMENT
Henri Fayol’s 14 Principles of Management

Division of Work (Specialisation) Centralisation

Authority & Responsibility Scalar Chain
Discipline Order
Unity of Command Equity
Unity of Direction Stability of Tenure of Service
Subordination of Individual Initiative
Interest to General Interest Esprit de Corps (Team Spirit)
Remuneration

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
HENRI FAYOL’S 14
PRINCIPLES OF
MANAGEMENT
Division of Work
Specialisation increases efficiency and productivity.
Employees should focus on specific tasks to improve skills.
Authority & Responsibility
Managers must have the right to give orders.
With authority comes responsibility for results.
Discipline
Respect for rules and agreements is essential.
Discipline ensures smooth functioning of the organisation.
Unity of Command
Each employee should receive orders from only one superior.
Avoids confusion and conflict in instructions.
P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
HENRI FAYOL’S 14
PRINCIPLES OF
MANAGEMENT
Unity of Direction
One head, one plan for activities with the same objective.
Ensures coordinated efforts towards a common goal.
Subordination of Individual Interest to General Interest
Organisation’s interest must prevail over personal interests.
Reduces conflict and promotes team spirit.
Remuneration
Fair and satisfactory compensation for employees.
Motivates workers and promotes loyalty.
Centralisation
Balancing decision-making between top management and lower levels.
Degree of centralisation depends on the situation.
P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
HENRI FAYOL’S 14
PRINCIPLES OF
MANAGEMENT
Scalar Chain
Clear line of authority from top to bottom.
Employees should follow the chain of command.
“Gang plank” can be used for quick communication when necessary.
Order
Proper arrangement of people and resources.
“A place for everything and everything in its place.”
Equity
Managers should be fair and kind to employees.
Ensures loyalty and devotion.
Stability of Tenure of Service
Job security and stability encourage efficiency.
High employee turnover should be avoided.
HENRI FAYOL’S 14
PRINCIPLES OF
MANAGEMENT
Initiative
Employees should be encouraged to take initiative.
Promotes creativity and ownership in work.
Esprit de Corps (Team Spirit)
“Unity is strength.”
Promote harmony, cooperation, and morale among employees.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
FAYOL’S CONTRIBUTION
– KEY POINTS
Identification of Management as a Separate Function
Fayol: First to treat management as a distinct function with universal application.
Management seen as a process: planning, organizing, commanding, coordinating,
controlling.
Separate from ownership of enterprises.

EVALUATION OF FAYOL’S CONTRIBUTIONS

Emphasized six types of activities: technical, commercial, financial, security,
accounting, managerial.
Proposed principles for efficient day-to-day functioning.
Focused on planning, organizing, command, coordination, control.
Highlighted need for good mental & physical qualities in managers.
Recognized human resource (manpower) planning as key.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
GANG
PLANK
Scalar chain: Line of authority from top to bottom.
Gang-Plank: Shortcut communication between employees of
same level, without disturbing the hierarchy.
Example: D can directly communicate with N at same level via
Gang-Plank.
Cannot be used between employees of different levels.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
 SCIENTIFIC
MANAGEMENT
Frederick Winslow Taylor (1856–1915) – Father of Scientific Management.
Published The Principles of Scientific Management (1911).
Aim: Introduced scientific methods in industrial management.

Four Principles of Scientific Management

Development of a true science (study and analysis of individual work).
Scientific selection of workmen.
Scientific education and development of workers.
Intimate and friendly cooperation between management and workers.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
 SCIENTIFIC
MANAGEMENT

Taylor’s Philosophy (Key Contributions)

Science, not rule of thumb.
Harmony, not discord.
Cooperation, not individualism.
Maximum output, not restricted output.
Division of Functions:

Management: Planning the work.

Workers: Performing the work.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
CONTRIBUTIONS OF F.
W. TAYLOR
Mechanical / Technical Contribution
Objective: perform work in the easiest way, minimum time, minimum
effort, minimum cost.
Methods: time study, motion study, fatigue study.
Achieved through standardisation of work and direction.

Organisational and Functional Contribution

Separation of planning from doing
Managers plan, employees execute.
Clear division: planning (managers) vs execution (workers).
Well-defined plans before execution.
P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
CONTRIBUTIONS OF F.
W. TAYLOR
Separation of planning from doing
Managers plan, employees execute.
Clear division: planning (managers) vs execution (workers).
Well-defined plans before execution.

Task Management
Predefined time schedule for each task.
Use of standard materials and machines.
Fix standard time for different tasks.
Observation, measurement, and standardisation
applied to task management.
P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
CONTRIBUTIONS OF F.
W. TAYLOR
Differential Piece Rate System
Incentive wage system to motivate efficiency.
High wages and financial incentives encourage higher
productivity.

Proper selection and training

Right person for right job.
Training for new machinery/process.
Qualified staff with continuous training for efficiency.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
CONTRIBUTIONS OF F.
W. TAYLOR
Functional foremanship
Each work supervised by a specialised foreman.
Taylor suggested 8 foremen: Gang Boss, Speed Boss, Repair
Boss, Inspector Boss, Shop Disciplinarian, Route Clerk,
Instruction Card Clerk, Time & Cost Clerk.
Promotes cordial manager–worker relations.

Cost control
Proper cost control techniques essential.
Ensures reduction in production cost and improved
product/service quality.
P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
CONTRIBUTIONS OF F.
W. TAYLOR
Introduction of exception rule
Focus only on exceptional/non-normal matters.
Top management intervenes only when exceptions occur.

Scientific basis
Work decisions based on scientific methods.
Cause-and-effect approach to improve efficiency.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
CONTRIBUTIONS OF F.
W. TAYLOR
Philosophical Contributions
Mutual prosperity
Improve relations between managers and workers.
Cordial relations promote industrial peace.

Improvement in productivity
Increase worker efficiency.
Quantification and target setting as condition for
higher output.
Standardised working conditions.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
CONTRIBUTIONS OF F.
W. TAYLOR
Philosophical Contributions
High wage rate, low labour cost
High wages motivate workers.
Productivity increase lowers overall labour cost.

Co-operation
Cordial relations among worker–worker, employer–
worker, employer–outsider.
Promotes harmony and teamwork.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
BUREAUCRATIC
MANAGEMENT
Key features
System of abstract rules
Formal rules ensure uniformity and coordination.
Well-defined regulation system strengthens stability of
enterprise.
Hierarchy of scalar authority
Each level supervised by higher authority.
Introduces chain of command and controlled
delegation of authority.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
BUREAUCRATIC
MANAGEMENT
Key features
Functional specialisation
Division of labour into smaller, specialised activities.
Managers and employees perform defined roles with
clear responsibilities.

Written regulations
All decisions, rules, and acts are documented.
Avoids reliance on oral communication.
Management by rules, not by individuals.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
BUREAUCRATIC
MANAGEMENT
Key features
Superior–subordinate relationship
Clear distinction between senior and junior managers.
Senior managers issue directives; juniors execute.

Impersonal relationship
Relations based on official position, not personal ties.
No importance to personal relationships across levels.
Separation of administration staff from ownership.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
BUREAUCRATIC
MANAGEMENT
Key features
Free from external control
Rules and regulations dominate decision-making.
Minimal outside control; managers free from external
interference.

De-humanised management system

No recognition of informal relations.
Only official/formal relations considered.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
BUREAUCRATIC
MANAGEMENT
Key features
Promotion
Based strictly on seniority.

Application
Suitable for large, complex organisations (business,
government, education, social institutions).

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
BUREAUCRATIC
MANAGEMENT
Criticism
No managerial freedom –
Ignores psychological/social aspects; managers forced into
mechanical style.
Absence of human consideration –
No scope for personal growth or humanistic approach.
Rigid rules and regulations –
Strict adherence reduces focus on results.
Non-existence of informal organisation –
Ignores informal relations that aid cooperation.
P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
BUREAUCRATIC
MANAGEMENT
Criticism
Outdated system –
Control and authority system considered obsolete.
Absence of informal communication –
Suppresses innovation and creative ideas.
Lack of initiative –
Workers become dull, passive, inefficient.
Lack of flexibility –
Too rigid to adapt to modern dynamic business needs.

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
NEO-CLASSICAL
APPROACH

P r e p a r e d b y M r. P r i y o D a s ( A s s i s t a n t P r o f e s s o r, S c h o o l o f M a n a g e m e n t , S w a m i V i v e k a n a n d a U ) n i v e r s i t y
Questions &
ANSWERS